Where is it? 65 Stone Street.
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pledge, and then the Chief, if you don't mind, Chief Lamb, if you can lead us in invocation after the pledge.
Yes, please.
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Let
us pray.
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this day. ‸ We thank you for the rain that you've given us today, Lord. We pray you continue to watch over our lovely city, Lord, and all the employees who continue to work each day to ensure that our needs are met for our citizens
and
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the community. Thank you, Lord, for all that you do for us. Watch over our council as we prepare to go into the budget season and be with us in your holy name we pray. ‸ Amen. Amen.
Roll call, please.
Mayor Williams? Here. Deputy Mayor?
Here.
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Here.
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Here. Council Member Warner? Here.
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Interim City Manager, here. Here. Thank you.
Okay, I'm going to move on to item number two, which is our
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Second.
We
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All in favor, signify by saying aye. Aye. All right. On our first subject, our workshop topic is current budget update. Hopefully this shouldn't take, but
it's
about a 45-minute meeting. Time certain? Yes. I heard that yesterday.
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Reports.
Should
have been in the agenda.
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Oh, come on.
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Let's let him do his job.
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When everyone's
ready.
Yes, sir. We're ready. All right. Mayor, members of City Council, we're before you tonight to provide an update on the development of the fiscal year 2021 budget. ‸ At our last meeting in May,
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started with our priorities-based budget workshop late. And here we are a month later. We have developed that line-item budget, working in partnership with all the departments, as well as taking into account your priorities and ‸ programming them into the fiscal year 2021 budget. And tonight we will be presenting to you kind of an outlook in the future and then a two-date snapshot of where we're at with the development.
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We'll start out by talking about the budget development timeline, where we're at in that process,
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influence our revenues and expenditures in this upcoming year and in the future.
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well as some modifications that we've done to the current year budget to mitigate those impacts and then move into the fiscal year 2021 preliminary budget. And talk about some of those priorities that came up at the last workshop ‸ and how staff's been able to integrate those
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And then we also have Stantec, the city's financial consultant, on the line to also provide an interactive model that's integrated into this presentation. So city council, as well as the community, has an opportunity to see the long-term outlook of the various funds for the city, as well as getting ‸ an understanding of the impacts and the changes to those funds over the 10-year period. So, and we'll close things out with the fiscal year 2021 budget calendar that would take us all the way through to adoption. So, as we start out and we talk about the public budget timeline, you can see that we had the budget kickoff in March.
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And so here we are now in June at the Fiscal Sustainability Budget Priorities Workshop. Towards the end of July, that second meeting, we have our truth in millage presentation.
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setting the millage and adopting that budget.
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an internal process that begins, you know, even ‸ as early as December, January, possibly in utilities case, they start looking at some of that capital programming in as early as November. So, it's really an ongoing process ‸ that we're in. And just want to touch on a few things as we look at the city's overall financial position. You know, there's a couple of goals that were set out in the ‸ city's strategic plan. And that was to maintain long-term fiscal sustainability and to promote greater transparency in budgeting and financial matters. As you can see, since that
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Budget award. Both of those we continue to carry and we submit for on an annual basis.
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will continue to do that program. ‸ The city's general fund is currently assigned a AA-2 rating from Moody's investors. And then the latest update we had, and I think it was shared at the last meeting as well, but the utilities rating enterprise fund was modified from a AA-positive to a AA-stable outlook by S&P. And that's really just due to, at that time, the outlook of the pandemic and maybe the influences from ‸ that public health emergency.
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That
is correct. And in their evaluation, there were a number of utility systems around Florida that received a downgrade at the same time.
Okay.
So, it wasn't like ‸ they evaluated specifically the city's utility fund
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It was more of a sweeping kind of change. So, as we talk about some of those horizon issues that could lead to some of those longer-term impacts ‸ and maybe a change in our financial position, we want to talk about a couple of them that feed into those expenditure costs. Public safety pensions, just to touch on those, the ‸ fire unfunded annual accrued liability did increase. ‸ And that was due to not poor performance, but more so,
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Now, ‸ their assumed rate of return was higher than, you know, what they were actually receiving. So, when you make that adjustment to move it from the 8% to the 7.6%, it has a significant impact on those futures. It's compounded over time. And through the actuary,
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of $720,000. So, that's quite significant. They still maintain a 73% funded ratio. The police union, while they have made corresponding changes, they're actually moving towards more incremental changes with that assumed rate of return. And
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city of $68,000 for this upcoming year. Another primary concern for the city that not only impacts the cities, but it also ‸ impacts our employees is our health insurance. Annually, we've seen increasing costs, ‸ which is comparable to the industry standard. We've seen some increases ‸ beyond that.
