--------- Good morning and welcome to our July 13th, 2026 Board of County Commission meeting. This is our budget hearing, our first budget hearing. Please join us for a moment of silence followed by the pledge of allegiance. Thank you. >> I pledge allegiance to the flag of the
United States of America and to the republic for which it stands, one nation under God, indivisible, with liberty and justice for all. Uh there are two presets today. Uh public comment will be taken at 9:05 and
public comment will be taken at the end of the uh agenda. Uh there are no additional items. Is there a motion to approve the agenda? >> I'll move approval of the agenda. >> There's a motion in a second. Any objections? That motion passes unanimously. Would anyone from the
public like to address us? I do not have any request to speak forms. Then we will start on our uh fiscal year 202627 budget workshop. We'll start off with the constitutional officers. We'll start
with the sheriff commissioners. I was just going to introduce real quick as we start this process. Um uh Miss Merley and I put together a budget that essentially keeps uh our millages flat. Our focus is on uh service. You'll hear that theme
throughout the day. Um, in terms of what we do, it's important to know from our taxpayers, uh, and and certainly the constitutional amendment on all the different things that we do. And you'll see that, uh, throughout today's presentations. Um, and look forward to
working with you on this workshop on any amendments that you may desire to pursue. Thank you. >> Thank you, Miss Merly. >> Overview for first? >> Yes, I'll do the overview first. Um, good morning, chair and commissioners. Stephanie Merley, the director of the Office of Management and Budget, here to
present to you the fiscal year 2027 budget. This budget represents months of collaboration between county departments, our constitutional officers, the Office of Management and Budget, and County Administration. It is a balanced financial plan that provides funding for the services and
responsibilities of county government while maintaining the county's established financial policies and long-term planning practices. The proposed budget outlines the financial resources needed to carry out the services and responsibilities of Martin County government during the upcoming
fiscal year. Funding is allocated to support departmental operations, public infrastructure, statutory responsibilities, and other programs authorized by the board. Today's presentation will provide an overview of the proposed budget and the services and
functions it supports. So today's workshop begins with an overview of the budget development process before reviewing the county's financial picture, tax base, revenues, expenditures, and major budget drivers. We'll then move into each constitutional
officer and county department budget, highlighting the services provided to our community and discussing any significant operational or capital changes before asking the board to establish the tenative mill rates. This workshop is required by Florida
statute 125.74 which requires the county administrator to prepare and submit a balanced operating and capital budget to the board for consideration. The document before you today is a working budget. The purpose of today's
workshop is to review that proposal, receive board direction, answer questions, and make any necessary revisions before establishing tenative millage rates. If necessary, the workshop can continue tomorrow, July 14th.
So, a little bit about the Martin County budget timeline. Um, the county's budget process is a year-round effort. Development begins months in advance with updates to the capital improvement program followed by departmental budget requests, revenue forecasting, and
review of operational needs. Once the property appraiser certifies the taxable values on July 1st, staff finalizes the proposed budget and calculates the millillage options available to the board. Today's workshop is just another step in that process before the public
hearings are scheduled in September. The development of the county's annual budget follows a structured process guided by Florida statutes, including the requirements established through the truth in millillage or trim process. These requirements provide a framework
for transparency, public participation, and accountability throughout the budget cycle. Florida law requires that budgets be balanced, meaning that anticipated revenues must equal planned expenditures. Deficit budgeting is not permitted with local county governments.
The budget must account for all expected revenues, expenditures, reserves, and available fund balances to provide a complete picture of the county's financial position. Finally, the budget must provide the resources necessary to deliver county services while maintaining responsible financial
management. accountability and transparency for residents. So the FY27 budget at a glance, this slide provides an overview of the major themes reflected in the fiscal year 27 budget. The proposed millage rate remains unchanged from the prior year
while the budget continues to focus on maintaining the current level of services provided to residents. The majority of investments included in the proposed budget are focused on core community priorities, including public safety, infrastructure needs, and
continued maintenance and protection of county assets. The budget also includes two new board positions, each designed to support operational needs, improve efficiency, and strengthen cyber security and public records capabilities.
And additionally, the FY27 budget continues the county's long-standing approach of maintaining strong financial reserves and conservative debt levels. These practices provide financial stability to and help position the county to respond to future emergencies,
economic uncertainty, and long-term needs. So, a question many residents ask is what exactly does county government do? Florida law assigns counties significant responsibilities that protect public health, safety, and welfare. Many of
these responsibilities are mandatory, including funding the constitutional officers, the court facilities, emergency management, inmate medical care, Medicaid contributions, veteran services, public health partnerships, planning and zoning, and
enforcing the building code. And in addition to those legal responsibilities, the county operates 16 specialized departments that maintain roads, parks, libraries, environmental programs, public buildings, technology systems, utilities, and emergency
services. And this budget is just the financial plan or the mathematical summation that allows those services to be delivered every day. FY27 budget development. The FY27 budget reflects the board's direction to maintain current service levels. This
budget fully funds constitutional officers requests and mandatory state obligations while limiting increases to contractual commitments, unavoidable inflationary pressures, and essential operating needs. In this budget, county departments were directed to maintain
current budget levels with the exception of those items that could not be absorbed within their current operating budgets. Many departments maximize current line item budgets by reallocating within their respective departments based on the most current needs and trends of each division.
So FY27 budget highlights what changed and what didn't. The FY27 tenative budget reflects the changing cost of delivering the same level of service to residents with no changes to existing service requirements. Many of the budget increases are
associated with inflationary impacts on goods and services, contractual obligations, employee benefits, Florida retirement system contribution rates, and other required operating cost. The proposed budget continues to maintain current service levels while keeping the
county mill rate unchanged. The budget includes two additional board positions that support cyber security and public record services um and continues the county's practice of maintaining financial reserves for emergencies, economic and legislative uncertainty, and long-term financial
stability. So h how do we budget? Our our budget us utilizes a line item incremental budgeting approach which takes the previous year's adopted budget and uses it as a base for the new budget. Non-recurring budget requests such as a one-time piece of equipment are deducted
from the base budget. OMB and departments carefully monitor the revenues and expenses of the base budget and make line item adjustments or reallocations as necessary to maintain the current level of service as well as identify efficiency opportunities. These
adjustments include contractual and/or mandated obligations of current county programs and services. And what line item incremental budgeting does is provide stability and predictability of county services and prevents drastic fluctuations in service
level and budgetary needs. So here's a little snapshot of our current year revenue collections through June 30th, which represents 75% of the fiscal year. Um, current revenue collections continue to perform or outperform as expected. Property tax
collections are in line with budget expectations. Investment earnings remain strong and enterprise operations continue generating revenues consistent with their projections. Um, monitoring these revenue trends throughout the fiscal year allows staff to make informed financial decisions while
maintaining responsible reserve levels. So, a little bit about Martin Countyy's economic landscape. While inflation has slowed for consumers, local governments continue facing significantly higher costs for many of the goods and services necessary
to provide public services and maintain public infrastructure. While the general um CPI or the consumer price index since 2020 has shown an increase of around 23% nationally, South Florida and and local government items
such as construction materials, chemicals, utilities, fuel, maintenance contracts, and equipment have increased well above general consumer inflation, ranging between 35 and 65% increases and even more for specialized equip
equipment and materials which departments will elaborate on in their presentations. These cost pressures directly affect the cost of providing public services. But despite significant inflationary increases since 2020, the proposed FY27
budget maintains the current FY26 millage rate, which still remains 3 and a half% lower than the 2020 millage rate through continued operational efficiencies and award-winning financial policies. This chart shows the 2026 taxable values
as provided by the property pay appraiser on July 1st. The county's tax base is the total taxable value of property throughout Martin County. This includes TPP, residential, industrial, commercial. This year, the preliminary
taxable value is approximately 41.8 billion, which is an increase of 6.38% over last year. According to our Martin County property appraiser, most of this growth comes from new construction and
continued increases in taxable values as Florida assessments Florida's assessment limitations catch up with previous years of market appreciation or also known as the recapture rule. So, a little bit about our fiscal year
27 sources of revenue. The county's budget is funded through a combination of revenue sources. Approximately 45% is derived from ad valorum, also known as property taxes, while the remaining 55% is generated through user fees, utility
charges, grants, state shared revenues, sales taxes, franchise fees, and other dedicated and restricted revenue sources. Many of these revenues are restricted by law and may only be used for specific purposes. The fiscal year 27 budget reflects an overall increase
of 5.4% over fiscal year 2026. The FY27 budget provides funding for the wide range of services and responsibilities Martin County delivers every day. These include public safety, transportation, parks, libraries, environmental stewardship, public
infrastructure, and operational support necessary to provide those services. Every dollar in the budget is allocated to a specific program, service, or public asset. As required by law, the proposed budget is balanced with total
revenues equaling total expenditures. So, a little bit about the fiscal year 27 advorum or property tax impact budget drivers. The increase in advorum revenue primarily supports maintaining current service levels for residents while meeting the countyy's statutory,
contractual, and operational responsibilities. The largest portion funds constitutional officers in required state and judicial agencies such as the medical examiner, public defender office, um court administration and state attorney's
office and guardian ad line. Additional funding addresses increases in retirement contributions established by the state, employee health insurance, contractual services, capital infrastructure, community redevelopment
agency obligations, and financial reserves. This budget also includes the two positions that I mentioned for cyber security and public records. So, where do the property tax dollars go? This graphic illustrates how the pro county's property tax revenues support a
range of services and responsibilities provided to residents. The largest share supports public safety services including the Martin County Sheriff's Office, fire rescue and ambulance services, emergency management, E911 and communications, ocean rescue, nuclear
planning, fire prevention, and the county jail. Another significant portion supports the general government operations including county administration, all of the rest of the constitutional officers, the 19th judicial circuit and state agencies, um,
as well as the maintenance of public facilities, information technology, and other support services necessary for county operations. The remaining portion supports transportation and infrastructure maintenance, environmental stewardships, parks, and libraries.
Several of these functions, including public safety, emergency management, court related responsibilities, and support for constitutional officers are responsibilities assigned to counties under Florida law. Together, these funding allocations support the ongoing delivery of services throughout Martin
County. This is a Martin County debt snapshot. Martin County continues maintaining conservative debt levels. Debt is strategically used for major long-term capital investments. Financing long-term capital projects allows the cost of
these assets to be distributed over their useful life. Aligning the investment with the residents who benefit from the infrastructure over time while continuing to reduce outstanding obligations through scheduled principal payments. The county routinely evaluates its outstanding debt
for opportunities to refinance or retire debt early when it's financially beneficial, helping reduce borrowing costs and maximize available resources. Maintaining low debt strengthens the county's financial position and helps preserve our favorable credit ratings,
which have been most recently rated double A plus and double A in our recent credit rating reviews. As mentioned previously, the FY27 budget includes a limited number of new positions to support operational needs and maintain current service levels. For
the board of county commissioners, two positions are recommended. um network administration um network administrator to strengthen cyber security and technology infrastructure um and a public records assistant which is currently a contractual staff conversion
to support the timely processing of public records request. The sheriff's office budget includes additional sworn and corrections positions to address operational public safety needs. Overall staffing changes included in the proposed budget are intended to support
continued service delivery while address while addressing identified operational requirements. So with that um my presentation is done and I'm happy to answer questions before we move on to the constitutional >> questions.
That's a lot. Mr. Caps, >> I I lost the page number, but the page that has to do with inflation, like out of all the things you just talked about, to me, the thing that jumped out the most was that page uh describing
inflationary pressures and just wondered if you could just hit that again. I think it's worth repeating. So, the departments have a lot of specific examples that they're going to be presenting throughout their um operational budgets, but based on a
lot of the materials that we're experiencing that wouldn't be part of the regular what a consumer will go to the grocery store for, we're seeing especially um janitorial supplies and even things like toilet paper. I think Sean Donahue might have that
information. Toilet paper has gone up uh about 75%. um our own property insurance since 2020 has seen a 62% increase um and it hasn't come down. So that's the biggest thing. While inflation is slowing, we aren't
seeing these prices go down and so they remain at elevated levels of um of cost. So the departments will be elaborating on that and they will have specific examples to talk to during the departmental presentations. >> Thank you. >> And also is the timeline on the left
seven years also? It's the same exact 2020. >> Yes, 2020. So that's our millage rate and the cost drivers in that same 2020 to 2027 time frame. >> Any further questions? Thank you. >> No problem.
>> We will move on to individual presentations. The first will start with the constitutional officers and we will start with the sheriff. Well, good morning, Madam Chair, and good morning, commissioners. Thank you for indulging me with a little bit of
time. As mentioned earlier, this budget presentation today is just a really small snapshot of all the work that's gone into this. In fact, the Mark County Sheriff's Office, we start in February trying to compile a budget, our what we need versus what we really, really need. and these captains and majors and our
CFO that's with me today have worked diligently to try to make this happen along with a lot of our employees at the Martin County Sheriff's Office. So again, while this may be a short presentation, there's a lot of work that's gone into this and we've been extremely uh thoughtful on this and we do appreciate working with your
employees here at the county to try to make this happen. It's been a lot of it's been a collective effort. Our CFO is going to help me navigate this today and I think I have just a few slides, but we'll go through them and then we can we can uh dig more into them if you if you wish. But our total total budget
request this year is $128,462,75 a percentage adjustment of 7.6%. So what are the drivers of this? Uh 7.6% sounds like a lot, but when you get into what's actually pushing this, it's going to kind of mirror what you just heard. And that's that's uh prices that have
been passed us that are non-negotiable for us. Our first one is our previously bargain call in wage progression that our deputies and employees are on which is huge to us. If you remember last year, we came in and I told you about losing a significant
portion of the Mark County Sheriff's Office, the Palm Beach County Sheriff's Office. And I know our fire chief was dealing with the same thing, and you as commissioners came along behind us and helped get our our colas where they needed to be. And and we've done extremely well in that regard. In fact,
uh this year we've been able to hire 85 new employees. So about 12% of the Mar County Sheriff's Office has been upstaffed or replenished because of your support. But that's uh super uh crucial to us to stay inside of Palm Beach County and competitive on the Treasure
Coast in order to keep our employees from jumping ship after we spend thousands of dollars to get them in the door and train them to be here and stay here. We had a surprise increase in the Florida retirement system this year. Our uh we were planning on coming in flat.
the projections were flat. But then at the very end, the legislation passed a bill that gives um that gives a certain class within the FRS a 1.5% retirement benefit, COLA, for the rest of their
life after they retire. Well, that cost passed on to the taxpayers through us. And that cost us another $1.3 million that's going to have to come out of our budget. And then new positions. We are in desperate need of new positions. We had
uh more than 20 positions initially in the budget, but when we sat down with your staff and started figuring out exactly how much money was coming into the county this year, we realized that we were not going to be able to grow the sheriff's office where we needed to be. So, these positions are crucial for us.
Uh a public records position. If you look at what we've done in the past few years at the sheriff's office, we've come online with body cameras. Everything we do is a public record. Those public records coordinators, the people that sit in those back offices have to watch every single piece of
evidence and video minute by minute. And they're inundated every day with public records requests, as I know you guys are also, but that's a crucial position for us. a pre-trial coordinator. For those that are in the audience that don't know what that is, pre-trial release actually takes some of the pressure off of our
jail. Takes some of the people that couldn't bond out that are not violent offenders, that are not likely to reaffend in the community, but it takes pressure off the jail by putting them in a program where they're basically on a probationary status pre the disposition of their case. So, it saves us a lot of
money. It saves us the daily cost of them being in jail and it's cheaper to have them out of jail providing that they have the right structure in place. So that pre-trial coordinator position or the pre-trial position is actually a cost savings at the end. And then four new correctional deputies. We've been
running at at baseline in the jail for quite a period of time. Our average daily population there is 585 people which that's a lot of people to keep hotel wash staffed medical all the things that go on in the jail. And if somebody calls out sick, an employee
calls out sick in the jail right now, it's automatic overtime. So you're paying for the person to be out sick, plus time and a half for somebody to back fill them. So we're paying for it two and a half times. So those four positions hopefully at the end while on the front side cost more money should be a cost savings in the end. And then
other things that our drivers uh again mentioned earlier by your staff, increased health insurance costs, rising costs of technology and hardware, software and equipment. I'll give you one example. uh fuel. Martin County Sheriff's Office uses 1,000 gallons of fuel a day and you
know the fuel prices have now doubled. So our budget last year was blown out of the water and we pay significant amount of money just for fuel. And that's one uh small example really of the the things that we're trying to to pay for this year. Uh our CFO put in a budget comparison trying really trying to show
you that we have been fiscally thoughtful in this budget presentation. FY14 we came in wanting 41 needing really 41.5% of the Avalorium taxes that came in this year we came in asking for 35% of that.
So we have been again careful to ask for what we need. We uh have good employees. If we didn't have such good employees I'd be asking for a whole lot more money to try to offset that. But this is uh is really again a short presentation based
on all the work that's been done. So, I will kick it to you guys or commissioners for questions if you wish. >> Questions for the sheriff. Who sets the Florida retirement system rates? >> That came through the state legislature. So, it's law and uh it's something that
we didn't get a chance to weigh in on. Again, they were projecting flat, which we were really encouraged by. And then at the last hour, uh, they're talking about property tax reform, but then they turn around and and really they really stung us with a $1.3 million bill. And that's a recurring bill that's going to
keep going indefinitely, forever. >> Yeah. And no property tax reform either, even though our property taxes have increased by 62% in the last seven years. >> Yes. >> Commissioner Campy. >> Thank you, Madam Chair. Sheriff, thank you for coming out and bringing your
team with us with you to explain. Can I appreciate the number side. Can you give us sort of like some of the daily numbers of people on the road uh arrests, you know, give us like a little crime stats? I think what happens is when you do a real good job, people
start to not necessarily everyone, but some people take it for granted. >> Sure. >> That it we don't have crime here. I don't understand why we would have to pay as much as we are is some of the comments that I hear. Why is the sheriff or fire rescue's budget so large? Uh we're a small county. Can you share some
of what happens on a day-to-day basis with your department? >> I will give you a brief snapshot. So, in the last year, we've answered $175,000 603 calls for service. 175,000 calls for service in Martin County. We worked $16
million worth of fraud. That's just one tiny department within the Martin County Sheriff's Office, but Martin County lost $16 million in fraud. We Baker Act for those that don't know what that means. Those are people that are mentally ill that are not going to jail but they kind of fall in the category of needing help
where we can force them to go get help. We Baker acted 584 people. We worked 29 suicides. So these are people that actually took their own lives here in Martin County. That's one by the way at least every two weeks. To date this year we've had 29 traffic fatalities. Traffic
is a huge deal in Martin County. We've had a lot of issues especially on 710. And I do appreciate you working with us to push on the state to make that road better. We've had four out there on that road alone this year. Uh crashes that did not result in fatalities. We worked 3,338
crashes. We made 5,888 arrests. Of those, a hundred were traveling criminals coming to Martin County to take advantage of us, stealing uh GPS devices out of of of boats, doing high-end fraud, doing high-end car thefts, doing all the things that you
would imagine uh that we deal with every day. And we average in our jail, like I already mentioned, 585 uh inmates a day in our jail. And that's just a very brief snapshot of a lot of work that goes on each and every day. >> Thank you. Yes, >> Commissioner Heatherington.
>> Yes. Thank you, Sheriff, for being here and um all of your staff. You said 12% um we've replenished 12% of our staff and I assume that's through retirement andor vacancies. How are we doing recruiting and retaining and how's our
competitiveness with counties to our north and south? >> So, Commissioner, you asked me like three questions, so if I don't get them quite right, we'll we'll revisit it. But last year we I came in here and did a presentation and said we're going to focus on hiring the positions that we
already have budgeted but are not filled. We were desperately low. We filled 85 of those positions. That's 12% that we've hired in the last year. Most of those were not from retirement. We were having this constant turnover. People because we're we were pulled from all over the country. They were coming
from out of the state. They'd come to Martin County and then they'd look over the fence. Oh, Palm Beach County is just right down the road. even though they have no idea the dynamics and the difference that's down there, they would go down there for a few more dollars. So, uh, we raised their salaries. We got them competitive with Palm Beach County. Not quite what they're making, but
enough to where it wasn't as as, uh, beneficial for them to drive an hour down there, work a 12-hour shift, and drive an hour home. But we were able to almost get our road patrol complement to full capacity, which we have not been at in about 10 years. So, we're good in
that department. And we have only had in the last short period of time one person leave Martin County to go down to Palm Beach County. So we're doing really good on that part. As far as competitiveness, Palm Beach County is still higher than us. They're probably always will be higher than us. They're one of if not the highest paid sheriff's office in the
state of Florida. So uh we've got to keep them in sight. Port St. Lucy is neck andneck with us. They're a little ahead of us in some things. We're a little behind in other things. Uh so we've got to keep them in sight. But but this this uh contract that we negotiated
last year with the PBA keeps us in line. If I could pay our deputies, and I know if you could if I could pay them a whole lot more, I I would because they do work short and they do work really hard and they do an awesome job for the citizens of Martin County. Did I answer all three of your questions? >> I think you did. >> Okay. Thank you, Commissioner.
>> And is this year three of the contract? >> Year two, commissioner. >> Okay. >> Yes. >> Any further questions? Are we doing tentative things? >> I don't know. You want to >> do you want to do tentative approval of each one of the constitutionals or you
wanted to wrap them up? >> I'd make a motion to accept the tentative to tentatively approve the sheriff's proposed budget. >> Second. >> Second it. >> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously. >> Thank you, Madam Chair. Thank you,
commissioners. >> Thank you. Um, next up we have uh the property appraiser who is here to do a brief presentation. >> Let's get the sheriff's employees back on the job. Good morning.
>> Morning chairman, commissioners. Thank you so much for having me here today. Um I am going to uh briefly give you a little bit of background on my budget and then I would like to talk just briefly on the property tax amendment. So, uh, with that, um, I am Jenny
Fields. I'm the Martin County Property Appraiser. I am one of five of Martin County's constitutional officers. Uh, my primary role as the property appraiser is to value all the real and tangible personal property located in our county
for adorum purposes. Um, the property appraisers maintain their own budget. Um, this is to prevent conflicts of interest and to ensure unbiased property valuations. This keeps us independent from the county commissions that set the tax rates and
spend public funds. Each year, we carefully review every expenditure to ensure requested funding is reasonable, necessary, and supports our core responsibilities and mission. Throughout the year, our team of dedicated professionals worked hard to identify
operational efficiencies and cost savings wherever possible. This proposed budget reflects our continued commitment to fiscal responsibility while ensuring we meet our constitutional and statutory responsibilities to the citizens of Martin County. As part of the budget
packets distributed to you, the board on June 1st, we provided detailed exhibits and schedules outlining the proposed budget, the primary drivers, and the significant changes from the current fiscal year. Rather than reiterate that entire um information this morning, I
will briefly highlight on the key points. Our total proposed budget for fiscal year 2027 is just over 5.8 million. This reflects a modest overall increase of just under 3%.
While our budget is approved by the Florida Department of Revenue, it is funded by you, the board of county commissioners. That funding portion is 96.2%. The majority of our increase this year of just under 3% reflects, as the
sheriff stated, personnel related costs that are largely outside of our control, including, as he said, the health insurance, retirement contributions, and contractual salary adjustments. The remaining increase of our budget is attributed to information technology,
software licensing, and cyber security investments necessary to maintain reliable operations and protect taxpayer data. As additional information, the Department of Revenue has notified our office that they have completed their
review of our budget submittively adopted it with no recommended changes. Our goal is to provide Martin County residents with exceptional service while responsibly managing public funds. We appreciate the board's continued
partnership and we welcome you to visit or contact our office anytime you have questions or concerns. As many of my fellow uh Florida property appraisers are doing during their budget workshops this year, um I'd like to just, as I mentioned, take a few minutes
to talk about the proposed constitutional amendment. If I may, let me first begin by saying that the Martin County Property Appraisers Office does not advocate for or against any ballot measure ever. My purpose this morning is
to provide accurate, objective information so that residents can make informed decisions for themselves. So, as you are aware, the Florida legislature has approved a proposed constitutional amendment titled Save Our Homes from Excessive Property Taxes for
the November general election. It will need 60% voter approval statewide to become law and parts of it would become effective as early as January 1, 2027. The amendment makes two significant
changes to taxable value. The first is it increases the homestead exemption over three years. The first being up to 150,000 in 2027, up to 250,000 in 2028, and then starting
in 2029, it would be subject to inflation. The second major significant changes to taxable value is the reduces the annual assessment cap for non-homesteaded properties from a 10% limit to down to a
5% limit. So, you can imagine why our office has already received many, many phone calls, as I'm sure yours has as well. The number one question people ask our office is, "So, how much money am I going to save if this amendment passes?"
