I would like to call to order the county commissioners capital county budget work of July 7, 2026. At this time, please silence all devices. Please rise for the invation of allegiance. >> Good morning.
Let's pray. Father, we thank you for the opportunity to gather in the shadow of the great celebration of 250 years of the USA. Lord, it was a great celebration and
wonderful tribute. And we just thank you so much for how you have blessed our country. And at the same time, Lord, we feel blessed here in Pasco County. uh because everything that is positive about our
country is positive and our county. Also during the celebration we were reminded that the government of the United States has been established of the people by the people and for the people and I believe that that applies
to all levels of government Lord. So I ask that as we've come together to discuss the capital budget that we keep that in mind that our goal is to provide for the welfare and the safety and
everything else for our citizens here. So give us wisdom, give us discernment and guide us and lead us as we discuss and debate all of the things about the capital budget. So when all is said and done, we'll be able to look back and
say, "We did the best we could with what we had." And I thank you, Lord, for your presence. I lift this in your name. Amen. >> Before we sit down, we have a moment of silence. To the flag of the United States of
America and to the stands, one nation under God, indivisible, with liberty and justice for all. >> Please call the role. >> Mr. Mr. Oakley >> here. >> Mr. Two M
>> preser >> here. >> Mr. Mar >> here. >> I'd like to thank the staff who organized this important discussion today on our capital budget for FY27. Um it's a very important year. I think we got a lot of considerations as the uh
state is looking to help us run the county, control our budgets. I think it's going to be very important that we look to everything that we've got. Um I think this county has been very responsible. Um and we look at growth going through. Even though population
growth may go four or 5% in a year, when you're going to plan for it and you get infrastructure things to take in place, you're going to spend more money than isn't that growth because you're you're preparing for it. I think some things like we did on State Road 56 a few years back, we could have just built a two-lane road like DOT wanted us to.
Instead, we built a four with drainage for six, set up the same way to come back in and do it very economically to add those other six lanes. I think this county was very smart and when we built the overpass on I75, we didn't have to build an overpass. But
by spending only $60 million, get $10 million from the state, we put it on our backs. So, could DOT have paid the whole thing, taken it off our budget? Yeah, they could have, but we didn't. We had to build Ridge Road on our own. Major we run through huge money by waiting 23
years of federal government slowing us down to get it done cost up drove those costs up like crazy as well. So I think we've done a lot of great things and I think we're preparing for the future and now dealing with wastewater treatment plants. We're going to talk about those as well. The numbers are staggering now
and I think for good reason. They want to make sure that we're going to go through and you know treat the water as best we can for the environment which is smart but that drives up numbers. So even though you're getting of 5% which which this county has. I think if you look at it, we've done the right things
for the long term making decisions for the long term for the betterment of us all. So, as we look at that, as we consider all these things through, I just want everyone to keep in mind I think you've done a great job. I think the countyy's done a great job, our whole team, etc. And I think we made smart decisions and I I wouldn't change
them because I think we've done the right way. So, with that, I'll turn it over to Mike Carbell. >> Thank you, Mr. Chair. I'd like to welcome you all here. This is our probably our final planned workshop uh heading into into trim on on our budget
process. Uh there's there's a lot that goes into the budget and the capital program is is at least half of that budget that you pass every every year and as you state, commissioner, there there are a number of a lot of moving parts. Capital is a is a is a huge
expense. Um and it's it's the infrastructure that our that our citizens and our community need to to grow and to thrive. Uh so today uh Amy Ferrell will be presenting um portions of that capital program. We have uh plenty of team members here who are
responsible for the execution of that program here today in the case that you have questions regarding it. And she's also going to go over a few other things that uh just during the course of our of our briefings heading into TRIM that we needed to make sure that we discussed with the board and provided input. So with that uh I'll introduce our budget
director Amy Ferrell. >> Hi good morning. Um because every try to do a little bit better than we did last time. Before I dig into slides, I just want to orient everyone to the packets in front of them. So, you've got slides with content that we'll be covering today. And then you've got supplemental
materials. So, the first thing in your supplemental material is a packet of large maps. Why? Because it's easier to see in front of you sometimes than it is up on the projector. Then, we've got a bunch of details. So, our road capital program is very complex. There's a lot
of moving pieces and so we try to simplify it but we also wanted to make sure that you all had the details. So you've got a packet of projects that are within the county's budget. Behind that you have a packet of developer transportation obligations occurring in
the next five years. And then you've got supplemental content related to that program as well. And in that supplemental content, we've got countywide intersection projects, countywide street leg projects, we've got high ranked but unfunded county
projects. All right, I'm going speak a little bit more into my microphone. All right, and then we've got FOT projects that are not yet in their funding plan. So that's the packet in front of you. And when we get to the transportation bit of the presentation, that's where all the
details will be. And then the presentation will show highlight summaries. All right. So, what are we going to cover this morning? Well, we're going to do a budget cycle overview. It is a long nine-month planning process. So, we always like to come back and talk about the body of work that's occurred, where
we're at now, and then what's still left to do before we adopt a final budget. And then we're going to ground ourselves in our strategic priorities because that strategic plan is the bedrock for how we plan into the future. Then we're going to highlight our major funds. We're
going to look at some business plan initiatives that the county administrator is um looking at, recommending, and considering for the next fiscal year. We're going to do a dive into our road rehabilitation MSTU. We're going to look at our five-year
capital plan and then we're going to highlight our debt portfolio. All right. So, our budget cycle, again, it's a nine-month process. It's a nine-month process of planning, of discussions, of pencil sharpening and
number crunching. And we start in January with a workshop with the board where we look at the progress we've made in our strategic plan so far. And then we talk about priorities for the upcoming year. It is a five-year plan, so we like to chunk it into one-year action plans to help us
figure out what should be prioritized in our budget. Then we do an internal countywide kickoff where everybody um I say gets to work on their budget, but they get to work long before we kick off. Then in
February, we we look at our major revenue projections and how those are predicting to shake out over the next few years. We have briefings with the board where we look at the status of our general fund and our municipal services taxing units.
In March through May, we're pretty busy. The our leaders with the budget team and the executive leadership team, we start looking at all the details in everyone's line item budgets. We come in April typically and we workshop with the
constitutional officers. This year was a little bit different. There was a lot happening at the state level this year. So, we delayed that workshop a little bit and we joined it with the board's workshop in June, which is part of why we're here today because we weren't able to cover the totality of the board's
budget. We went through the constitutional officer budgets. We highlighted some important stuff under the board side and now we're here today to cover the remainder of the proposed budget and a large propensity of that is the capital budget. All right. Then next week, yep, fast
forward one week and we're going to be at a board meeting and we're going to set trim, which is basically, we like to explain that as setting the ceiling on millage rates. So that's the highest the millage rates will be when we come back to the final public hearing. Those mill rates can always come down, but they
can't come up. And what the board sets in July is what goes out on property tax notices in August. Then our first and then our final public hearings will happen in September. All right. So again, we use our
strategic plan to help us build that roadmap for what the next five years is going to look like. and all the discussions and the dialogue with the board. You can see here almost every single one of our addressable challenges is up here. Well, because our board is taking us to task team and we are
responding and we're responding not just with new resources, but we're also able to allocate some of our existing resources to make sure we're moving the needle on the board strategic plan. It's a budget we should all be very proud of. All right. So, it might seem like we're jumping
based off, you know, past years and and when we show stuff, like we're kind of jumping in the middle, but we're really jumping into where we left off last month. And so, here what you're looking at are what we're calling statemandated outside funding. So, they're things the state
mandates for us to fund. Now, it's important to note this is not the totality of what the state mandates from us, but these are things that we not necessarily services we provide. So that's kind of an important distinction. The only thing that's increasing this year, as you can see, is our Medicaid
contribution. It's a 6% increase to the tune of 631,000. >> Still safe. So keep in mind with what we would put in our budget normally is one thing. This here again, statemandated funding that we have to
do. So as we as we consider what's going to happen down the road when the state says you're going to spend this much money for public safety etc. This is what's also in there that they are not addressing at this point to what we need to fund. So just keep that in mind. This is another chunk of money that's got to
be paid. They're not allowing for it. Somehow they're going to look for us to do it. So somewhere there's going to be a shift or it's going to be increasing the taxes as far as to pay for the stuff based upon what they're projecting. Chair Amy. >> Yes. >> Uh, under the Bay Carolina item, what
are we getting for 1.2 million? >> Paula Baraldo is going to come and answer your question. Thank you. >> Mandated to pay a private hospital here. >> Good morning, commissioners. Uh, Paula Baraldo, support services. So, the Bay Care contract actually covers uh
physical and behavioral health services for our most vulnerable residents. And this is an actual five-year contract >> that's mandatory. >> That's correct. >> Thank you. >> You're welcome.
>> Thank you. Paul. >> Okay. I clicked it a few times. All right, it's staying. Okay. All right. So, now what you see here is um items where the board over the years has agreed to fund um some of our partner agencies. These
are not state mandates. This is at the board's discretion. So, Premier Healthcare, um Museum Support, Human Trafficking Coalition, and the United Way. >> Let's touch on that just a little bit as well. So, premier healthcare helps our low-inccome people as well and they've
done a phenomenal job of expanded. You want you want to talk about that a little bit too Paula? Um, if they don't get healthcare, what happens? So, once again, Paulo support services. So, Premier Healthcare provides uh
medical services and dental services to our very lowincome population. This is under the lowinccome pool program uh that is run through the state of Florida. Essentially these dollars and then match with the state funding to bring back additional federal dollars to
our community to be able to expand services for those that are underinsured. and the United Way. I think one of the reasons we use them is because they can help with people that are come across bad situations, could become homeless, can't pay utility bill, something else
may happen that United Way without having the government bureaucracy involved, can actually take care of things very economically feas and feasibly with a great board of directors that actually can oversee it. >> That is correct. In fact, uh when the hurricanes happened, we relied a lot on the United Way to be able to do that
rapid response of services for our most uh vulnerable in addition to that cold weather shelter uh effort that they help us run at the community level uh to be able to respond quickly to the needs uh as they come. >> I just want to piggyback on that because um I I'll help families and the first
thing the county says is let me reach out to United Way. Correct. So they are an amazing partner and I think it's really important that we keep that. >> Oh yeah. >> And museum support that's that's a choice
and I'll say human trafficking. What we do with >> with museum support I think there needs to be a budget amendment um if it's possible to move out of the
tourist development tax um since that is a piece of force coast and bring people in and things for people to do. I don't know if that will qualify or not, but I think that the funding for museum should come
off the general fund and figure out way some qualify the tour development tax if that's possible. I think it's a very good idea and especially like the other three I think you can justify all day long >> that one there I think museums are part
of tourism drives an attraction to it. So I think that's something that's a very appropriate thing to do and especially at this point in time probably a very good thing to do is take it out >> that was put in back about 10 years ago put in help both museum on the west side
and one here on the east side museum the reason for it being put on there was the fact that they both tell the story of Pasco County and both tell there's two actually different sides was cattle and the other had
water and fishing and things of that nature. There was a different way of life there was east co. So that was the reason I put that in way back to support both and
actually it's been $10,000 a piece. So this right here is telling me they've cut that in half but Yeah. No, it's 30,000. So, it's 15 >> 30. All right.
>> But anyway, it's I think it's very worthwhile that we support those museums. >> They do a lot for community and tell people that come in the community more about how Pasco grew to be what it is today. I think commission when you
brought that up was a great thing to do and again if not these budget times as we're getting everything so scrutinized that I think it is a good time to pull it out >> but I wouldn't stop it. I don't mind pulling out if it fits in that area that we can do that. I don't have a problem with that.
>> I would make sure we do something >> I'm good to keep the funding the same. I'm sure there's other TDC doing the same type of thing elsewhere. So I think it's just we got to change the ordinance. So be it. But I think I think it's >> okay.