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than the industry average. And when we last met with you all, we were looking at about 15%. And the reason why it's dropped off was because, you know, as we look at a year's trend of claims, May of last year had a number of large claims in it, which now drop off. And at the same time, the COVID-19 pandemic is having a kind of an adverse impact with the ‸ delivery of health care services. Folks just aren't going in and getting treated to some extent for the elective surgeries and, you know, unnecessary or non-emergency related treatments. And so, we're seeing those claims come down, actually. And so, we saw that in the decrease.
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that'll
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change, we think, right?
You know, there's a lot of thoughts on that. You may have some pent-up use, if you will. Those that have been deferring those elective surgeries, now that it's open or safe, may elect to do that. And so, we're cognizant of that. It may be that, well, I missed my appointment this year, I'll just catch it next year. So, we may have some drop off as well.
But, ‸ also, I understand, anticipating as the health care industry overall has moved to more, an increase in the ability to treat people remotely and, you know, online. Yeah, certainly.
With
some reduced expenses. Yeah,
and the city has, you know, through our insurance carrier, Cigna, they offer that. A number of our employees have used that. And we actually recommend that if you have symptoms of COVID-19, rather than going to a location where others are present, as well as our own health center offering those services.
Can I just ask then, so we have $650,000 approximately from the retirement funds that will be coming out of this year's budget to kind of shore it up.
Is that for, are you speaking about the health care or the
pensions? No, I'm looking at the pensions. That's
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That's going to come out of this year's budget?
Yeah, that's what we budget for, and it's based on last year's actuarial report.
Okay.
And then the final item down there, just so you're aware, that agreement with
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remits $60,000 annually out of the District 4 revenues to the city.
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So, just something to be aware of, because there is an increased cost of operation associated with that park. And I believe we're providing a much higher level of service than what was previously provided, and we'll continue to do so. So, that'll be a cost that the city's general fund will absorb. We also have the solid waste contract. Our current provider, Waste Management, we've been with them for many years. And that contract will expire, and we will be going out for services this next fiscal ‸ year. And what we're seeing in other areas is pretty significant increase in costs.
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We did receive a letter from Waste Management related to recyclables. They would like to add on an additional fee for the collection of recyclables due to the commodities market, some of the changes since the contract was originally negotiated. So, I'm certain, as we do that RFP and go to selection, that we may see some elevated costs. But
yet they won't tell us how much they're making from the recyclables. I mean, that was a question that came up. How much are you making from the recyclables? People are putting their, I mean, some people are really into recycling. I know I'm one of those people.
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recycling? They said they didn't have to disclose that to us. Okay. And, but yet, you want an increase, you know, so. Yeah,
and
we have our Sustainability Advisory Committee has that, and they're going to be evaluating that and providing some information to City Council as it comes before you. Natural disasters. In Florida, we're always monitoring the, we're in hurricane season. We always monitor that and hope for the best. Obviously, last year we, we prepared for the worst and I think we ended up with the best with hurricane Dorian.
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We should anticipate that sometime in the next year though with the conclusion of those projects down at the waterfront. Also,
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And
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a little bit more depth. Last time we met, we had some preliminary information, a lot of uncertainty. There still is some uncertainty, but we do have some concrete numbers that we can share with you all tonight. And then the final item, this is really going back a few years, but I think it's important as now, I think in the Florida House, there's been some conversation about bringing this back and actually implementing that internet sales tax. As they, the state looks for additional revenue due to the losses and that could, that could bolster the state's revenue.
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sharing any of that directly with the city, but it'll also, it'll, it will assist in their ability to remit those sales tax dollars to the city.
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I think we kind of talked about last time that this is a pretty unique event in that the economy kind of went into hibernation mode. And then it, you know, when is it going to wake up and how is it going to wake up? Well, I think it woke up maybe too early. And we got parts of it going back to sleep now. And so, we're really kind of monitoring what ‸ happens here.