And the honest answer is, "We don't know." In fact, no one knows today because property taxes are made up of several moving parts. That's why it's important to understand how a property tax bill is actually calculated which is
what I'm hoping to explain your property tax bill if you can imagine you get that in November and it's made up of two parts the top portion and the bottom portion the first part which is listed at the top is the advalorum part that simply is Latin for according to value
these taxes are calculated by two components your property's taxable value multiplied by the millage tax rate. The property appraisers office determines the taxable value and the taxing authorities determine the millillage tax rates. Martin County currently has 10
taxing authorities. The second part of that bill at the bottom is non-advalum assessment fees. These are flat fees used to pay for specific services and infrastructure and they will remain on the bill regardless
of changes to your taxable value. They are established by local governing boards and taxing authorities such as city councils, county commissions, and independent special districts. This proposed constitutional amendment affects only the first part, advalorum
taxes. It does not eliminate existing non-advalum assessments, nor does it prevent new assessments from being added in the future. It only changes one part of the calculation. Your final tax bill
will depend on the millage tax rates adopted by the taxing authorities and the non-avvalorm assessments that will appear on your tax bill. And perhaps this is the most important point. A larger homestead exemption does not
automatically mean a smaller tax bill. If this amendment passes, the property appraisers office will be able to estimate what your taxable value is going to do. But there is no online calculator that you're going to find that will
accurately tell you how much you'll save because taxable value is only one part of the equation. Until taxing authorities adopt next year's millage tax rates and determine next year's non-avalorm assessments, the actual impact on an individual's tax bill
simply cannot be calculated. And that is the key point. Voters will make their decision this November, but the actual impact on the property tax bills won't be known until next year's budget process is complete.
Only after taxing authorities adopt their budgets, set their millage rates, and finalize assessments will anyone know what the amendment means for an individual tax bill. So, when people ask me, "How much money am I going to save if this amendment passes?" My answer
today is the same. We simply do not know yet. That's why I encourage everyone to read the amendment, ask questions, and understand that if approved, the amendment would change how the taxable value is calculated, but it would not by
itself determine your final tax bill. The actual financial impact will depend on the budget decisions made by the various taxing authorities during next year's budget cycle. I would just like to say as a homeowner, as a taxpayer myself, I appreciate that
many of the taxing authorities, including yourself, are already evaluating these different scenarios, preparing for potential fiscal impacts, and making that information publicly available will help residents better understand the amendment, how the amendment could affect local government
services, and their future tax bills. For anyone anyone interested in learning more about this tax amendment, our office has published an article, a page on under our news and announcements. And there you're going to find a summary of the amendment. We have a single page
educational handout that outlines everything you need to know about the amendment. And then we also uh conducted an estimated revenue impact which we provided to all the taxing authorities about a week ago. That's on there. And then soon we will be publishing a um FAQ
of frequently asked questions which is being prepared in coordination with the Florida Association of Property Appraisers. So it will also be on that same page. Thank you so much for your time and I'd be happy to answer any questions you have. >> Commissioner Camps,
>> point of curiosity, how how do you know when people are homesteaded and when they're not? like uh and is there a big problem with people claiming a homestead when they're actually not homesteaded because that that's going to
be a big factor with the tax referendum? >> That's correct. Um yes, we have actually a compliance department as you can imagine. Everyone likes to tell on their neighbors. Uh so we uh we have a lot of resources. We do a lot of investigations and we do that because the laws are very strict when it comes to homestead
exemption. The law tells us if for any reason we find out that you have a homestead exemption when you're not entitled to it, we are required to lean you back 10 years including penalties and interest. So you can imagine we are very proactive when it comes to making sure that people at home have homestead
exemption actually have the homestead exemption. But we ask for all your identification. We ask for your voter's card, your social security. We run your um vehicle registration. We make sure all the official documents have the situs address on them and then every you
know we will you know look at it if somebody asks >> but we are anticipating uh the the uh language of the bill has not been given to us yet but part of that amendment it does say there will be stricter guidelines as to what constitutes a
Florida resident because you can imagine if you don't declare your Florida residency by December 31st of this year and you want to come get Homestead, you're going to have to wait five years until your waiting period is over, then you'll get to have this benefit of this increased. So, determining whether
you're a Florida resident is probably going to be more than just give me your driver's license. So, and we haven't gotten that yet, but there will be stricter guidelines. >> Thank you. Thank you. >> Yes. Any further questions? I would just ask this this ballot measure is so important in Martin County. I'd ask that
you come back and visit us again and make a more detailed explanation of the impacts >> uh to Martin County. >> Thank you. >> Yeah. Thank you so much. >> Thank you. >> I'll I'll move tenative approval of the property appraisers budget. >> Second,
>> Commissioner Vargas. >> No, I I thought we were listening to everybody's presentation rather than making moves and voting on this. >> Well, we just voted on the sheriff's budget. >> Yeah, I understand. But I mean that was >> I thought we were supposed to be listening to everybody's presentation >> department.
>> Um >> we still have to uh tenatively approve >> the overall >> the overall >> we could do it all in one big motion at the end of the day or we can do them as we go but we still have to take votes somewhere in this meeting today. Right. >> Right.
>> That's correct. So by looking at each department, the idea is it gives you an opportunity to question or review um specific items uh and then we can have that discussion. Then you can always bring things up again later on in the day. But um uh it's just been the
practice that we would um uh tentatively approve whether it's uh uh formal uh or informal. And at the end, the most important motion is just the the final the final um tentative millage rates that we can publish um uh that will then
ultimately be mailed to all the residents and then you'll have your your your most important vote will happen in September when we have the hearings to uh two public hearings that decide the the actual final budget. So these are
tentative approvals. >> Um and uh until your final vote in September, um the budget is technically not final until until the last vote is is heard, which is uh >> is uh I think some of you have described
the the laborious task of um of about 50 different motions that you have to go through of of every line item particular budget and fund. Um, but what's the most important today is to to um ask
questions or identify anything that uh uh you have concerns of or support of in regard to each department's budget. Thank you, >> Commissioner Caps. >> I I would be good with one motion at the end of the day if everyone else would,
unless everybody unless everybody wants to take 40 different votes uh throughout the day. Uh I'd be fine with that at the end of the day. But >> Commissioner Campy, >> historically since there's so many
moving parts and there's so many departments and the constitutional sometimes by having them as we've been just started to do today. If there is concern by members, commissioners of a specific department, we can sort of set
that one aside versus if everyone is okay with the property appraisers budget, we said, "Okay, that's one." But if there are some that are more complicated or controversial or don't have universal support, we can set those
aside. But the ones that five of us say okay we sort of understand like if any of the five of us have an issue just using as an example libraries then we won't take the vote on that but if there are some where the five of us say okay I understand that that is what it is then
let's push those aside if you wait until the end of the day to make a universal motion of a tentative approval and there were little issues or concerns within the departments. Now you're going backwards to look at well what were
they? Unless you're keeping a little tally sheet along the way. Um this is it works. I mean either way could work. I'm just thinking from my experience at the end of the day you'd have to go back and say okay well you know that department I had some questions on and I thought that
department could have had a tighter budget or there was certain things about that one that I don't agree with. then let's just vote on the ones that that we tentatively approve and if there are some that you don't tentatively
approve let's put those until the end of the day when you've seen the big picture then we can discuss those as a suggestion commissioner Vargas. >> Okay. Um I've understood what you said Commissioner uh Campy. However, I I would like more opportunity to review
this. I mean these these are numbers that are real and um if I would like to uh visit the property appraisers's office and sit and talk further I would like to do that. We don't have to make a final decision until September. This is
a huge year for us. Um so I don't understand why why we have to say yes or no or put aside at this moment. I mean this is a thinking process. So what's most important today is that you do have to establish a tentative millillage that
does get noticed uh by uh um to all the public uh and they will get a trim notice that has the tentative uh millage right set. So that has to happen um statutoily. Um we only have a we're a
short amount of time to do that. Um and so that is what we're doing through this workshop. You can continue to look at the budgets and and then have additional discussions uh at the final um public hearings. But um so today's meeting is
important in establishing what is the tentative rate that we are um going to publish um to the public uh and each property owner will receive in their trim notice um so that that also
establishes the maximum the county can um charge in each millillage >> um and it can only go down. So today's is both a workshop on looking at each individual department or constitutional officer's budget um and question it um
and uh and to establish that rate that's going to be published. There can be ongoing discussions about how those budgets are are made or or asked for uh or you know how it's put together. But from this point till the hearing
um at the next hearing um the budget can never increase based upon after today. It could only go down. >> I think it's very important to tenatively approve each department. I don't want to get to the end of this day
and have taken no votes and then there might be a commissioner who votes against the budget and we don't know why because we haven't taken tenative votes along the way. I think that in in an effort to appear to appear as transparent as possible that we should
make clear how we feel about each department's budget. That's why they're presented departmenti by department instead of just given a given a budget and that's why we're going to spend all day today and perhaps tomorrow reviewing this.
I think it's a I think it's a careful transparent uh strategy for uh showing uh the entire content of our budget. Commissioner Vargas. >> Okay. So um again this is the way that I
look at this. Um there is a lot of information here. So if four of you say yes, I may say no. Can the millage rate be reduced further beyond today? As I stated, this would be the maximum the millage could be charged. And yes,
they at uh the hearing uh the commissioners majority the board uh uh can um lower the millage rate um um could not raise it. Today would be the the maximum a millillage rate that could be assigned is what we're asking for
through this process. >> Okay. So today we could ask for a lower millage rate or is that later on then >> the next hearing? >> So the way we put together the way we establish the millage rate is based upon the the budget for each department that
was prepared for. So uh you could ask for a lower millage rate. Um uh however I would be asking for what services that we would be looking to change. So, so this is an opportunity to talk about the individual line items within the
department budgets and or the services they provide. Um, uh, and and in that sense we can have a discussion on how the budget is put together and the result of that is ultimately the both the the revenue necessary to provide
that which in the case of advorum is reflected in the millillage. So we build the budget simply based upon the expenditure and the revenues needed to match that expenditure is the millillage. Obviously we have other departments too that don't rely on
advorum like utilities and those we set through hearings on fees uh or utility bills. So um anyway so so yes today is a workshop. These are tentative um uh budgets but in the end the wrap-up
budget which is very important is to establish the individual millage rates for each fund including um MSTUS and and general fund so that we can notify the um tax collector and property appraiser
that they that the notices that go out to the public is the >> highest tentative rates. Yeah. >> Commissioner Caps, >> I'll move we go with the chair's preference. >> Well, there's already a motion in a second. >> Oh, okay. Right. >> Good. Is it?
>> Yeah. Right. You made a motion. You second it. >> Okay. And And remind me what that was. >> Property appraisers tenative budget. >> Oh, okay. And we're going to Well, I my my thing had to do with you. You stated a preference to approve each and every
budget as we go throughout the day. Yeah. Do we need a separate motion on that? >> No. >> No. >> We're all good with that. >> It's the way we've always done it. >> Okay. Great. Commissioner Vargas. >> Okay. So, the way you've always done it, is this mandatory to do it this way is my question.
>> No, it's just a more transparent way. >> Well, yes, we're here discussing everything. The evidence has been laid out. However, in my mind, there may be more questions in the future before we have to make a final decision. Okay. Ask your questions about and we're now talking about the
property appraisers budget. What question further questions do you have? >> Well, this deals with the total millage rate too at the end. >> Well, that's not what we're discussing. >> I understand that. However, well, then I I just, you know, have to vote no
because I feel as if you all want to go forward quickly and that's fine. That's your prerogative and I'll leave it at that. Well, then we'll allow you the opportunity to explain why you're objecting to the property appraisers budget.
>> I'm not objecting to her budget. I'm not objecting to her budget necessarily, but there may be other budgets that come up that I can't approve. >> Okay. >> And that's pretty much about it. >> Are you saying that you don't want to uh cast any votes today at all? Even
>> I thought this was a budget workshop to hear the presentation for every division, for every department, for every constitutional >> without taking any votes all day >> without taking a vote >> all day long. Even at the end, we have to take a vote
>> at the end at least. That's that's required of us by law, right? >> Is that true? Is by law. >> It's by law to set the tenative mill rate today. So yes, we have to take a vote on the tenative mill rate. All these individual budgets go into the tenative millage rate. So it's important
to establish each one so you can vote at the end of the day. That's why the presentations are what you vote for today is not binding. The board can amend the budget in September as long as you're making it um lower the millage rate. But you still have opportunity to question budgets and make reductions in
September. But yes, the vote for the millage rate is necessary today. Okay. So the millage rate can be reduced. Correct. >> Correct. >> Yes. I think that's the direction it needs to go in. >> Commissioner Campy, >> thank you. Just for clarity for the
folks watching, the budget process started several months ago. Today is not the first day. Today in the months, weeks, and days leading up to this, the commission's commissioners have met with the sheriff and constitutionals, department heads, uh, to discuss the
back and forth with our administrative staff. We've been working on this uh hearing the information, doing our homework and research. Today is the day that the five of us together for the first time get to hear each other's opinions because most people know the commissioners are not allowed to speak
to each other outside of these meetings. So, I have no idea what my colleagues are thinking until today. So, today is not the first day of the process. It's been a process of of research and investigation for months leading up to this. Uh I think all of us have an
opportunity have had the opportunity to meet with the constitutionals uh to meet with the sheriff. I was there to discuss. So a lot of what we're hearing today from Miss Fields, Miss Davis, uh Rutsky and Carolyn Timman and the
sheriff. I've heard I knew that uh what the budget uh requests from the constitutionals the department heads um I've had an opportunity to meet you saw that there was 16 different groups. I've had the opportunity to meet with many of
them but I've also had the opportunity to meet with not only Miss Merley and her staff but with Mr. Donaldson to hear what was going to happen today. The books were given to us a long time ago and then when you review them there were
questions. There are concerns. Um the looming dark cloud or bright cloud uh is what will happen in November. And as you heard Miss Field say we've already at least I have. I'm assuming my colleagues have as well have already asked our
staff to have those strategies in place. If it passes what will the budget look like? If it doesn't pass what will the budget look like? Now, if it doesn't pass, it doesn't mean that it's, you know, uh Shanganger. We're still always looking for uh budgets to be as tight as
possible. I think even if it doesn't pass the virtue that it was even considered should remind us that the residents and taxpayers want the leanest budget that they can that we can do. part of today by having the different
departments explain this is what my budget has been and this is why I'm looking for an increase even though I know most of them were told not to have any increases there's certain things beyond the control of individual department heads that's where we come in
but to clarify we'll set a millillage tentative and then yes commissioner Vargas it can go down it can never go above the number that we set today or if need be tomorrow.
>> There is a motion to tenatively uh accept the property appraisers budget. All those in favor? >> I I opposed. >> That motion passes unanimously. Who's next? >> Um next up we have our supervisor of elections, Vicky Davis.
>> Good morning, Miss Davis. >> Good morning, commissioners. >> Morning. First of all, I'd like to thank Stephanie Tracy, Shelby, um, budgeting staff and finance, they they're always very helpful. So, thank you for what you
do. And all of your staff, Don, I appreciate everything that each department does to help us in the elections and keep the process running smoothly. So, thank you. Thank you for the opportunity to be here. And you have before you an annual
report from the elections office. I just wanted to go back and review a little bit with you and then tell you where we currently are. And if you have any questions about our budget, please don't hesitate to ask. Um before you, you do
have in the annual report a number of statistics. If you look at pages four and five, you'll see our current registered voters, um the number, how they break out. I thought it would be helpful um
interesting for you all to see some of the numbers that we deal with on a daily basis. How voters are registered to vote, how many um voter registrations we process. In 2025, there were 13,631
and so far this year, as of June 30th, 10,419. You can see by gender how they break out as well. And then on page pages
um eight and nine, there are some some really good district voter registration information that would be good for you as as commissioners. Um on the that's on page eight. And then on
page nine, we have asked every time Kiri and I and staff are out in the community and making presentations about removal of voters from our database. How often does that take
place? It's called list maintenance. And we are involved in list maintenance on a daily basis. And you can see a listing the reason for removal. Um last year in 25 we we removed 1847
who deceased 3,876 who moved out of the county. Um out of the state 135 felony convictions 138. A request
from voter 78 just to be removed. Those who were adjudicated mentally incompetent, we removed six and five for not being a US citizen. So far this year, we've removed 945 who deceased. We
received that information on a daily basis from the state of Florida. Those who moved out of the county, 2520 so far this year. um those who moved out of state, 66 felony convictions, 70
requests from voters, 44 mentally incompat um federal database. So we've removed 21 non US citizens. The other um important information right underneath that are the number of petitions that we have
verified. Local candidate petitions 8,93 statewide candidate petitions 1,885. And then the citizen initiative petitions 13,160 of those we verified. But I can tell you
we touched them more than the 13,000 times. They were um touched many many times this this past year. And then below that is just a a circle that lays out the competencies, what we do on a
daily basis, plus what we do throughout the election cycle for election preparation, for election night reporting. And as you know, we go by um state law. on page 11. Um, I wanted to point out
our canvasing board. Um, thank you, Commissioner Campy and Commissioner Vargas. Commissioner Vargas is our alternate commissioner this year. I've been sharing with the community that it's not really up to me and my staff to oversee this election. It's up to a
state set mandated canvasing board, which is made up of three individuals. a county judge. My judge has been Kathleen Roberts. She's been my judge for 22 years now. Um myself as supervisor of elections and a county commissioner and
then we're required to have alternates. So, uh the alternate county judge is is Darren Steel, Judge Steel. So, thank you for um helping us with this election cycle. And I'm sorry the sheriff left already, but on page 12, we're we really
have a strong partnership with our law enforcement. We really appreciate the sheriff and his staff. He always assigns either a lieutenant or a captain to me. I have Lieutenant McCarthy for this election cycle. We've already met as a
team. In fact, we've had a a Zoom meeting with the FBI um out of Miami and we've also participated in an FBI training session, swatting session via
Zoom. So, that has has been very helpful and provides really good information for my staff and also for the sheriff's staff because it's focused on elections. Um, same thing with Chief Z. He's he's been in on those same meetings and Zoom
meetings as well. And then on page 13, just some community highlights. We've had 234 students register to vote this past year. 22 office tours. We like to open up the office so that voters can
see the behind the scenes. Curi calls it beyond the lobby. Many of us, many residents and voters have been to the office, but not beyond the lobby. So, we like to take them into the warehouse and show them all of the safeguards that we
have in place. Uh 61 community events we have attended, four student art contests, 15 nursing homes and assisted living facilities. We've visited and we go in and offer supervised voting in those facilities as well. Three of our
staff have attended Martin Care's program. Thank you for that opportunity. They always enjoy it. And six community and school back to school um food drive. So just some additional information for
you. We mailed out over almost 12,000 vote by mail ballots last week. Um they're starting to come in already. They've been receiving them starting on Saturday. Voters have. And our sample ballot is out on our website,
martinvotes.gov. Uh Martin Votes does have a lot of good pertinent information for this upcoming election. And looking at our budget for um what you're looking at today, our
increase is a 6.3% increase. And that's due to benefits for my personnel and also we have this is for the general election that's coming up. So any questions I can answer.
>> Any questions? I have a question. >> Sure. >> Did I read that Judge Roberts is retiring? >> She is. >> So is this going to be her last year to canvas? >> It will be her last official year. Yes. >> Boy, are we going to miss her? >> Yes. >> She may still be able to come back
though as a paid employee. page. >> So, so she can be a retired county judge and she can serve. >> Yes. >> Terrific. She's wonderful. >> Yes, she is. She knows the process. >> Very, very well. >> Those machines. >> Yes. Those ballots for sure. >> We call her the ballot whisperer.
>> Yes, she is. >> She's awesome. >> Any questions? >> No. Just a comment. >> This is very nice. Very nicely done. And I will move tenative approval. >> Thank you, Stacy. >> Second. >> Thank you. Very impressive document here.
>> Enjoy it. >> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. Thank you. >> Thank you all. >> Thank you. >> Next is So next up, I'm taking the reigns for everybody else. Um Okay.
>> So, unfortunately, the clerk of the circuit court is serving on a very important clerk related board at the state. So, she's unable to attend today's workshop, but I'm going to go ahead and briefly present um a statement from the clerk. Um the clerk's proposed
FY27 budget is 3.62 million. It represents an increase of approximately 237,000 or 7% over FY26. This is a request that reflects the cost of maintaining um countywide services, fulfilling the clerk's statutory and
constitutional responsibilities, and continuing to serve the public effectively. This budget supports the clerk's mission to ensure transparency, fiscal accountability, and due process by maintaining board records, managing county investments and financial
accounts, auditing county operations, which includes the annual independent audit, administering payroll and Florida retirement system compliance, and providing residents with a formal process to challenge property valuations. Um, the primary cost drivers
included the proposed cost of living adjustments and increased health benefit costs consistent with the board's proposal for county employees and the addition of a half-time position to support um specialty local court operations.
There's also a $75,000 increase for internal audit services to address the county's audit plan and identified risk priorities. Um, so that's what I have for the clerk. If there is any questions, I'll try to answer them. If not, I can pass them on to the clerk for any questions.
>> Commissioner Caps, >> move approval. >> Second. >> Any further questions? There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. >> Also contained for the remainder of the constitutional officers. Um you have
sheriff non-EP departmental and this budget is it shows a large increase um due to the there's an E911et one-time upgrade. Um, if you recall, um, on my OM items, there's been quite a few grants that have come through for an E911 upgrade. This is going to be the local
matches that are helping fund those projects. Um, we also have uh, the state judicial and state agencies um, of the 19th um, judicial court. Martin County represents approximately 22% of the four counties. Um and there is a reduction
this year um due to mostly our percentage of um this is going to sound more dead bodies from the medical examiner's office as well as reductions in guardian adm that is showing that decrease. And last but not least is the
tax collector um is showing a increase which also includes the money that we have to pay in estimated fees to the tax collector. Um, so she is showing a 6.70% increase, which is mostly fee offset. So with that, I'll try to answer any
questions for you for those constitutionals. >> Just to be consistent, let's uh keep these separate. Take sheriff non-EP departmental, state judicial, state judicial, and state agencies separate and tax collector separate. >> I make a motion for sheriff's non-EP
departmental >> tentative approval. >> There's a motion and a second. All those in favor? I >> opposed. That motion cast passes unanimously. >> There is >> move approval of state judicial state agencies. >> Second.
>> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously and the tax collector. >> Move approval of the tax collector. >> Second. >> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously.
Okay. We've kind of reached a a proper uh stopping point. So, let's take a 10-minute break and we will resume with the county departments. I'm going to read your Yeah. >> Power. >> Yeah. I wish I would. No. I have tons of We are back. Hell yeah.
>> For you guys. Absolutely. >> We are back in order. We are taking up the remainder of our budget hearing. Where where are we starting here? >> Administration department and Mr. George Stokus will be presenting
the administration plan. Please proceed. >> All right. Thank you, Madam Chair. Uh, for the record, George Stoke, assistant Kai Minister Chair. I'm here today to represent the administration department, which provides a broad spectrum and award-winning suite of services that support the county operations and the
community. In addition to administrative oversight and organizational support, this department manages programs that assist veterans and residents, promotes tourism and economic activity, pursues legislative funding opportunities, and helps ensure that county services are
delivered effectively. Uh on the first slide here, I'd like to point out that the administration department provides the support services that allow every county department to operate efficiently and effectively in order to serve the public. The fiscical
year 27 budget maintains current service levels while addressing personnel and operating cost increases. The only staffing change is converting an existing contractual public records position to a county employee, improving
the responsiveness and consistency of that division within the administration department. Let's go to the next slide. Administration provides the planning, financial oversight, and operational support behind county services that
serve the public. Taxpayer dollars support responsible budgeting, competitive purchasing, grant management, communications, public records, and legislative advocacy. The department also assists veterans in
obtaining earned federal benefits and administers housing and human services programs that leverage outside funding. These services help departments operate efficiently while keeping government transparent and accountable. Next slide, please.
Last year, the administration department pro processed more than 1,400 public records requests, completed nearly all board agendas on time, and maintained a nationally recognized budgeting practices.