>> All right. So we um we had workshopped with the constitutional officers budgets last month, but we also wanted to come back and just show the board the change in the request from the 26 adopted. So there's a few moving pieces um that we
should talk about. So, the clerk's budget, what was requested included a 5% wage increase. You'll see the note at the bottom. We reached out to the clerk's office and we calculated what their overall budget request would be if that wage wage increase was 3%, not a
5%. And so, that is a reduction of $138,041 from what was submitted. Now, the sheriff's budget is what was submitted plus an additional 5% of wage
increases to bring them up to a 3% and then um both the supervisor of elections and the property appraiser represents a 3% wage increase. >> If I could chime in on the sheriff's budget. I have had conversations with with the sheriff because as you know the
taxable assessed value came in higher than than what was originally anticipated and budgeted and um you know based on based on previous convention that would lead to a higher budget on the sheriff's side. I've spoken with the sheriff um regarding those additional
revenues and and he is open to holding his budget where where it is provided of course that you know we're we're maintaining equity and how we do raises uh both you know within within our corrections, our fire department, our first responder community. Um but he did
he did uh indicate that he did have some concerns over the cost of living adjustments that is being made to the special risk class and the retirement which we we can attest to has has reflected in higher insurance costs. So, he's still checking on some of his numbers. Obviously, he would love to
have the additional additional dollars for to support his operations. He does say that he needs it, but he is he is willing to to kind of hold hold the line here on this if this is kind of the direction the overall board wants to go. We're still waiting on some final numbers, but I just wanted to let the
board know we've had those conversations with the sheriff. Been incredibly productive and and certainly is is aligned in saving money uh as well as you know being cognizant of of fiscal matters. >> Thank you. >> Um
yeah, we we I didn't like it last year when we had a I think raises need to be uniform across every uh county and across the constitutionals. I did not like how there was
a a difference last year. Um I think that creates animox unnecessary animosity amongst branches. So it needs to be uniform. So I would support 3% across board support raises but they everybody needs to be be aligned on that matter. I greatly
appreciate folks advocating for their people. uh but one budget, one team here. Uh reminding everybody. So um and also as my standard question every year as we're going through this process,
it's worth a direct ask to each leader of every organization, is there something that you can live without? And sometimes we get good answers and sometimes it's no. But it's always worth an ask a direct ask. Say, hey, what can you do to help help us out here? So, I'd
like that question to be asked or I can do it myself. Absolutely. Thank you, Chair. >> Thank you. And I think as the clerk mentioned to defend, she did get the same increase everybody else did. So, this just kind of tr them
up, balancing that specifically. But I know years past studies, etc. And because she didn't get the adjustment last year, I think it's reasonable to
balance everybody up from here. Everybody should have done their own wage adjustments across the board. >> Yeah. last year property appraiser was at 5% it kind of won everything up just um I think we need to have uniformity
across unless there's some extraordinary reason why uh that particular department should need an increase I mean it's Pasco County government work with a different title so I don't I' need some
real justification as to why one group would need the other would need three u everybody's working for Pasco County and all jobs are friendly under the same umbrella. So I I would need justification for some level of extraordinary
adjustment for anything else and be willing to sit down with the constitutionals. We we regularly do pay and classification studies where we mark to market and look at that and so there's perhaps we can all hit on the same cycle and and make sure that we're
aligned and how we're looking at the various job classifications and and market pressures that are on sometimes there are hot areas where where things are are very very specific, right? Uh and then there's other areas where we're not so much so, but we all generally
employ folks. We all generally have um standardized pay bands. And so I think that's a great idea. And I think if we're if we're aligned on those studies as well, that would keep us from having you know, a disjointed approach, especially walking in. It's the same
budget, same pot of money. Actually, every fiscal year is two different. >> I'd be careful with those studies. I think those studies add to inflationary increases pay based upon who does them, though I'm a bit skeptical of those
studies uh and the price points that they come out with. I think they they compound each other strategically. Um, but it's what you have to go off of, but I'm fairly critical of the case studies
that govern. >> Well, actually, we we perform them in-house uh through through surveys. So, we don't use consultants to to do that to to drive that. We again we can we can sit down and go through what the methodology is that we use but I'm pretty sure that ours are are pretty
much in line but I understand your your concerns and where you come from driving in there I'll just say because you say look at different things what you say about I like you to work with the sheriff's office too to look at the vehicles that he's got I mean last year we're looking a lot of vehicles out the
back they're parts to commit etc I still see a similar number out there so make help. If they need help, maybe we can help them as far as getting the ones on the street, ones that aren't being used off the street. Cars depreciate every month, every day.
So, we're going to turn them. Let's turn All right. So, here is a slide with a whole lot of numbers for you guys. All right. So, what we're looking at is the change in major funds. So, the first thing I'd like to do is give a real quick 30 second definition of major
fund. And so, the Florida Government Finance Officers Association defines a major fund as one that takes up at least 10% of your overall budget. Now, you'll look here and you'll say, "Well, Amy, I don't know that you're that good at math because the tourism development tax fund
does not appear to hit that 10% threshold." To which I would say you're right, but we like to talk about this fund because we know it's very important to the board. We've already had some discussions about it this morning. So, we include that one as well. So, think of this as not just FGFOA recommended
major funds, but also things that we know are important to our board. So, we like to come and talk about them. I do have a separate slide to help us walk through what's happening with the general fund and the municipal service fund as it relates to the fire and rescue MSTU fund. So, I'm going to hold
off on those three funds right now and we'll just um talk high level about the other ones. So, what is embedded in all of these funds is a 3% wage increase as well as some business plan initiatives that um the county
administrator is considering to recommend to the board. And now, there's still a lot of conversations and decisions that need to be made about how we're going to handle new spending um especially in light of the November uh ballot initiative for tax reform. Right?
So important to remember that um there's a lot of modeling happening with our budget right now and it's still kind of iterative and a little bit fluid as we're figuring out the best ways to handle those types of things and we do have a couple months before uh the
hearings to really kind of fine-tune that. So those are some of the base assumptions in here. Um, so now let's talk about the three biggest muscle movements that are occurring. Now, I want you to
remember that I used words like modeling when we're looking at our funds because there's some numbers that might seem a little inongruent with slides that we have been looking at. So, let's talk about big picture. Here's what's happening. General fund and fire rescue MSTU. So, the board approved an
ordinance that allows the fire MSTU to also have rescue related expenses. Now, we have not changed millage rates. We're holding millage rates the same as 26 adopted, but we were able to move the
rescue related revenues and expenses into the fire MSTU and use some of their reserve amounts. And so it looked very confusing on the previous screen when you see roughly 35 million decreasing for the general and municipal services funds which housed some of those
expenses and then the rescue increase appear to be a little bit more. Well, because the only thing happening in the general fund wasn't just that rescue maneuver. We've got increases to the sheriff, increases to corrections. Um we have some increases to facilities. Every time we grow our square footage, we need
to increase our contracts for maintaining those square footage. Um, now now you're saying, Amy, that sheriff number is 11.7. Yep, I'm gonna say, "Yep, yep, it is." Now, the recommendation was the 76, but when we model, we like to model aggressive
expenses. So, we modeled as if we were going to move with the 40% of the 6.8 increase in taxable assessed value. Now, just remember all of this is subject to final discussions and final determinations and then it'll get fine-tuned as we move as we move on.
Now, what's happening in the fire and rescue MSC? Well, 59 million of the rescue related expenses have shifted, but we're also looking at fully funding D-shift, so that'll be fully live for a whole year. Um, we've got wage and retirement increases. And you'll
remember that, um, our fire and rescue team is impacted by that special risk, uh, retirement bit that the sheriff was that we were talking about related to the sheriff's budget. So, we did see an increase in those retirement rates. Um, staffing of station 4 and then staffing
of a new fire truck at station 24. >> Amy, >> yes. >> What What are the anticipated increases for the retirement? with what percentage >> I will get back to you team. Can you hold that? I know we have that somewhere. >> Good to bring it up. Okay, keep going.
Thank you. >> All right. So, what are some of the initiatives that are being considered in our major funds? So, that first one, building inspections and permitting fund. of that 391,000 you see there, the
biggest chunk is for Asella user um interface enhancements. Roughly 300,000 of that is to make Asella more user friendly for >> um people who are using that software external to our county. >> And if I could, I want to talk about that just for a second. So maybe from
building services. So I know a cell is expensive. I know we're trying to improve it. They're trying to work with us to do that. I know we're also looking at using different AI tools. um talking to others at the FAC conference uh they look at between balance and AI to go and
AI looks like it's getting stronger and stronger more economical as as time goes on compared to what that seller user face is are we better going that way or putting more money into AI or are we doing a balance of both >> uh commissioner Mario David Allen
assistant county administrator of development service we're doing a combination of both um looking at both enhancing ing and improving Asella. Um, I think one of the challenges that we have with that system is that it's a very expensive system and and for us to kind of walk away and flip the switch, if you will, to go to a different system
would be probably a quart of millions of dollars. Um, the other piece of it though is the AI component and we're looking at implementing the AI from several different strategies. Um, one is um to enhance and improve customer experience and make it easier for them to navigate through our system. And then
secondly, um also to assist with the staffing reviews, um particularly um what what we'd consider more standard um type types of reviews of say checking um setbacks on properties and those types of things. And I think the combination
of those as well as other AI initiatives will help um drive and and reduce our overall operating costs u particularly from a staffing standpoint. And I saw JP Murphy coming up to the uh microphone here. Um who's our our building
construction services director um who I'd like to have him add or cover anything that I may have missed on that one. >> Yeah. So just to to start, I think AI is certainly a component that we will be looking at evaluating how it works in the over overall permitting system, not
only on the horizontal side, the building side, but as well as the the um excuse me, as well as the uh the horizontal side for planning, but the vertical side for building. Um both of us are partnering and applying for a HUD grant for about $300 to million and a half dollars. Right now, we're putting
that package together to evaluate uh the use of AI in permitting. There are a couple different use cases that we are are certainly evaluating. Some of them uh where we see our customers having the most frustration is on um getting status
updates, getting through plans, uh plans, examination on the front end. We believe one critical piece is having what we call a plan pre-check. It's making sure that documents have all the information they need. that information is correct and is ready to go before
they get into what we would call a compliance review. That's one critical thing that AI is doing well right now. Where the intelligence uh and the the world of AI is learning is how to do plan review. Actually, how to look at a set of plans and evaluate things like
means of egress, store sizes, and all of the the 425 things that a plans reviewer would look at. AI is just not quite there yet. And that's one of the thing HUD uh wants us to to look at. And so we're putting an application forward for that. And we also believe that there's a
good use case for some agentic modeling um on the the simple stuff that just is is transactional. So we can reduce some of the transaction times by evaluating that system as well. >> Yeah. One of the presentations I saw it was a sales force group that was up there and they showed a dialogue with
the gentleman talking into with the computer and go oh Todd Todd was there. uh going back and forth with a dialogue and actually coaching people, getting regular questions and bringing them along the way on how to get their pothole fixed or whatever it was all the way through and made sure at the end,
are you satisfied with what you got? So, that technology I I I went through it on something else. I was doing just my own personal way um on on something else. So, the technology is coming and coming. I just want to make sure we're in position to take advantage of it, not only just with building permitting, but the rest of the county as well.
>> Yeah. And since you brought up Mr. Bailey. Um, we have been working together. We've sat through, uh, four different vendor presentations and have gone pretty d far down the road. We're looking at some test systems to do the HUD opportunity came up and it's kind of a dovetail opportunity for us to take that next step with a couple of those
vendors. >> Yeah. Well, Todd Todd's a great asset. Was it was Todd, you did a great job up there at the uh, at FAC presenting. He was one of the two people he had up on stage and they were like grilling question. Did a great presentation and really kind of open eyes of a lot of people about where the future's going. So appreciate it,
>> Commissioner W. >> Thank So you admittedly bas you basically said that you're held hostage by a seller. If you transitioned, it will cost this county millions of dollars. >> For that, >> did I hear you correctly?
>> Yeah. >> I think so. If we're trapped and held hostage by a sella, if we're renewing contracts with them or whatever we're working on, they we we need to have if we decide to go a different direction, if something better
comes out, we can't we can't be held hostage by them. I don't know what what ability we have to to have uh if there was ever a transition between platforms, but we've got to figure out a way to
work with Asella and that team that if we were to go a different direction that the whole process just comes to a crashing halt and it's a complete start over. So that's redundancy I think is probably important on that aspect. No,
it's a great great comment, Commissioner Weman. And I think I think that's the challenge with some of these applications and systems is that um you know, organizationally we make a decision to move forward with a system that we feel is best at the time and then um you know certainly technology
improves, systems change um and then after a certain point in time there's typically kind of a reassessment reevaluation. this is really the best approach for us to continue moving forward and and ASEL is not unique in that aspect because you'll see that for
other types of systems that are utilized um with with um you know county government municipal operations. And so, um, you know, it's just that we're kind of at that point where we've invested initially and and before we make a decision to kind of flip the switch or
or really re-evaluate other alternatives, um, I think we're, for lack of a better term, stuck with what we have, but that's not to say that we're stuck with that forever moving forward. I think that there's always opportunities to reevaluate and reassess. >> Well, when you're talking with them,
just let them know you're aware. >> Commissioner Oakley. Yeah, I just want to chime in on Aella because I've been here 10 years and the whole 10 years I think every time something's come up about Asella, it's not been a good sound. So, they've had a hard time
working it into the programs to fit for Pasco County. Uh I know I've had talks before u with administration and all basically on doing away with the seller or some way to change a cellar to make
it more user friendly and help projects get through the through the system quicker and better. One thing that comes up u with the different projects that come before us is the fact that at the beginning of a
project, someone asking a question about what should I do about zoning or going this way or that way with their project and getting the wrong answer from staff. And I'm not naming out any particular
person, doesn't matter. But they get the wrong answer and they work through an issue over the years and find out when they get done what they were told they should do, it's wrong. And then what do you do? You're five years down the road and this person
spent all this time and money to to make it right with what we've told them to do, but yet it doesn't happen. It comes out wrong. And and I'm not talking about a lot of projects. I'm just talking about there's those through few that
fall through the cracks and they get the wrong answer from staff to go either for zoning or some other plan to get their project ready to uh build to match up to their parent property they had. So I think those things all need to be looked
at. So >> years ago um we had a company called Opal when I got here and they they were going to be the savior to make permitting great and after about six seven years >> came we went a different way um and when
I when I look at companies like a Microsoft that kind of like really protects their stuff that's how they grew so much they let didn't let people interface like Apple >> um was separate for so many years but all of a sudden the the technology with Apple got better than everybody else and all of a sudden a big shift over
personally that people went that way. So I I think if a seller is going to be protection protect what they've got so you have to use them etc maybe it is time to keep that outside look to go see maybe there is something better that's out there. So even though we've had it
even though we invested we don't want to throw good money after bad. >> Yeah. And if it's time to make a move make a shift then let's keep that open mind to go and dissect what's the best thing to do. How do we see the future going? Because the future's changing and as I say, all the technology out there right now in three months time, it could
be even dramatically better. That's how fast this thing's moving. So just to go dump some money in because of interface if it doesn't really work and we don't think it's going to long term. Let's be ready for that before it goes. That's where I think Todd Bailey is going to be very effective with that.