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recently. So, we don't really know where this is going to lead to, ‸ if it leads to another shutdown ‸ that could impact those state sales tax revenues further or cause long-term impacts due to unemployment that eventually reach the housing market and impact our other tax sources.
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And just for councils and the communities information, specifically March, April, and May, the state sales taxes were down significantly. They did release some information to us and basically that March, April, May, and June, since it's hard for the state to deal in real-time information or data related to sales tax remittance, because it's coming and going almost on a daily basis, what they had elected to do
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for the months of March, April, May, and June.
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So, come July 1, when they can close the books, evaluate where they're at, they will actually then evaluate an August true-up. So, those dollars they remit to us in August will reflect the actual true-up. So, it's hard to say what we'll receive in August on those numbers, but I think it's safe to say that, you know, assuming a 50% reduction, at least in some of those early months, probably wasn't enough. Hopefully, in these latter months, it was, so it kind of balances out. So, we'll continue to monitor that, and we've got some other, some actual numbers to show you here shortly.
We all went
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Yeah. Property values. As we talk about some of the property values right now, the housing market is pretty strong, and we're not really seeing a whole lot of impact. The property appraiser provided us with preliminary
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So, for cocoa, that's actually pretty strong. So, ‸ that's good news. The real question is, what happens in future years with that? Because, as we know, it takes a lot longer to dig your way out of that than it does necessarily the sales tax.
Mm-hmm.
And so, with that, ‸ the unemployment, another key characteristic, as you can see there, it's still trending pretty high. We do know that, you know, it's well, we have some claims here listed. There's been some struggles with the state system, so, while we're trying to monitor it on a daily or weekly basis, it really is you get a bunch of data, and there's nothing for a while, and there's a bunch. So, they're working on correcting that. And then, the ‸ final item is that the CARES Act funding that the county received, they did allocate
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rental assistance, utility assistance, and they are allowing cities to submit their incurred costs during the pandemic, not only to date,
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We did submit that to the county here recently, as well as executed that interlocal agreement with them so they could disperse those funds to us. And that amount for the city is approximately
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that take into account a reoccurrence
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or a surge as we're experiencing now?
Yeah, so what ‸ that's made up of are actual costs the city incurred. I mean, we had some technology needs immediately related to telework where we had to secure some additional equipment that's eligible under the program. So those costs are in there. And then as we talk about hand sanitization, masks, and some of those other items, we simply had ‸ to estimate what the use rate was and then provide that to them. Now,
it
doesn't mean, it's my understanding, that we're locked into that, but they wanted an estimate to determine, okay, the cities have approximately this much PPE need, and so we have this much funding available to look at supporting private businesses or property owners, rental assistance further. So it
doesn't include us distributing PPE needs to any other businesses or anyone else in the city?
Not at this time. I can't tell you, though, that working with Chief Lamb here recently, we have the ability to secure a number of at least surgical masks and maybe assemble a kit for our local businesses that we can distribute to them. That, of course, would be at a cost to the city with unknown if it could be reimbursed through this program or another in the future.
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distributing those other millions of dollars?
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Yeah.
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July.
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county.
Oh, yeah. There's a... Yeah. And... Well, throughout. ‸ And I know most counties have already distributed their monies and their funds out. And I'm just wondering what kind of talks have there been. I know I haven't heard any. And ‸ there's been some emails sent for reference to that, what's going on. So I'm ‸ just curious if you all heard something that we didn't hear.
Yeah, I think you know about as much as I do on that. So we'll continue to watch. And if any information is requested of us, we'll certainly provide that.
I hope that includes the interest of their... I'll get from that as well.
Well, in our discussions, we could ask them. I
mean, the idea of them getting it is that they distribute it.
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Yeah,
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accurate as far as ‸ the revenue assumptions that Stantec used to kind of give us a forecast of what kind of impact we might see. And we are trending on that fiscal year 2020 high impact right now. As we look at all those revenue sources, they're trending pretty close to their assumption. And ‸ so as you also recall, you know, and at a, I believe it was a May city council meeting, you all approved an amendment to the fiscal year 2020 budget to reduce some expenditures with frozen vacant positions, as well as projects that were in the fiscal year 2020 budget to help mitigate some of those revenue losses in the near term. We are still continuing to monitor for other expenditure decreases as we go. As positions become vacant, we do an analysis on each of them to see if there's a way we can maintain the same level of service, potentially a reduced cost, or we can maintain our costs and increase our level of service. And so we're evaluating that on a case-by-case basis.