Purchasing generated more than 316,000 in rebate revenue while produc processing over 8,400 purchase orders. Veteran Services is projected to secure more than 8 million in federal benefits for local veterans, returning over over
$22 for every county dollar invested. Next slide, please. Community impact administration also brings outside resources into Martin County that reduce reliance on local tax tax dollars through our state, federal,
and private philanthropic uh organizations. Tourism marketing continues generating economic activity and the tourist development tax revenues that support visitor related programs. Health and human services administers
more than 5 million in state and federal grant funding that expand services to residents. Legislative efforts secured approximately 2 million in state appropriations while housing programs continue to assist local families. Together, these programs maximize
outside funding to help deliver additional services without increasing the burden on local local taxpayers. So, in closing, administration exists to support every county service delivered to our residents. Administration supports every county department through
financial stewardship, operational support, and transparent government. The fiscical year 27 budget continues to providing these essential services while focusing on efficiency, accountability, and the value for Martin County taxpayers, residents, and visitors. And
behind uh behind me are probably most of the administration department. If not, they're probably in the hall waiting to see if they need to be asked any questions. Uh and I'm more than happy to address any questions, comments, or concerns. >> Questions for Mr. Stokas. Commissioner Vargas. There are a lot of silos here.
Okay. Um, this has gone up to almost 7%. I I cannot agree with this. There are areas that can be trimmed. Mr. Stokus, this is for in general. um life and health insurance throughout the
county. They're they're all increases in every case, but in some cases they're double what they were last year. Why the wide swing in life and health insurance? >> I can answer that, Commissioner. Um so life and health insurance um we did
experience an 11% increase in health insurance rates this year for both the employee and the employer side. But um we budget based on what the actual elections are per employee. Um so if somebody went from a single coverage to a family coverage that would be
reflected in those budget amounts. So it's really indicative of the person who's in the position right now versus what they were last year. >> Okay. Further questions for Mr. Stokus?
I don't see any. >> If there was concern about increases, do we want to discuss them now? >> I don't think how how much control do we have over the increases? >> So, the health insurance it it is what
our um benefits consultant have projected for the next fiscal year. For many years, the county has been able to essentially outperform national averages on um county health insurance. We had been able to maintain about over the last I think 15 years only about a 38%
increase. Um but unfortunately the costs are rising in health insurance. It just this year was a whammy um based on everyone's elections and the claims that are coming in. And what percentage of um health insurance does Martin County
pay for? >> With the split for county versus employee, I think at this moment is about 72% um county and then the remainder is on the employee >> and the 72% is discretionary.
>> Um that is what the county puts into the total um premium cost. question on the full-time employee. It's one of the only ones for the whole county except the sheriff had a couple. >> That's uh that's correct, Commissioner.
>> Excuse me. Here's my question. >> Uh we had the head of the department down here recently. I remember it used to just be the aids handled the rare request for public record and then we picked a person to be sort of
responsible for it and then it was Sanga and then she turned into a department and then she we added employees. Can uh Mr. Stokus, can you just give us a brief recap when people say, "Well, why are you hiring people?" The sheriff talked
about public records, his or body cams where people are asking for the body cam so they can post them on social media. >> I don't think that's the same, but what I have seen, and I think all of the commissioners had, we're starting to get um public records requests from AI bots
that are asking for hundreds and hundreds and hundreds of pages of information going back years. Can you explain that department a little bit and how that like a couple years ago didn't exist and now it's a big deal? >> Yeah, I believe it it really didn't start to exist until about 2011.
Commissioner, what what this county has seen is is an incremental increase in public records requests both from legal uh legal purposes. Also, we generate uh quite a bit of media. You I know the sheriff was talking about body cameras. We have other cameras that have to go
and be looked at. I think the biggest issue for public records from my recollection is now that um before we can hand those simple records out, we have to go through them with a a fine fine tooth comb and make sure we're not giving out information that's not supposed to be public released. Uh
certain employees in certain positions there are things have to be erased such as addresses or social security numbers, uh financial information and so forth. So the public records uh division under administration has grown. Um but that whole sector of work has grown even more
in a larger and alarming rate and we are responsible to produce it in a reasonable amount of time and if we're not you do face legal consequences. So I don't remember off the top of my head if we've been challenged legally yet. I'm sure a county attorney could tell us that. But uh we do have to provide a
transparent government and provide those records when requested and they there there's lots of requests. I think I said about 1,400. Uh, and um, my experiences when I've gone to conferences is that we have a very uh, top ranking um, I'm not sure if they're award-winning, but public records department. We definitely
are leading the way. >> Thank you, >> Commissioner Caps. >> This is a general comment that applies to all things in the budget that I think is good to keep in mind. When looking at
the growth of budgets and governments, you need to remember two things. One is inflation. And then the other one that we often forget about is the growth of the community. That requires additional levels of service and additional
manpower to service a growing community. Martin County has done a very good job at and not growing too fast. It's usually about 2% a year, but it is growing. And that is a factor when looking at budgets as well. And so let's
all keep that in mind in addition to the inflation. >> Commissioner Vargas. >> So what has been the uh growth in the county? Uh Mr. Donaldson, I think I asked you that question about a week ago. >> Um the growth in the county, it's about
2 or 3% uh as as uh Commissioner Cap stated. Um in terms of population um the administration budget what's most uh affected today was what we talked about is uh public records where we've um actually are using a contracted
services and we've been losing people as we train them. So converting that to an FTE is uh uh going to help us keep up with that with that better. Um but in terms of administration um that's principally our our you know
it's a multitude of divisions. Our number of um purchase orders every area we're seeing increases in uh and uses within uh administration. Our um veteran services uh group is seeing more um uh veterans and helping more folks out. So
everybody has seen um increases that uh in some areas is disproportionate to our population growth. As our veteran services has um been recognized of providing good services, we're getting more people coming in to see them to get
the benefits that they they deserve because they're providing that type of service. So um each each division uh certainly our procurement division is seeing uh significant uh um u uh amount of uh procurement uh for as we keep
bidding out things to try to save money and and re outsource their various activities. So um we do see um in many areas um um growth that um exceeds the population growth. And if I may, um,
commissioners, um, also in captured within the administration budget because it is a pretty broad spectrum is, um, it's notable to mention the tourism office that is contained within here. Um, about half of the total increase to administration is just based on, um,
budgeted revenues that we are expecting for the tourist development tax that are contained within that budget. Um, so we have to budget for those revenues if we're expecting them. So that is part of the increase um a half the increase for the whole administration department
about $400,000. >> Just to comment on something that Mr. Donaldson said maybe a year or two ago we had um several public comment speakers who were veterans who were concerned about getting into veteran services. And when we reorganized that
department, we've heard a lot of good feedback from our veterans in our community about them receiving services. So I think that was a very smart and valuable allocation or reallocation of the way that department
is set up. So kudos to that. >> Thank you. >> Commissioner Caps. Speaking of the veterans services, uh I was uh interested or intrigued to learn that that is a statutory requirement that
each county have a veterans office. Uh >> that's not an optional thing, >> right? >> It's a statemandated preeemption or state mandated. Have >> approval. I'll move
I'm with tenative approval of administration. >> Any further discussion? There is a motion and a second to tenatively approve administration. All those in favor? I opposed. >> Opposed. That motion passes 41 with Commissioner Vargas desenting. >> Thank you, Madam Chair.
>> Thank you. Thanks. >> Next up is airport. We have airport Andrew Mcbine, um the airport director here to present. Yeah. Good morning, Madam Chair. Good morning, commissioners. Hin McBine, uh, airport
director withfield Martin County Airport. Uh, this morning the, uh, last year the fiscal the the budget for the airport was $2.3 million. Uh, we're looking for $2,465,128 in the uh, fiscal year 27 tenative budget. This reflects a 6.7% change in
the budget. Commissioners, it's important to note that the airport is an enterprise fund, which means that the airport is a county department that functions very similar to a business. It generates revenues to cover its own capital and maintenance costs. Um, it is not funded by the advalorum tax and it's not paid for by the Martin County
taxpayers. That being said, commissioners, some budget uh consideration this year is the increased costs of doing business, many of which are inflationary such as janitorial, landscaping, and security, as well as the ongoing maintenance of uh with them field in a safe and serviceable condition as required by
both state and federal law. Airport divisions include administration, which is myself, the business operations manager, and the airport operations supervisor. the airport operations division which is a combination of both the airport operations coordinators and airfield maintenance technicians and then the customs and border protection
office there which provides significant revenue for the airport and serves as a public service for both pleasure and business travelers. The airport also has support from other county departments such as administration, IT, public works and general services just to name a few.
Uh some of the services that the airport provide in fiscal year 27 or in previous if not the most important service that the airport provide would be its economic impact on Martin County and this has been the case since 1928 March of 1928 when the airport was established during an economic downturn in the
community. Today the airport provides $599 million of added value from business activities. Those are businesses that are on the airport or in the community as a result of the airport. For example, if someone flies into the airport, they'll need a hotel room, somewhere to stay. They'll need to go to a restaurant. They'll need to rent
a car, and they'd like to enjoy the amenities that Martin County has to provide. The airport supports 6,858 jobs either directly on the airport or as a result of jobs being produced in the community from those business activities. The airport also supports
$662 million in payroll, which is extremely important because a lot of those dollars are being turned over back into community and spent by the individuals who live here and work here for a total economic output of $1.3 billion on Martin County community. In addition to this, the airport services
are to ensure a safe and fully operational airport environment in compliance with both state and federal regulations to deliver exceptional service for the international travelers through the customs and border protection facility. We have surveyed 95% comp uh 95% customer satisfaction
rate there and I maintain and operate the reach center for aviation workforce development, fostering education, training and sustaining building a sustaining talent pipeline. The image you see here in the middle is our taxi lane rehabil rehabilitation project which the airport worked very closely
with the state and the FAA depositus project which reduce significant impacts to businesses on the airport and in the community. Addition to that, airport staff administers state and fally funded projects and we manage the airport noise educa noise program by educating pilots
and airport users of the voluntary curfew and the compliance. And we also engage communities to increase public awareness of the airport's economic, social, and employment benefits. Services are the numbers commissioners. So based aircraft 425. What this number
represents is there are 425 Martin County citizens that are based at the Martin County Airport. They depend heavily on my staff to ensure that the lights are working, the pavement is in good repair, the AWAS, the weather system is working, and that they have a safe and serviceable airport to fly into
and out of. International aircraft operations. We see 2,000 aircraft cleared through the Customs and Border Protection Facility. Survey shows that 50% of these travelers are Martin County residents traveling for pleasure purposes and the other 50% are Martin County business owners traveling for
business purposes. And again, we have a 95% customer satisfaction rate with that facility. Regulated garbage, 275 bags. Those are the individual bags that my staff has to dispose of as trained by the United States Department of Agriculture to protect local agriculture
industry such as the state of Florida and the United States agricultural industry. Noise curfew letters. 542 individual letters mailed out to noise curfew operators to remind them that the airport is situated in a densely populated area and to use noise abatement procedures where necessary or
to avoid flying if possible. Security corrective actions. These are 25 individual times that my staff was either preventatively uh addressing a security issue on the airport or proactively uh addressing security issues on the airport. And a security connections 525. These are the number of
citizens that we've met with individually and educated them as to the historical, social, and economic impact of the airport. In the corner here, you see um one of those citizen connections which was bring your kids to work day in 2026. Uh that aircraft is a base tenant
of Dr. AR. That's a steerman which is a training biplane, fabric wings, and a wooden propeller. The FBO's also brought out fuel trucks and tugs to show the different uh career opportunity that's available at the airport. Precision Jet Center brought out an aircraft that they do maintenance on and with America's
dollars. I'd be happy to answer any questions. >> Questions? Commissioner Caps? >> Could you recap about the garbage thing? I didn't quite get that. I was going to ask the same thing.
>> Part of having the Customs and Border Protection facility there is that we need to be able to dispose of or sterilize any foreign fruits or meats or unprocessed items coming into the country. So, we have to destroy that so that um >> via barbecue.
>> Yes. An incinerator so that uh those any pests that could be contained within those items do not destroy Florida agricultural industry or the United States agricultural industry. >> Right. And I have one more on the revenue side. You know, when the customs
facility has revenue from two different sources, one is aviation and one is marine. It looks like there's not a lot of revenue there on the marine side. Is that when like somebody takes a boat ride to the Bahamas and they come back and like how does that work? like
somebody do they do that ahead of time or do they do they uh put their take their boat out of the water at Sans and then come over and see you after that or >> Correct. So when the facility opened initially the Boers were required to come in and uh report to the officer. The officer could inspect their vessel
if necessary and then clear them into the country. However, Customs and Border Protection has since launched an app where they can do this via their mobile device. Uh and some um vessel are still required to come in upon request if they don't do it successfully in the app.
>> Thank you, >> Commissioner Vargas. >> Yes. Um Andrew have a question here. Um airport administration. How many employees do you have under that heading? >> Regular salaries. Yeah. >> Three employees.
>> Three employees for regular salaries. >> Yes, Commissioner. >> Okay. And then you have another page here that talks about airport regular salaries. How many employees do you have? That's 645 511. >> That's the operations. That is three in airport operations and four in airport
maintenance. >> Four in what? >> Airport maintenance. >> Maintenance. Seven people. >> Further questions. >> Move approval. Second. >> There's a motion and a second. All those in favor? I opposed. >> That motion passes unanimously.
>> Thank you, Madam Chair. >> Thank you. >> We'll now take up the building department. Good morning. >> Good morning, commissioners. Jeff Dy, director of the building department. Today with I have with me assistant building official Josh Nay behind me. Today we're presenting our building
department budget to you and an overview of what we do. The building department has functions of enforcing statute 553 building construction standards. We also do some local items such as code enforcement and derelch vessel
553. Statute 553 requires every jurisdiction to follow certain rules. The main things we do is enforce the accessibility code of Florida. It's more restrictive than the federal such as our parking spaces are different and private clubs are not
exempt from the accessibility code as the federals do. We do the Florida energy code which is a little more restrictive than the federal energy code but we have to enforce that. And then most important function on a daily basis is the Florida building code that's administered by the Florida Building
Commission which is established uh membership by the governor 17 member board that we uh answer to. Every jurisdiction must have a building official in Florida by that statute. It must be licensed through the international code council and then also
licensed by additional testing in Florida. With that, we have plan reviewers and inspectors that also must be licensed through the International Code Council as well as Florida's licensing. And we also work through the Florida Department of Business and
Professional Regulations to achieve those um goals. Over and above that, we do other things that aren't necessarily written in the job description. Um we do milestone inspection monitoring, which is a direct result of the sea surfside collapse down in South. and we monitor
the protocol associated with all the inspections of the condominiums in the county. We also do hurricane prep. We look at when a hurricane's coming, what we can do to keep all the construction sites aware and safe as possible. We do emergency management training and
staffing. We just recently had to create some protocols associated with Senate Bill 180 to address that and recovery. We do post damage assessment. As soon as the winds get down to 40 mph, we immediately come in and work with the property president to do damage assessment so that it can be all turned
into the state emergency management to make sure we're FEMA eligible and our uh residents are able to get uh help from FEMA if the deem the county is eligible. We are evaluated by the community rating service which was established by V FEMA
through ISO. ISO comes in, does a full analysis of what we do, how we do it, number of inspections, number of plan reviews, staff we have, and and qualifications of each. We recently had our audit. The results have not been turned to us yet, but we're expecting them very soon. We do community
outreach. We're required to do that as part of our community rating service and training in ISO. Other things we do is unsafe structures. We have two types. We have emergency unstage structures and and more of the permanent nature. I typically get about
15 calls a year for emergency, which means someone ran into a building with a car. There's a high concentration of those on nights and weekends. Probably 10% really happened during the day and a lot of them are weekends. I got a call an hour before the Super Bowl that someone was coming home to set up their
party and went right through the garage door, through the garage, over a bicycle, and into the laundry room. So, they uh they come all times. They uh people run in the trailers and knock them off. Um they run into houses. We were called out earlier this year on one that was actually attempted murder with
a vehicle into a house. So uh it can be anything and we provide that service. We also do the permanent ones where someone has not maintain their home and it's in danger of collapse or maybe there was a fire and they haven't done anything. Uh we've had them as is goal is always
compliance. We've had people comply. We've had some that have gone 20 years where they're tied up in trust and probate and we have to work with the county attorney's office, the sheriff, and even go to court to get access into them because that's a very uh tricky thing sometimes.
Other things we do recently, we now have to do waiverss for certain permits that uh may be exempt under the new law that went into effect July 1. So, we've had to set up a whole protocol and software to monitor that. uh we need to keep that separate and distinct from other permits
for our community service rating. Other things we do optional that uh are not mandated at the local level is licensing. That's under chapter 489. Uh we have elected the board has elected to have a local licensing board that can license contractors at the local level.
Goes back many years. Uh the success of that is that someone can come in on the local level, appear before your board, uh the board that has been appointed by the commission um and be able to qualify to take tests. And back in the day, 25
some years ago, everyone had to go to take a test in Orlando. It was mainly run by the state. It was all paper. Today, it's electronic. Many local jurisdictions has opted to not have local licensing because of technology, but we currently do that at the local
level. If we did not do it, it would be all through the state licensing system in Tallahassee. We also monitored unlicensed contractors. We have people go look for that because many times you have uh individuals want to take advantage of the public and uh we try to
make sure that everyone's licensed. On the local level, we have code enforcement that takes care of the local rules such as high grass, someone living in an RV on the property, uh trash, chickens in the backyard. We get a little bit of call of everything. We go
out and investigate that in our in our funding, too. We cover the magistrate who acts as a judge to hear any cases that are brought before them and council that represents us before the magistrate. We also do lean searches when people want to do a real estate transaction or refinance or that type of
thing. We do about 4,000 of those a year. They look for any outstanding uh code enforcement leans or any open permits, that type of things of that nature. The other is derelch vessels. Derelch vessels are actually a law enforcement determination.
Once a vessel has been termined derelct, they give us a letter and say they've adjudicated, they've run their process, have determined it's derelct. The majority of those come from the sheriff. Sometimes we get them from the city of Stewart police or fish and wildlife can
give those too. Once that is determined, we are responsible for removal. Our removal generally takes 15 to 20 days. If we opted not to do that and let FWC do it, you're 15 to 20 months. So, we are the leading group in terms of uh
turning them over. How we fund that, we aggressively and uh uh pursue grants through the Florida Inland Navigation District every year. We are able to obtain one so far and we anticipate doing that again this year. uh we have one employ one person who runs that uh
as well as the support staff that goes with it. Other items uh uh we do is uh some training and community outreach as I mentioned uh many people want to know can I do this, can I do that, how do I do that? So we reach out and uh supply
that support. We have been requested by various uh community organizations and whatnot um uh to follow through. We also have a a team we call blue team. Blue would be an acronym for builder licensing, unpermented, unpermanmented, and
expired. We generally get about 30 expired permits a week where we have to go out and tell people to close it. Many times a contractor go out and just do something simple, change hot water. He didn't never get an inspection. So, we don't want to leave that open because when that person goes to finance or sell the house or what have you, then it's a
bigger issue. So, we try to preempt that upfront. And then probably the most important thing we've taken over since the retirement of Sarah Woods, we provide the brownies for these meetings every day. So, >> and with that, I'll be glad to answer any questions you may have.
>> Commissioner Caps. >> So, tell us about hurricanes and how that affects your budgeting and whether additional resources are ever needed and where you get them. Well, there's a couple different items uh into that preparation as we go out and uh uh look
to uh uh see what we can do to preemptively uh uh make the community as safe as possible. We monitor it. We actually staff the emergency operations center during the hurricane and then immediately when we are allowed to travel again, which is 40 m an hour, our
staff immediately comes in to go out and do the evaluation for FEMA. In terms of uh I previously mentioned Senate Bill 180, we have to set up a backup facility where we could operate if our building was destroyed and we set that up. We put
it on our website. Um and I didn't mention earlier uh in terms of operating, we also act as the building official for the village of Indiantown and we are the backup for the city of Stewart and for the town of SS Point. We
have previously done the same for Ocean Breeze and the town of Jupiter at different times. So we we try to make sure that everything we possibly can do to avoid ahead of time is there. We have backup facilities so that if people come
in and uh once services and we don't have a facility, we have a backup in Indian Town and they're with us because if a storm hits, most likely it's diminished by the time it gets out to Indiantown. we can use a another facility in the county to the south um
if if we need to do that. In terms of additional resources, a recent past legislation ask us to go ahead and go into interlocal agreements or sometime of agreement with other counties or outside agencies and that has been put in place through the state association
of the building officials inspectors association. So we have pulled that so that you can actually go to that resource and get other counties. One of the challenges you have is that if Tampa and Martin County did it well they may
have 10 times the needs we do. So we couldn't begin to drain our whole staff to go over. So you try to somehow match them up sizewise. Secondly, we try to look for someone else who uses our software such as a sella so that if they
come to help us or we go to help them, our staff immediately knows the software they're using. So, we look at those two uh jointly. Additionally, the new legislation, the Senate House Bill 803 required the state of Florida to develop
contracts with outside agencies, uh, private providers to help. But they also put in a provision that building officials, building inspectors, and plan reviewers that are licensed to the international code council in other states but not in Florida would be
empowered to come help us in an emergency declared by the governor. So those are all the measures that have been put in place. The state is currently developing those contracts. The group of the association Florida Building Official Inspectors of Florida
already has in place the mutual aid. >> One one more uh when municipalities call upon your services, you mentioned that you were a backup for for all the other towns and or city governments in our county. I believe most of them anyway.
Um, do they pay a fee to you when you do an inspection? >> I'm sorry. Uh, yes, we have an hourly rate, a fee. Uh, it's an interlocal agreement that's been through this board, signed by both, and it's in place and we build them at the end of the month by the hour.
>> Further questions for Mr. Doherty. Commissioner Vargas. >> Yes. Um, Mr. Dory, um, do do you receive any taxpayer funds? The building department does not receive any the building department enforcement of
statute 553 does not receive any money and actually we contribute back to the county approximately $2 million a year for overset support for our services. So actually we're a revenue source for the rest of the county budgeting uh HR uh
legal uh it what have you. Okay. So the but we do receive uh uh I think taxpayer there may be some taxpayer money for local code enforcement. >> So what percentage is that out of your budget? Do you have an idea or dollar
amount? >> I think >> of the $8 million budget code enforcement is 1.2 million which is um offset by review fees as well as some state revenue sharing. But Jeff's budget is primarily through building permitting
inspection fees. >> Okay. So, you said 1.2 million, but it's offset. So, what is the net? >> I'll I'll have to go research that number if you wouldn't mind. Thank you. Okay. And you said you give back 2 million. >> Approximately $2 million. >> That is um those are what are called
indirect costs. So, Jeff doesn't get me for free. He has to pay for my service. So, um, through the indirect cost study that we do, um, every two years, um, Jeff's department, the building, um, pays back the general fund for all the overhead support such as county administration, county attorney, budget,
HR, purchasing, all of those, um, general countywide functions, >> general services, taking care of our building or whatever that would be. >> If you'd be kind enough to get back with me about that, please, Miss Merley. Thank you. >> Any further questions?
>> Motion to tentatively Motion to accept the tentative budget of the building department. >> Second. >> That's it. >> Commissioner Caps. >> I'm good. >> There's a motion in a second. All those in favor? I opposed. That motion passes
unanimously. Thank you. >> Take up the capital improvement plan. >> Good morning. >> Morning. >> Shelby DelPatra, budget and CIP coordinator. Commissioners, as you recall, the FY27 capital improvement plan was presented and tenatively
approved at the CIP workshop on April 21st, 2026 and is now being presented as part of the fiscal year 2027 budget. As we know, the CIP includes various departments and is supported by multiple funding sources including our enterprise
feebased departments such as airport, solid waste and utilities. The overall decrease is due to reductions in roads, solid waste, and utilities driven by grant opportunities, and several large projects being fully funded in fiscal year 26.