>> No pressure, Todd. >> No pressure. [laughter] >> No pressure. and and but those you don't know Todd was very very involved as we're making transitions years ago in helping with it with with permitting. So it's not something he's just stepped into. He's been he's been there.
>> Todd, I'm going to relieve some pressure for you. You're welcome. Chairman, we have an answer to your question on the retirement rates. >> Okay. [laughter] >> So the the big muscle movements on retirement rates, there were three um classes of retirement that increased your special risk, drop, and elected
officials. than your regular risk and your senior management. Those went down. The specific amount that special risk increased was 2.4% over last year. >> All right. So, let's move on to the tourist development tax fund. And now I want to remind you that on the previous
slide when we looked at the change in major funds, the overall fund operating fund here, what the team is planning to spend went down $46,000. That's inclusive of an almost $19,000 worth of BPIs where the team's looking at bringing in um some digital marketing
inhouse offsetting that with a reduction to their contract. And so this is just a great example of how the teams worked really really hard to sift through what do we need to do to Commissioner Weman's earlier question what can we do without and where is it smart to pivot and take
maybe some control of the work being done in house versus um an external consultant. So, just kind of wanted to highlight that from the team. Good job, Adam and team. Um, our fire and rescue MSTU. So, really the two things happening here is we're building station 4, so we're going to have to put some
people in there so we can operate it. And then we've got an additional fire truck at station 24. And so, we've got to staff that as well. Then we move to storm water management. So you'll see here it's um two pieces of needed equipment, a vac truck and then a
greatall excavator and then teams to operate that equipment. And then when we move to the solid waste system fund, uh the big chunk of their initiatives really is the phase two of their solid waste master plan. >> If you would talk to that a little bit,
maybe Kevin could talk to that because I think that's that's a great little thing you got there. That ash mining program. I mean that's that's something that we spend we've spent a ton of money with ash as it's burned to go pile it up together and we first started doing we
didn't have um the metals to become out ferris and non-ferris now we've got like the best things going so as Mike said yesterday there's gold in them our hills uh but that is something that's this is an investment we're going to make that long term could actually shrink those
cells and they're super expensive and not going to get any less expensive. So there's a great opportunity now with the latest technology not only using for asphalt base but now for cement which is like the biggest one going. So if you would Kevin talk about what you see the future going for that to be something that's going to help us down the road.
>> Good morning. Thank you. Uh Kevin Pisca solid waste uh director and yes uh we are making great strides in a little bit of a different direction that what has been done in before before with ash reuse. in the past who was mainly focused towards road base or aggregate.
Uh we believe we've found a potential long-term home that may be a a better fit long term just from a a liability standpoint and really a partnership where we believe this can act truly as a commodity and have value and we're being paid for it. Uh we're making great
strides with CMEX where a certain portion of the bottom ash has the chemical and physical properties that they like that would be used in the raw mix going into the cement manufacturing. So actually making cement, not concrete. It's the it's the flour in the cake
recipe. So we're getting ready for the phase two trial. Um we're going to run two weeks full production scale at CX in the upcoming month or so. Uh and if that is favorable um you know we're our plan
is to go into a third-party production mode as you mentioned have a third party on our monofil getting all of the the residual metals out that have value producing an aggregate that would be an offtake for CX and the bottom line is we
start reducing what's going into the monofil. I can't I can't say we're going to go completely negative, but what we're modeling right now is we would significantly delay the need to put a new cell in. And just the value, the
time value of that money is significant. You know, adding a new 10acre cell right now is between 15 and $20 million. So, if we can delay that five, seven years, it has great value. And then again what happens with our recycling credits, our recycling p uh percentage and where we
go in the state program. So I think it all goes towards you know our goal the the strategic goal that the board has of protecting natural resources right and this is solid waste way of how we can potentially do that. >> Sorry for the long-winded answer. I got on a roll there.
>> No no it's was it's an exciting topic because literally years ago those things were four million. They went to 8 million now they're up to 15. I mean, that's a huge jump and it's not going to get any less. >> Yeah. >> Like all this other things. So, what you're doing is phenomenal and if we can put it right to use is great and it might even save us money on some of the things we're going to go do for our
project. So, >> I thought it was worthy of bringing up. So, thank you. >> Thank you. >> Thank you, Kevin. And if I might add, this is just an extraordinary example of Kevin and his team really living and role modeling our core value of innovation. It's kind of exciting to
see. >> Can I bring up one more thing too? I see on the storm water management fund u you got a vac truck and a great all excavator. Now years ago they put some rules in place and it goes back to the the state mandates as far as what they make us do. This may be
something to look at. We've got a team that's phenomenal. Uh anybody who's seen them in action, what they do out there is amazing. We had them at Gulf Highlands. We had like a flooding problem out there. We had an overgrowth problem. and they come out there and just watching those guys get in there,
take the dirt out, move it away was just amazing and and knowing they can do all these things. When we get these storm water projects, do we have to go out for bid on these projects? Are there like dollar caps on that or can we do things inhouse when we choose? >> So, I think the team always balances
what we can do inhouse with our own with our own forces. There's always a risk and a and a best use of our resources equation that goes in. I mean typically anytime we procure something we do have to follow state law and procure things in accordance with whatever that is whether that's an engineering project
whether that's a construction project whether that's a vendor who's going to come in and replace culverts those those always do have to be bid there are certain things that we can self-perform uh if someone's here from public works could maybe talk to that I see Jason Michel coming up as to specifically what you do in-house versus what you contract
out Jason >> good morning everybody public works director Good morning, Commissioner. Um, yeah, we there there are things we can do um in house. Keep in mind um we do have so many staff who um perform these duties
for us if we put them on large projects, which some they are capable of doing. Um it can pull those resources into one area um that we're not able to get some of that routine work done. Um we do balance that as Mike said. Um there are pipe projects that our guys could work
on. Um they they are they are wellversed in concrete work. Um so head walls, structures, they can do that. Um certainly um but but we do have um we do have them on their everyday maintenance type of work, ditch cleaning, storm
drain cleaning, um mowing, all the all the operational stuff that keeps all that water flowing through our system. Um and that's what some of the equipment you see here is going to help us continue to do is keep keep all that water moving. um help us inspect our pipes, help us back out some of those pipes, help us identify problems where
we could make changes. That's the critical work that our teams typically do. Um but Commissioner, as you know, we do sometimes have them do some of the bigger projects, but we do have an um a whole list of vendors that we work with out in the community. Right now, we have 14 um and engineering firms that we work
with for conceptual plans and design work. And then we work with our development community as well to go out and um bid out those projects as you mentioned. >> So So bottom line, if we have a I'll just say call it a million-dollar project, do we have to go out to bid on it? Can we do it internal? Is it our
choice 100% all the way through? Are there any any limitations from the state? And maybe it's a better call for purchasing, but I'm just trying to think are the limitations of what we can do for projects on our own >> from a from a procurement standpoint. If we decide that we're going to go out um and solicit a um a vendor to do that
work, yes, we go to bid. >> But I think I think Jason, the commissioner's question is is are we mandated to do that? I mean, if we had a $10 million project and we had the resources to do it, we could theoretically do that job. Now, whether that's smart or not, that's another that's another limitations. No, we can
we can self-perform. If we're qualified and capable of self-performing, we can. There are no mandates of what we do or what we don't have to put out for bid. >> All right. Well, anyway, you've done a phenomenal job for your whole team for years now. So, thank you. We used to always be on the news for this, that, or the other thing, but now it's like very, very seldom. And it's because of your
great work you're doing. So, thank you. >> You told us we're doing too good of a job. [laughter] >> Never too good. Keep going. Go higher and higher. >> Thanks. >> All right. So, now we're going to look at our water and wastewater utility. And
so um really the message here when we look at our water utility is the team does a great job of balancing what's paying for what. And so the underlying message here is that we are ensuring growth is paying for growth. And what I mean when I say that is that the revenue
associated with volume increase is what's funding the initiatives that you see here related to growing the team's capacity. Right? And so some um easy ones to pull off the slide would be your meter reader threes, right? That's a direct correlation to um increased
capacity, your wastewater plant operators. Um and then something really important to point out is when you're looking at the utilities engineering and contract management, a big chunk of that investment is as that capital program continues to grow, Adulo needs a bigger
team to be able to manage and execute those capital projects. And so that's what you're seeing there. And then are there any other questions before we move on? >> Yes, Commissioner. >> So on utilities customer service or information services, there's four
headcount. So this 401,000 is for four positions. >> It's going to include startup costs as well. So maybe some one-time pieces of equipment. So think computers for those inhouse, vehicles for those who are out
and about. All right. I was just curious that you know what I mean you have four heads that's over a 100,000 a piece. So I was curious a little you know what what all is is in that $41,000 ask because you
look at more technical jobs at the first slide under public infrastructure project manager and a senior program manager you're sitting at >> you know half >> I could bring Sandra Anderson. I just I was just curious what all what all comes >> comes with it. We don't have to go
through that now, but >> Okay. I mean, we can bring it we can send it to the board, you know, post post meeting, but Sandra is here if she wants to talk about it. >> You want to talk about the stock? >> Sure. >> All right. Come on up, Sandra. >> Eric,
>> I'm sorry, sir. I think I heard Commissioner Starky say she has a question. Okay, >> let's go with the discussion first. Good morning. Sandra Anderson, director for customer information and services for utilities. One of the major uh big cost meter readers, we do have to have
vehicles for them. And then for our customer service reps and our meter readers, the proprietary software that we have for our customer information services is sort of our cash register and all the behind the scenes stuff is too is very expensive. the license. So
you have to have multiple license to read the account, access the account, update it, push work work orders out to the field, then to be able to pull that back information, make sure it's real time updated. It does that out pretty quickly by the time you put all the software and licenses on it. But the
vehicle is a big chunk of it as well. >> Okay. So the $41,000 increase, that's more for vehicle technology, software. >> That's a big chunk of it. access. Okay. >> All right. Thank you.
>> Thank you, >> Commissioner. I believe Commissioner Starky has something to say. Her mic is currently muted, but if she unmutes, >> Commissioner Starky, >> Commissioner Stark, we can't quite hear you. I think I know what she's trying to say. She was asking if if we could use old sheriff deputy cars, I guess, as as
replacements. I think the quick answer to that is I know the sheriff in order to keep his fleet costs manageable. I know he he buys certain cars and he makes certain modifications to maximize the resale value because he uses penny for Pasco funds for those vehicles. You
know, re reusing or repurposing vehicles is something that we can we can look at. I know specifically though, commissioner, for the sheriff, uh that that he he he buys and and treats his vehicles with the end in mind in terms of resale to maximize uh the penny funds that he gets to use those vehicles. But
but I understand where you're coming from. Um I can certainly talk to staff and see about, you know, what we use with re used vehicles. I will say that there, you know, you do get concerns over reliability issues. One of the things that our fleet fund, which is an internal services fund, um we do charge
departments essentially when you buy a vehicle, we also add a little extra in there to handle the replacement because we've found that there is a sweet spot after about seven or eight years. We can retire those vehicles and get new ones in with newer technology and and it lessens our overall operational
maintenance costs. I think you've seen that. We've presented that to the board in the past that our fleet our shop costs are even well below what you see in the private sector for fleets and that's why they're one of the top top fleets and we're we're recognized of that in North America. Eric, did I miss anything? Okay.
>> Okay. And then um so Commissioner Weman, just to circle back for context for the second year costs related to the positions that Sandra came up and discussed for the meter readers, you're looking at roughly 128,000 recurring and then roughly the same for the customer service. So those are your ongoing
salary related costs. So then you can see that delta is going to be the first time startup cost that she was discussing just to add some clarity. So do we have to pay those costs? Say that person doing that job meter reader 3
gets promoted. Do we have to buy that technology in specifically for that new person to backfill that position? I asked that because seemed pretty the licensing
seemed rather specific. The actually we hire we can hire in the meteor readers as a one, two and three based on their experience. So the same person that license going to be with them regardless if they get promoted from one, two or three. We don't we don't repay that initial cost. We do
have some additional ongoing annual costs that's tied into it both for the maintenance of the software as well the access to the software. So a license is a license regardless. It doesn't necessarily be Eric for example. That might go
something else gets my license. Correct. >> Yeah. It'll it'll follow the position. >> Okay. All right. Thank you. I swear I'm clicking. Did I put it to sleep again? All right. Thank you, Eric. >> All right. So, now I'm gonna start to
bridge the gap between operating in capital. So, what we're going to talk about is our road rehabilitation services, MSTU. And so, this particular funding source, it funds some operational expenses, but a good propensity of it is capital maintenance.