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of wanted to put out there for context as we look at COVID-19. And then if we want to compare it to the Great Recession from 2008, and what you can see is if you apply today's revenues with the reduction or change from the 2008 Great Recession,
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And, of course,
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as well as the sales tax items, the building permits, pretty significant. And so not that that's where we're headed, but just for an example of where we were at one time. And so it will be interesting to see how this all shakes down and impacts compared to the Great Recession of 2008.
We were we had a pretty good reserve at that time that kind of helped us through.
Yeah.
Because I remember there was no layoffs, there was no furloughs, and a lot of stuff stopped. But, I mean, the
reserves
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really helped us out because we had, like I said, way more than we actually was required to have in there at the time. And,
yeah, and it's always a combination of actions. You know, you look at expenditure controls
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All right. So we'll go ahead and get into the fiscal year 2021 general fund overview. Starting out, just talking about the various sources of revenue that the city has. Obviously, the taxes, permits and fees, intergovernmental, charges for services, fines and forfeitures, miscellaneous, and other non-revenue. As you can see here, here's a trend of those actual revenue sources. And you can see over time there's some changes within those. I think one of the more notable ones is if you look at the gray one there, the other permits and fees, the building permits in 2017, you can see that was actually Walmart paid their building permit fees. And
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But if you look at those
great
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columns in 2020, 2021,
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In fact, for fiscal year 2020, I think we've already realized our budget estimate for that revenue. So those are really good things. It just kind of shows that that growth continues in the city of Cocoa and
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If we look at ‸ those revenues by source, we wanted to kind of show you the percent change. Now, it's not real significant. I think what is ‸ real positive is that taxes on the top, there's a 4% increase in change. For the city of Cocoa, that's ‸ really positive.
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You know, we have a lot of properties in the city that are, their valuation, when you put on the homestead exemption and other exemptions, their
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communities. And so, you know, that kind of makes us immune to some of those forces to some extent. So it is a plus when you're looking at a downturn. But we don't realize the same appreciation as some other communities.
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I know at
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Yeah, we ran some numbers on that as far as those just purely on valuation versus those eligible for those exemptions. And I couldn't tell you off the top of my head now where we're at, but it's a significant number. I know we have received some appreciation over the past few years, so it's brought some of them out.
So
there ‸ is a contribution. We also have a high percentage of rental properties, of which they're not eligible for those exemptions, that do pay.
‸ Kind of balances out.
It's kind of interesting. Is
it a lot of trouble to get us that number?
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out.
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As a matter of fact, the first year I joined the council in 1999, our taxes from ad valorem was less than a million dollars.
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million for this coming year's budget.
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no ad valorem taxes at one time. And
we have a number of veterans as well that are 100% disabled.
Yeah, the whole Space Coast. Yeah. Yeah. Intergovernmental. You see the reduction there, and that's assuming the reduction in the sales tax largely. But, you know,
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as a percentage of our budget, our revenue, it's 5%. So a 15% reduction isn't real drastic.
I
mean, you can see it there, $300,000 or so. As we look down, fines and forfeitures may jump out at you 29% down. That's not a revenue source that we rely on to fund programs. Mm-hmm.
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The police department can draw upon that for training or equipment. The miscellaneous,
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but really makes up 1% of the city's budget. Other non-revenue, interfund transfers, water, sewer, return ‸ on investment, you do see that increase. Largely that increase there ‸ does come from unassigned fund balance reserves. We do have a pretty significant project in the city's general fund. The city's enterprise resource plan is 1.5 million, and that's coming from our reserves transferred into the general fund.
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If you look at those numbers, it almost ‸ represents a decrease if you take that significant project out. So ‸ what that tells you is that the departments did a lot of work this year to bring that in, recognizing the potential fiscal challenges that we may have this current year as well as future years. As we look at those expenses then broken down by department, you see that 24% increase in city council's budget, 1% of budget. That's largely the city's strategic plan. So we can move that forward this next year.
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Really looked hard into those funds, information technology, as well as the city manager's office, and ‸ we made some cuts there. General operations, you see that's where the enterprise resource plan is, nearly accounting for that entire increase there in that department. ‸ Admin services, 4% decrease.