What services does the CIP provide? It is the county's multi-year long-term planning tool for major capital investments. While the operating budget funds daily operations, the CIP focuses on proactively maintaining, replacing, and hardening the infrastructure and
equipment that allow departments to deliver services to the public. The CIP helps identify and plan for future infrastructure needs, supports the county strategic goals, and provides transparency in planning and funding capital projects. It although also
strengthens our ability to pursue grant funding by demonstrating that projects have been identified as a critical infrastructure investment. The CIP also includes fixed asset replacement budgets and equipment replacements that are essential to maintaining
to reliable services, systems and assets for our residents for years to come. That's all I have for you. >> Questions for Miss Del Pietra? Anybody want to add or subtract anything to the CIP? Commissioner Heatherington
>> question. The FARBs have always been included in the maintenance barbs have always been in the CIP. >> Yes, ma'am. >> And then on your first slide, you had something about a u the restroom. On page, let's see
188. It says the on line 6300 it says the sea turtle restroom is 1.69 million700. >> So there are other funding sources to that project such as um commission mu
district 1 funds along with park um fees are included in that total that you see in the budget page. >> So we're constructing a restroom for 1.69 million or more. It's >> that would be the fiscal year 27 allocation. Um
>> that's only a portion of the the CIP sheet for this year. >> Correct. >> Could you please tell me what page you were on a moment ago referring to? >> 188. >> All right. I >> So that's this year's allocation for the cafe restroom,
>> right? That seems like quite an expensive restroom. Well, it's it's also on the ocean, too. We have to go through D. So, >> still seems like a quite an expensive restroom. >> Talk with them.
>> So, I I think if we make adjustments, then that's that's something that we're probably going to have to look at. That to me sends up a red flag when you're putting So, what's the total amount? This is just this year. Well, what's the
total cost of that restroom? um 5.2 >> 5.2 million. >> Correct. And there's been um expenditures year to date so far. Um based when we did the CIP sheet, there's been roughly 226 to date in expenses. Um obviously, this project's still ongoing currently. Um and there is open.
>> Is it fully designed? >> Kevin, I think he was getting close to to design completion. I believe it's about 80% >> 80 80% design and it's at 5.9 million >> that that's for a 5.9 million project.
Yes. >> Yeah. We're going out to bid towards the end of this year. >> Will we be out to bid before uh September? No. >> No. Commissioner. >> Mr. Abate is here too so he can answer questions.
So this is the the this the project or the restroom is 5.9 million >> the entire project >> and how much is uh unfunded >> this this year's budget currently um makes it fully funded.
>> This is the last allocation towards >> and what are the funding sources? We have ador bed tax insurance proceeds and beach impact fees. >> No district fees. >> There is commission funds. Those have
already been allocated towards this project. And I have >> Mr. Heatherington. >> What were the insurance proceeds for that? >> 255,000 >> to So 255,000 to replace the structure.
Yes, that's what we received for that >> and now we're replacing it with a $5.9 million structure. >> Good morning, Kevin Ace, parks director. Um, well, the entire CI CIP sheet includes uh the Dune the new Dune crossover
that's being designed, the entire almost 9,000T deck that includes the beachside restroom, the cafe, and the tiki. So, the entire project, it does have a um it's an elevated project, meaning it's about 14 or 15 feet in elevation, does have a a basement, if you will, for
beach chair storage and concession storage at the bottom. So, the funding that you're that's being referred to in the CIPG is the funding, the additional funding that was needed based on the cost estimates by the engineering company to finalize the project. And I believe we've been collecting funding
sources for several years, including uh park fees, um beach impact fees, um some bed tax fees to replace the maintenance of the crossover that we ripped out during after the fire, district MSTU, um fees from district 1. So, it was a combination of several different funding
sources for this project. This was the final year. Um to answer the question on design, we are approaching 80% design. we fully expect to be fully designed um by the end of this fiscal year with the goal of going out to bid after we get
our full funding putting out the bid after October. >> So what percentage is advorum funding for this project >> of the total 5.9 million the total advalorum is approximately
or sorry 5.2 2 million. Advorm is 2.9 of it. >> Yeah. I with with the talk of um property tax reform this year, I'd be very cautious um having highlighted a
one or $5.9 million beach restroom. Seems like it raises a red flag for the CFO and Doge to come to Martin County. So, I would say we need to take another look at uh wants versus needs.
>> Okay. But we also talked about approving a $74 million no bid. >> Yeah, you did. So, we're talking about something that brings in revenue. Our beaches are biggest source of revenue here in Martin County. >> This was a catastrophe. It has to be
replaced. A car had run into it. It was on wooden supports is my understanding. We have to pillar in deeply and Mr. Donaldson can speak to that more eloquently as an engineer what has to be done. So, you know, we could talk about being
cautious, but but let's keep things in perspective. >> We have till September to reduce the scope because we can always decrease the budget. We just can't increase it. >> We are going out to bid as was said at the end of this year. Okay. >> Hopefully it
>> so we will get the best best bid for this county >> again by September. We can always decrease the scope. We just won't increase it. >> Well, there are other places also >> in September. So, I I urge you to take a look at everything.
>> I will. >> Is this structure hardened? >> Yes. Uh it's built with um augur piles, concrete piles as the foundation um but it's a steel cross beam but it's a a hurricane proof building code. So it's
going through um the D permitting now >> for all the structural part of it on the dune and then it will go through the building department review this summer or now very soon which is happening with our consultant. But yes, it's an hardened facility. So that's part of the design uh scope is that the the all
aspects of it need to be hardened. It >> it would commissioner would need to meet the minimum building code requirements as well. >> So that's not hardening. >> Yeah. So it's not it it's nothing it's nothing more additional than meeting the building code and the only additional building code because it's on the beach
would be due to potential wave action. So that's why it's a pileup supported structure. So that adds that that would be the additional piece, but there's nothing since it's not a um it's not designed as a living place or as a um um
for um sheltering. It's not going to be hardened in that sense, Commissioner, but it will be at least resistant to hurricane damage. >> And there's already water and sewer there, right? >> Yes. I mean, I'm just thinking about
this versus the uh operations facility, which is >> hardened and also has water and sewer and tons of other requirements. And this is a restaurant and and a rest a
restaurant and a restroom. Any further questions? I guess. Yeah. >> I would move tentative approval of the CIP budget item. >> Second. >> There's a motion and a second. All those
in favor? I opposed. That motion passes unanimously. >> Commission MSTU. The commission must to use our discretionary funds for each of the five districts. Per state statute, these funds must be used on a public purpose within that district's
boundaries. Historically, these funds have been used to help fund CIP projects that have been identified in the capital improvement plan. For fiscal year 27 budget, districts 1, 2, and five are proposing to constant funding levels.
Districts three and four are proposing to keep constant mill levels. If members of the board would like to adjust their millage rate or dollars, we can make adjustments at the wrapup. >> I would like to uh adjust mine down to roll back, please. >> Okay, can
>> we'll make those changes at the end. >> Okay. >> I would do the same for district two. >> Any further questions? >> At the roll back. I don't think it's at the roll back, is it? >> Yours is technically roll back right now, Commissioner Any further questions, comments? Is
there a motion to approve the commission MSTU? >> Move approval. >> Second. There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. Thank you. Community development is next.
Good morning, Miss Cororez. Good morning, Madame Chair, commissioners. Susan Cororez, uh, community development director. The Office of Community Development is responsible for three main activities. The operation and management of the Martin County Community Redevelopment
Agency and its six CRA areas. the Martin County Art in Public Places Program and the Martin County Historic Preservation Board and our goals as listed here on slide number one reflect the missions mission statements for each. In short,
I'll give you a little brief mission statement. CRA prot excuse me, CRA projects deliver vital positive economic impacts. Art and Public Places increases the residents quality of life through aesthetic enrichment, and the historic
preservation program educates the community while it preserves and protects current and future county assets. This tentative fiscal year 2027 budget presented to you today allows us to maintain our current level of service
and operational efficiency and effectiveness. The increase of 2.99% is due to pre-approved bargaining agreements for all county employees. We have also adjusted, you might have noticed, some line items within uh to
reflect actual expenditures and the operational needs for FY27, although there is no increase in these lines. Slide number two talks a little bit about our services. And if you notice, I
identified CRA services in a few different categories. There may be more. Streetscapes, neighborhood improvements, environmental resources, community revitalization. We continue to focus on the advancement of infrastructure related projects throughout all six CRA areas that set
the stage for redevelopment. These projects, past, present, and future, are those that have had and will have a huge economic impact through increased private sector investment, job creation, small business growth, and quality of
life through cultural enrichment. All of the projects that we do fit into multiple categories and therefore bring multiple benefits. For example, um although listed under one category, most if not all of the projects listed here
could be listed under any other category. The award-winning Ripple project in Palm City is a perfect example. This unrivaled environmental amenity enhances storm water retention, improves drainage, increases water quality,
educates the public, incorporates eco art, celebrates our history, and beautifies our community. The county's public art inventory since 2017 has increased 115%.
And each of our artworks has a rig a rigorous maintenance program. And through participation in the community with our external partners and active sponsorship of our community, our program has become widely known and appreciated.
Historic preservation month events have increased by 88% and we are part of the new history and culture expo working with 16 other nonprofits in the area to promote our history and heritage. You might notice that there are
asterisks next to some many of the projects listed and I have emphasized those because I think partnerships are very important and I think it's important to show that county departments work together. This is
external and internal uh partnerships. We support one another. We rely on each other's expertise and most importantly leverage our collective resources to efficiently and effectively provide highquality services
to our residents. This slide drills down a little bit further on the services that we provide and offers a snapshot of what that might look like. I'm just going to focus on a few public meetings. My office coordinates and manages 62
public meetings per year. And that does not include many of the other community-f facing presentations and meetings that staff participates in like CARES, district events, um ribbon cutings, town hall meetings, community
presentations, etc. The increase in community engagement is particularly telling. It clearly illustrates that our residents are extremely responsive when we bring them meaningful projects in a community
setting where they can have a voice. We've generated double the amount of revenue in our CRA tax increment financing. Our grant awards, we've brought in close to $4 million in grants.
Internal project coordination. I'm going to talk about that one for a minute because again uh important I think to what we're trying to do for our residents. This is when CRA dollars are used to supplement and complement projects done by other departments in a
CRA. So in the last slide I emphasized how we work together with our internal and external partners. This statistic more clearly demonstrates interdep departmental efficiency and how county departments work together to achieve the
exceptional level of service that we continue continually offer to the community. At the end of the day, commissioners, it's really all about value and what the taxpayer receives. So, I've mentioned economic development and private investment a few times in this
presentation, and I know that you all understand that tax increment financing is a tool that the county employs to increase private investment that benefits all. The county builds the stage and in private sector
provides the sets, the players, the costumes, and runs the show. And it works. Let's take a look. Bridge Road. We're go all the way down Bridge Road and the multi-awwardwinning Map Road and Palm City Place. You can
see the county investment to build those amenities, those projects. And then you can see the private investment that has followed. And this commissioners only includes what's on those corridors, what's on exactly the
project um parameters of Bridge Road and Map Road. It does not include Dixie Highway going north and south. It doesn't include Martin Highway. It doesn't include Martin Downs. Building strong, vibrant communities that include a healthy return on
investment for the taxpayer is smart, effective, and fiscally responsible. We look forward to your unanimous approval of our tenative FY2027 budget so that we may continually continue to successfully provide vital services to our residents.
and I'd be happy to answer any questions. >> Questions? I'm just curious. Two projects that were in the the CRAAS that were really supported by the neighbors are the waterfront restaurant in Palm City and also Rio Marine Village. How is progress
on those two progress? >> So, Ryomarine Village is moving along. Uh they've had some demolition work going on of all of the um private properties that they purchased. So, they've done the marina on the south and now they're demolishing those properties in order to continue to to build the
south portion. >> And has work started on the uh restaurant in Palm City? >> Waterfront? >> Not in the CRA, so I can't speak on that. >> I can. >> Okay. >> The Meridian Marina on Map Road north of Martin Downs Boulevard. They just
actually opened their large hardened internal storage, like out of water storage building. It's beautiful. They It's obviously a tremendously large building, but they did a lot of architectural details to make it sort of a little more attractive than just a big
steel building and landscaping. Uh, and they're have all of the designs for the building that exists there. So, they're not building something brand new on the water. They're going to completely rehab a derelch building. Um, the plans are
the last I saw them, they were, I guess, done. And the fun part was they were looking for um restaurant partners. They're not going to run the food service and the restaurant portion themselves. So they were looking at like all of the most successful popular
restaurants in Martin County to partner with them. And so I think they're probably six months out. But it'll be a great opportunity. It's a very pretty spot. As Commissioner Herd said, it's the only spot in Palm City where you can dine on the water. >> Yeah. >> Like that. I'm sorry. It's not a
redevelopment project. >> It's a great project. We look forward to >> its completion. >> And that's all private. >> Yeah. >> Yeah. >> And then of course to your 17 million on Map Road. >> Um that's just >> that's conservative. >> Yeah. And that's just the beginning.
There's several >> conservative because it doesn't account for all of those other things. Those are just a few quick numbers that we did that look at um property sales and the permits for the redevelopment that's happened right on the street. >> Yeah.
>> Commissioner Caps, >> when talking about community redevelopment, it's always good to refresh our memories about how the TIF funding works. And is it a 6535 split now or is it a 7030?
I can't remember. Um 65% of the tiff is funding the capital program and the office of community developments. Um >> 65 >> 65%. >> And basically you take a baseline somewhere around the year 2000. They vary a little bit from one to the other.
Correct. >> And the increase in property values inside the CRA boundary. We take that >> that's that is your >> the amount of money that stays in that community for redevelopment purposes. >> And it's important I think commissioner
to point out that it's not an extra tax. It's just the same amount of property taxes going into a different bucket >> for a particular activity. >> And this way we make sure that all of them get their fair share of tax money.
And that it doesn't all >> try to work it out that way. Yeah. >> One of the districts or something. >> Any further questions? Is there a motion to >> motion to accept tentative budget for the CR second >> community office of community
development OCD >> OCD we live with it. >> There's a motion in a second. All those in favor? I opposed. >> That motion passes unanimously. Thank you. >> Thank you, Madam Chair. County Attorney's Tenative Budget. >> Good morning, Chair Herd and
Commissioners. Thank you for the opportunity to present the fiscal year 2027 budget for the County Attorney's Office. I am very pleased to present to you a budget which is a reduction by 5.58% even with the increase in salary and
benefits. Um, we were able to reduce our budget this year. Um, this reduction was achieved by a conscious restructuring of our office, allowing us to maintain the same level of legal service while operating efficiently and reducing costs. Our office is comprised of five
full-time attorneys, one part-time attorney, and an office administrator. We are a very small office, but we run very efficiently, unlike most law firms or county attorneys offices. We do not have legal assistance. We don't have support staff. We don't have
secretaries. Our attorneys handle all their day-to-day um matters. We have one office administrator that runs the office and helps us daytoday. And I'm happy to say that since 2018, our office has reduced staff by 30%.
So many think that our office might represent the county in a a lawsuit here or there, but that is um an understatement for what our office undertakes. We are ingrained in the day-to-day operations of the entire county. We represent and
work with every department, division, constitutional offices, every advisory board, um the MO and the canvasing board in our day-to-day operations. Every attorney is assigned to one of those divisions boards and those staff members
or advisory board members can call our office at any time to prov get legal advice on day-to-day matters. Um so overall we're a full fullervice law firm basically for the county. We provide um legal counsel on local government law,
land use, environmental, real property, procurement, construction, the list goes on and on. Um, and we do this on a daily basis. And this is important to the county because we're ingrained with staff and we can provide very efficient legal advice and reduce the risk to the
county. Um, so the last slide. >> Why don't you run through those? That slide is important. >> No, the next slide. Two slides back. >> Okay. Sorry. Yeah. So, these are just a list of some of the things that we do every day for the county. We advise the board and all on all legal matters. We
review and draft ordinances. resolutions and all county policies. We review every single contract before the county signs it. We represent the county and many of its litigation, including administration matters and appeals. We support acquisitions in real estate
transactions. We negotiate interlocals. We review grants. The list goes on and on. Um, one thing I think is significant this year, we worked very closely, I know I did, with John Mail and Sarah Powers, and we're able to give them advice on the um, different laws that
are going through the legislative process to inform them how it's going to impact the county. And they're able to go to our delegation and provide sound legal advice about how different laws as they travel through the legislature will affect the county. And I think that's really important um, for our office. So,
next slide, please. So, like I said, we were trying to quantify some of the services we provided in 2025. It's really hard because our office does a lot, but overall, we represent 54 division departments and offices. We
represent 35 boards and committees. We have reviewed hundreds and hundreds of contracts every year. I know personally I review one to three a week times six attorneys. That's significant. Um, we reviewed or drafted 30 ordinances,
reviewed, drafted 325 resolutions. We participated in 91 real property projects. We represent the county in many lawsuits and last year we had eight favorable outcomes in lawsuits and zero um negative outcomes. We also review
every single agenda item that goes um to this board. Um so which is significant all this um legal advice we provide because we are able to reduce the risk that is um that the county has. So we provide this legal
advice dayto-day. We know the county and we have very few lawsuits as a result which actually saves money overall. So this is just an example of some of the the um counties departments divisions constitutional offices that we
represent. So I thought it was important to show that each one has its own distinct area of law. So we are giving a wide variety of legal advice through the county and I think that like I said that's invaluable to assisting staff with operating day-to-day and res
reducing county risk. So overall, our bud budget demonstrates our commitment to fiscal responsibility while maintaining the con uh comprehensive legal services we provide to the county every single day. Um so I'm happy to present that budget and if you have any
questions, I'm happy to answer those as well. >> Question just a quick question. Don't you review Tricco cases as well? >> We do. So Trio, we do re >> put them on your list. >> We do represent the county for Trico as well.
Commissioner Vargas. >> Yes. Um, how much do you pay outside counsel? >> So, we pay each some departments have their own out outside counsel. So, I don't have those figures like the building department has someone for code
enforcement, but the county attorney's office only provides outside counsel for major litigation matters. And right now we just have um two um and one of those was in they're related and they were in place prior to me taking effect. Um it's
a litigation matter. We assist them. So we're it it depends on where the stage of the litigation is. So it could go anywhere from $5 to $10,000 a month right now, but we believe that case is going to wrap up. Other than that, we handle all the um cases ourselves and um
except for triode matters, the PI cases. >> Okay. So you said 5 to 10,000 per month. So how many months? >> So that lawsuit was filed in November. So we might have and that's just an estimate. So we've spent I I don't have the figure. I can let you
know what it was. You might know. >> Um we're still in the current fiscal year. So those actuals are not reflected on that. But um if we're using fiscal year 25, which is an audited number at the moment. Um last year um professional services outside council both litigation
and non-litigation amounted to approximately 17 grand total for the whole fiscal year. >> Yeah. >> Okay. That's last year and you have this year. >> So we don't have that number yet but I'm ask I guess it'll probably be about the same. We don't have anything more significant. We have minimal lawsuits
and we're hopeful one's about to resolve. >> Okay. Because you have other contractual services here. 30,000. So that's in case we have litigation and we need to hire an expert witness or something like that or um so that is for potential legal
cases that we are handle and we need to hire outside consultants and experts >> Mr. Catch >> move approval. >> Second. >> Any further discussion? There's a motion and a second. All those in favor? I opposed. Nice job.
>> That motion passes unanimously. Thank you. We will take up fire rescue. >> Good morning. >> Morning, commissioners. >> Morning, Chief. For the record, my name is Chad Changuli, Fire Chief, Martin County Fire Rescue. So today we're here
to present to you our FY27 tenative budget, but I'm going to do things a little bit different this time just because of what's happening right now with the kind of Doge state that we're in. I just want to go in a little bit detail for the public to understand the budget of fire rescue and how our budget
has gotten us to where we are today. And I'm going to go into some of those um actual details and explain. So first, let's start with our FY26 adopted budget was 73.9 million. Our FY27 tenative budget is 77.5 million and that's a
change of 4.92%. So here's the thing that I want everyone to pay attention to when we look at fire rescue in Martin County. We call ourselves a full service department. When you compare like agencies, always make sure you compare apples to apples. Under the umbrella of fire rescue in
Martin County, we have many different disciplines. When you go to other agencies that are fire rescue, their budget would be just fire and EMS. Not all, but most. So, some of our disciplines that we have under fire rescue, emergency management, nuclear planning, communications, which is our
dispatchers, ocean rescue, which is our lifeguards, fire prevention, administration, operations, fleet services and logistics, aeromedical operations, which is our trauma helicopter, Lifar, and then training and operational management. So, moving on to our department goals. Pretty simple.
Maintain rapid response coverage countywide. Sustain the staffing to match that call demand, which we have been doing and I'm going to explain. Replace our aging apparatus and bunker gear. This is a highcost item. This is something that Mr. Rush has been doing for many, many years. He has a very
fiscal uh responsible approach to how we budget for these items. He saves every year throughout the year. So, it's not just one big major impact. He does a phenomenal job with that and we'll talk a little more about that. The other is to protect our ISO rating. Our ISO
rating and not to get too far off the rails, but this is a very important rating for the community. ISO stands for insurance service office. This is when you as a homeowner may be re-evaluating your bills, looking for better homeowners insurance, and you start
calling different companies. Or you may be a new homeowner and you have to get homeowners insurance for your home. When you call these insurance companies, what they're going to do is look at your ISO rating and see what classification you are depending on the area that you live
in. The classes go from class one, which is the best, to class 10, which is the worst. If you're in a class 10 area, your premiums are going to reflect that and they're going to be very high. Class 10 areas are typical outside the urban service district. And what dictates that
class essentially is how quick we can assemble firefighters on a residential structure fire in a timely manner and how quick we can get water there as well. That's why the western part you'll see in a class 10 inside the urban service district. What I'm happy to
report over the last couple of years we actually took our class rating from a class three reduced it to a class two which is better for the taxpayers when they actually go for their homeowners insurance or they renew their homeowners insurance. The goal is to strive for a class one. Now, let me just explain a
class one. A class one to achieve that. If if we were in a city limit and we had seven to nine square land miles to cover, it's easier to achieve. Your travel times are quicker. You have a hydrant around every corner and it's something that is a lot more achievable to get that class one. But when you look
at Martin County Fire Rescue, we cover 520 square land miles and to achieve a class one would be a huge accomplishment. But even with that said, I believe that we can be a class one if we have your support within the next couple years. So that's one of our big
goals that we have. So let's talk about the budget drivers apparatus and equipment cost increases and we're definitely going to hit on this. Our F FRS unfunded mandates. We are definitely going to talk about that. And then what I want the public to actually understand
the lion share of our budget, 93% is people. So let's move on to the next slide. So right now, like I said, we're in a bit of a Doge state. So we have in 2020, you have a state implied inflationary formula. This is a state
fiscal oversight methodology and they apply this back to a 2020 baseline to where we are current. What they essentially do is they go across the state to different municipalities. They apply this formula specific to that m municipality and then they come up with a total sum number. And we're going to
break this down, but whatever that total sum number they come up with in the eyes of the state, anything above and beyond that number could be viewed as reckless, irresponsible spending of tax dollars. So let's bring this to Martin County. So
if we look at the CPI inflation, 25.5%. If we look at the population growth for Martin County, all this goes back to 2020, it's 5.1%. And then you look at the 5% buffer they add in their formula, your total number is 35.6%.
So anything outside of this number may be deemed as irresponsible spending. So that's how they apply this methodology. So if I take that 35.6%. And I walk into a grocery store, if I get a gallon of milk or I get a carton of eggs, that math may actually work.