And so, um, we want to make sure that we spend some time looking at how the team is currently executing and then also looking at what they're planning to execute in the future. [snorts] And for this, we'll be looking at a three-year spend plan just to kind of, you know, set the stage.
All right. So, here we're looking at our current fiscal year and what the team's projecting to execute in terms of dollars by treatment type. And so, that very first column where you see actuals, that's what the team's already spent. that's gone out the door. What you see in incumbrances, these are things that
are contracts or it's on POS and the team's projecting to execute by the end of the year. So, we're looking at a total execution of almost $22 million for FY26. Well, that's great, Amy, but what does that mean? Well, let's talk about it. Let's talk
about what that means in lane miles. And so this is here showing you lane miles by treatment and by district. And then you can see how many lane miles the team's been able to or is projecting to execute this fiscal year. Now what you
see up there is 100 almost 138 total lane miles to be maintained. So that begs the question before we moved into this funding mechanism um with the MSTU what was the team able to execute when we were in the PAS system right the one
that nobody liked pitted neighbors against neighbors we weren't able to get a whole lot of work done and I can say that because we were doing roughly 40 lane miles a year >> at six times the cost >> oh at six times the cost. Ow, that one hurts, right? That one hurts. And then
you say, well, why might that have been at six times the cost? Well, because before you could get everyone to agree, they wanted to be assessed on it. The road just kept degrading. And so, we weren't able to maintain the roads timely in a way that was more cost-effective. So, we've shifted the
funding mechanism. And it's just another way that the county's been super innovative to make sure that we're able to meet our citizens where they are and provide the service they need at the most cost-effective way. And so you'll notice that most of the lane miles are in our rejuvenation, microsurfacing, and
our milling resurfacing because once you get to that full depth reclamation and reconstruction, it starts to get really costly. And in the old PAS system, because it might take so long to get full agreement that this is a road we were going to work on, we were getting into full depth reclamation and
reconstruction. And I'm going to look at Jason to make sure I didn't say anything wrong. >> You're doing awesome. >> All right, I got a thumbs up and awesome. Thank you. All right. So, now let's talk about the next three years and what the team's looking to do. And so, here we've got
dollar amounts by treatment type over the next three years. And so, it's important to note that the amount the team's able to execute is based off of our projections for tax revenue. And so this is one area where if tax
reform passes in November, the body of work that the team would be able to execute would reduce by roughly a third. All right. So now let's look at their planned spend over the next three years by district, by treatment type.
And again, you'll see the team is trying to put um majority of the resource allocation before we get to that full depth reclamation and reconstruction bit, right? Where it's cheaper for us to be able to maintain. It's more cost effective. >> So, let's stay on this side just for a
second. And >> we've always said like maintenance should be bal used to always be program always balanced up between the commissions. And I'm looking at district four. That's the lowest number there. Uh granted districts a little more compact, but um I want to make sure we're doing,
as we say, and I know we're going to touch on it, but doing the worst roads, etc. that need to be done, but this there's I don't know, devils in the details coming up. >> All right. So then what is that? Those dollar amounts translate into lane
miles. And so here you'll see planned lane miles by treatment type and district. And so over the next three years, the team's projecting to be able, if funding levels remain, they're expecting to be able to execute almost 500 lane miles in the county to be
maintained in the next three years. Okay. All right. So now in our general fund, >> if we go I just go back to one thing. So can >> I I've talked with staff you know west of 19 uh you've had a lot of hurricane damage. You've had roads that through
the storms you fill in potholes filling up potholes and filling potholes. So if we're going to keep this level here, I'm I'm going to look at the DR coming up that roads like Olner on Newport Richie Green Key which I know was in the plan
to come up. Um there's roads at Delmare Puff and Lane that are just terrible and there's probably a few others in the mix that you know especially as we're trying to be as respons with the budget infrastructure cons with DR. I want us to go look at those roads that were st
storm damage that do qualify that use the money for that so you can keep the the great projects that that are that are in the plan already. We really got to look at that because um this is a great thing we've done is going away from the paving assessment, but we need to stretch our dollars and I
think that DR funds should be able to help us to get get what needs to be done that should be done that's justified. >> This particular storm damage roads would likely qualify. So I have asked uh Chuck Lane to to talk with public works and and see if there's maneuver space in that program that we will be bringing back to the board next month actually
for December. >> And I've been talking with Seth about as I know we haven't seen the plan yet, but I just want to let the board know as well. It is something we need to look at. Thank you, >> Mich. >> Yeah, as you look at the numbers and and see they're higher and lower, but it's
like one, two, and five, but one, two, and five on districts are your most rural districts in your county. And that's why there's more costs because there's vision roads and all that's going to be put in those areas where there's no road there now at all. But to
handle, you got to have the infrastructure to handle the development that you're having in those areas. And I think that's what's driving the higher costs in those those three districts. >> Okay. >> All right. So, when we look at our five-year capital improvement plan in
the general fund, you'll see that the um I'd say propensity, but really it's all of it is looking at reinvesting in infrastructure. So anywhere you see facilities, it's really reinvesting in current infrastructure. So when you look
at the budget requests, um think what keeps people happy. So maybe we need to do some carpet replacement or some configuration for um teams or things like that. When you look at the RNR program for facilities, think bigger
things that make your buildings happy. So maybe we need to replace HVAC, maybe there's a roof that needs to happen. And it's those types of projects where your people in those buildings aren't going to notice when it needs to be maintained, but they sure are going to notice if it breaks. And then facilities
master plan. So this is where we're um trying to make sure we've got space configurations to meet our um our growing team. Then when you look at IT projects and capital, what's embedded in there is um kind of the same sort of
reinvestment, but making sure that we're safe from a cyber security standpoint that we do have um updated technology when and where we need to and that all of our systems are safe. And then parks capital maintenance. Um, you will see for FY27, based off our last workshop,
we heard the board's direction and we increased Keith's capital maintenance budget from three million to 5 million for FY27. And you'll see it just in FY27 because we know we need to come back and have more conversations about FY28 and beyond anyway. Um, especially with the
the unknown November kind of looming. All right. So then when we look at the overall capital improvement plan, now this is going to exclude the general fund which we just talked about. We are looking at a $2.2 billion capital budget over the next five years. Now most of
these categories have a separate dedicated slide behind this one except two of them just because they're um not as robust. So our fleet what you see there is an annual generator replacement program. And then if you move down to go Pasco,
uh the propensity of what you see there is bus replacements. And then in FY27 and FY28, we're also looking at east side and westside transfer stations. It's the last remaining budget that they need to um to construct those transfer
stations. And then with public works, you're not going to see any slides after this because we already covered those. That was the road your um road rehab MSCU. >> Amy, do you want to explain why um FY27
there's such a huge uh jump between 27 and 28 for fire rescue? >> Yes, >> the next slide actually. >> Yes, there's a slide for that. >> Yes, there is. All right. So, thank you
for the great pivot point, Commissioner. >> [laughter] >> All right. So, here's the five-year capital improvement plan for fire rescue. And so, this is funded by impact fees um by and large. And so, you'll see we're looking to construct two new stations and then start design on two
other stations. Um and then for those of us who are more visual, I'm really talking about me. Um I like a good map. And so where the stars are on this map, these are where stations will be built or designed. So on the right side of
your screen, those are the ones that will be built. And then on the left, those two will be um in design in the next five years. And then it's important to note that when we look at, and this is just a great example, when we look at our um
planning for capital, it's not just looking at can we fund the construction of this capital, but we're also looking at our long-term planning from an operational standpoint and when that thing is built, will we be able to operationalize it? So, for example, when we build these stations, are we going to
have the operational funds to staff it? Right? because the last thing we want is a fire station with no firefighters. >> Jacob, >> so question. If uh property taxes passes on the ballot, would these proposed fire
stations still be able to go up? >> That is a great question. Um we would have to figure that out. I would say that you know commissioner we do collect impact fees for for capital construction but as you know the impact
fees often don't cover 100% of the cost and so as such it is supplemented by the uh in this case the fire MSTU does does provide funding for capital um and so if that is impacted let's say through property tax reform 20 to 30% I do think
your pace of new construction of fire stations would slow down as a as natural result. >> Well, I'll say and I think we've done a great job catching up. The go bonds were great to help us get going, though obviously inflation killed a lot of that. But I think it's going to be
important that as we're building these stations, which we are, that the focus may start getting to be a little bit as far as increasing the number of uh ambulances that we have. uh fire and EMS together are important and you want to
have the firefighters, but when you have two trucks going to a call, there's going to be some calls that you know you don't need both trucks there. And if you have a team set for it to be can be one spot to another, uh makes it easy. Even if you've got to go take at some point, like some of the old tow truck companies
used to be, uh they they would have a tow truck at a accidentrone place and they have one positioned. And I know the technology we can look at where these things need to be. And if you do have a shift on [snorts] one area that has obviously got a couple of calls going on, you can shift over to help with the
coverage planning where they think they may need to. So I think that type of technology should help us in the future to kind of not have to build as many stations. But I think these are good where they're located and and needed. But I think especially with Dshift coming, you're going to have that flexibility coming up.
>> No, I appreciate that, Commissioner. [snorts] And I know that our uh the chief's uh single certification program is is one of those programs that is designed to help um mitigate that to a certain extent. We've been working too with with Commissioner Joerger's office as well on on exploring other options uh
to where you know perhaps the even even private sector support uh could come in to kind of help fill those gaps and and make sure that our units are are available at the right time um right unit right time uh to help provide best possible service to our to our citizens.
>> Okay. Commissioner W. >> I'm sorry. Commissioner >> Yeah, I'd like to speak on that. I think you're seeing that already. I think the system and and the fire, they're reaching out and doing that where they need to. They they've already figured that out, I think, in a lot of areas.
And so that's ongoing process, but as it as the system grows, it's more important as we go down the road. So, but it's very good job done by the fire departments. I just want to add that um one of the things we're talking about is in the hot
zones where the response times are a little longer that the third party ambulances will come in you know um only for the basic the BLS calls uh not the ALS calls for the fire safety but then
also I was looking at um the number of the 59 million the ambulance billing and rescue from the general fund and I think if you know, we word it properly that that number might go down because if we do contract with a third party, they
would be uh reliable for that debt, not the county. So, on um just something we're looking into. >> Well, and again, I think this is a time to look at all the efficiencies we can possibly do, every single angle, and I think we're doing that and it's going to
keep on going. So, appreciate it. Commission, >> uh for clarity, the ambulance team build 59 million. So I think our >> work >> let's see here >> that slide I I interpret that as that's
what the ambulance billing team does a great job was able to capture >> that's the total budgetary cost that you're looking at the expense side of the equation on the budget it doesn't necessarily show the revenue side I know we collect roughly I don't know Joanna
is it about 30% >> you know roughly roughly a of of what the actual expense is through our ambulance billing group. Now, we're not aggressive in terms of chasing after individual citizens because, you know, we believe they do pay into into their
taxes. So, it's pretty much what what we can get from private insurance. Um, and then they do a good job. In fact, they do such such a good job. I know we're doing billings for Hernando and Citrus as well because our system is set up and and that is a little bit of a revenue producer for us. Um, but we don't
capture all of it, but the number that you saw is probably represents the actual cost of the EMS service, roughly 60 million. And so we we capture back 20 to 30 million roughly in in revenues on the back side, but some of that backfills fire because you'll you'll deploy sometime an engine company if an
ambulance is unavailable. So, uh there's a lot that that goes into that. It'd be nice to understand where the system is being gained by payers and then for our team to understand if they if they don't already
uh how to compete in that game, [clears throat] >> so to speak. insurance is just a game. >> Mhm. >> We can report back on on kind of what we what we know and maybe there's things
that we don't know that we do need to explore. So, it's a good point. >> I wouldn't be surprised if the insurance tries to find ways to well stick it to the taxpayer versus their own. So, um
sure you know somebody out there who could help us box them. Maybe Morgan and Morgan insurance companies are supposedly scared of those guys. So >> I know Jeff might say they're busy suing us. [laughter] So I don't know >> I mean they multifaceted. I don't know.
>> Well diversified organization. >> Well I think I think an important thing you just bring it up if we're only collecting 30% of the revenue. You got all the taxes in place from the way you've got the budget set. Are there is any extra money going into that that we're not seeing that helps offset this or
>> Well, it's offset. I mean it it it goes into factoring what we charge for the millillage and how we how we balance that. I mean it it's definitely counted on as a revenue stream, you know. So I mean the short answer is yes. It is accounted for. >> Okay. So advalorum MSTU it's all put in
there. >> If we didn't have it if we didn't have it we would have you know a 20 $30 million hole that we would have to fill somewhere else and that would either be through millillage other charges etc. I just want to make sure that as as the state does what they're going to do in the next year coming up as far as if this does pass what the effects going to
be to it and then make sure that we're not having a section of money that didn't get accounted for because it was taken care of a different way that they know that fire em cost this much money that we're making sure that's protected as well. >> I think I understand. Okay. >> Thanks. >> And not to belabor the point but I will
a little bit. Um we were projecting an increase in that revenue for FY27 and the um biggest reason for that increase is an is the collection rate increase meaning the team's doing a better job. The volume's not necessarily the driver between behind their revenue increase.