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Largely when you have a majority of your costs due to personnel, and you're providing 3% raises through the contract or the collective bargaining agreements. And then on top of that, also the pension. They can cut all the operating they can,
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And if you take a look, I've seen some cities where just their police and fire budget and salaries run almost 50% of their budget.
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Are we like in the ballpark with that? Are we on the low side of what cities are paying?
Yeah, I mean, we look at police, fire, and public works generally because, I mean, those are the core services in there.
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departments alone, which is pretty common. They make up the lion's share of the general fund because those are the services we're actually providing to the citizens. A lot of the other services that you see up here are internal support to those to help them do their jobs. I've
been looking at some cities that were saying, like, police is 30% of their budget, fire is 20% of their budget. We seem to be a little bit lower than some of those.
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of our salaries or.
Yeah, I think, I mean, if you look at the general operations, you drop that one project off for $1.5 million.
That
changes those percentages.
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police and then fire probably around 20%. So fire, they don't have a whole lot of operating, but they've got a few items in there, some extrication tools, and then that ‸ large increase, that pension contribution is also in there. So even with that, they're at a 5% increase. Community services saw a reduction there of 6% and then public works,
a
reduction of 7%. And a lot of that was capital expenditures.
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And so
as
we look at those core municipal services, you can see it right there. ‸ The fire, public works, and police make up the lion's share of the pie. And then the support services, they're out on the last bit there. Yeah, 81% of the core municipal services, which is the fire, public works, and police. So as we spoke at the last meeting, I had a slide with a number of items on it that were capital in nature, some of them that we had already eliminated through the CIP process and deferred to the next fiscal year.
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‸ fiscal year 2021 budget to include those seven unmarked police patrol cars. We know we have a need for those out on the street to have marked patrol cars on the street, and so that was really the focus. Now, those are at a higher cost but at a higher need to the community,
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Yeah,
they're actually, you can't even buy a police patrol car anymore. Everything's gone to SUVs, and there happened to be an SUV that has a hybrid powertrain that our fleet manager took a look at, and he looked at the idle time of our patrol vehicles, and that hybrid system will run off a battery while running the air conditioning, and ‸ so you don't continue to turn the engine, burn fuel, and put wear and tear on the vehicle. And so we actually just received three of those six from last year. They're over at the fleet compound right now, so they're actually quite a nice vehicle, and they're getting those outfitted for the street right now. I
thought about that when we talked about it the other day, because I know you said there were 49 cars in the fleet.
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our asset management, replace seven cars a year because they have about a seven-year lifespan.
You had to keep pace.
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We hope
so. We don't know yet, but we really do hope so. And, you know, we'll continue to monitor that. Tony does a good job of logging the data and then reporting back as far as that, the use, and ‸ what he's seeing because he's directly servicing them, so he has a very good idea.
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That actually may be something that the police department may be able to do this year.
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scanning device that does the entire scene?
Yep. ‸ It's the same system that Brevard County Sheriff's Office uses, so that has an advantage for us. If we have a large crime scene or we need their assistance, we have the same equipment.
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right in and work with us. So you may be seeing that at a future agenda item for this year. Traffic response trailer. That was removed in favor of some ‸ more of
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signs that we can place around the community that monitor the speed, as well as utilizing the additional digital message displays that we have throughout the city to provide messaging to the community. We talked about the rescue for the fire department, their pumper truck. That one's been deferred one year. That will be a critical need in next year's budget. So as we look at our capital spending, that's ‸ almost half of it right there.
‸ Jonathan, let's just buy that
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It's got to be a good truck, right?
‸ We already have one of those.
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‸ Fire inspector vehicle, public works replacement vehicle. That's for a flatbed truck ‸ that they
utilized
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their existing one, to put that concrete mixer on the back of.
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What's that?
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That's, I believe, just the one. And they do have a replacement flatbed in, I think, for $87,000. But this, I can't recall if that's one or multiple vehicles.
It's one,
yeah. I think it was one of the heavy-duty trucks, yeah.
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well as export data on the work orders and monitor the fuel consumption and all that. We have a software system. This is just an upgraded software. And then the one elevator controller, I think we spoke about this last time, that the police department and the Porsche house have elevators in them, and there's been some changes to the Florida building code that requires some updates. And so
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house if it's even necessary.