But here's what you can't do. You cannot compare the specialized services of fire rescue to a grocery basket. It doesn't work. And I'm going to explain why. So, moving on to the next slide. So, in 2020, if I was going to purchase
a firet truck, when we did, that truck would have cost me $539,000. That same truck, same specs, no changes. In fact, the same vendor, that same truck cost me $1 million. That's an 85.4%
increase. Now, if I do that with a ladder truck, same thing. 2020, that truck cost me $752,000. Same truck, same specs, no changes. That now cost me $1.3 million. That's a 73%
increase. And for the general public, what I want them to understand, when we purchase these vehicles, we keep them for 15 years. 10 years frontline, 5year backup. How we do that is because of our individuals that work in our fleet
maintenance shop. They do an amazing job of keeping these trucks on the road. If it wasn't for their specialized skill set, there is no way we could keep these trucks for 15 years. But that is just one just illustration of how the type of
quality people that you have in this department and the skill set they have to keep these trucks running. And let's face it, most people don't even keep their personal vehicles for 15 years. But we're putting these trucks on the road for 15 years because of them. But let me move on. Diesel. Diesel has gone
up almost 90%. Our practically our entire fleet runs on diesel all day, every day, and we burn a lot of it. Our bunker gear, this is an important one. This is the safety gear our firefighters wear. This is their firefighter ensemble. This is what they put on to go
in what we would call an IDLH atmosphere, immediate danger to life and health. Meaning, if they go into a residential structure fire, and they have to do a victim rescue, this gear protects them. It lets them to get closer to the fire, it lets them push
the limits to have these effective victim rescues. It also lets them do aggressive fire operations interior. But aside from that, it also lets them approach these fiery car accidents that you've been seeing out there in this county, which I'm telling you, this
county, something unique about Martin County is next level with the type of traumatic vehicle accidents that we have. This gear is designed to protect them, to be able to have offensive operations to get in close, to be able to extinguish this fire and get these
victims out of harm's way. That gear right there, if I purchased in 2020, it would have cost me roughly $2,500. I purchased that same set today, it's $4,000. We have 350 firefighters boots
on the ground. They have to have two sets of gear. Why? Because when they do go into these structure fires or on these vehicle fires, they are just soaked in carcinogens. They have to take that gear off immediately, put it out of service and launder that gear. They now
move into that backup set of gear and then that cycle completes. Right? So 350 firefighters, two sets of gear, that's 700 sets of gear at $4,000. All right. A rescue unit, most people call it an ambulance. If I bought that
truck 2020, $246,000, same truck, same specs, no change, $400,000 today. That's a 62% increase. And then here's the big one. The FRS pension mandate unfunded. This is what the state gives to us. That has gone up
54%. The number to fire rescue alone is 4 $4.8 million. All right. So, let's talk about the demand that actually drove the budget.
If I take you back from 2009 to 2018, we hired no additional firefighters. We maintained the minimum staffing that we had, but didn't hire any extra. But from that time frame to where we are now, our call load has increased by 63%.
So what we were doing was leaning the system out, continuing to lean it to keep up with the demand. Well, in 2019, the administration at the time came to the board and they requested a safer grant for 24 additional uh firefighter
paramedics. This was a FEMA funded safer grant. SAFER stands for staffing adequate for fire and emergency response. The reason they requested this grant, this is what the federal government would give you to allow you to offset the cost of those employees for about 3 to 5 years. I think at that
time it was greater than 3 years. and you slowly absorb the full cost of those employees. It allows municipalities to onboard new newer employees. It gives them a little bit of time to catch up with it. Anyway, they came to the board to request that. They granted it. They were awarded the 24 positions, extra
firefighter paramedics, but this is what they did with them. This had nothing to do with that 63% that I'm telling you that the call load increased. This had to do with placing them on engines and on ladder trucks to actually make them
advanced life support capable. This increase the level of service to the community. Now, why is it important to put a fire medic on a rescue or excuse me, on a ladder or an engine? What this happens in every zone? Doesn't matter what part of the county we're in. If we
have a firehouse, a typical fire truck and then you have a rescue and there's a medical call that goes out. That rescue goes to that medical call and they provide that land the advanced life support care. They treat the patient and then they take them in route to their destination hospital. while they're in
route to the hospital, then another medical call drops in that zone. Now, we're able to send either the fire truck or ladder truck, whichever, and go ahead and go in route because they're the closest to that patient because that is their zone, and they're able to provide
advanced life support care because the essential items that are on that rescue for medical treatment are also on those engine and ladder trucks. So that makes a very consistent level of service across the community and that really elevated the level of service as far as
how Martin County was receiving it at the time. That's what the 24 did. Now in 2024, this is where things were really broken. that 63% it caught up to us and we had to actually put five additional
rescues on the road to keep up with the demand of the public because the calls were coming in so fast and so rapid we had to maintain a level of service. The problem is we didn't have the people to put on those five additional trucks. So
what did we do? We funded those trucks 100% with overtime. And and in the beginning, people were working the overtime. But here's the problem. When you work 48 hours straight, it is a mental and physical grind on an
employee. It's going to last so long. And eventually, what are they going to do? They're going to stop taking the overtime. So now what happened? We went into something that we called mandatory overtime. If you know any firefighter, any firefighter family, firefighters
work for 24 hours. Their family dynamic is built around that 24-hour schedule. Their entire life is built around that 24-hour schedule. Anything, anniversaries, birthdays, vacations, I don't care what you're doing, do not upset that schedule because it doesn't
change. It stays the same. However, because that employee worked 24 hours, supposed to go home, and nobody has taken the overtime, I had to call that employee and tell them, "You're staying another day. you are going to work 48 hours straight. You don't have a choice
in the matter because I can't shut the truck off. I have to make them stay. Now, pick up the phone and call your family and let them know whatever you had going on, all that's going to change now because that's a huge impact. So, we came to the board and we've requested an
additional 40 full-time employees to complement those five additional rescues we had out there on the road. you allowed us to apply for the grant. Unfortunately, the FEMA grant is a highly highly competitive grant across
the nation. We did not receive the grant that year and we had to come back to the board because we still had a problem and we requested an additional 20 to bring some immediate per reprieve to our people. You allowed us to hire those 20. We went back out for another FEMA safer
grant and we got a remaining amount of 18 and that brought us up to where we are today. That's a lot of information. Let me just recap here. Right. So from from 2009 to current call loads gone up 63%. Our personnel that we have added along
the way 62 people. Our budget has increased by 62%. And remember the lion share of our budget 93% it's the people. So let me talk about recruitment and
retention. This one I'm just going to give you a heads up. This one's going to be a little bit disturbing but we have to share this because we got to make sure we make some good decisions in the near future. Right now, we have 40 qualified firefighters that are in the
pipeline to get hired in a department down south. 40 of them. If we lose 40, that is catastrophic to this organization. Heck, if I lose half that, that is detrimental to this organization. But here's how firefighters are built. We are built on
always, always plan worst case scenario. always have contingencies in mind because you never know what's going to happen. The way they're thinking is this. They know what's happening in the state. They know what's on the ballot in November and the homestead exemption. If that if that actually happens, they know
that the direct impacts to us is going to be significant and they understand 93% of our budget is people. So, we have 40 of them in the pipeline right now. But let's talk about replacing just one firefighter paramedic. What is the
dollars and cents? What's the cost? If I lose a firefighter paramedic, I'm going to open up applications to anybody out there. And then my applications are going to come in and I'm going to end up hiring a firefighter EMT. Why not the firefighter paramedic? I'll tell you why. Because the market down south now
the salaries are being so competitive that if you already have that advanced training to be a firefighter paramedic, you're driving right through Martin County and you're headed down south because they will pick you up in a heartbeat. So I'm going to end up with a firefighter EMT, which I'm okay with.
And here's why. I can take that firefighter EMT. I can build them from scratch. I can get them to the Martin County way. I can raise them to the standard that we have here in Martin County Fire Rescue. And I'm telling you, our standard is unmatched by any department, especially down south. We
have a very high standard. But I can do that. I can invest in them. I can train them and I can get them there to actually be a huge asset to the organization. The problem is I have to be able to keep them. And if I train them and then they leave, I'm just back
in the cycle. And I cannot be in a training cycle because the math doesn't work for us. So, let's talk about this firefighter EMT. It's going to take me three years to get them to the beginning level of a firefighter paramedic. Up to
three years, except they're going to be at the beginning level of a firefighter paramedic, not the experienced firefighter paramedic. What's the difference? I'll tell you what the difference is. If I take an experienced firefighter, the firefighter paramedic, and I put them on a high acuity call,
complex call, they're going to go to that call. They're going to go through that rolodex in their mind. They've been there. They've done that. They know what methodology, they know what works and what doesn't work, and they're going to immediately give the care that that individual needs in a snap. That's how
quick it'll be. One that doesn't have that experience, that knowledge, those reps, those sets, they don't have any of that. They just have the school. Yes, they will get through that call. But when they get on the call, they're going to look at the call. I've never been here. I never done that. I didn't read
this in the books. And they're going to process this. and it's going to take them time to meet that level of making that decision. That does impact the level of service because when we talk about seconds make a difference, it's not a catchphrase. It's real. They will
get the job done, but not in the same manner. Anyway, that three years that I'm training that firefighter EMT to be a medic. I have to pay for their salary and fringes benefits, right? It's going to cost me $318,000 in that three-year time frame. Then I have to get them
bunker gear and uniforms. That's another $15,000. You may ask, well, if that fire medic left, why can't you take their bunker gear and just throw it on the new one? Well, good question. Problem is, the bunker gear is tailored fitted for our firefighters. It has to be like that.
It's the only way we keep them safe. It is not a batch fit. It is a tailor fit to each individual firefighter. So, we have to get them new gear. Then, I'm going to send them to paramedic school. I'm going to spend $9,000 just to send them to the school. That's going to cost that's going to take time of 12 to 15
months to get them through solely 100% paramedic training just medical. That's all it is. And it is a very very intensive program. And here's why. The importance of a paramedic. If you think about what ER doctors do in the ER room and what some of the trauma surgeons do
in a trauma room, these medics are trained at the level to do some of those same skill sets on the side of the road, in the back of the truck, in the middle of the night with limited lighting. That's the caliber of the people that you have working here. And that's how
long it takes to get them to that level. Anyway, so it cost us $9,000 to do that, right? Here's the catch. that firefighter paramedic that left. I had to fill that seat with another firefighter paramedic. I just told you I hired an EMT. So, how do I do that? I'll
tell you how I do it. I do it with overtime. I have to staff that seat to keep that advanced life support to keep that level of service for our community with another paramedic. And it's going to cost overtime. It's going to be a 100 shifts per year of overtime. It's going
to cost $1,667 per shift of overtime for three years. That in itself is $500,000. Now, let me add all that up. It cost us $842,000
where we're in a state of being mandatory overtime to replace one firefighter paramedic. I got 40 in the pipeline right now. It's something that we have got to pay attention to. All right. So this one, >> when you say 40 in the in the pipeline,
I don't think people understood that that's 40 current Martin County firefighter paramedics that have put applications in, >> correct, >> to go to Palm Beach. >> They're in an active testing process right now. Correct. >> Thank you. >> So, let me talk about the last slide
here. This is something that the union has done, and I couldn't be more proud of what they have took it upon themselves to do. You know, I come before you all the time. I talk about our high standard. I talk about our professionalism. I talk about how great our people are. Right? And from your
position looking at me, you're like, "Right, Chad, you're the fire chief. You're biased. You're always going to say that." And I get that. But this is the best part. I don't have to say anything because they just did it. They performed the most selfless act right now. Right now, the union should be
before this board and they should have negotiated with us a new firefighter union contract. And in that contract, they should be negotiating their wages, their benefits, their terms and conditions of employment. They should be benefiting for the fact that what the
market is bearing. They need to be able to be within the market of those salaries down south. We all know we're not going to pay what they pay down south. And the sheriff had mentioned this earlier, but you have got to be in the market of what they're doing down south. They have every right to do that.
They also know if the homestead exemption tax passes the first year to fire rescue alone, it's going to be a $9.5 million reduction just to fire rescue. And then in the second year, it's going to be an additional $7
million. In two years, that's $16.5 million of a reduction to our budget. They know all of that. And yet collectively they voted to keep that contract closed because they understand the position you're going to be in to
make tough decisions. They understand the uneasiness of the state right now. They understand the county employees of how they feel the anxiety right now. And they made sure that they put the community before their own needs and they kept this thing shut. I couldn't be
more proud of their professionalism and their selfless service. I'm very, very proud of them. So with that, I'm going to conclude the presentation. Mainly what this is about to share with you what's happening with the state approved inflationary formula, how it does not
apply to specialized services like fire rescue. And with that, that concludes the budget, and I'll be more than happy to take any questions. >> For starters, Chief, um there are a lot of people who believe that public safety
is has a carveout uh with the referendum. You do not. So I would appreciate it if you would come back at a later date and explain to us exactly what the referendum would do to your department. In the, as you say, in the first year it's 9.5 million. In the second year, it's 16.5 million. In the
third year, it's far worse. I appreciate the same presentation from the uh sheriff and also from the property appraiser. >> Commissioner Caps. >> I'd like to make a comment first. Uh, I'd just like to say how much I
appreciate uh the union not pushing for their new contract at this critical juncture when we're trying to see whether the tax referendum is going to pass. Uh, that's very commendable. And then I had one question about the F
FRSA pension mandate and the sheriff mentioned this too that in both uh police and fire it seems that there was a surprise like
why why is it such a surprise that these large increases in the pension contributions happen? Like why is that unpredictable? So when the states going through their session, um they usually propose a few
bills in both the Senate and the House. And the the original proposals from both the Senate and the House were showing essentially a flat um rate increase in FRS for the special risk categories. And it was in that last session, the special
session that was made that they decided to add the 1 and a half% COLA adjustment to the special risk category, which on top of the current um the rate increases as as they've gone added to be millions
of dollars for both fire and um sheriff's office. It was about $2 million for the fire rescue department. So this is like the state mandating to the counties that you shall pay this additional extra. >> Yes. And it was about
>> for cost of living adjustment to first responders or public safety. >> Anyone who's considered in the special risk category per Florida retirement system. >> Okay. >> It's like a birthday card from your grandparents, but your parents put the money in. >> Yes. It was like last week of May. Very
last minute an analogy. Thank you, >> Commissioner Heatherington. >> Thank you for that detailed presentation. We have a lot of new residents that move here and they um they become they they just come to expect the level of service and that did
not come over the years without a lot of effort and hard work by the department. So, thank you for outlining how we got to where we are today. And I also want to express my appreciation. I mean, we've had a heck of a year with um terrible traffic accidents, fatalities,
and that takes a toll on your men and women. We see it on the ground, and we see all the tragedies that you respond to on the road. And so I want to send my, you know, just my thanks to all of you that work on the street every day to
keep us safe because I can't even imagine what kind of um what you have to live with when you come up on some of those accidents and some of those horrific tragedies. So thank you. I gladly motion to tenatively approve the budget. >> Second,
>> Madam Chair. >> Yeah. Can you just give us I asked the sheriff also, can you give a recap of approximately how many calls you have? There's also talk, I'm sure you've heard, where people say, well, you know, we only have a four-story height limit and we don't Can you share with us the
medical emergency calls, as Commissioner Heatherington mentioned, versus fire uh calls, even though we've been reading in the paper about a lot of brush fires and things like that. Uh, and then how many stations there are and how much you cover.
>> Good morning. For the record, Rockco Napoli, deputy fire chief. And to answer your question directly, Commissioner, I have a quick one sheet of snapshot here of some of the information you just requested because we are in this fiscal year like someone previously stated, my numbers I
have are from 2019 from 2025. I wanted to piggy back off the fire chief's presentation. So right now, excuse me, we are up 8.4%. Meaning from 2025, this this is the last year of those
numbers. So from 19 to 25, um we're up 8.4%. This last year, we ran 46,215 total unit responses. That's every time our trucks have been on the road responding to an emergency. That's on
average 127 responses a day. Now, if you fast forward to now, we're in this fiscal from January to June. I ran these numbers from this year compared to last year from January to June. We're climbing at a pace of 7.3%. That's 134
responses a day and it's not slowing down anytime soon. If I go further down on my sheet, MVC's we call motor vehicle collisions, like you stated, we run those quite often. Um, we run about five a day. Some days it may be a little
more, some days it may be a little less. It could be your normal little fend amend that you see someone pull off to the side of the road or it can be a multi-unit response, a highle call. So we're earning almost five a day. Outside fires from 2019, we're up 10%. That's
our brush fires. Again, could be a smaller scale brush fire, but also could be a big multi-unit response. Every year since 2021, we've gone from anywhere from 8 to 28% spike in calls. It's a it's five straight years of a trend.
It's not a one-year spike. So, this is the type of rising demand that we have for the emergency uh services. >> Thank you. >> Commissioners, if I could just state that this is sort of the example of um while Martin County is a slow growth, we're surrounded by large growth areas.
Palm Beach County has been adding over 10,000 units a year. Port St. Lucy was averaging similar around 10,000 and the amount of traffic going in from to and from South Florida. Um, we're surrounded by it and we're being impacted by by
that growth even though individually we're not seeing the growth internally, it affects their operation tremendously. years ago when you first started this we talked about the ALFs uh and that had a spike but this trend that we're seeing now is just simply from the compounded
growth and we also have some growth in our businesses where they're not adding people we are adding jobs so those combination of things is where we're really seeing the impact to fire rescue and our sheriff's department >> to uh finish answering the question we have 11 fire stations um we also have a
lifar station in addition to that then we have a specialized contract on Jupiter Island which has another substation but the 11 are full-fledged where they have at least one fire truck at a minimum and then one or two rescues depending on the actual station and how
busy it is. >> Can you mention about special teams like what other areas of expertise you guys work in? >> Sure. And that's going to tie into our our next presentation that Madam Chair's u requested us to do. our specialty of response when we say full service and I didn't want to make this too long-winded
but we have hazmat teams we have dive teams we have technical res uh rescue teams now hazmat self-explanatory we have a lot of transit through here I think you all understand that between the rail um the marine industry the 95
the turnpike US1 it's non-stop hazmat is a routine thing not only do we have a hazmat team but they're nationally recognized hazmat team again the caliber number of the people that we have in this organization that we can't afford to lose. But the technical rescue team,
when you hear that, it sounds a little generalized, but you think about these complex motor vehicle collisions. This is one thing that is is their bread and butter. We have what we call it's a heavy rescue truck. It's a big huge truck. We just call it a big toolbox. It
has all this specialized equipment with the crew that has specialized training to perform these complex extrications. These aren't the fender banners. These are one that it can take up to 45 minutes to an hour to cut a person out of a vehicle. Vehicles are safer. Yes,
think about that. When you have an impact, they're safer, which means it's more difficult for us to cut into them to get you out of them. So, it's a bit of a trade-off. Um, but that's another example. LifStar, we've already talked about a thousand times. We don't have a
trauma center here. That's a specialized team. The people that are on Lifar, they are a very specialized unit of people. This is all trauma. They're not flying people that just had fallen and just stubbed a toe. They're flying people that are absolutely critical and near
death. They're trying to meet that window of 60 minutes. That's the golden hour. And they are treating these patients while they're flying in the air to get them to the appropriate trauma center with the appropriate trauma team. But there's many other teams that we have, but those are the highlight just the high level ones.
>> Can you discuss ocean rescue and what you cover? >> Ocean rescue 22 pretty much uh coastal miles of beach is what they pretty much cover. Um they those people that we have out in their ocean rescue and we call them the fins in the sand. They do a a
remarkable job. They are medically trained and they're ocean rescue lifeguards. the standard those lifeguards have. This isn't sitting on the side of a pool waiting for somebody to jump in. These individuals, when you have what we call a codeex, codeex is
where you have a missing swimmer. They hit the water and it's all hands on deck. They shut the beaches down and they are some of the most aggressive swimmers out there. And this isn't the flat water. This is the rough water that most people will be sitting on the beach
not going into, but yet they're out there doing aggressive searches because they understand the lives that are at stake, but man, they are committed to the job. >> Thank you. >> Welcome. >> Any further questions? Please express this board's uh sincere gratitude for
your union members pausing their contract. Uh our people need to understand that they voluntarily uh decided to forego raises. We will. Thank you. >> We have Do we have a motion? >> Second. >> Oh, there's a motion in a second. All
those in favor? I opposed. That motion passes unanimously. Thank you. >> Okay. Thank you. >> Commissioners, let's take a lunch break and come back at 1:30. 1:45. >> 1:45. See you then. Part: 2
We are back taking up general services. Good afternoon. >> Good afternoon. Sean Donahghue, general services director. In this budget, uh we are proposing a slight cost of BIS of doing business increase uh to maintain our current levels of service by providing uh
operational or building operations and and uh maint maintenance services for all the county departments and constitutional offices. Every dollar that we're proposing in this budget supports the services provided to the taxpayers by Martin County departments. Our divisions in in the general services
department include HBAC technicians, the trades, the plumbers, the electricians, the low voltage techs, the carpenters, the painters, the mechanics, and the accounting technicians who work hard to maintain the county assets effectively, efficiently, and and strategically. The
department goals include investigating all energy and operational savings. We're constantly doing that. performing proactive building components and systems inspections to reduce failures, reduce reactive maintenance and requests by completing more preventive maintenance requests, and standardizing
all building related components and equipment. The General Services Department maintains well over $230 million in county building assets. That's probably a higher number by now. These valuations were done about two or three years ago.
These assets include critical facilities like the sheriff's office facilities including the jail, all fire departments, the Cheney courthouse, the courthouse office complex or building, the supervisor of ele elections office, the property appraisers office, tax collector's office, the health
department buildings, historic buildings and other buildings like the administration building and all the libraries. We maintain over 800 county vehicles including the enterprise lease fleet program for light vehicles. This program is replacing older county vehicles with light fleet vehicles with
more efficient co uh more efficienties and cost effective and fiscally stable lease program within the first year of this program alone. This year we've already seen a cost avoidance of over $50,000 by not having to replace older damaged inoperable vehicles. Uh and we
can we can go ahead and start the leasing program with those vehicles. So there's already a savings there. We also manage the county energy and operational savings program which I'll discuss in the next couple slides. Some of the GSD stats things that we do.
We manage over eight or over 1100 air conditioning systems across the county. Uh we manage almost 600 thou or 600,000 gallons of fuel at 15 locations. We process almost 12,000 work orders a year. We process about 9,000 service
invoices and 200 requests for maintenance. Uh we we provide uh uh work order we do preventive work orders, I'm sorry, for about 6,400 work orders a year. We do reactive work orders of about 2,900 work
orders a year. We maintain over 1,700 security cameras. We store over 3,000 terabytes terabytes of security data. Uh we we print over 4,000 badges, access management badges for all the all the different departments uh staff and
vendors. We maintain over 8,000 life safety devices. We've completed about 16 major projects this year including the house of refuge uh library pavilions and the like. We've we're working on about 17 projects currently and we are working
on the energy savings program for 2025 and that program is has currently produced about $67,000 worth of savings. The cost of doing business increases over over time have hit our department uh since the pandemic and they're not coming down. As Stephanie mentioned
earlier, uh the paper products uh increases alone for for the last 5 years have been about 45%. in this current budget, we're we're looking at about a 19% increase in just paper alone. So that we're seeing these increases all over time and we can't we can't do anything about them. They just hit us
and we have to absorb them as best that we can. We did we did try to taper our increases with some reductions across the across the budget where we can. We also monitor the the producer price in index. It's similar to the consumer pricing index. This is specifically for
products and and the the fuel costs alone have have increased about 45% over the last 5 years. Uh as well as u all the all the service and maintenance costs. So it's constantly going up on us. We operate proactivity proactivity
when when maintaining our values valuable county assets. We try to avoid the fix on fail methodology so the essential services provided by the departments we do serve do not impact the taxpayers who rely on these services. Our proactive approach to the buildings
and vehicle assessments and maintenance services reduce or eliminate deferred maintenance which according to the AA uh is can quadruple these costs if you don't do them now. [clears throat] So, the general to services department has
maintained several energy and operational savings programs that have provided savings in excess of $30 million to date. Uh, the current project is looking at a total savings of about $10 million. And then the overall total savings for all their energy maintenance projects is
over $60 million. Behind every county building is a team of dedicated folks in the general services department working to save taxpayer dollars. You don't know if we're there if we're doing our job right. All the lights will be on, the temperature will be good in the buildings, but if we're not doing our
job right, you'll know we weren't, you know, you you'll be uncomfortable. So, we try to avoid the fix on fail approach. Uh we try to be proactive in our maintenance and and provide the uh essential services that our community depends on. So, any questions?
>> Questions for Mr. Donahghue. >> Mr. Donahghue, are you proceeding with the improvements to supervisor of elections or are you going to wait until after the general election is over? >> The supervisor has asked us to pause a little bit. We're still designing and we can get our costs. We get lined up, but
she doesn't want to do construction. >> Makes perfect sense. It would be very disruptive at this point, wouldn't it? >> It would. It would. It'll work around that. >> Any further questions? Is there a tenative motion to approve? >> I'll move tenative approval for the general services agenda.
>> Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. Thank you. Growth management is up next. Mr. Schilling. >> Good afternoon, commissioners. Thank
you, Madam Chair. Paul Schilling, growth management director for the record. I'm pleased to be here this morning presenting the proposed 2027 tenative budget. Uh I do have a couple slides prepared, but I would start out by just u explaining some of the generalities of
the department and what we do on a day-to-day basis. I have some numbers for you on the next few slides, but uh the department is is comprised of four divisions. Uh, growth management is responsible for planning and development services to the public through effective
customer service, education, and community awareness. And our mission is to ensure regulatory compliance so that our residents can continue enjoying the Martin County difference. The growth management uh department and those uh laws and ordinances are mandated by
state statute. They're also mandated by the comprehensive growth management plan, the land development regulations, and other ordinances. So, this 2027 tenative budget allows us to maintain our current level of exceptional service while addressing increases in operating
costs and continuing to operate efficiently. Uh, some considerations and divisions. Uh, I'd point out the state mandates. That's a subject that's that's not only currently uh current topic but also on the horizon. Increased public
records requests. Archives management. We do have a digital uh departmentwide project that is taking old paper files and digitizing them. That provides for more transparency, easier uh um retrieval and also the easier
disposition of those eventually. our code enforcement activities. Um our goals are to maintain compliance with state statutes and adapt to the current changes in statutes. So kind of twofold there. Uh and update the comprehensive plan and the growth uh land development
regulations should those be necessary which they will be. Uh improve customer service measures and increase review of sufficiency. So next slide. So, I touched on a few of these. Um, just generally and holistically, the planning and development services for
unincorporated Martin County, our customer service component, uh, updating these, uh, documents and so forth. Uh, protecting and preserving the natural resources and code enforcement to regulate that. And our services uh, also are these are a little bit uh,
bifurcated, but coordinate, we coordinate and lead the development review process. As you know, we have three project coordinators that shepherd those applications, whether they be a pre-application all the way up to a plan unit development through the development review process. There's 12 to 15 people
involved in that process, building permit reviews, and I'll get to some numbers in a moment. The archive management, we have had an increase of public records. We had approximately 178 uh public records requests last year and I have some numbers on that. uh preserve
area management processing uh CA PA camp compliance and then the environmental permit processing. So I have next slide. So these are some general these are October 1 to June 30 uh customer service inquiries. As you know right across the
hall here we have an exceptional environment for customer service. We take walk-in traffic from uh 9 to 4 every day except Thursday throughout the year uh with a couple exceptions. So, we have uh up up until this point
approximately 3,300. We're on schedule to meet we probably have five to six thousand of those a year. We review thousands of permits a year, uh 90 different zoning districts, uh six community redevelopment areas, uh a
mixeduse village, u a variety of uh zoning and circumstances with those. Uh and we're on target to hit probably 10 to 12,000 of those. Um, those can be re-reviews. They can also be one-offs. Environmental inspections 818. Those may
involve a complaint as well, but generally we have a couple inspectors that are doing those inspections throughout the day. Development review projects are a whole different matter. They are re um um uh average between 60
and 90 at any given time. This just happens to be the number throughout that time. uh we average about 60 to 90 and those can be anything from a small service station to a plan unit development with several hundred units uh across the spectrum industrial
hundreds of thousands of square feet so forth uh public records request I mentioned that that 328 hours is reflective of 178 I believe and then the code enforcement cases um Mr. Doy was here earlier talking about um some of
those code enforcement cases. These are more, for lack of a better term, high level cases. These involve potentially monitoring, replanting, uh recreating wetlands, recreating upland habitat, bonding of the uh proposed uh plantings,
and then a successful uh inspection within the 2-year window. So, these are complex cases. Sometimes they do require a um magistrate approval. So we have those as well. And then uh we have the
next slide please. So we have a group this is kind of near and dear to my heart is the public the uh the customer service component. I started in this capacity as a zoning compliance reviewer almost 20 years ago. Uh so I dealt with customers day in and
day out for several years with all kinds of scenarios under the sun and it was a very helpful environment. It was uh challenging uh most days but um we pride oursel on on giving the residents the
factual information in a timely manner and uh the best for best way forward as far as applications. 459 some odd business tax receipts. Those are when you're opening in a business in the county. We have a zoning reviewer that's looking at that property to make sure
it's a permitted use, has the appropriate parking, the appropriate site plan, and so forth. And then environmental permits, those can be shoreline hardening, those can be a dock with a with the access through the shoreline protection zone, uh preserve
air management plans, and uh several waiverss at times. Reasonable accommodations. This is the process of coming to a magistrate. Uh when you're requesting um whether it be um I'll just use someam a couple examples that come
to mind. Maybe there is uh over five residents on related living in a house and with a component of um substance abuse counseling or housing. Uh we have some of those. Uh we had I believe seven or eight of these requests. There could
also be someone that wants emotional support chickens or some emotional support pigs or whatever some type of other animals. I'm making I'm not making light of it, but those are the things that um can take quite a bit of quite a bit of time. We have 244 hours here, but
um that's probably not even close. Uh next slide, please. I think that might be >> that's it. >> That's it. Okay. Uh, commissioners, I I appreciate your attention and I appreciate your support. Uh, you know what my team and I do day in and day
out. I couldn't do it without them. Um, so our department remains committed to providing highquality service, operating efficiently, and being uh responsible stewards of the taxpayers's resources while maintaining the level of service our community expects. I would like to
also acknowledge u uh GMD staff of course our whole team Rebecca Dimma for preparing a lot of these documents and uh OM with uh Stephanie Nisha and uh Shelby at times concludes my presentation I can answer any questions
>> questions for Mr. Schilling, Commissioner Campy, >> I think the growth management department, especially in Martin County, is one of our most important departments. U I think all of the commissioners would agree a majority of the questions and concerns and comments
we get from constituents. A lot of it has to do with development or lack thereof or too much, too little. Uh questions, they're complicated. They're not easy. And every time I've ever needed to work with not just Mr. shilling with anybody in his department. They've really been they operate at a
very high level of customer service, constituent services, but have all the information. They're a wealth of knowledge. And I happily make a motion to accept tentatively his budget. I'll shut that off. >> Commissioner Caps.
>> Yes. Um, are have there have there been any recent uh statutes or recent legislation that is um changing the way you do things? >> That's a complicated question. Uh
there's a couple one answer would be yes. There are some legislative changes. We're going to bring a a board item in the near future that will discuss those in detail. We have that prepared uh and are working on some fine-tuning of it. There are um as you can imagine the
state is from a holistic approach saying you need to do everything faster. You need to do things more administrative. You need to have approvals done quickly or they will uh be approved. So uh we have some changes potentially that are going to come along with the
agricultural enclave legislation. We have changes with the fact of the matter that now uh the zone the um state has preempted local zoning laws with respect to mobile homes. You can now place a mobile home in any zoning dist for uh
generally speaking. So those some LDRs and code changes will need to happen with that from a perspective of standards for specific uses and those development standards. Um there are prop there is legislation now with a
pre-application pro process with qualified contractors that will provide a process in which someone pays to have a plan conceptually uh approved for lack of a better term but then that's submitted and then
there's a 60 I think a 60-day or a 90-day review of that with the understanding that that should be the approved plan based on the qualified contract. contractor or or a applicant and those are just a couple of them. >> Mhm.
>> Uh everything is done quicker and uh there so that's that's the states I think. Um >> can you elaborate on coulter a enclave? Has an application come in? How many homes? How long do you have to review
it? How much is administrative? How much is our decision- making? Yes, I I can uh I'll I'll touch on a little bit of that. So, uh we have in fact received a request for from the Kale Coulter uh requesting agricultural
enclave. We are currently analyzing that. We have believe 60 days to analyze that application and then uh ultimately I believe and the attorney uh Miss Elder will correct me if I'm wrong but I think something would need to be done within
90 days or it would just be adopted or approved. Um I can tell you that that um the legislation is very vague. it um it does not appear to be kind of fitting uh fitting into the the holes that are set
up for it as far as the local u local criteria and the what's on the ground out there, but um we're we're currently analyzing it. We've only had it a few days. >> How many homes? >> Uh I'm not sure if it was a thousand or a little over. I
>> think it's about 1,200. >> Yes. >> Amen. >> But I think the maximum could be much more. Commissioner Heatherington. >> Yeah. Commissioner Caps, I think, asked and you answered. Mine was more in reference to the third party review. Yes.
>> And it sounds like you're going to um have some adaptive measures and bring those back. >> Exactly. >> Yes. Thank you. >> Yeah. The issue is we have to allow third party review. So, we'll have to um
we I as I recall the we have the opportunity to select who we believe would be qualified as a third party review and if we don't select them then they we're man the state will basically they can use who they want.
>> Correct. But that doesn't come into play till January. We have some time >> January of >> Well, they'll probably glitch bill that out, right? >> Yes. Uh-huh. That's [laughter] right. >> Any further? >> Did you make a motion?
>> I did. >> I'll second it. >> I gave a beautiful, you know, saliloquy. >> Thank you. [laughter] >> Not how much I want to talk. >> Is that a second? >> Second. >> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously.
Thank you. >> Thank you very much. >> Wow. >> Wow. information technology services. Good afternoon. >> You didn't want to enter the room until it was your turn. I guess you're allowed [laughter] to come in. I see you.
>> You don't see them. >> Those windows are glass. We can see that. [laughter] We can see you. >> Good afternoon, Madame Chair and members of the board. Uh for the record, my name is Erica Sinclair and I'm the chief information officer. Before we go into the numbers, I want to
give you a sense of what information technology services delivers across Martin County. Technology is no longer just computers and software. It is the foundation that enables county government to operate every day. We
support more than 2200 employees and public safety personnel across county departments, constitutional offices, state entities, and municipal partners by providing the technology, cyber security, communications, and
infrastructure that power nearly every county service. Today's request includes two investments that work together. It is the from the IT operating budget which funds the people and who support county technology and then the
technology investment plan which funds the technology itself. I will be walking through um who we serve, the services we provide, how those services are delivered and why these investments are important to maintaining the level of
service our residents expect. To begin with, who do we serve? Many people think its is simply the county's IT department, but we are really the shared technology provider for Martin County. You will notice at the center of
this diagram is the information technology services and the technology investment plan. From there, you can see the organizations we support every day. We provide the technology, cyber security, communications and
infrastructure for 13 county departments, five constitutional offices and eight municipal and regional partners. In total, that's 26 organizations supported through a shared services model. Although much of our
work happens behind the scenes, the impact is seen every day. From emergency communications to online services residents use every day. For example, when you make a call to 911, technology connects that call and keeps fire
rescue, law enforcement, and dispatch, our heroes, communicating when every second matters. During hurricanes and other emergencies, our public safety radio system keeps first responders connected even if traditional
communications are disrupted. This helps ensure the continuity of operations and the safety of our residents. Whether it is county staff serving residents, the sheriff's office, fire rescue, the clerk, municipalities, or
our regional partners, they all rely on the same technology foundation. Now that you've seen who we serve, let's look at the scope of services we provide. Those services extend well beyond public safety. Every day, technology allows residents to apply for
permits, pay for their utility bills online, reserve park facilities, purchase a water park pass for the visiting grandchildren, check out a library book, or access many services county departments provide. Technology
is the foundation that keeps government operating. This approach allows us to leverage technology investments across multiple agencies instead of each organization building and maintaining its own technology environment. That reduces
cost, improves consistency, strengthens cyber security, and enhances regional collaboration, particularly for public safety and emergency communications. These numbers illustrate the scale of technology in in the environment we
manage every day. We support more than 1,400 computers, over 4,300 phones, and hundreds of servers, network switches, and wireless access points across the county. Cyber security is also a critical part of what
we do. During the past year, we've blocked more than 2.5 million malicious emails, remediated over,500 vulnerabilities, monitored more than 2,700 security events, and protected over 5,400 endpoints to help keep county
systems and data secure. Beyond the day-to-day support, we also manage the county's enterprise technology environment, supporting nearly 600 business applications, 150 active technology projects, and more
than 330 technology contracts and vendor relationships. Behind each of these numbers are the people, systems, and technology that keep government operating and protecting the taxpayers's investment. Up to this point, I've shown you who we
serve and the scope of services we provide. This slide explains how we deliver those services. Our mission is to be a trusted business partner by delivering secure, reliable, and cost-effective technology services [laughter] while being responsible
stewards of taxpayer dollars. We accomplish this through two complimentary investments that work together. On the left of this slide is the IT operating budget. It funds the people who keep county technology running every
day, supporting public safety, communications, cyber security, customer support, business applications, network operations, and the technology our employees rely on to serve our residents. On the right is the
technology investment plan. This funds the technology itself, our infrastructure, networks, cyber security, communications, business applications, cloud services, and the life cycle replacement of aging equipment. One doesn't work without the
other. As we close, I'd like to bring it back to our taxpayers value. Throughout today's presentation, you've seen that technology is the foundation that enables virtually every county service to operate securely, reliably, and
efficiently. The return on that investment is reliable county operations, protected data, modern services for residents, and replacing critical technology before it fails, not after. Simply put, the IT operating budget
provides the people and the technology investment plan provides the tools that power county government. The two requests before you today are targeted investments that sustain, not expand, our services. The technology investment plan continues investing in
the systems that support public safety, protect county data, and enable every department to serve our residents. The additional network network administrator strengthens the backbone of the county's technology infrastructure, providing the expertise needed to implement, maintain,
monitor, and secure the network that connects nearly every county service. Together, these requests help us maintain service levels, reduce operational risk, and protect the taxpayers's investment in county technology. Thank you, and I'd be happy to answer
any questions. questions for Miss Sinclair. >> Is that actually her or is that AI? >> No, >> that's really >> that's really me. >> She did great. >> Well done. Um >> Mr. Caps, >> sorry. >> What's so what what you're presenting
now is just the operating side of things and then later we'll have a I think it's P on the agenda is technology investment plan which is like the the equipment itself. We're we have combined these because it is kind of a two-prong um
budget for Erica's department. So she says the people are the operating and then they carry out the technology improvement plan on here. >> Okay. So this motion will be about K and P >> correct. >> And what the slide we have up now shows
that exact budget request >> for both. >> Okay. >> Do you have anything to add about the tip? She did both. >> Yeah. >> Okay. Good. >> Yeah. >> Commissioner Campy. >> No. Heather, >> wasn't it much of the tip that was an
unfunded mandate by the state a couple years ago? >> Yes. >> Can you just briefly? >> Yeah. The cyber security. So, a few years ago, I did come to you for a cyber security manager position, but prior to that, we haven't had an increase in in 20 years, I think it's been. And um and
that was to support our cyber security structure, strengthen our firewalls, which is what secures our data behind everything that you use every day as you work as a county across the county. >> But that was mandated by the state. >> Yes. Yes. It was a bill >> 2024.
>> And since that we've also, as you saw on one of the services pages, we're doing a lot more monitoring, protecting, and education because that is part of that mandate. So, our cyber team does do that with staff as needed. >> Commissioner Campy,
>> thank you. Thank you for your presentation. How many people in your department? >> Uh, with this new position, it will be a total of 41. >> Okay. And then how many I saw it on your slide there, but I don't remember if you said it. How many calls for service?
>> Uh, well, we have 10,000 for help desk over 10,000 help desk calls. Um the technology is changing obviously very rapidly and the level of uh knowledge and expertise that your employees in your department need to
have. Are you also suffering um head hunting where people are trying to pill for your people >> always. >> Yeah. And is it similar to fire rescue and sheriff where they're heading south? >> Absolutely. But um in our area they don't have to travel anywhere. And in
the world of technology, um, our people, we have an amazing staff, some that have been with us a very long time, and that's a benefit to the county because they know where everything is, how everything works. They know the history um, to support any issues. We're very fortunate.
>> Emergency radios, that falls into your world as well. >> Yes, correct. >> Can you give us a little update? I was at an event recently and somebody was questioning the value of emergency radios, what they the value in terms of how much they cost to have and and not just the value of their what they do but >> right
>> it was questioned on the on the expense of them. Can you share that or do you have an expert that would like to share that? >> I do have an expert. Um he's trying to hide [laughter] >> require you know his name's Russell. >> I would be yeah like to phone a friend. >> It would be in the benefit. Oh, [laughter]
>> now Russell Russell has been out, you know, I don't know how many times he's been out at 3:00 in the morning fixing broken lines and making things happen. So, so be nice to Russell. >> Yeah, be very nice. [laughter] >> Today we woke he woke up to actually
you'll see on there 306 a after hours calls and change management. So when the when our county facilities and we all go home in the office, his team is still working. Um, and he is over radios, he's over the fiber, he is over um, network
connectivity, Wi-Fi, um, all the phones, if you saw 4,300 phones. Um, so he has a humongous job and um, is worth the same staff he's had for a long time network team wise. Yep. So, radios, you go
>> the cost. >> So, still your whole >> Yeah, she did. I don't know what to say now. [laughter] We have more. >> So radios specifically, you know, what is it that you're >> how many do we have? Who has them? And you know,
>> why are they so expensive for for uh public safety, I think, is really the main question. >> We have about 2500 radios across the fleet. that includes fire rescue, Martin County Sheriff's um we also support
>> Steuart PD, town of Jupiter Island, uh Sevil's Point as well, plus all the departmental um county departments like public works, parks department has some general services. The reason why this equipment
is so expensive is it's specialized, right? It's very niche. there's not a lot of vendors, you know, that throughout the country or in the world that, you know, provide radio equipment for first responders. Um, so,
you know, we're looking at technology that has to be reliable and dependable of every second that an officer or deputy or a firefighter is using that technology. It cannot fail, right? And that's what you're paying for.
is that when they when they go to hit that button to make a call back to dispatch that it gets through every single time that when somebody calls them on the radio that it's legible that they're able to hear it and that they're able to receive it every time.
>> Mhm. I appreciate that. You know, all humor aside, one of the biggest challenges of September 11th in New York City was the complete failure of their communication system because it was not
designed to work at that level. And I think that obviously to a much smaller scale, what you were saying about being able to hear a call coming through could be giving a deputy or someone in law enforcement or a firefighter really
important information like be careful. There was three of them, not one. And so I think it sounds like a small category and it falls into a laundry list of the things that you're responsible for, but it does indeed show the how each of
the categories are so important. The other thing that I always think about when we think of IT services is people take it for granted and when you're doing your job correctly and it's working, no one thinks about it. They only think about it when it doesn't
work. And you know all of us have other opportunities where we're involved in technology and things like that and it shuts companies down. It shuts departments down. Uh so you say well you know you're spending a lot of money to make these things preventative but what's the cost if it fails you know
beyond the actual cost. And then my final point would be that um we're not even experts. you are the technology is changing so rapidly you could be investing on the tip side on something that is state-of-the-art
and then less than 12 months later it's not state-of-the-art anymore so do we stick in a in a fiscally responsible way just keep what we have or are we constantly trying to be you know towards the the leading edge of it so I think what you know you made the presentation
it's another one of our departments where people like you're not really thinking much about until you really need to think much about it. So, I appreciate it. >> Um, cyber security could cost us so much money. I remember even locally several years ago, the city of Stewart was
whatever the word is, hijacked or um, >> remembered Riviera Beach. >> So, then we'd all be looking at each other like, well, why did that happen? So, I think this is one of those areas. It's
just as much the day-to-day necessity of the products and the services and the people as it is almost like an insurance policy. You have to invest in that hoping not to have to use it. But if you don't have it, then um you know, most of us hear the word firewall and we're
like, "Oh, I sort of understand what that is." But you don't. And the >> what do they say? You have a a bad person, a bad actor has to be right once. You have to be right every single time. >> So, I appreciate what you're doing. I
would make a motion to tentatively approve both. I'll make You want separate motions? >> You make them together, right? >> This particular case, we would bundle them together. >> The um both sides of this, the information technology services and the
technical investment plan tentative budget. Correct. >> Technology investment. Yeah, >> technology. >> Second. >> There's a motion and a second. All those in favor? I opposed. >> That motion passes unanimously. Thank you very much.
>> Get some rest. Roger. >> Is that electrical storm >> and library? Good afternoon. >> Good afternoon, commissioners. Jen Salace, library director. I have with me Richard Riley, deputy library director. reminder. >> Across Florida, public libraries are
heavily used investments. In our library system, the demand is clear. High visits, strong program attendance, and extensive digital lending show that residents rely on our library every day. Our libraries are visited more frequently per capita than all other
libraries in Florida except Broward County. Also, we have more event attendees per capita than St. Lucy, Indian River, and Miami Dade counties combined. >> Wow. >> Say that again. >> Yeah. Say that again.
>> We have more event attendees per capita than St. Lucy, Indian River, and Miami Dade counties combined. And you could replace Palm Beach County with Miami Dade. And the same statement is true. >> Wow. >> Libraries are among the most efficient
public investments a county can make. They provide free access to information, technology, and learning in spaces residents already heavily use. That means more service per dollar and not more spending for its own sake. That
level of demand is why this budget continues to focus on preserving service, reducing waste, and making sure existing dollars produce the greatest public possible return for taxpayers. This budget does not add any new initiatives. It maintains existing
service levels under tight fiscal control. We reviewed operating costs carefully and limited growth to unavoidable costs. We look for efficiencies wherever possible and have saved hundreds of thousands of dollars for those services
that we have implemented. So some examples of this are our volunteers whose time contributes $67,000 annually in savings, radio frequency identification automation which saves $70,000 per
branch library over 10 years. An interl loan which saves more than $26,000 annually in material costs. Together, these efficiencies help us preserve service levels while directing staff time and funding toward patrona facing
work. The library remains a lowcost county service with high public usage and broad access. This slide shows the variety of services we provide to the community for all ages, including early literacy, teen and tween services, adult and aging
population events, access to emerging technology, and literacy instruction. I'd like to provide a few examples of the faces behind these services. A staff member in Jensen Beach helped a resident complete completed a step-up scholarship
application to help with school funding for their granddaughter and submitted it successfully the same day. In South Stewart, staff restored a patron Zoom access before an important meeting solving a problem that could have cost her an opportunity. In Palm City, staff
coordinated sewing programs helped two children contribute costumes for professional pro productions at the Kravis Center. In Indian Town, staff quickly compiled local meal distribution sites after students asked for help
connecting families to needed resources. These are just a few of the stories that our library staff play a part in every day. This next slide gives some statistics of annual usage of our services such as the number of books checked out, both print
and downloadable, our events attendance, internet usage, use of our various spaces, one-on-one appointments, and everyday reference and technology questions. This represents a small portion of what we provide to our residents. Every dollar in our budget supports a real service. Courier
delivery for homebound patrons, outreach to children and afterchool programs, sensory friendly spaces, collection development, and responsive public service. These are the functions that turn funding into daily public access. We calculated the value to our residents
based on money saved by using library services. And the savings range from over $600 a month for a single retiree and over $700 a month for a family with a preschooler and tween. With a typical household paying less than $3 a month
for library services, residents receive s substantial value for a very modest local investment. And while we seek as many funds as possible through our friends groups, our library foundation, and other grants, 87% of our services
are funded through property taxes. State aid to libraries also increases as local dollars increase. So, county support helps leverage additional grant funding for us. Taken together, this budget p protects a high public use service,
controls costs, and delivers measurable return to taxpayers. And I'm happy to answer any questions. >> Questions? I use the library every single day, 365 days of the year. >> Really? >> I use the library and I don't even have
to go to the library. Thank you. >> Nor do I. >> Writing another language. Libby. >> Any questions, comments? >> Is is is this a a net? I see your revenue and then I see your
expenditures. Am I correct about this in which part? In the >> I was looking back here. Total budget. >> Mhm. Yes. That is indicative of all revenues and expenditures. That's net. That's not net. It's their total budget
with all revenue sources funding it. >> Nice job. I thought the statistics that we have more event attendees of all of those larger counties are very impressive. >> Thank you. >> I'll move tenative approval of the library budget. >> Second. >> There's a motion and a second. All those
in favor? I opposed. That motion passes unanimously. Thank you. You want to do We're going to do parks first or non-EP departmental? >> Parks. >> Okay. >> I'll end with non-EP departmental. >> Don't Don't forget it >> because I will.