It really is their collection rate improving. So the team does continue to improve year-over-year. Um and so a little bit more of that revenue is coming back to us. >> We bought them baseball bats. >> I didn't say that. [laughter] for the record.
>> I thought you just had little squares on each each >> That's coming. [laughter] >> All right. So, now when we look at the parks capital improvement plan, so the two things that fund this are impact fees and penny for Pasco. And the penny for Pasco funds that first line right there, um the environmentally uh
protected lands. And so that's where Keith and the team is able to come in and and buy some of those parcels. And often what happens is um we'll collect revenue for a bit until property becomes available and then we're able to um uh acquire that piece of property. And so
what you're seeing here is not necessarily a spend plan, but what you're seeing is their penny for Pasco revenue projections over the next five years. And then again, as that land becomes available and ready for purchase, that's when the team goes in and does their work. Yes, Commissioner. >> Quick question. What's our ROI on the
cabins? We know Sean McGarvey uh acting for Kathy Pearson. Uh I'll look to the parks department, but we can get you that information and respond to that. >> So, I'll go a little further. I asked a question yesterday when we're briefed on
it. So, these cabins, they get hit by the storm. Is that where we're placing them? So, one of the things that I I want to make sure if we're going to build more cabins back that they're up safer. Uh if they need to be in a better spot, so be it. Um, you know, we have
people that have to rebuild if they're 49% or now 50%. That we make them raise everything up. I think we should just be looking go we don't get hit in case it ever happens again uh to make sure we're protecting it. Um, I I will just say that there's a um, if anyone goes to
Sunwest Park, and you can actually see it in Port Richie, but right now at Sunwest Park this weekend at Scholast, we actually had them take a trailer kind of like we had for Mercy Surplus vehicles and they've converted the trailer and it's a this one happens to be a two-bedroom, and they've taken a
bathrooms on both ends. In the middle is a great living quarters. It sits up high and the great thing about the trailer is it has a big platform around it. There's like a big seating area in the front and then the side area. Easy to get into. But the best thing about it is you can
actually just take the staging off and then take the Porsche down and you can just hook it up to a trailer and tow it away. Um I see a lot of that coming up at Sunwest in the future. You'll see. But with all these surplus vehicles, I've asked Eric and the team to go out and find out where these things are, what it takes, and we may go take a look
at renovating these, put them out there, and then you want to talk about revenue if they're out there. Uh, it could be huge for us. So, it could be something coming up, but um, again, I want to make sure these cabins, if we're going to redo them, that they're up high, safe, so they're
above the flood zone. Administrator Carbala asked that question yesterday and we confirmed that the uh locations are being resited and TJ Pchet can speak to that in a little more detail, sir. >> Good morning. TJ Pashchet, assistant director of parks and recck. Sorry for my casual dress. I was hoping to be a
spectator, but um so the so the cabins we we met out there about a month two months ago with Dwayne who kind of runs that park out there. he was there during the storms and we have picked a piece of property that you know post storm that was pretty dry that we are going to move the new the new cabins to. We also plan on going from three cabins to six cabins
out there to to build a few extra cabins um was one of the other plans. Um and there'll also be room for growth if needed in the future, you know, in in that spot that we've picked. So >> So tell me about these cabins at 1.5 million. That seems like a lot of money for six cabins. >> Yeah. So, I mean, there's also a little
bit of sight work that's going to be, you know, it's right now it's a wooded area where we want to put them. There's going to be a little road that's going to have to go in to connect the two roads, and then off each side will be the cabins. I mean, I know it sounds like a lot, but we we recently re just renovated a cabin at Starky and and that was almost 60 grand just to renovate the
inside. So, um, you know, so with the six cabins, we're probably looking at, you know, 100 grand a piece, which would be 600,000 plus the, um, you know, plus the infrastructure to get them in place. So, >> $900,000 for infrastructure. Well, by the time we put roads, we put um you know, we put we put the septics, all
that kind of stuff in for him. So, >> I do have that ROA number, Commissioner. Uh they're estimating about 24K a year in rental fees >> per unit. [snorts] >> Is that per unit lease or total? >> That's total. >> Total, ma'am. Total, sir.
>> That might be worthy of a discussion. >> Yeah. Uh, Louise Anderson, business support, parks, recre, and natural resources. >> Can you speak up a little bit, please? >> Uh, sorry. Louise Anderson, business support, parks, wreck, and natural resources. The 24,000 is at the current approved fee structure,
and that would be for six total cabins. >> That's currently a 60-year payback. So, if you know, if the board wants us to look at that a little differently, we we can certainly do that. >> I would like you to look at it differently. >> Yeah. Let me let me let me put a recommendation. So, let's find out how
many of these trailers we have that were surplus from FEMA, etc. They say that for probably like two or three grand, maybe four grand, five grand, depending how bad they are, they can actually renovate these things, put them on a trailer, so if a storm does come, instead of worried about it getting wiped out, we hook it up and get
out of there. >> So, do we still have those trailers? >> Oh, we do. >> Yeah, we have a little over a dozen. >> Please, please come up and take a look at this thing. You'll see it. it it'll kind of open your eyes to say, you know what, this makes a lot more sense. And then instead of spending a lot of money
on infrastructure, etc., etc. That's the bulk of this whole thing. Now, I can spend probably 10 grand at the most. Let's say five grand per trailer, hook them right up. They can hook up to the stuff that's already there. And if a storm comes, they're out, they're safe, and you can put that safe spot.
Commissioner Waitman, >> forgive me if I'm if I don't if I'm We don't have RV hookups out where these this location is. >> Um, >> we do have We do have RV hookups today at at with Luchi. Yes. >> How many?
>> I want to say maybe there's about 20, but don't quote me on that. I think there's around 20. >> Yeah, that's in the camp in the campground area. >> Is that And is that pretty full? >> Is that I think different times of year it is. Yeah, I think it all depends. >> I always have trouble getting a reservation. Well, I mean, if if
think you get a better return on investment by putting 30 or 50 amp service, uh maybe expanding, especially depending on the the the seasonal weather. >> I mean, the board would like us to look at our fee structure at our parks both for recreational camping as well as
cabins. We we can certainly, you know, huddle [snorts] and come up with a a different business plan or b business strategy. I mean, that obviously as we we move into uncertainty on things. That is certainly something that we would be we would look at naturally regardless of where things
go in November, but I I certainly am not opposed to doing that. >> So, I feel like in the times we're at $ 1.5 million is a lot and if we have a surplus of trailers, I mean, I agree with Commissioner Mariano and Weightman that be a lot cheaper to refurbish these
and put in RV hookups. >> Let let me sit with the team. Let's do life cycle analysis, cost analysis, uh return on investment, fee structures. I think we can come back with something. I I appreciate the the dialogue and discussion on it. So, yeah. >> And we and we have we have moved 11
trailers, 11 of the FEMA trailers to different parks. Some some to Luchi, some to Starky, some to Sunwest, and some to um to Cruise Lake. So, so we have we have acquired 11 of those trailers to hook up at the different sites. So, >> if we can save we can save. >> Okay. And some of them are brand new. I mean, they don't even need to be
renovated. They're they're they're in good shape. So, >> where's the next board meeting at? >> Sorry, date city. City next uh next Tuesday. >> Uh I'm I'm going to try to say for next if I can get it to date city, I get it to day city. I'm trying to think of where I'd actually put it.
>> Probably have to take a couple of spots. Um maybe if I put it over Premiere. >> If you just let me know where you want to put it, we can we can make arrangements spot. >> Perfect. >> One of the electric spots. Plug it in. So, what what I'll do is I'll I'll work
with this vendor that brought it up there. I'll get it I'll I'll have it out there so we can actually take a look at it during break and then you kind of get a full picture of what's what's out there, what can be done. >> If you could just have your staff coordinate with Mr. Brightenbach, we'll we'll figure that out. >> All right. Thank you. >> All right. And then so we we often talk
about the expense pressures that we feel on our budget. We talk about inflation. And so our capital infrastructure is one of the places where we feel that inflation the most. And so an example of that is the Bob Thomas Memorial District Park where we did in um 25 we went and
got a bond for that roughly $28 million. And you'll see we need another 10 now that we're getting to um the construction bit of it and those construction costs have um escalated since we went for that bond deal. That's just kind of a testament to the times we're in.
Can we get a do we get a full presentation on that park yet? >> I don't believe so, sir. I would like to have that. >> I mean, I thought Keith did at least make some initial presentations at the camp. I'm sorry, at the parks workshop we had two workshops ago. >> So, this is the big district park.
>> This is the um two rivers. >> Oh, I'm sorry. I thought you were talking two rivers. No, no, no. I'm just I'm just making sure I'm not getting mis because I know we heard one on the Bob Thomas is is the two rivers part. Okay. So yeah, I think we should get a presentation on that. Not not today, but
>> let's let's look at the conceptual. >> Thanks. >> All right. So, here we're looking at our five-year solid waste capital improvement plan. Um, and you'll see that the majority of the investment here
again is in maintaining what we have. So, you're looking at our waste to energy um RNR program is the biggest chunk of the $46 million five-year plan for solid waste. >> I'll just let you guys sit with the slide for a minute and see if there's
anything you want to talk about. I think Kevin covered the beneficial facility construction and startup the benefits to that. >> Any questions that one? Okay. >> All right. So, we'll keep it moving. And so, now we're looking at our water and wastewater capital improvement plan. Um,
as as you can see at $1.3 billion, that is about half of our total five-year CIP. And so this is a large capital improvement program. And so we break that out by project type. So overall capital improvements, their renewal and replacement um connection, wastewater
connection and water connection. And then some of those notable high ticket items are listed below the table. >> And just to highlight, this is kind of like when we're talking about the this slide with with staff. Uh I I just look
at as you get growth and you got to make these investments. You can't just build it for the 5% you get coming in. You're building for 10 years down the road, 15, 20 years down the road. And those pipes in the ground, you don't want to like put them in, take them out. Sometimes you depending on how much growth you get, you can't oversize it either
because of u issues of maintaining it and making it used effectively. So it's it's a difficult thing, but um it just if you're going to be at a certain point when you have to expand these expenses come in and there was going to be a blip
on the screen to when you're spending more money. So maybe we kept on growing with others others didn't or maybe we just hit certain points when others didn't. But classic example of you can't just run it like a regular growth to add on. It's not like you're a home builder and you're going to add a home on
because you got a new customer. You got to build a whole facility that's going to take care of thousands of people. Uh, and I think we got some extra costs in there, too, because of clean water standards that have been put in place that drive up that cost, too. Okay. >> Yep. And it's um with this capital
improvement plan, it's important to note that the four rate the four-year rate study does account for this program. And it's also accounting for projecting um for some future debt to also um handle and finance portions of this improvement
plan. And all of that's been factored into their rate study. All right. So, now we're gonna take you down a journey of roads. Oh, no one left. All right. [laughter] Saw my assistant director throwing me a
bone. Um, all right. So, let's talk our transportation engineering capital. And now, you'll remember that about two hours ago, I pointed you to all of the handouts that are in your packet. The handouts in your packet are all the details behind the next handful of
slides that we're going to look at. Now, it's important to note that we're not just talking about the projects that are under the county's perview, but we're also going to be talking about projects that the developers and FDOT are also performing in the county.