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that further. But overall, it was a reduction of $1.2 million. It's important to note, and you'll probably see that this fiscal year ‸ we're hopeful that we're putting it out to bid because we did get an initial quote on the fuel tanks over there at Fleet, the underground fuel tanks. They failed the DEP inspection. And so we are looking at doing that this fiscal year. Go ahead and get that project started. And so we're going to put that out to bid to see if we can realize the cost savings on that. And we anticipate that project to cost somewhere around $400,000 to $500,000. And that will actually install above-ground tanks with a pretty significant lifespan, higher level of serviceability, and really ensure that we can continue to provide for the fleet in the future. And
that's a common practice now. You're seeing that all over.
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But for the sake of tonight, they're not included in there, but we're still working on that side of it.
Are there frozen planner positions?
We currently have a vacant senior planner position that we're recruiting for.
‸ These budget numbers, those are salaries and benefits, not just salaries, right?
Yeah, yep.
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Florida retirement system, all the FICA and everything else.
‸ In the payroll coordinator position, I understood that we were going to, every two-week pay system ‸ that we can actually
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less.
Yeah, so by making that move organizationally to a biweekly payroll, we don't believe that that position would be ‸ necessary.
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we'll be bringing that to city council either at the first meeting in July, the next regular meeting, or the last meeting in July. So
there's a possibility of later on down the road somehow getting a couple more planners so we can move things a little bit faster.
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there now, there are a series of plans for review, and it's not, they're not simple matters. And so we've got several critical projects that, you know, our planning staff's been diligently working on.
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know, those don't just come about by writing an agenda item. There's significant research and careful thought that goes into that from both planning as well as the city attorney's office.
Yeah, and like I said, there's so much going on. It's like, well, I don't even know how they even get through what they've gotten through with. It's just amazing to me.
Well, planners are not as scarce as building officials, but they're ‸ still not a dime a dozen either.
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‸ And so, you know, to put a lot of pressure on them to really
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thing to do. ‸ I
can tell you when I
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And I mean, almost every booth in there or every cubicle in there was occupied, you know, and it was just busy.
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how they function or what they have, but somehow they manage.
It's so hard to compete against the private sector that's paying so much more than you can pay, you know.
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Yeah, and a lot of young people don't think long-term when it comes to retirement ‸ benefits, they're about that weekly paycheck.
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weekly paycheck. So that somehow or other doesn't translate in some of today's college graduates, so.
Yeah, there's many fields that, you know, we compete directly with the private market on, and so there are some challenges there.
Definitely.
As we talked about City Council's priorities from the last meeting, we went ahead and evaluated those and then looked at the budget, found a way that we could provide enhanced services in those areas. And what you'll see up above, we categorized them into community improvements, and I think it was unanimous amongst all the council that they want to see an improved image throughout the city in our public spaces.
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year to the grounds and beautification staff, but we're still evaluating a couple open positions to make that happen for this ‸ year.
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They're back with us. We're working to get a second, which helps our staff focus on those key areas with high visibility and providing a higher level of care than we're going to get from a contractor or the state inmate crews.
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And we're currently bidding all of the landscaping and mowing contracts within the city. We kind of bundled them all together to see if we could achieve some kind of savings. So we're hopeful that that will also maximize our expenditures. The nuisance abatement within the code enforcement division of the police department, we actually added a little bit to that because while we can control the public spaces, we also have issues sometimes in the private spaces that need immediate addressing.
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And, you know, that's ‸ something that if you give it to them, they will spend it because we have ‸ needs in the city.
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The parks master plan is underway. As soon as that's complete, ‸ we'll know a little bit more about what the capital and programming needs are here within the city and where our opportunities lie. And we'll talk about that here in a little bit, especially as we move towards that projection by Stantec. Community security cameras. There's a desire to install some of those in the parks and some of our higher crime areas. We'd like to do that actually this fiscal year. And so we're working with the housing authority right now in their system to identify specific equipment that we could tie into theirs as well as them utilizing some resources of the city in a partnership and get those installed and up and functioning.
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They've got a great system.
Yeah. And our police department's already using it.
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That leads from 520 to the sharing center. We did submit a grant on ‸ that. And then we've also got that on the Space Coast TPO's project list. That's about a $445,000 project.