>> I won't forget. >> She doesn't. >> Good afternoon. My name is Kevin Abbate, um parks recreation director, and behind me is Jessica Val, my deputy director, in case you have any complicated questions that I can't answer. Um so this budget um that you're being
presented to you today for the parks department what it does it maintains our current level of service for all of our programs. As you can see we have many divisions across our department from our park our park operations which are which is our most complicated which includes our morning field operations, our
recreation programs, our grants, our golf course and hitting bays, our water park, our campground operations, Indian Riverside Park and then extension services. Right now, we currently maintain 75 parks and beaches with over 1,700 acres of um active parkland. Um
the some of our goals are to improve our special facilities and reduce our subsidies. So, a big focus that we've had, expand programs that improve quality of life, support free youth sports throughout quality fields and facilities, and then serve 50,000 residents through the free community
programs and provide swim lessons, which have trended over 400 on annual each year. As you can see in the slide here, um, under our complexes for our facilities for parks and maintenance, we have 49 athletic fields, 20 boat ramps, 24
playgrounds, 34 pickleball courts, and restrooms, and at 48 parks and beaches, recreation, community programs, free after school, summer camp, senior u programs, swim lessons, and education programs are all offered free to the community. some
through grants through the children's services councils and some some through our programs through taxf funded services. Our sports and aquatic services, tournaments, senior games, swim meets, uh lap swim memberships and you sports, um youth and adult golf instruction, and our public access and
community support with special events, affordable rentals, splash pad operations and emergency response support. Um right now, um as I said earlier, we have our 75 parks and beaches, beach parks. Um we have 12 buildings, 170
courts and fields, 160 pavilions, and 20 boat ramps. Um each year, uh online through our request for service program, we get over 3,400 inbound requests for service. And that is anything from can you please trim the tree that's hanging
over in our backyard to there's graffiti on on a playground. Um, we encourage these requests come in and we have a great response time uh that we respond within 10 days at a 97% success rate that within 10 days that those requests are actually resolved. Um, we did uh
this is this past year over 7,200 work orders, 7,300 asset inspections like your playgrounds that we have. We empty daily 526 trash cans that is now outsource service that we have. And we also have over 30,000 adult and senior
participants. Our MRfield um programs had over uh 900 reservations with 1,700 participants and our campground reservations over 6,300. Free senior programs over 4,373 participants. Free after school summer
camp programs 254 participants. Pavilion reservations over 979. Community center reservations over 1,600. athletic field court rink reservations 20 over 2,800 and you can see the participants on the screen. Um free special events organized
we did about 13 of them with almost 9,500 participants and we permitted throughout this the county over 99 special event permits through my office. Um then and wrapping up here with our beach cafe services over 78,000 meals
and 2,300 beach chair um rentals. We did permit um 12 tournaments this year for over 7,400 participants. One of the things I don't talk about too much is the economic impact of sports as it relates to Martin County and what we do through the whole county as for sports
tourism. Um if you recall in the many years ago we held this the Florida State Swimming and Diving Finals for swimming. We held that for over 10 years. We were doing on average just for that swim meet over 4,000 room nights. We had some of the biggest swim meets um um in in the
state or in the nation uh in the county. We also do that through so many other sports um throughout my 16 years as a parks director with the different sports between soccer, baseball, lacrosse, football, and the various tournaments that we support here in the county. Um we do have over 20,000 youth sports
participants. Um we have um nine um golf course instructional programs. We had almost 2,000 participants this year. Um beachfire permits is something that we implemented um many many years ago. We're covered over 448 permits just last year. Super popular program. Swim
lessons. Uh this last year was over 257 swim lessons. And then we of course have swim meets, dive meets, synchron meets hosted at the water park. 22 of those. Um last year we did over 15,500 hitting bay rentals and then 50,000 at the water
park. So a very voluous um parks department program. um this year with the budget. One of I did pull some numbers I thought were interesting to see some of just to keep up with this level of service over since the pandemic the things that we either have absorbed
or try to cut. I go through um our parks budget. I've been doing this my 16th year. I go through every single line on them to make sure that that we're what we spent last year is what we're going to spend this year and we make the necessary adjustments for those. It's just what I just that's my nature. Um, but I was surprised in just some of the
numbers that we pulled out just recently. For example, the water park when we we provide insurance for the water park um on top of the county's tricco insurance as a layer of protection. Um, so since then our insurance for the for uh the water park
is one of 148%. So we absorb that through fees um you know and mostly in most really good years. Um, but the list kind of goes on and on. And just if you indulge me for just a minute on just some of the some of the areas, pool chemicals, the national average for pool
chemicals is about 41% but we were 72%. Janitorial supplies we were up 50%. Landscaping services up 75%. This is from 2020 till now. Equipment tools 75%. Capital equipment um 70%. Sports
equipment 123%. Irrigation supplies 58%. And the list just goes on and on and it's interesting. So we in this year's budget our you know we are going to absorb um if you look at the first slide we're going to absorb the uh commamino trail and our budget this year as a part of the CRA's great program that they're
building right now and that will be a part of our operating maintenance plan for next year. our expenses that that are in this program aside from you know the FICO, Medicare, you know, the pensions and the salaries which is the majority for most departments including
parks department is related to those janitorial contracts, those restroom contracts, all those services, maint landscape uh service contracts, they all increase to kind of make up the difference. So, and they as we try to absorb those and continue our level service, our budget's flat as it relates
to those services to continue to do what we're doing today. Last fact I'll end with you I thought was interesting. So, I ran a little report just for myself and I talked about with Stephanie last week when we were talking all things budget. So, in our current budget year, our park system
operates this year on a $19.6 million budget. 10.3 million of that comes from MSTU property taxes and general fund. And then when you divide you divide that number across all trim notices, it costs
the average um taxpaying household $7.99 per household per month to run the parks department. But and the remaining balance of of the of of that is a $9 million funded infuser fees, programs,
rentals uh throughout the various facilities. So we have a you know we say almost half almost just about almost half of our entire 19 almost $20 million program is covered by user fees to provide all of these services through the county. And our team, you know, it's
not a big team. We when we benchmark ourselves against like counties across the state of Florida on the maintenance side, we're really really low, which means we're really underfunded. We're really efficient. But on the revenue generating side, we're at on top of our game throughout the state, actually
throughout the country. So, um I I just want to say after being in this county for over over 16 years, this is my 16th budget, that the the hardworking team of the parks department, especially with our park operations team and all the services they provide through all these 75 parks and beaches, our recreation
team, our our water park team, our golf course team, all the programs that we provide. They do such an amazing job. We get we're so prevalent on on what we do. You know, one of the I always go back to like I always try to tell folks just remember during the pandemic when when
we we closed and how upset people were. So I was like take I don't want to go back on memory lane, but it is so important for me as you know this is my career. I'm in my 44th year in parks and I'm really proud of what we do. This is an amazing county. I work for some big counties down south and I will tell you
they're they're big and they're bureaucratic. This county is solid. it is solid as they come in terms of what we do for our residents and how much they love our parks. And I just want to kind of end on that and thank the board for all the support you've given me and my team through the through my career
here. And um we look forward to many great more good years to come. Thank you. >> I'll bet that just like the library department has more attendees attend uh people attending events, I bet our parks in Martin County have more attendees than all the counties to our south
combined. also cuz people really do uh use our parks. I use them just like the library. I use the parks every day too and lots of other folks do too. >> Um is uh the El Camino Trail going to open fully this year.
>> I expect it according to the budget. Yes. To be to be full will be fully funded to help operate it. But yes. >> So when do you think this year? >> Uh fall. We're working through um some project management and yes by the fall.
>> And what's the Martin Grade Park? >> That is something that Sean Donnie who and I talked about that was under his um [clears throat] inventory that we agreed to put under our parks because it made more sense. Commissioner Caps and I have been talking about um just some improvements in there out west of Martin
County for some future improvements. So, we're moving the park under our inventory and then in our next budget year in capital, we're looking at doing some improvements for that area down the road. >> It was an old fire station >> used to be in my district until it was stolen away from me by district three.
>> That's a fire station. [laughter] [clears throat] >> We're coming from you. >> Yeah. >> How much acreage is there? >> 3,000. >> No, it's it's like 10 acres something. That's not >> We can Yeah. >> Yeah. It had a fire station that we've been waiting a long time to figure out
if we were going to have to >> utilize it again before, you know, to give it up. It would have cost nothing, but to build another one, it would cost 50 million. And I always wondered that if they needed a fire station out there, you know, 40 years ago, would we not
need one now? And then even the folks out there just said, "It's time." Uh the only thing I didn't see on your list, Mr. was our uh exciting new dog park that will be coming to Palm City very shortly funded by district five funds to kick it
off. And the nice part is is the parking lot, the restroom, it we're putting it into Justin Wilson Park. So, it won't need any of those services. They're already there. So, they'll build adjacent to the restroom facility. It'll be next to the parking
lot. Uh there's no houses anywhere within Barking Sound. So uh [laughter] and we're very excited to be opening that up in the fall. And then I'd like to also thank them for Charlie Leighton Park. The boat ramps uh and the redo of that park is coming out very
beautifully. Uh and that'll be opening up in September. So thank you. >> You're welcome. I would make a motion on that good news to tentatively accept parks and recreck's 2027 fiscal year budget. >> Second.
>> Any further comments? There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. Thank you. >> What do you want to take up now? >> Public works. >> Okay. >> There he is. I see him.
>> I just didn't know if she wanted to go to non-EP departmental. No, it's the boring ass. >> We'll we'll end >> let's just don't forget through that. >> Okay. Public works. Mr. Gordon. >> Good afternoon, board. Jim Gordon,
public works director. With me, I have Mark Aaney, our deputy public works director. >> You got way more than that. [laughter] >> As well as our uh division manager should any uh technical questions come up regarding their their operating budgets.
>> [snorts] >> Public works provides essential services to the community including traffic, flood and mosquito control, rightaway maintenance, management of and public access to environmentally sensitive lands, transportation for our public disadvantaged ADA and veteran riders,
long range traffic planning, development technical review, and restoration and retrofit of the storm water and roadway networks throughout the county. a real property survey and environmental divisions work uh directly with our county attorney's office to pursue land
acquisitions pursuant to the Martin Forever land acquisition sales tax that the public approved last year. This fiscal year 27 budget maintains our level of service while absorbing fuel, labor, and contracted services increases. Our largest adjustment
relates to enhanced landscaping which saw a significant contractual increase as well as 4 and a half miles of enhanced landscaping along Caner Highway that will be transferred to county maintenance this year pursuant to our agreement with Florida Department of Transportation.
We were able to reduce our overall capital budget by uh $1 million this year while adjusting project timelines to account for increases in unit rate ranging from 40 to 88% since 2020 for our commonly used commodities such as
asphalt, base rock, and concrete elements. [clears throat] This slide shows uh um a bridge project that we recently completed in East Fort Creek on Dixie Highway. And above that is our surveyors that are working um collecting uh
topographic information for a grant project that we have. [cough and clears throat] And I'm going to bring up Mark Aaney to go over some of the details with our um data. [clears throat] Good afternoon, Chair Herd, County Commissioners. Mark Aaney, deputy
director of public works. Um it is my unique pleasure to present some of the very important items that public works provides to the community. Um let's start with uh something obviously this commission is very familiar with the management of environmentally sensitive lands. 37,000 acres have been preserved
from development forever by various ways outright purchase donations and of course all those lands need to be managed by our by our staff for aquatic ve for vegetation that might be invasive for public access and so obviously there's a cost for doing that. Uh the first picture there which shows our
beaches um is pretty unique and we we have 22 miles of beaches in this particular project which was the um the renourishment of the beach there on Hutchson Island. Shows uh some some bulldozers there in tandem uh doing really an incredible amount of work
moving 400,000 cubic yards of sand. Um, and actually the project itself won an award and our coastal program uh from the American Shore and Beach Preservation Association for the best restored beach this year
and our our coastal manager Jessica Garland will be going uh to receive that award later this year. Interestingly enough, that picture also won an award because it is quite in incredible to go out there and see those bulldozers literally in the surf moving that sand. And I know Commissioner Vargas and
Commissioner Caps joined us out there to see some of that and it is quite incredible um to look at. So we know that water quality is important certainly to this commission and to the community and we have a responsibility a federal mandate through the Clean Water Act that we uh protect our our water in
in uh in Martin County. And I'm proud to say that we have 100% compliance with our national pollutant discharge elimination system, also known as our MS4. So all the water that drains into the St. Lucy, the Locksah Hatchee, all that is 100% compliant with our federal
clean water standards. Again, pretty significant, pretty important thing to also cost us money to do, but very proud to be a part of that. Um, let's talk about uh storm water, our inlets, our treatment areas, our outfall structures. As you all know, we have literally
thousands of those uh in Martin County. And you can see the picture down there on the right. Some of our storm water crews uh replacing pipes. Um very important to prevent flooding, to keep our roadways clear, to keep water um off of people's property. So again, we're very proud that we have that uh that
that process here. And then obviously our rightways and our arterial mowing and pruning along our roadways. Very important for sight visibility to make Martin [snorts] County look nice when people are driving up and down our roads. Um, and we're maintaining a lot of uh uh different roadway acres. And
interestingly enough, I know Stephanie spoke about inflation and increases. Our arterial mowing contract since uh FY20 has gone up 47% 47% since uh FY20 and our landscaping has gone up uh 30% since
the same year. So obviously a lot of costs that we just have to absorb um to keep this basic level of service uh for our constituents. The next picture um shows some of the other things that we do here. Uh transit very very proud of the fact that um
we're providing 122,000 annual rides. This is keeping uh cars off the road, reducing our greenhouse gas emissions. This is giving people rides to doctor's appointments to shopping to visit a friend for mental health. And you can see the amount of veterans that we've
helped as well as 28,000 transportation disadvantaged riders. Those are individuals that by uh federal uh requirements are either lowincome or disabled or have some issue that prevents them from getting around. So again, very proud that we've got a
system that provides those people um a way to get around Martin County. Uh traffic engineering the topic. >> Can I interrupt you? Sorry. Commissioner Campy has a question. >> Thank you. Just while that photograph is the one above the bus, can you explain to us to the folks that might not know what that is?
>> Yes, sir. That is our traffic uh center. That is where we're watching the 130 traffic signals in Martin County. And those individuals right there are uh watching to adjust traffic signals. I know it doesn't always seem that way, but they're doing that to speed things up or slow things down based on traffic,
based on an accident. And those individuals are managing that along with our um our sign panels and our street lights as well. >> Question. >> Yes, >> Sarah. Sorry. Um that's maintained how often? Seven days a week.
>> 5 days a week. >> Yeah, it's it's manned uh 5 days a week, but they have um via their cell phones access to the system 24/7. So um they're frequently making adjustments and getting alerts to their phones when uh after hours. something happens with one
of those. >> This is currently at the airport, correct? >> Yeah, it's at the uh >> It's a hardened facility. >> It's a hardened facility. >> It's probably very advanced technological space. >> It is. It has its own server and it it doesn't run on AI yet, but it runs on advanced technology to uh it analyzes uh
the the traffic going through each phase of the intersection and it adjusts it as it goes. Has emergency standby gener power generation. >> It does. Will this facility be located in our new operation center? This facility is one of the ones that's going to be transferred over to our operation
center. Thank you. >> And now, as a note, I know in meeting with Steve Braun and staff a couple of months ago, and it was noted that our traffic operations was clearly the best in District 4 um for all of our our both
in our approach and our use of technology and keeping our traffic uh flowing the best. >> Can you do that for 200 bucks a square foot? let me know. >> Proceed, please. >> Thank you. Uh and then last but not
least on this slide, our engineering services. As you know, uh we've got to review plans, we've got to review permits, we have code compliance, environmental protection, health and safety, and our engineering services does a great job reviewing all those plans. And you can see some of the volume that they dealt with just in the
last year. And then the last slide, I'd like to say as the sun sets, but actually this is as the sun rises on uh East Fork Creek STA project. This is a great example of how public works has been able to capitalize on grants to
extend local tax funding. This particular project, which just finished this year, got a $1.1 million Department of Environmental Protection grant, and that was matched by about $600,000 of local funds. So that we were able to
complete this project uh at far less impact on our advalorum taxes than had we not gotten the grant. And public works is just um they're pros at doing this. And it it uh it extends the advalorum a lot. The interesting thing about this project is not only does it
look good, but it reduces nitrogen in our water systems. It reduces phosphorus. It prevents flooding. Um, and it's a a wonderful place to go out and walk. This is right near the the Mariner Sands uh community, if you're aware of that. So, actually, again, just a perfect example of how um we're doing
things and work that matters in the community. I would be remiss if I don't mention mosquito control because I know especially this time of year, people are starting to become concerned about that. I want to point out the larvaide acres, the 2,200 larvae acres. So larvae are
not adults. They don't fly. They don't sting. That's when we want to get them. Um and mosquito control has been working very hard to increase our liv larvide acres so we don't need need to do as much aerial spraying. And that's what you're seeing there in the larvaicide
acres to reduce the um the adults. Um all in all um work that matters for the community every day. Um it's my absolute pleasure to work with this group. Many of them are here um who every day, you know, keep our citizens safe, uh keep our visitors safe, keep our businesses
safe, um and just do great things for the environment. Thank you. Ready to answer any questions. >> Thank you. Questions? I guess everybody's satisfied. >> Thank you. >> I'll move tenative approval. >> Second.
There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. Thank you. Public works have been >> utilities. >> Utilities and solid waste is next. Mr.
Ammerson. Welcome. >> No, you're fine. >> Good afternoon, commissioners, madam chair and commissioners and county administrator or county attorney. It's good to be with you once again and discuss budgets and all things utilities
and solid waste. For the record, I'm Sam Emerson. I'm your department director for utilities and solid waste. With me today is Jeremy Kovy. He's your deputy director and we also have Britney Basset, um our assistant director.
Get these neighbors on. [snorts] So, it's my pleasure to present the uh 2027 budget for our department. Every day, our team delivers services that most residents never have to think about. Uh but they do depend on them every single day. Whether it's providing safe
drinking water, protecting our waterways through wastewater management and treatment, collecting and disposing of solid waste, or maintaining the infrastructure that supports our growing community. Our mission is to provide these essential services safely, reliably, and efficiently. Our proposed
budget is centered on maintaining these essential services, operating efficiently, and continuing to be responsible stewards of the public's investment. Slide one has some u some factual data on here.
If you'll note, our request this year for 27 is $74 million. Uh represents about 6.2% 2% increase. Most of those increases um are from services, operating services that we contractual
services and also chemicals and sludge hauling and disposal. The budget allows us to maintain our current level of service while addressing these increases in operating costs and continuing to operate efficiently. Like many utilities across Florida, we continue to experience rising costs associated with
chemicals, sludge hauling, solid waste collection and disposal, contractual obligations, and maintaining our critical infrastructure. Our department includes many different operations working collectively, and these divisions support one of the county's
most essential public services. Our focus this year is straightforward. We're working to deliver safe and reliable drinking water, waste water, reclaimed water, and solid waste services while preparing our infrastructure to meet future growth. We're continuing to modernize our
customer service systems, expand preventive maintenance throughout our renewal and replacement program, maintain the county's excellent AA plus credit rating through responsible financial management, provide dependable solid waste collection and disposal services, and expand recycling
opportunities for all of our residents. These goals all support one common objective that's providing reliable service today while preparing for tomorrow. And on this slide, I want to uh identify two uh notable strategic investments. The first one is called
advanced metering infrastructure or AMI. This is advanced metering and this program will allow us to evaluate some newer technologies that improves our customer service, will enhance leak detection at meters and provides more timely information uh to our customers
regarding their usage and potential leaks. The second is artificial intelligence optimization for the north treatment plant. The wastewater plant is where we dewater um our treated wastewater and produce the bioolids. Um
this uh centrifuge system is going to utilize technology to improve the dewatering efficiency, reduce our polymer usage uh consumption, and also lower operating cost over time. And with that, I'll let Jeremy walk us through the remaining slides.
>> Good afternoon. Uh Jeremy Kovy, deputy director for the record. Um as you can see, we're one department with two separate services provided. Um on the left we have utility services which is our water and wastewater side and on the right we have our solid waste services. Uh under utility services roughly 15% of
the department's budget is devoted to maintenance of water and wastewater infrastructure. This includes uh water manes fire hydrants service and meters. Um on the wastewater side lift stations and associated forest manses and gravity systems and also we uh maintain two water treatment plants and two
wastewater treatment plants. Another 18% of the budget is devoted to treatments uh of both water and wastewater um mostly uh to staff electricity and chemicals. Utility also provides other services such as development review um
septic sewer administration, capital program management and customer service. On the solid waste side, the department manages collection and disposal of solid waste, including household hazardous household waste, yard debris, recyclables, and construction debris. In
addition, we have the households hazardous waste program, which provides an avenue for residents to dispose of hazardous waste such as uh motor oil, electronics, paint, pool chemicals, and other items. Um, another valuable service provided by the department is
the uh pumpout boat program which provides about 5,000 pumpouts per year with two full-time operating boats. The next two slides provide some interesting facts about the department. Um, the first fact here is we have
40,000 uh water customers and 30,000 sewer customers which serves a population on the water side of 108,000. Um, our average daily production of portable water between our two plants is 11.1 million gallons a day, which uh to put in perspective is right around 17
Olympic size swimming pools of water per day. Um, average daily wastewater 5.9 million gallons per day. Our customer service team interacts with roughly 5,000 customers per month. um lift station and vacuum stations 422
with 1,200 individual grinder stations >> on the solid waste side. Um the scale house transa uh transactions are about 158,000 annually which is roughly 530 per day or put in perspective 65
vehicles an hour. Um municipal solid waste tons 122,000 which is about 80,000 average size cars. yard waste tons 98,000 which is about 18,000 elephants you know kind of just put in perspective [laughter] there so
um household hazardous waste tons 170 huh [laughter] um and then construction debris 130,000 and single stream recycling tons um right around 62 tons daily >> which is equivalent to >> I don't have that one for you I stopped
at the elephant [gasps and laughter] >> how many how many wild boores is that >> hey made it run didn't it? So, it worked. So, and uh in closing, the fiscal year 2027 tenative budget reflects our commitment to provide safe, reliable, and efficient utility and
solid waste services uh while managing public resources. I'd like to thank our utility and solid waste staff for their dedication and professionalism. Their commitment is what makes these uh services possible every day. Thank you, and we'd be happy to answer any questions. >> Questions? Commissioner Vargas?
>> Yes. Um Mr. Emerson, thank you so much. Thank you so much, Mr. Kobe. Um, are you an enterprise? >> Yes. >> Department. >> Yes, ma'am. That's correct. >> All right. So, so everybody hearing uh that is not here that are not present.
So, how much adorum do you use? >> Uh, zero dollars. >> Zero dollars. Okay. That's what I wanted people to hear. All right. So, you're self-supporting. >> Yes. It's run as a business. Um, >> I like that idea >> in that respect. Yes, ma'am. >> Okay. All right. You know, everybody I I had some people contact me. They just
got their their notice about the increase, you know, that's going up. I know pizzas and all that, but $483 per unit. That's per year, correct? Yeah, >> that's reasonable. I'm looking at revenues and there are
zero grants, but presumably if uh New Monrovia proceeds this year, which it will, presumably if Palm City proceeds this year, and it will, they're both recipients of of D grants, are they not? >> Yes, ma'am. That's correct. >> So, why aren't they included? You don't
do I don't know how these work. Do we get the we apply for the grant? Would we do we receive the grant or we receive the grant when we begin the project? So when we um you'll see it come through on one of my OM items to amend the budget because since we don't have it in
hand, we don't feel it's appropriate to budget that until we have it in hand. So once we have an executed contract, we come in through OM to amend the budget. >> Okay. >> They also show up on the CIP sheet as opposed to the operational budget too is where you would see those were uh where
you'll see it. >> I just knew that those were two substantial grants and didn't see them on the on the revenue side. they show up in the CIP. So there's 13 million for uh Ports Leno currently, right? So yes, >> madam, >> just as an aside for the hazardous waste
drop off facility, they also take flat screen TVs, computer monitors, computers, and lithium batteries. Correct. >> Yes, they do. >> You don't want those thrown away. Car batteries and things like that. So I think that's a service, and I mention this every time it comes up. Um that's a
remarkable service that a lot of communities don't necessarily have. You can also call and have the mobile uh waste van come to your neighborhood to pick stuff up if you're doing it through an HOA or something, right? You guys go out and do events if they can't come directly to the landfill.
>> We occasionally do events. Yes. >> Yeah. I think a lot of times people just figure they can get clever and put, you know, lacquer thinner and paints and batteries in a black garbage bag and just toss it into the garbage. when we do have a system that's free for all of those things. I'm driving down streets
and I see people put flat screen TVs to the curb and I know that we take those and they're they're dangerous to to the employees that have to handle these items and they're they're the worst things to put into the landfill if they happen to get past this system. So, just
another public service message to anything that seems like it shouldn't go. either call up and ask or bring it by for free. >> Further questions is let's see >> and just one comment I just want for
this is one of the areas too with our uh aggressive septic to sewer program that um where we're adding a lot more customers that is uh uh greater than what our population growth is. So their utilities is expanding by much faster than our you uh and yet you'll see that
their actual percentage growth on their budget. Um it is is been very low. Uh so they've been able to absorb a lot of that. But um we are adding again the goal was to add in 10,000 new customers within 10 years. So a thousand a year
which is significantly more growth in our population. So they they've been doing a great job keeping things uh really efficient. And how many have we added in 10 years >> or since we since we started? >> I do not have that number. >> I didn't bring that. I didn't bring that. Okay. How many elephants?