And so we wanted to break out here um lane if you look at lane miles being built by the county and lane miles being built by the developers, you'll see that we're sharing some of the burden of the growth that's needed in infrastructure
related to how our county and our population is growing. >> So let me just talk to that just for a second. So a few years ago we used the spray jacket technology which by the way as far as for Brford and then Jason and the team I think it's a technology that
at 05% of cost it's a 30% more efficient bond rating. We should be doing every road that way to make them last longer so we can even stretch out these roads performance better. But I I'll say on Hudson Avenue, there's three projects along this roadway where we did this
technology and they did this thing in like a week all the way through. Smooth as can be. You drive down that road just smooth as can be. But these new three development projects that have come in, if you if you were closing your eyes or driving at night like my car went through the other night, you can feel
the difference of the road. So I had a road that didn't have to be touched. It didn't change what what we had in place. had they just put their turn lanes in around our road, we'd have been much better off. Now I got a road that's inferior that's bumpy and I don't know how long how much longer it's going to
last, but it's something that we need to make sure as we're working with developers and I' I've talked with staff about this uh but we need to make sure that these roads that have been redone that are up to us stands 100% and go back and go check them all out. It's there's just no way we should have a our
taxpayer paid for roads now brought inferior because the development come in and just brought some parking lot parking lot guy to come in and do a paving. >> So I think those three are done. I talked about Bellamy before if you drive up there same type of thing though a little different because that's an older
road but you can see the road is not the way it should be. So I think it's something that we need to deal with that as we get these developments too. not only to what they're doing to make sure they're building the road the way it should be, but to inspect everything up front if they're touching it. And if they don't need to touch it in a
superior like Hudson Avenue, then they should be leaving it alone. >> So yeah, and and I appreciate the conversation. I've spoken with with assistant administrators Brford as well as David Allen on this in terms of our developer partners and and making sure
that when they they touch our existing infrastructure that one, they minimally touch it. two, if they do touch it, it does need to be done in accordance with our specifications, not necessarily theirs, but the same specifications that we would use on a on a road capital project. And then thirdly, that it's
inspected and held to that standard. So, we are those those pieces are coming into into play. Um and uh yeah, I think I I think we missed a few things, but uh fortunately on some of them uh we are within within a certain window where we can continue to hold them accountable
and um we we will we will do that zealously. >> Thank you, Mr. Ro. >> On that same issue, um I've known in the past people talking about some of the roads that our developers are make building aren't up to to speed to what
they should be. Their quality is a little bit less whatever. So we'll have failures in the road. So I think it's very good that we keep an eye on it and watch it and make sure they uh improve it to the best ability they can to uh make it a better road. So that's very
important to keep those roads going. Very expensive. >> And tech I'm glad I'm glad you brought that up because actually on the east side too I think on St. road, you can drive in and the developers did one section of roadway in front of their place, then there's a gap where the road goes lousy and it goes back to new
again. >> We need to make sure that when we're looking at these things to what's being done that if those sections are like that, it needs to be seamless all the way through because why we got we're going to come back in the middle sometime. We're going to fix that road maybe in four or five years and now we're going to go tear it all up. We're
going to be working smarter and make them work smarter with us. >> I think that's right. And I I've spoke uh to others about uh with staff about possibly a couple of roundabouts out in the St. Joe area that will slow people
down, slow traffic down and move through. We won't have accidents like we've had in the most recent past that people get killed because they run stop signs and things of that nature. But it'll actually benefit that St. Joe area and the roads. But yeah, I agree. We we
need to make sure the road stays the same all the way through. >> All right. So, when we talk about our very complex road program, we also wanted to make sure that um the board and the public understood the prioritization process that happens behind the scenes that helps dictate
what makes it into that 5-year funding program. So when we look at capacity programs, those um projects are prioritized by traffic volume, roadway capacity and congestion on arterial and collector roads. When we look at the sidewalks and trails bit of the program,
those projects are prioritized um to close sidewalk gaps and improve pedestrian connectivity um particularly focusing on neighborhoods and schools. with intersection improvement projects. Um the team prioritizes those based off congestion relief and to improve safety,
including traffic signals and additional turn lanes. >> I just want to say some of the projects going on out there like that Zimmerman road we talked about is coming along with the design, >> but they just did a road called Johnson Road. You guys might remember it was on the list for a long time. >> One of the worst roads that connected
US19 over to Zimmerman. And we couldn't do it right away because we had citizens worry about if you don't have the sidewalk done before the road's done, people are going to speed up and cause more danger. Well, the sidewalks are in, the roads getting done. And I'm tell you what, what a difference it's going to make for that whole area. I mean, just
one of the great projects of making that connectability improving the internal infrastructure. So, they're doing a great job. >> Mr. Chairman, >> yes, Commissioner. >> Um, just to add to that a little bit, the new way we pave roads now in the county, we did what two years ago or
three, but it's been one of the best programs and the citizens realize how much important that is that we don't put neighbor against neighbor on trying to pave roads the way we used to do it, but we do it, you know, on recommended on
list and work through it. And a lot of roads are being paved and uh really improving our neighborhoods and the community. But I've also said before that wherever we can build a vision road that's not there now, we need to make
sure we make that connection because as things get developed, you need the infrastructure. Uh Mike Galvin actually has come forward with the Evans group in the BOP area and they are going to they've already design are designing
um Pancart Road and also Prospect Road in certain areas going to be closed pretty soon based on the fact they're going to start working on those roads and making them fourlane prior to all the development coming in and selling the
houses and things. So that's a that's a very needed important part of developing around there is make sure we have the road infrastructure in place before we put all these houses in so people can move in and out around the around their neighborhoods. So all over the county it
should be done like that. Well, I want to say I appreciate when this board I mean I voted against the project up in up on Denton Avenue when we got I think 1500 homes coming in and I don't have the infrastructure in place that we could put the fees toward that but literally there's a vision road that's
in between that on Hicks Road that would connect Denton Avenue down south to the school at Kitten down getting to Kitten Trail which is a very important part of the road. Um there's an industrial park going in that area. So trying to make that work is something that's that's critical. So, um, as we look at what we
do for our final budget with this MSTU, if there's one thing that we look to change, it might be to supplement that a little bit more because right now, we don't know what the budget's going to be for next year, but we knew we do know that our citizens appreciate the roads
and the connectability. And if it's one more good year, we've got as far as putting money into this to get these roads done. Right now, the property taxing is pulling like 64%. But I think if people see that we're doing the right stuff, it maybe starts swaying things the other way when they
can see it. >> Well, you got to don't forget you got the best citizens in the world in Pasco County. They've actually put costs on themselves in the past for projects that need to be brought up to speed that were behind in maintenance and other things
that that they voted for the referendum that that came out. I think it was five different items and and they our citizens voted for that. >> They wanted that. I mean, they they put that expense on themselves, but they're willing to take that because they want it to be better.
>> And those go buns. I I know myself, I didn't say a word to anybody anytime. I just let them vote what they thought. Uh didn't push it down. Didn't do anything for that and just let them make the decision. They voted they wanted better. They wanted a jail to keep people in jail. They wanted fire stations EMS to
get themselves serviced to be taken care of so they weren't having excessive weight times. Um they wanted parks and libraries to be up to standard from when we were fiscally constrained because we're so tight, always cut and cut and cut and that we couldn't fund them. And then when they fall in disrepair, they
voted to go get themselves up. So, it's it's definitely something I think that we're different, but I think we should also be taking a look at what do us citizens want and I again when you look at the paving assessment program started 30 some odd years ago, it was out of
desperation because they didn't want the taxes to go up. Well, by doing that put us in a bad spot and like you say neighbor to neighbor and the efficiency of doing it that way with the whole process and the extra expense. this is a much better way to go and I think now's
the time to at least put one more push forward to try to say show the people about this is why what we're doing is important and doing it well. >> Yeah. >> All right. So, what is this complex capital program look like in terms of dollars? So, you'll see here we've got
five years broken out by different categories. So, capacity, major maintenance, multimodal or pedestrian, uh, safety, intersection, signals, and then street lights. And again, you all have printouts of all of the very I'm going to say this wrong, nitty-gritty
details. I may have gotten it right. I don't know. Um, so we're just going to talk kind of high level. Now, this is a lot of numbers. So, I'm just going to pivot us to something that's um more easily understood, especially from yours truly, a picture. All right. So, in your
packets, you guys have big 11 by17 of this of what these slides are, but let's walk through first the legend and what you're looking at. So, this first um visual is the road capacity projects occurring through the county. Now, I want to make one distinction. It's not
every project that's currently under construction, but these are the projects that will have some funding either additional or um for the first time funded in the 5-year CIP. Now, let's walk through the legend. So, if where you're seeing the thinner lines, this is
where the developers or F dot are overseeing these projects. The thicker lines are the projects under the county's purview. Now, if you see a line that's blue, this means that this project is getting funding for the first time in our CIP.
>> Amy, if I could just make a suggestion, I understand what you got set there. It might be better in the future though to kind of separate a little bit differently with different colors. >> Okay. >> Just to kind of go I mean I I see the principle. I can see it, but just would make it easier visually to see
>> the difference. Color blind. >> No, I'm not. So, it's But I but I've worked with those that have so I've dealt with those things. So that's why I say maybe that's why we picked the colors you did. So if it >> we will exhaust the Corolla eight pack here. >> No. And this is excellent feedback. So
we've actually had a team uh and so this team just something I got to jump on. >> Do it. I'm here for it. >> Said everything's all gray. You notice district five. It's almost all gray. [laughter] >> Ask so when I ask for DR money coming up to take care of my roads that are
already in there. You could see that I I should get some extra capital capacity. Just saying. >> Say I didn't help you, right? >> You did. You did. >> Each side's growing a little faster than you are. >> And again, I'm not looking for capacity, but I want my storm damage roads fixed. Thank you. Go ahead.
>> All right. So, we had a team um not to to, you know, show too much insider baseball, but we had a team come together that spanned three branches to really talk about how do we show a little bit more detail into our road program publicly
and with the board than we've done in the past while not inundating everybody with um a whole bunch of information. And so, what you're seeing here is I'm going to call it the team's first pass. So, we welcome all and any feedback on how to improve this in different future
iterations as we continue to increase um the level of transparency that we have with the board and the public in terms of what's in our budget um and even what's out of our budget. >> You mean? >> Yeah. I think uh next time for the map you should have the districts like in
bold, you know, in bold to show where they are because it's it's very small to see the roads and stuff. Thank you. All right. So then if I switch to the next map, so the legend here is the
same. It's the same um kind of concept and what you're looking at are the sidewalk and trail projects that are occurring um throughout the county in the next five years. And if you could just go back to a slide, I was a little bit different. And I was looking to get to a certain point, but um when I look
at uh State Road 52 and 41 with the improvements going on um and you got it looks like it's red for FY31. >> Mhm. >> And you've got it looks like construction's in the CIP for the rest of it. I mean, that one
link right there is probably going to be a major blocking point of traffic back and forth again, just like it was the previous few years till we fix that intersection 5241. I know DOT doesn't have it in their budget, but somehow that's going to
happen. And I'll just touch quickly on it's it's the blue line up on County Line Road. So maybe now that we have Representative Holton coming back to the county commission, if that hap if that happens, that'll draw some more attention to up there. But
>> I'm gonna talk about what I heard and if you guys heard something different, so be it. But I just think it's something that we need to address as a as a commission. I mean, that road doesn't affect any other district but mine, but it's a road that affects the other county above it. They got money through the feds for intersection improvements
when they didn't want to do County Line Road 20some years ago because I wanted to do the road all the way through. They just did intersections. But that road section that's right in there, they wanted I think it was us to put up 10 million and someone can correct me if they know the right numbers, but 10
million a piece for each county. And then they wanted us to borrow the 45 million and pay them back for that. Now, I'm going to say that if they have the money out there for us to borrow the money from them
>> that >> and then pay them back >> and then pay them back, they should be paying for that road period and make it part of this their thing. Why are we second fiddle to everything else that gets done? >> So, if anybody wants to touch on that? >> Yeah, I can I can bring Nick up. I mean, generally speaking, for the overall
project, FDOT is funding the design of the project. we are sharing uh right-of-way costs. So, it's you know, so in addition to the $4.5 million for design, FDOT is also bringing another 10 million uh to the table uh for uh
property acquisition, which is about half of the estimated cost. We're sharing the remaining 10 with Hernando County, 50/50. Um and then there is another 10 million coming in as as a construction grant. But but to your point, there is about $45 million that's coming uh in the form of an SIB loan. Um
I don't know Nick if you could or if somebody could talk a little bit more about the details associated with that and how that program works. Uh that would be probably helpful for the board. >> Sure. Nick you're a county engineer briefly. I hear you. The state infra
infrastructure bank is made available so that communities like ours who can't fully fund the full cost of construction and the shortfall is estimated to be 45 million can borrow that money and then pay it back over time. that that's a
fiscal year 30 or 31 decision. So, we're going to be chasing external grant funds in the interim to try to avoid borrowing that and having to repay it. That that's the the strategy we have in place today, but I hear you that we ought to do better and see if we can
bring external dollars to bear and reduce that load on our county. >> But the state infrastructure bank, is that a essentially a revolving fund? How does that how does that work? The state the state created I mean this is a little out of my expertise but the state created a a rolling fund to allow for advancement of
infrastructure dollars and then replenishing that fund as those repayments are made over time. >> How long is going by the way that's what we used for state 56. I'm sorry for >> but that's how we did the extra two lanes. We borrowed that money. >> All right. So, how did um how [clears throat] long is it going to take
to do the design and then how long to do the rightway? >> Uh design is underway. Okay. >> And DOT is managing that fully funding it. No contribution from the counties. Rightway acquisition is estimated at $20 million over two years. >> Okay. But the timeline, what's the timeline for the first
>> uh design should be complete within >> 12 to 18 months. >> Okay. >> Ballpark. So, we've got time and frankly, I think this is going to be is is considered already an evacuation route and maybe we can reach out with the feds with with our federal lobbyists and and start working that angle now and
that may give us enough time to draw some money from them. >> It's a great it's a great point because sometimes projects that are under construction that like when we say, "Oh, there's federal grant money available. Let's go get money for Ridge Road. We're we're building it. We know we it's expensive. We need it's too late at that
point to apply because are already in the process. We've already gone past milestones. Okay, Commissioner Hagger. >> Yeah. And um Mike, you know, I bring this up every week. And um to Commissioner Mariano's point, that that area of 52 uh in the red for FY31, if
that's an evacuation route also, I mean, it goes >> could we try and go after funding for that, too? Because when you're in when you're in Dane City, I mean, it's wide open and then you get down to to two lanes right there and I it just bottlenecks. You're not moving.