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project happen sooner than later. Actually, just talking with Bryant here a little bit earlier, there may be another opportunity to see that project through as well. So we talk about the community garden program. There was recently a discussion with ‸ Diamond Square CRA who has a contract with the city to operate the community garden there on Peachtree Street. And so we're looking at potentially revamping that program. And, you know, ‸ we set out on that to kind of, I don't know, create the field of dreams and hope that if you build it, they will come. And the site where it's currently at is ‸ somewhat challenged because it's entirely curbed off. There's no access gates. And so just to maintain your own plot, you can't even pull a vehicle in. And so there's ‸ challenges for that current garden ‸ where it is located to be successful. And so that Diamond Square board is working on that right now. And we will continue to work with them to develop that program. There was a desire to expand affordable housing development within the city. City Council did approve an agenda item to basically designate those vacant surplus properties in the ‸ city for affordable housing use. And so we currently have a list of those housing units. And then we also have some collections of vacant land that could be developed.
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of those properties. Police Traffic Enforcement Program. That's probably the number one concern. That's the chief, but I'm pretty certain that he hears is traffic in the neighborhood, speeding, people running stop signs.
And
so in speaking with him, there might be an opportunity to shift some of our operations to create more opportunities for them to focus on that.
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radar signs at certain locations in the city.
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upcoming year.
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one has definitely caused me to hit my brakes a few times.
So
thank you.
‸ And is there, and
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you know, actually cities where they actually, for traffic control, they use cameras. So, you know, you just,
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get a ticket, and that really teaches you quick.
Well, I can tell you about that. But that was. Yeah, there are some
states where that's not. Yeah, I don't
think.
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I was the chair of that committee ‸ that was moving that legislation forward for the state,
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‸ And I'll tell you what happened was that worked out great. There was some good revenue coming in for some of these cities. But then the state got involved as well and decided, okay, we want our cut. So they were getting a big chunk of that money, you know, from there. And then some of these cities were getting upset about that.
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I mean, it just kind of.
We're not going to spend our money to turn it over to the state. That's kind of the attitude.
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Yes, it was. Oh,
today? There
was? And so it was decided.
Today?
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So now they're successful.
And
that's planning now. Yeah.
That
was on the floor. Okay. Well, they were allowed
to put the cameras up.
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A lot of issues.
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it.
Well, no, you send it to ‸ my son came home. I got three tickets in one day.
Yeah,
but a big chunk
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of that go to your state legislators. Yeah. But a big chunk of the state legislators don't have nothing to do with it. Mm-hmm.
Okay.
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of African American History and Culture.
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well, we did submit a grant through the State of Florida Division of Historical Resources,
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Typically, we wouldn't budget for that until we received the grant. But in this case, we're going to
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we can ensure that we can get something started over there. And then the second half, we did submit for ‸ the final build-out of that facility the windows, doors, bring them back to their historical context, and that would require a
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And then the final item, I think city council has heard a number of times, we've got a lot of unsolved murder cases out there in our community. We did look at the police DNA testing, which is quite expensive on a case-by-case basis, but increasing that, I think that gets us another case evaluation. And so we did look at that, and we're trying to be responsive to the community's needs. And it doesn't assure that we're going to solve those, but I think it assists the police department ‸ in those future crimes.
So, Matt, before we move on, we've had several requests from the community, as you know. We had a workshop this weekend in District 4, ‸ museum, high school, and now YMCA. Since then, I guess they've taken back their requests
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Yeah, we have there's an upcoming slide we can talk about that ‸ in more depth. Yep. And then the other component, I kind of broke down city council's priorities into two areas, the community improvements, and then also the employee investment. We talked about the Spanish language incentive. We do have an ad pay currently that's in the LIUNA contract, ‸ 75 cents per hour. We utilize that on a daily basis in our customer service division. The educational assistance program, we currently budget $10,000 in that program. It's barely used, I'll tell you right now. So what we're looking at is a program modification.
Yeah.
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right
now that's not a part of their collective bargaining agreement. Okay. But I'm pretty certain they'll be coming to us, yes.
As soon as they see that, they're going to ask for it.
Yep, so if
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they're watching out there. And you know they are. Yeah. The educational assistance program, that's another thing we've heard from employees as well in the police department too. ‸ In that, you know, the way the program's currently set up, you get so much money for obtaining a C, B, and an A. It's at a specific rate based on the state rate. And so we're going to modify that program. I know Tammy's looked at it a way that it's more usable for our employees, and they can take advantage of that. I know some employees want to pursue a higher level of education as another consideration. So we're going to go ahead and be modifying that program, and then we'll continue to monitor the use of that.