[laughter] >> I believe quite a few00 >> around 6,000. I believe we're we're we're we're not quite on track to get a a 10,000, but we're we're we're pretty close. >> Yeah. >> You know, >> yeah, we'll be making that up soon. I think we've met with each of you
individually to talk about um a needed change in our strategy for providing sewer service. Yeah, >> we'll be able to >> I'm confident >> we won't go there this morning [laughter] today. I mean, >> in Palm City, you're going to add in that's a thousand, right? >> A little over a thousand.
>> You're welcome. Um motion to accept the tentative fiscal year 27 budget for >> solid waste and utilities. Got it. Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes
unanimously. Thank you very much. >> Very much. Thank you. >> And now we will take up non-EP departmental. >> All that's left is non-EP departmental and wrapup. So just so Stephanie Merly here to present the non-EP departmental budget. Um the
non-EP departmental budget includes revenues and expenditures that are countywide in nature and or are not assigned to a specific department. Um these are costs that support the overall operation of county government such as insurance, legislative support, annual
financial audits, actuarial studies, investment services, grant writing and contributions to the economic development. So the FY27 tenative non-EP departmental budget totals approximately 270.3 million. The largest components are
reserves, risk management, budgeted transfers, um debt service and grants and aids. And this chart shows how those are expenditures are distributed within the department. So there's a few divisions within non-EP departmental and we have one program
called non-EP departmental. Um this slide provides a breakdown of the non-EP departmental program. Um the largest expenditures include the community redevelopment agency payments for both the county and the city CRAAS. Um the insurance for both property and health,
um utility related payments, employee leave payout costs, indirect costs, and countywide professional services. A few more programs within um non-EP departmental include um economic development. Um that remains unchanged
from the prior year. That's based on uh the business development board contract that's been approved. Um our debt service is actually decreasing based on scheduled principal and interest payments based on the payoffs we did last year and with the additional of our
most recent bond. Um risk management increases as I mentioned earlier earlier were primarily due to unavoidable projected health insurance costs for the employees um for both the board and the constitutional officers and the budgeted transfers um which just vary each year
based on funding needs between county funds and are reflected in other departmental budgets. So the this slide is our grants and aids program. Um the FY27 tenative budget for grants and aids is approximately um 6 and a half million but it contains a
variety of um items between that. This program includes contracted services, grants to governmental agencies, grants to private organizations and other aid programs which I'll explain. So for the contracted services portion,
there was a slight increase for the humane society and historical um society. Um these were based on contractual funding adjustments um such as the flee and tick medications need for the humane society and the annual um increase for historical society that's
been approved by the board. But no changes to the treasure coast wildlife or lifebuilders contracts. >> Know what life builders is? >> Um the grants to governmental agencies. These are a lot of these are established through local ordinance or unfunded
mandate in state statutes. Um the category includes funding uh for governmental agencies and programs and um ones that are required by Florida statute or local ordinance include the county indigent hospitalization. Um I mentioned these at the beginning of our
presentation. Medicaid hospital. We're responsible for our portion of the Martin County Health Department vaccination program and also we have to maintain their facility. Um the healthc care responsibility act children's home society um and then New Horizons which
is mandated by the state for grants and aids the grants to private organizations. Um, this slide lists the nonprofit organizations that received grant funding in FY26 and funding levels are unchanged from the
[clears throat] previous year. For other age organizations, um, you're seeing a small increase of $5,000 to the Dory Slawberg driver education. Um, that is based on estimated collections on um, from Florida State Statutes 318. Um, it
is totally based on the fees collected at the clerk's office that provides driver education programs. Um, this slide summarized the county's budgeted reserves um, which are maintained in accordance with the
county's financial policies um, and are reported within each appropriate funding structure. Our general fund restricted reserve requirement for FY27 is 25.4 4 million. Um, additional funds have been allocated to reserves to plan for future capital
expenditures in utilities and solid waste, roads, parks, and technology investment plan, OPED, which is other post-employment benefits and actuarial needs, as well as salary adjustments um per previously approved bargaining agreements.
And that concludes non-EP departmental questions for Miss Merley. I was very pleased to see debt service is the same as it was last year. Even though we've taken on considerable new debt, it's not going to be paid for with Adalorum
because Miss Merly retired debt last year and we've been saving up some years in order to do that without a penalty. >> Thank you, Commissioner Vargas. >> Yeah. Um, Miss Merley on the um couple
slides here, [clears throat] excuse me, on 668. >> Can you get on your uh microphone, please? >> 668. Yes, >> page 668. Um, you have several organizations there. Um,
are these all required to be funded or is this just a contract that was drawn up? uh you know it's not statemandated these correct >> um these ones are not statemandated but
I do think that they >> Humane society statemandated >> um humane society is um but these are um budgets that are based on board approved um contractual obligations. >> Okay. And then let's go on to
I [clears throat] see the next slide 669. Now I I see uh small notes next to that [clears throat] >> and these ones are all required. >> These are all required. >> This is from the state >> state local ordinance um or unfunded
mandate that's been brought down by the state. >> Okay, let's go on to the next page 670. Are these all mandated? >> These are just what the board has previously approved, not statemandated. Okay.
Okay. Commissioner Caps. Yes. I noticed that reserves are going way up from 112 last year, 112 million last year to 128
>> million 128 million this year. Um, and you mentioned that was because of the financial policies of the county. um you want to can you elaborate on that a little bit more as to why it's that
much? I'm glad we're saving, but >> So, the board has um we annually adopt fiscal policies that I bring to you usually around October of each year. Um that requires us to establish reserve policies um per um best accounting
principles. Um our general fund has a minimum reserve requirement of 10% of the total operating cost and we try to apply that through every funding source um in order to be able to be ready and respond in any kind of emergency or e
economic uncertainty in the um future. So while you're seeing increases in reserves, a lot of it is set aside for future needs um that we might be seeing down the way. So, just for example, last week, and this is going to get really boring, um, but we received our
actuarial report for other post-employment um, benefits and, um, health insurance, and we have something called an incurred but not realized, um, expense that we should plan for even though it may not come to fruition. So, a lot of these are set aides just in
case at the last minute something collapses, we would have to respond and be ready for. Um you'll see the enterprise is very large. That's a huge portion is for your utilities and solid waste and that's their renewal and replacement funds in order to set aside
for their capital outlay which is required to maintain their utility system and solid waste services. Um you'll also see we have um our internal service funds. That's going to be our set aside that we've accumulated through our um fleet fleet replacement fund.
We've transitioned to enterprise. So we put about 1.5 million still that was collected over the past few years. Um and we're still working through that transitioning process with enterprise fleet maintenance. Um so it's just a variety of um set aides to just kind of
not only rainy day but also to plan and weather any kind of future economic or legislative uncertainty that may be coming towards us. >> Say we had a a bad hurricane. >> Mhm. Where would you pull money from out of the reserve accounts
>> for hurricane cleanup and any other type expenses that >> you know I I it my current estimate for a hurricane recovery on something of the magnitude of what the west coast saw or even a Francis and Gene um is probably
on the order of uh $80 million. So on something of that magnitude you really take it from everywhere. you have your general restricted reserves. Um, utilities as they're doing their repairs would be taking it out of their reserves. You would stop doing any
capital projects and you would so public works would be using any of the gas tax that they would have towards a project. And so it um uh even though that shows a you can see the biggest part of that is in your utilities operation which they need. Obviously, anything that breaks at
a water plant is there's just nothing cheap about a utility. So, they're expensive operation. So, if you really look at it, the amount of reserves you have just like in restricted general fund at 30 million does not cover um uh
your debris cost uh or cleanup from a major event. And and of course what you see after a major event is um you have a large expense of u public safety of of hourly and overtime going on and then you have the actual removal of the
debris which is also expensive operation. Then you have your repair your buildings and those sort of things. And so what we're seeing is that you would you would bleed through your um all of these expenses in the first, you
know, six months and then if if things progress like they are currently doing, you would likely have to um borrow some money to keep paying for your cleanup uh waiting for the state and the feds to to catch up. >> And that takes like 5 years to get paid.
>> Right now about two years is what it is. It's about, you know, I mean, we're our staff have been very aggressive in what they call the F FRC program that's supposed to get you payment in theory within a year, but nobody's actually I'
I've read that they've actually gotten that. So, you get partial funding. So anyway, that it was probably more than you wanted to know, but it is an important part of um in our budget and uh it was a lot of questions from the standards and pores asked us about this
recently when we were looking at it. Um and they because they understood that reserves and and um disaster management are a critical component to being financially resilient.
And that's probably our reserve uh amounts are probably key to our credit rating. Yes. As well, >> which is very good. Double double A, right? >> Double A. >> And where are conservation tax
funding? Where is that? Is that non-departmental? >> It that is contained within the capital improvement plan. The um what is that? >> It's in ecosystems management system. budgeted in that sheet >> and that's about $21 million. >> So that's why the CIP was as big as it
is. >> Correct. It had the increase last year as it came in. >> Yep. >> Any further questions? >> Very minor compared to that question, but I didn't have a chance to to meet with you. 3,400 line item. It just seems
like a kind of catchall. the f what is the marine infrastructure delete tick heartworm treatment lake Okachchobee release schedule. Are we still doing anything with lures? Do we need a So these were we we kept
baseline. So this is unfortunately why non-EP departmental is called non-EP departmental. It's kind of a catch-all for all of the random stuff that we're doing. So um >> I'm just curious. I did what what flea flea still some sampling related
>> for lures. Okay. So, that's necessary lures for sure. >> And that flea and tick heartworm treatment, that's what I kind of mentioned a little bit um before. There was a slight increase in that um for the humane society. That's kind of separate from the the regular contract. So, we're required to provide flee and tick
medication for those animals. >> Okay. So, if it didn't fit, it kind of gets put into 3,400. >> Yes. Yes. >> Any further questions? Is there a motion to approve
non-EP departmental? >> So move. >> Second. >> There's a motion and a second. All those in favor? I >> opposed. >> Opposed. >> That motion passes 4 to one with Commissioner Vargas dissenting. So
>> some of those items that fall into non departmental can be negotiated and discussed as we continue our budgetary process. They are not all locked in as of today. These were tentatives. >> Absolutely.
Um so if if I may um this concludes um our FY27 tentative budget presentation and so the next item for board consideration is the tenative millage rates. And so I'm going to go through a couple slides and then we can talk about it at the end. Um so this table
summarize summarizes the proposed FY27 millage rates for the what's considered the countywide um the total millage countywide in MST which is excluding the districts which I'll bring at um a worksheet up in a moment. So while several individual countywide millage
components were adjusted to reflect um the expenditures within each of those funds, the total countywide millage rate remains unchanged from FY26. And then the combined unincorporated MSTU rate also remains unchanged.
And so as we have gone through this workshop today and listening to um what has been requested, all of the millage rates that are contained within your budget document that was given to you all on July 1st um are reflected here
with the slight change to the district 4 MSTU um which reduces the millage rate um from what was initially proposed to 0450 which is essentially the roll back rate. Um, so at this time, if the board would
like to um either you could approve countywide and then each MSTU would be most helpful for whatever will be published on those trim notices that we mentioned before. >> Got that? Countywide and then the individual MSTUs.
>> I'm going to try to make this big. So So these are the numbers. I'll put the little box there if you want to see. >> What do you need, Miss Merly? The uh proposed millage and the proposed advorum. >> Um just the proposed millage rate at
this time. Um which is the most important um part of the trim statutes that we are required to do because it could always fluctuate based on um postVAB in the future. So, um, our total countywide current military is
unchanged, um, at 6.5614. >> So, you need a motion for the >> proposed rate 6.5614. >> Yes. >> So, that's my motion. >> Commissioner Vargas. >> Okay. So my question, Miss Merley, today
we're going to make a decision whether or not to continue with this particular millage rate from the previous year or we can make another proposal to reduce it when >> so you you may approve your millage rate
now and you also have two more times that we're going to be coming back to the board. Um I should pull up this last slide. can always go down. >> So, whatever millage rate you set here today is going to be transmitted to the
property appraisers office per Florida trim laws. Those millage rates are going to be published on the truth and millillage or the trim notices and mailed to each property owner. That's usually around the first to second week of August.
We'll be coming back here to have a another public hearing on those millage rates. which gives you another opportunity to reduce the mill rate if so desired and then we'll come back again um in September 29th the second public hearing
to finalize and that's the last time the last shot. So, so up to this date, we've we've done months of budgeting. We had our capital improvement plan, went through all of those things. We're here at the budget workshop today, and this is the mathematical culmination of all
of those goods services um projects that were all talked about and approved. And then we can come back again in two more meetings in September. >> Mr. Okay. >> Move approval of the countywide. Is that the right term? Countywide.
>> There's already a second. >> Second that. Second. >> There's a motion and a second. All those in favor? I opposed. >> That motion passes unanimously. >> And now fire rescue followed by parks.
>> So our fire rescue MSTU again uh no change from uh the previous fiscal year at 2.6376. Move approval. Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously.
>> Our parks and recreation MSTU, which is no change from FY26 at.1474. >> Move approval. Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. And on your trim notices,
both storm water and roads MSTU are considered the the same taxing authority. So what we'll do is go ahead and do an um a motion for storm water and road MSTU, which is the total is unchanged even though there's slight
variations within the funds at 0.5722. >> Move approval. >> Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. >> Um, next is District 1 MSTU that has a
4.40% reduction in the millage rate from 0666 to 0637. >> I make a motion to approve. >> Second. >> There's a motion and a second. All those in favor? I
>> opposed. That motion passes unanimously. um district 2 MSTU from a 0742 to a 0709. >> Move approval. >> Second. >> There's a motion and a second. All those in favor? I opposed. That motion passes
unanimously. >> District 3 MSTU has a 0% change. Um so it will maintain at 0404. >> Move approval. >> Second. >> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously.
>> District 4 MSTU which is showing a reduction of 5.85% from 0.0478 to 0.0450. >> Since she's not able to make motions without passing the gavl, I'll make a motion for district 4. Second. >> There's a motion and a second. All those
in favor? I opposed. That motion passes unanimously. And >> district 5 MSTU which is showing a 5.41% 41% reduction in the millage rate from 0671 to 0635. >> So moved. >> Second.
>> There's a motion and a second. All those in favor? I opposed. That motion passes unanimously. >> And the last one is special district A61 which is the Hutcherson Island MSTU which funds the capital program um for beach is showing a no percent change. Um
so it will remain at 1799. I bet I I make a motion for approval. >> Second. >> There's a motion and a second. All those in favor? I >> opposed. That motion passes unanimously. >> And we have come to the end of the budget workshop today. >> Excellent. We have two request to speak
forms. If anyone else would like to address us, please fill out a request to speak form handed to the baiff. The first request is from John Dial, followed by Gary Erler. >> While Mr. dials on its way up. Just as uh since we didn't read this this morning, since we are in election
season, politicking is prohibited, which is defined as the advocating the election or defeat of a candidate for public office, either partisan or nonpartisan. This includes the use of words, [clears throat] dates, signs, props, and or wearing apparel that convey a message of support for a person
or group of persons. And you'll have a buzzer which will indicate you have 15 seconds left. Thank you. Thank you to the board for your hard work and what you've done in the commission as the uh employees for the county. This is an
eyeopening experience for my first time of sitting through an entire day of budget meetings. Uh and I'm assuming that we're taken into account if the legislation is and the voters approve the homestead exemption in all of our
numbers that we're presenting today. But I got to just tell you that I am very impressed with the explanations and all of the accounting and the budgetary requests for all the heads. And I think the best part about this is we have
plenty of time to look at it and go over it and see what's going on and dig down into any questions. I took 10 pages of notes today, so there's probably a few things we'll come up with. I just want to say thank you. >> Thank you. Gary Erler is next, followed by Richard
Gisinger. I would say good morning, commissioners, but I'll say good afternoon. >> Uh, thank you for allowing me the opportunity to speak. My name is Gary Erler. I'm a resident of Port Solerno. Um 2019 my tax bill, not my tax bill, my
previous owner whenever I bought my home was $1,440. This year, or actually 2025 tax bills, the one that's on record is uh $4,815. That's a $3,375
increase in mine alone along with I'm not a realtor. I couldn't tell you how many homes have been sold in Martin County. Um, it's a lot of money. We've increased our >> taxes, our take-in by over $41 million this
year. Um, and a couple things that have been brought up in past meetings, and I think now's the time or at least to get it in the thoughts of of all the commissioners. Um, Mr. Caps brought up the fact that we're
taking in green space in county access county properties and no way to maintain them whether it's pepper trees overgrown into county rideways all that. I know there's a big area around the Serno
Creek and the storm retention area that has that. It's pushing over onto homeowners properties. We made calls. We've been to NAC's. We've been to CRAAS. Um, is it parks and wreck? Is it public works? We don't know who does it. Either
way, the pepper trees are still growing. We need to take into consideration for that. Um, Commissioner Herd either at one of the forums, I believe, said it cost $275,000 to pave one mile of road. We're still
we're still bidding and allocating at $175,000. That's an extra $100,000 in increase. Um, none of that's been taken into consideration. Uh, fuel costs. Every department uses fuel. You can buy
fuel in advance. You can buy futures on fuel just like you buy futures on pork or beef or anything else. So, we could save money doing that. Um, the 501c charities that this county and everyone else supports,
I don't want to be the bad guy, but if we're providing them a building, I know Commissioner Campy brought up the fact that they used the PBA or Yeah, I believe it was the the PAL League used to box right next to his office. Um,
they moved into a building in Golden Gate. >> Oh, yeah. I know they're going to take care of that building. It's on them. If they can't, I'm sorry. They got to go. I mean, if they can't if they can't provide for their own, whether it's
public, private, however it is, the countyy's putting up the building, um, they can at least take care of it. Uh, I guess the IT department supports data centers, which is the biggest topic in
the county right now. Your time is up. >> Thank you, sir. >> Thank you. >> Richard Gisinger is up. >> Madame Chair and commissioners, um this is probably premature, but I just wanted you to think about something uh between
now and the time that you all meet again to talk about the budget. I just ran population numbers for Martin County from 2020 to 2025 and I went to three different sources.
In 2020 we had 158,431 and in 2025 we had 166300. That's not 2% a year. That's 1% a year. In fact, it's a little bit less than 1% a year. So we grew 5% in five years.
Our budget on those same five years went from 442 million to $652 million. That's a $210 million increase. A 47% increase. Same time period. Now, if I did the numbers right, and I could be wrong, I
don't know. 2025, we had a $652 million budget. And for 2026, you're proposing 804 629. Is that right? 804. That's a $151 million increase, 23%.
People can't afford this. So, I would ask you all just to think about this during this time period to try and relax this a little bit. Try and look for ways to try and save money. And congratulations to the county attorney in her whole area over there.
That was fantastic. I wanted to hear more of that. I believe in the Martin County difference. I love this county. been here my whole adult life. I thank you for what you do. >> Thank you. Would anyone else like to address us? In that case, we are
>> just a point about from my friend Gary. >> Pal is building their own building. We just made a deal for some >> [clears throat] >> u surplus property, but they'll have to fund raise and there's no building yet. They're going to have to fund raise and build their own building there. That's
just an example of that. Just so that I'm sure the PAL people are getting panicked. They're still my next door neighbors in Palm City, but their goal is to build a a facility in Stewart on some property that they purchased. And then there's some in Golden Gate >> in Golden Gate. Correct.
>> So, and I would just like to ask uh express my sincere appreciation to our budget department. Yeah, you are wonderful. >> Great job. >> If I may brag, uh everyone had their numbers, but I didn't get to put my numbers out. Uh we um actively monitor,
evaluate, adjust, and analyze over 23,000 unique individual line items in this budget. Um it's a year-round effort, and I am very thankful of my small but mighty team to manage those funds and identify efficiencies for all
Martin County taxpayers, which we are. >> So responsive, so professional, so smart. >> Yeah, you did. >> Thank you, Mr. Vargas. Yeah, I I definitely want to say that um I appreciate our our budget department. Um it's it's
always very clear when she speaks with me and if it's not and I asked three times, she is very patient. She and I mean the whole crew. Um so I do appreciate that. I'm a numbers person I guess you know. Uh but anyway, are we going on to Thank you so much. Thank you all of you and everybody who is not here
in absentia, all the other departments that came and make presentations today. Are we ready for commissioner comments? >> Uh, sure. We >> Okay, we finished. >> Thank you. Sure. >> Okay. Um, for the NAO, National Association of Counties, they wanted to,
uh, again designate me, uh, Commissioner Vargas, as the voting representative at their 90th annual conference. So, wanted to give you that notice. >> Where is it? Cool. >> Where is it being held?
>> New Orleans. Congratulations on that. >> Thank you so much. Really appreciate it. >> Anybody can come with me. >> What's the purpose of the of the conference? >> Yes. >> This is the uh voting uh for uh all the
delegates and also of course they have many breakout sessions. Yeah. Um >> different things. But I'll go ahead and provide >> Association of Counties. >> This was done last year. So, if we could just get the commissioners to head non or acknowledge that um Miss Vargas will
be voting on behalf of the county for business. >> I just don't know what the organization does. >> Well, the organization they advocate for the collective voice on national policies. Um in addition to that, they have the ideas and they build new
leadership skills. Uh they pursue transformational cost-effective solutions. uh they enrich the public's understanding of county governments, how they operate, and they exercise exemplary leadership in public service. So, Martin County has a seat at the
table, which is vital for us. >> How much does it cost? >> And how much how many of these meetings do you plan to attend each year? >> This is the national. Yeah. One. >> I thought that there was one in Pennsylvania a couple months ago. >> No, no, that was last year.
>> Yeah. Well, it's it's they have more than one meeting a year. This is their their annual meeting. >> How much does it cost? >> I don't I don't recall what the uh what the cost of the um uh we can provide that to you. What the what the
uh travel expenses are. >> Continuing with my predecessor who attended every meeting both Florida and national. So, this is not out of the ordinary. Commissioner Smith was the president of the Florida Association of Counties. And he came to us just a handful of years
before uh him he departed asking if he could be part of NATO. And we assumed I I did at the time since he was the president of the Florida Association of Counties. It made sense for him to represent Florida at NATO. But my question was simple, which you as a
fiscal hawk would ask any of us. How much does it cost? That's all. you're trying to put a value on something that is invaluable, >> but I'll be very happy to provide you with that or Mr. Donaldson be more than happy to do that. >> I'm not opposing you going. I just
asking what it would cost. I watched Casey Ingram's uh podcast, so I'm familiar with the values of NAO and and fact. >> Well, there you have it. >> Yeah. So, that's I'm just >> I need to ask >> I just give an abbreviated description right now. I didn't watch
>> Commissioner C. >> I'm good. Thank you. >> Me, too. Mr. Campy. >> Fine. >> I'm all set. >> Mr. Donaldson, >> no. I just was reiterating the fact that if uh she's going to vote on behalf of the county, you all need to um
acknowledge or authorize it. Thank you. >> When is it? >> When she going to be voting, >> when is it? >> Um the conference is uh within a couple of weeks, is it not? No, actually it's this week. >> This week? I'm sorry.
>> She has my nod. >> Thank you. >> As as long as as long as she votes along with our national legislative priorities. >> Well, this is what we're doing because I have the Florida delegation that is there. Why would I vote
differently? >> No, I'm saying that you need to vote with Martin County's national legislative priorities. >> Absolutely. Absolutely. is >> are you attending by yourself or is any staff attending?
>> I don't know. >> Okay. >> But if it's this week, the decision is already made, right? I assume the travel arrangements are made. >> Yes, the travel arrangements decision. >> It's the attendance is going to happen. It's just the authority to vote because
that's all we're needing. >> This is the formality. >> Do you need a motion on that or >> I was just looking for feeling you would feel better with the motion. >> I just need at least three head nods, which has been a practice in the past,
or an official motion. And right now, my interpretation is I have one or two, the requesttor and one commissioner. >> I'll give my head as one. >> Me, too. But I I would like I I'd like to to hear a report back about what was
discussed and the votes that were taken. >> We can do that. Anything else? >> No. Thank you. >> Thank you. Once again, we are ajourned. All right.