>> That's right. Yeah. When you hit when you hit Bellamy, the bottleneck, so D will address the bottleneck at Bellamy Brothers. The the the yellow line is funded for construction. They're intending to award those construction contracts within the yellow segment from east of 41 all the way to Old Pasco
Road. They're hoping to award those construction contracts next summer. So that yellow segment will go to four lanes from east of a road on the north side called Secretariat all the way through Bellamy and then at Bellamy it'll actually widen out to six lanes and become a sixlane road from Bellamy
to Old Pasco. >> So So what about when you're >> the hourglass is the red piece, the piece just east of US 41. >> Yeah. >> Yeah. That's the piece that because it's about a $35 million construction project, the DOT was not able to afford
it in their updated 5-year work program. They know it's a priority. We know it's a priority. That one along with the U 5441 overpass are high priorities on the supplemental list of unfunded projects
that we're pushing through the NO and and you all sit on the NO board through the MO board process to to say let's find the dollars needed to advance those into our >> Right. But I'm saying if what uh Chair Mariano said was a good point as it being an evacuation route, is there
anything we can go after at through that angle because to speed it up or >> I will. So, we we typically do not fund the widening of state roads with county resources. They're generally funded with either federal um transportation
dollars, >> right? But I'm saying like with can you push that angle or >> So, if it's the we can pursue it. >> Okay. >> I I'll look into it. I'm just asking Yeah. both with county resources and then I'll have a conversation with Secretary Hall from District 7 to see if
we can't attract other creative funding strategies to to ensure that that hourglass is not in place any longer than it needs to be and if possible not at all. >> I think that's public safety. >> Yeah, I think the intent would be outside outside of county resources as you as you know we
>> we're certainly strapped. We are stretching to cover our our bases, but I hear you. >> State appropriation for a state road. >> That we could >> good feedback. >> Thank you.
>> Uh, Commissioner Starky has her hand raised, sir. Commissioner Shy next slide. What is that red line? Go back to
that cut off. No, I think she's talking off of Bellamy Road. There appears to be a vision road that is dashed. So, if you go from 52 north up to Bellamy, there is an intersection. Looks like a green and yellow line. And then there is a red dot uh that that appears to be going into I
I don't know if that's the Hills development. Yeah, it could be. Um >> I'm not I'm not certain. Commissioner, >> I can help with that a little bit. So, I can help with that a little bit. So I think that's a part like the developer owns part of the property up to that red
line part. >> That red part there is something that's owned by other people that aren't part of the development community that haven't come to the table yet. That's >> not a deal put together to try to make that one happen yet. >> Gotcha. But that is a thin line which mean that would be done by developer
partners. >> Right. So it's so it's on them but they're not to the table as >> Yeah. We're we're just trying to show the the complete picture of capital with with the map. David, >> and and if I may, Mike, um just very quickly for everybody's benefit on these maps, what we have shown in the light
gray that's not colored is the vision road network. And so again, that's why you see the lines kind of corresponding to what's the future buildout is um of the future vision roads if they're not constructed yet. So that little segment would be as as to the chair mentioned
would be a developer contribution to our vision road network. >> There's in the red now. >> Yeah. >> Okay. because I was seeing a lot of gray but I didn't know. >> My next question is when the target >> I heard are we having the developer and
then you cut out Katherine. It goes from green to intercept. >> Oh yes, >> David. >> Yeah. Yeah, Commissioner Starky. Yeah, that would be developer funded because that is the thinner green line that's shown on the map. And so again, as as um
Amy pointed out, the the thickness of the line kind of designates who's building it. In this case, this would be a developer contributed project, >> but green represents that it is currently under construction. And then yellow would be within the next five years to be under construction.
Why aren't we just going ahead and while all the equipment is there? >> It would be a developer call on on his efficiencies and costs. Uh it's not something that I believe that we're we're kicking in on. Um but I mean that's certainly kind of the timing is
is at the preference of the developer. >> We can look into it further with the developer. question. Next slide. >> Uh, no. Sorry. >> What slide are you talking about? I can't hear. >> Commissioner Stark, what slide are you
talking about? >> I got it. Where is Jeff Hills project? I heard Jeff Hills project No, >> maybe she should text. >> Yeah, let's let's end this because this we don't have you clear communication.
Why don't you text what you want to ask to Mike and then we'll ask those questions. >> It's like take you're disrupting everything here. >> Yeah, just go ahead and text me, please, Commissioner. >> So, just text everything to to Mike what you want to ask and we'll go from there. Um I do want to bring up one point too.
Um 54 and 41 was mentioned. Just so everybody knows, that is a $184 million project. >> Um I will say this, our two Panelis County Commission that sit in the TMA actually made the motion in the second, I'll say four or five years ago to get that project funded. Uh has anything
happened with getting it funded or we're still in limbo waiting to see if it's going to happen? I do have one follow-up question to that too. >> So this is again a little out of my wheelhouse. This is a state funded project and it's going through the the statewide strategic interotal system
process. The the construction is funded in uh fiscal year 32. So the state the strategic interotal system has a five-year program and then they have a second five-year program. So it's in the beginning of their second five years. Okay. >> But it's outside of the five years
>> that we would traditionally refer to as our capital improvement program. >> Oh, that's not bad. It's it's just outside, but okay. You know, we're continuing to work through the district secretary and district 7 staff to ensure that it gets advanced into the five years and then into the first year because ultimately we'd like to see it
go to construction. >> All right. But that's that's much better news than what I thought I might hear. So, that's all right. Mella, >> Nick, if you could stay there. Commissioner Starky wanted to know if if you knew the uh the Two Rivers project uh down south. Uh the commissioner was
curious as to you know not seeing any necessarily any trails there under either under active construction or or planned uh to your knowledge are there is there any trail connectivity going on in that development. >> So let me let me make a couple of comments on the maps. First comment is
uh a shout out to Justin Caminos and our development services team for compiling this. This was a herculean effort just compiling all of the obligations that we've assigned to developers through their resoning applications and and the resulting conditions of approval. We you
you I'm actually very impressed with the commissioners. You have encyclopedic memories and knowledge of all the things that you have required people to do. We we didn't have a very good database to track all of that content until recently. So that was created and that's why we were able to present to you a map
like this because we have that in a database format. Now uh second comment is any place that we are showing roads under construction those roads consistent with board approved typical sections will include trails as part of
the road capacity component that's being constructed by the developers. Uh last thing I'm getting, you know, that was two big picture things with respect to two rivers. The majority of the roads, the north south roads, u both two rivers boulevard and and coleston east west and
um lodge grass on the east have already been constructed and inspected. So those trails are not shown on the capital improvement program because they're complete. >> They're done. >> They're done. That's right. And so that's that's the last distinction. Something that has recently been constructed will not be shown on this
map. We are working to create a an accurate um existing conditions map so that as projects are finished the infrastructure and the network connectivity that they create is is able to be mapped as an existing facility open to the public for >> specific to the commissioner's question
[snorts] and I think we can report back on two rivers specifically through separate correspondence >> trails are constructed okay >> consistent with the the typical sections in those communities. >> Great. Thank you. So, I like to say, Nick, you've done a phenomenal job compiling that because as as I think about it through I'm gonna I know I've
talked about the colors not being be tweaked, but I want to say the information that is here is absolutely phenomenal. I' I've never seen anything like this. So, thank you for putting all this together and making that step because >> it was brilliant to put it together like this. So, appreciate >> Jamie mentioned it was a team effort. >> Yeah. No, phenomenal. So, thank you
team. >> One last question. Uh, Nick, any any uh uh on 98 or 301, do we already have trails under construction or or currently planned along those areas on the east side? That was Commissioner Starky asking. >> Uh, so 98, the reconstruction of 98 and
the realignment up into to align with State Road 52 that's underway. If you go back one slide, Amy, they um >> waited too long. >> I did. the the US98 four-lane widening, the
green line on the east side of the map and the realignment into State Road 52 does include a trail system. They're actually going to be giving us the old segment of US98 as it comes into US 301. And we're working with them. They're they're going to be resurfacing that as
sort of a transitional here it is for county maintenance forever. We'll give it to you in good condition. As part of that resurfacing, we'll be including construction of trail facilities on the piece that they're giving to us. It's going to be as as a locally funded contribution, but it's a cheaper way to
get those trails constructed than if we were to wait for them to give it to us and then have to mo design and mobilize and construct our own [clears throat] that deals with US98. And then I see it I'll come back to 30. They're giving [clears throat] back to us. That's That's the part from um 301
out to the big roundabout on that section. >> It's the It's the diagonal piece. Do you have a laser on there? >> Oh, come on. [laughter] >> Nick,
this piece right here. >> That's the piece, >> which is the old piece. >> That's right. >> Okay. Yeah, >> that that explains it. I drove that yesterday and and it looks very good what they're doing out there. The they got a huge roundabout where those two
roads meet >> and [snorts] uh it looks very good. >> The new construction will be a continuous four-lane road with trail facilities and the it will tie into the old US98 via that roundabout at that southern right >> just south where the S-curve uh begins. Nick, >> will that saw large trucks and all
moving through there yesterday as I come come back from Lakeland? Nick, will that continue all the way to the southeast to the Pulk border? >> Boy, you're taxing my memory. These are state projects. >> That's not me asking. >> Yeah. [laughter] Um, let me let me get an answer to that. >> Okay. Thank you. >> Let me confirm that. All right. Perfect.
>> I I believe so, but I'd like to confirm. >> Okay. >> Yeah. >> As far as US 301, there are some resurfacing projects that are underway and as well as the widening to the north. The widening to the north will have a a trail component that that's the north from uh where US98 north of Dade
City really um near the 575 Tilby road area where the US 98 301 diverge that portion is being widened to four lanes and will have a trail component and then we've asked the DOT to to include as part of the resurfacing work of 301 south of that to include a trail
facility that the answer has been lukewarm at this point but we're we're going to continue to push at least up to the um the with Lakuchi State Trail trail head facility on the west side of 301. We'd like to get a trail up to that
point. We have the county is extending from the Hardy Trail to that trail head. We are doing an extension as a standalone trail project. Now Amy, if you jump forward one slide, I think we can see that line. That's the large yellow line in the northeast Pasco. um
that that's a county administered project to build a trail from the Hardy Trail in Dade City north up um I've got Lock Street 21st and and then jumping back over to the east and so
that we we will construct that trail as a gap segment get to the trail head and then the uh with Lakuchi State Trail goes north from there. We'd like the 30 piece along 301 um to be built by the state. If they don't build it for us, we'll get it constructed one way or
another. >> And I I don't I don't think there are other projects on 301 that I'm overlooking at this point. So hopefully that answered Commissioner Stark's question. >> Yeah. >> Thank you, Nick. You're gonna have to show me the laser trick later.
Oh, that one. Tuck your tuck your head. All right, that was fun. Thanks. [laughter] All right, so we have one final map and the legend is slightly different than the others, mainly because lines don't
work for intersections. Um, so we have circles for things that are developer or F dot projects. The squares are for Pasco projects and then the blue stars are um funding for the first time in the
five-year CIP. All right. So now we're pivoting out of um our deep dive into capital projects and now we're going to talk about the county's debt portfolio. And so we are taking kind of a macro look and how we've grouped our
debt portfolio is based off of revenues that have been pledged to pay back the debt service. So the first grouping that you're seeing are general obligation bonds. And Commissioner Oakley talked about these a little while ago when he was talking about um when we went to the voters and we said, "Would you all be
interested in being taxed a little bit for us to expand the jail to rehabilitate and construct some new fire stations, renovate our existing libraries, and help us with our backlog of deferred capital maintenance at our
parks. And so, um, we're giving you some information here related to each of those groupings. Now, if you see a range under interest rates, it's because there's, uh, more than one issuance that's being paid back by that, uh, revenue source. And so, here are general
obligation bonds. They range anywhere from 2.2 to a 4.32% interest rates. Um, uh, by and large, double A+ are our ratings. And so there are three generally three rating agencies that we may um engage with for
each of these issuances um Fitch, Moody's or S&P. And we really strategize is it going to be one, is it going to be two? And which rating agencies we engage with based off market conditions and what the nature of those projects are. Um, so,
um, so we don't have all of those nittygritty, you'll got it right, details on these slides because we're keeping it kind of that macro view. Um, so we borrowed roughly 194 million, outstanding 183 million for these general obligation
bonds. Our annual debt payments are um just under 13 million and those are set to mature in 2050. And so the way the general obligation bonds work is each year the board adopts millage rates that will fund the annual debt service principal and interest payments uh for
each of those different what we call tanches. And so those are millage rates that the board will set the ceiling on next week in trim um and they'll go out as part of the property tax notice. The next grouping is guaranteed entitlement. And
so this is a revenue share that comes from the state and it is one of our revenue streams in the general operating fund. And so we've got um because there's only one interest rate that tells you there's one bond out against this revenue. It is
um scheduled to mature in 2034. Our annual payment is about 1 million a year. Uh 3.14% was the interest rate we secured. uh uh we borrowed 25 million. We have roughly 13 outstanding. And so
you'll see a a large kind of slew of projects that we've used this bond for and it really was just a general uh county capital bond when we got it. We have refinanced it a couple times. Um and again, it is set to
mature, meaning we'll pay it off in 2034. All right, our half cent sales tax is another revenue stream that comes into our general operating fund. And so we have uh a couple bonds pledged against the halfsent sales tax. We're looking at
bond ratings of double A+. Um for those of you who don't know, those are really stinking good bond ratings. >> Uh interest rates range anywhere from 2.74% to 4.32%. We're looking at just under 14 million of annual debt payments. We borrowed 121
million with 118 outstanding looking to mature in 2040. And so part of what that bond what those bonds funded jail expansion and the villages of Pasadena Hill Super Park. And then park impact fees. Um we've got
interest rates ranging from 1.24% to 4.71%. Annual debt is um just under 6 million. We borrowed 80 million with 76 outstanding. Those are um scheduled to mature in 2042. And that was uh to construct Sunwest
Mine Park and the Stury Ranch District Park. All right. Second local option, fuel tax. Um you'll see we have a double A rated bond here and you know it's just one because there's only one interest rate listed there at 2.71%. Annual debt
payment is under 5 million. We borrowed 74 with just under 70 million um outstanding. And this was for Sunlike Boulevard from south of W Wilton Way to Anchor Dune Drive. And that is slated to mature in 2050.
And then our next um revenue source that we have pledged is the tourist development tax and this was for the Wiregrass Ranch Sports Campus. And so our bond ratings range from double A to double A plus with interest rates
ranging from 2.37% to 5.42%. Our annual debt service is under $3 million. We borrowed 27. We've got about 23 outstanding and those are slated to mature in 2037. >> Talk about that for a minute. So what's
our revenue right now out there? Is that are we around seven million annually? I think we're projecting roughly seven million annually. >> 67. >> Okay. So, it's it's paying for >> Oh, he did it. I'm sorry, guys.
>> So, we're paying for itself positively and paying it down. >> Yes. Yep. And then, um, chairman, you had asked us um when those might be paid off. So, our 2021 bond is um callable at any time now. that can be prepaid
without any penalty. Our 2023 bond, that one, that call date is in 2033. So, can't look to pay that one back early until 2033. Just a follow up on your question. >> Is that the last one on on the debts?
>> We have one more slide. >> All right. So, solid waste. Um, so this particular bond, we just got it, which is why you're seeing 92 million borrowed and 92 million outstanding. And, uh, it was kind of a unique situation for the county where there was a period of time
where we had no solid waste debt. So, the team worked really hard with our financial adviserss and, um, county attorney's office to refresh and modernize our debt covenants and update our MTI. And so we got a really good bond rating at double A+ interest at
4.93%. Our annual debt payment is around 6 million and those are slated to mature in 2015. And then under our water and wastewater. So there's a very complex debt portfolio that I don't think this slide really articulates. Um and so you'll see bond
ranges but again really strong ratings from double A to double A plus. We've got interest rates ranging from 2.52% to 4% annual debt payments of 28 million. We've borrowed 250 with um just over 207
outstanding scheduled to mature in 2040. And so um this complex debt portfolio funds things like wastewater treatment plant expansions, um accus uh accusations, what am I saying? Acquisitions. Um words are hard. and
then ongoing utility infrastructure and this is the end >> so >> of the debt portfolio. Thank you. >> So we'll go I'll go to solid waste but I guess it won't matter much but solid waste is an enterprise fund. >> Yes. >> So that really won't be affected as far
as bond ratings or will it for the county for the future? >> So those may be safe. we can make some direct ties to and so what the chairman is alluding to is to pending property tax reform and how that might impact um some of our debt portfolio. So there's
really easy ties to let's start with general obligation. So general obligation bonds we will pay back those annual debt service. Now let's say property tax reform passes. Let's talk through how that gets impacted. Right? So, we're going to have
um increased homestead exemptions, which means the portion that we need to tax to recoup that annual debt payment of roughly 12.6 million is just going to get spread over the other taxable value bit of properties, which means uh
layman's terms, increase millage rates. And so, those who have less exemption will be paying more in taxes because we need to cover those debt payments. And the chances if that does go through for us to actually in let's say a couple years time or whatever when maybe rates
drop down, we want to try to refinance. If our ratings dropped, we're not going to be able to save the money we normally would if we had the same rating as we do now. >> Correct. So, um refinancing to maybe save some money from an interest rate perspective or be able to pay loans off maybe a little bit faster. Um, yes, it
would. We would be in a a a tight situation where it might not be advantageous for us to refinance and find some of those cost savings that historically we would have um we would have looked at. >> So, I think your original question was
>> I think your original question was looking at the enterprise debt versus the rest of the organization. And while there's not a direct tie, I I would probably defer to Jeff. I mean there there probably could be some interplay depending on how governments
react but Jeff you know maybe you could talk a little more about about that. >> So I it's sort of a crapshoot answering the question to be honest. Um, but but I
would anticipate that all of the Florida counties and municipalities will be treated the same way in the bond market. Now, that may mean that our ratings drop as
people look to buy bonds in another juris in another state that doesn't have the same restrictions we do. But I think we'll we'll we won't be treated any worse or any better than the surrounding counties in the bond market. It may be
that there's no change in rating. I kind of doubt it, but there it it may be because it's across the board. But a general obligation bond that went that goes to referendum,
I would think would kind of maintain its rating because the voters have said you're going to tax us for this, >> right? >> And it's a separate millage. >> Yeah. The ones that I think you'll be
have a bigger impact are are the things like park impact fees that you have to do a covenant to budget and appropriate from general revenue to as a backs stop and that backs stop is now a whole lot
less than it was if the constitutional amendment passes. Well, and Jeff, I think also our guaranteed entitlement half cent sales tax because those are revenue streams into the general operating fund. And so they look at things like our debt
coverage ratios. And so if we're needing to use more of that revenue stream to offset operations because the tax revenue declined, that's going to apply some pressure on on those types of things as well. >> Yes. >> And then the second local option, fuel
tax. While that seems like that might be standalone, we actually offset the fund that that revenue comes into with the multimodal tax increment fund. And so that TIFF funding helps supplement the operations there. So that fund would see
some pressure as well. And so there could be the potential to have um negative implications that >> to be clear on that that TIFF fund is is taken from your your general operating right. So we set that across that is also used to supplement your capital program. So any sort of impacts to ad
valorum taxes would also by rule affect those funding sources as well. >> But you don't pledge the tiff right to the bond holders. So in theory the rating would not be any different. >> Correct. I'm just speaking in to the general. I think you're already seeing
the fact that that's double A and not double A plus is the bond market going you can stop buying gas and you have a harder time to pay pay those bonds back and so it it does have a discount as it sits.
>> All right. So I need to be educated just a little bit. So I know that if you're trying to refinance and your bond rating drops it hurts you. Is there any hurt that's in there that if let's say our bottom rating goes from double A to A, will that ever cost us to pay more money
in interest? >> You don't. >> It's already what's already. >> You don't get a rate. You don't rerate. >> They don't reate it. Okay. >> My my recollection is you don't reate a bond that's already on the street. It's only when you are going out to the rating agencies to float new debt.
>> That's what I thought. I just make sure I wasn't >> But if you refinance, you'd have to you'd have to go to the rating agencies, >> right? >> So, >> okay, that's I thought that, but I just want >> It's like your mortgage. >> Ask for a new new loan. >> You get a whole new credit report.
>> Yeah. >> Okay. >> Any questions about bonds? >> All right. So, we had a really good workshop. We talked an awful lot about um the details of our capital improvement
plan. Uh and at least in my tenure here, this is the deepest dive that we've done into the capital program. And so, I appreciate first and foremost the team that's here today to assist. Um the board had a lot of really good questions and you all were here ready to assist
us. Thank you. because I was not going to be able to articulate even a tenth of what you all did. Well done. And so what did we talk about today? Well, we confirmed the budget cycle touch points, what we've covered, where we're at, and what's left um to be done from a body of work perspective. We grounded ourselves
in our strategic priorities. Uh we looked at budget updates and we engaged the board on our major funds, our capital planning and our debt portfolio. So then the very next step that we'll be taking is next week on Tuesday we will have the truth in millillage where the board will adopt again the ceiling on
those millage rates and what will go out on property tax notices in August. [snorts] >> Okay. Any questions for staff about anything we've gone through? Okay. I want to bring an idea up off the floor that this
could not only affect this year's budget but next year's budget, but I want to bring it up. uh dealing with water safety. Uh in 2024 we had reports of Mike and you can help me with the data. >> Sure. >> What of the what was 24 25 26?
>> Yeah. I one of the things that we talked about you talked about water safety. I I reached out to our public safety partners probably 152 uh calls for drownings between 24 25 and then currently year to date. Uh now that's that's all drownings, but those are
those are first responders responses to drownings in this county. >> Okay. So one of the things on our first bullet on strategic priorities that started this off is maintaining public's health health and safety. So I know the county is doing a very good job with the scholarships uh that that does offer at
Lando Lakes and and Hudson. Um Lando Lakes is a heated pool uh which is a good thing if you wanted to expand the treatment. Uh the the swimming lessons. Hudson would probably need to be upgraded to do the same thing. I think we're good till November
to get that done. Um YMCA does swimming lessons. I don't know if what Richie Aquatic Center does, but I did reach out um to a company called the Seal Swim School. >> Uh Erin Seal um Grande runs it. I
actually called her this morning. Um they would love to get involved with us water safety. and I'm sure Newport Richie and the YMC would as well. Um, you may not realize, but we have 4,000 over 4,000 uh students just starting kindergarten
this year. Now, I've got a three-year-old grandson, which I don't know why he hasn't had the lessons yet, but he's ready. So, I think from we should be looking to actually teaching kids, let's say, three years on up. Um, and and get them familiar. My wife told me that used they used to do several
programs where they would actually have a mommy and me type program where even a little little age they're getting the kids used to water and I think that's great too. So I would love to have the parks department kind of work with the groups I've just mentioned come up with
a plan of what we can do to try to move this program quickly. Um and I think maybe I I talked to Chuck Lane this morning. So Chuck bring you up for a second. I think it is uh DR has the CDBG DR program has certain programs that
help for low-income families. I know we're talking from 80 to 120% AMI. Mike doesn't think this is an expensive program, right? >> Yeah. Not not off not off the cuff. And I I think just what you're what you're proposing, Commissioner, is trying to uh
increase our touch points in the into the community on on teaching kids how to swim quite honestly. you know, we we do do have some programs right now at our veterans and and land of legs pools. We run about a thousand we've run in the past year and a half about a thousand kids uh through that. They're they're
they're cheaper. They're about 40 bucks uh for a six-week course. We do offer scholarships, but uh we have had community partners say, "Hey, we want to do a little bit more." And I mean this uh I would like the opportunity to sit with staff and kind of brainstorm on on how we can expand that footprint. As I said, Land of Lakes, that's all just
during the summer, right? If you you start doing year round in a heated pool, there's there's probably some opportunities there. I think there is certainly a nexus with our public safety, even our response times, uh you know, 150 calls, it's 150 less calls to probably what is a number one preventable death in children. Um that
that can be that could be approached. But Chuck, I know you probably had go first. >> So I want to say something about Seal Swim School. One, they can start at under three years old and they focus on lifesaving. So at the end of the because all my kids went through SEAL. They will
have them fully dressed in sneakers going into the pool. So, it's not just about teaching how to swim, it's about survival. So, when the kids are swimming, if they get tired, they teach them to float on their back. So, I can't say enough about Seal Swim School. And I
I will just say that you can even start earlier than than three. So, any way we can partner with them to make this happen would be great. Another is if they do h um are low income and they have a pool, you know, maybe we can do
some type of with this the the money like fencing a baby gate around the pool, too. That might be something we explore. So, thank you, chair, for bringing that up because it really would be amazing if we could do that. >> Uh Chuck Lane, Office of Disaster Recovery Resources. My compliance team
did did uh take a quick look at this after I talked to the chairman this morning and and we do believe we could do we could set up something countywide. I'd like to run that by my my HUD rep. At minimum, we could do it in storm in storm affected areas. There are numerous grants out there across the board for this type of thing. My team can look
into that and I think we can find a way if not exclusively CBGR. We can find a way to to patch it together and fund it. Like like you said, Mike, I don't think it'd be an expensive task and and because of that, I don't think we'd have to worry too much about the low mod
benefit um because we can cover that. It just won't move the needle that much. >> Yeah. So, we'll we'll take that under under action with our public services team and report back to the board um ASAP. >> All right, she u maybe you know even if there's funding um you know for life jackets or something like that, you
know, anything to help assist the families um giving away free life jackets. >> We'll look into all aspects of it. Yes. Thank you. >> All right, good. I think I think this would be a great program for us of the future to just uh make it better for our citizens and I think it's definitely
what we want to do. Thank you so much. >> Good program. Yeah. Okay. Anything else for the good of the board? All right. Well, I want to I want to thank the team. Phenomenal job. And again, I think it's nice to have this type of workshop process because we actually get to thank all our great team members that have
done certain things over the years and just keep this county running great. So, thank you all very much. We're journeying.