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back looking to increase that. I
see year four up there. So you're not just talking about any. This is the fourth year of the program. Oh,
okay.
Okay.
And so we have some data to look at the use of it. And, I
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No.
Nobody's used it in utilities at all.
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Wow. Yeah. So it's not being highly used. We want to maybe redevelop that program. Well,
they do. I'm sure they ‸ know about it. It's just.
Yeah. It just may not be suitable for their use.
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One
consideration ‸ always is paying for certifications.
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to that. But there's a lot to consider.
On the Spanish, we actually, they do a proficiency
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they're very proficient in it. Just because, you know, if we're going to use them to help our customers, we want to make sure that.
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As a way to encourage those that don't speak Spanish.
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in the area from some of our churches are actually teaching Spanish as well as their English language classes. And Portuguese. We have a church teaching Portuguese. Wow.
We also have in there, for our collective bargaining agreements and then for the general employees as well,
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year.
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That's $620,000. So, as I mentioned earlier, the employees, that's, you know, that's where you get things done. It's also where you spend the money. And that's an investment in them.
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that's $338,000 to ‸ the city's portion of that cost. Police wage salary survey. That was another thing I think several members brought up. We're currently doing that survey to ensure that we can recruit trained professionals as well as retain those that we already have. And that ‸ is something that the union has reached out to us on. And then we're working on our side so we can come together and discuss that with them. Employee minimum wage is brought up to come up with a plan to move the employees to a $15 an hour minimum wage. And so what we'll be doing is a salary survey in fiscal year 2021 at an estimated cost of $12,500 that would look at all of our employees,
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employees, then our lowest paid to that $15 an hour and a corresponding increase across the bands, what that cost would be and how do we bite that off over a period of time.
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And I
would like to add, that is so important
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You just, you can't imagine what that means to someone that's making $10, ‸ $11 an hour, that difference. And that difference will affect a lot of things and their attitudes, their work performances, and so forth and so on.
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a long time ago as far as I'm concerned. That's just my personal opinion. And, but I truly think that this right here is very important.
Do we even have anybody who's working outside in the summer heat making less than $15 an hour? It's kind of startling.
‸ Yes. Yeah, our maintenance workers. Yeah, I mean. All
the essential custodial staff.
Custodial staff. Yeah. Yeah. Yeah. Yeah. Yeah. I
know. I mean, it's just amazing to me that anybody would take a job
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And
they do a good job. Yeah. It's just, you know, but it's, ‸ you would see so much, you would see even more from them if you.
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I mean, seriously.
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The employee residency program, we talked about that. And the city has done this, I think, in the last year.
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annually. And that would lead to approximately two a year that we could do.
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But we could probably focus those efforts with our employee base.
‸ We might want to take a harder look at that program and see if we can't, and not necessarily this year. But, you know, a lot of residents would like to see more of our workers live in the city of Coco. Right now, the way our program works, I think the maximum that a house can be is, what, $172,000, Nancy?
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possibly live in. And, I mean, we have ‸ some employees who, based on their salary, could probably
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But they're not going to get a house for under $172,000 out there. I think if we change that in some way that we might be able to move more of our essential workers, especially into the city.
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level of home that they could afford to buy, like Adamson Creek or Emerald Lakes or whatever.
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Yeah.
You know, so.
Yeah, and I'll work with Nancy on that, but I know there's some requirements under that program that may require some supplemental funds for the city to achieve that.
That seems to be a big issue. I mean, I get a lot of comments from residents going, why don't our firefighters live here? Why don't our police officers live here? So, you know, something we need to look at.
Yeah. And then we did evaluate a position,
a
sustainability position. We did some surveying around the state.
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wages. We looked at the benefits added on to that. It comes out to close to ‸ $100,000 position. That's not in the budget, but something that we've evaluated for future bringing into the budget.
I think
the one
that I had talked about requested, I'm really looking for something, someone that is really out there generating that grant money. And, you know, paying to some degree for their own position.
Yeah. That
can supplement the director's efforts and, you know, just a real go-getter, somebody that can be on top of that because, I mean, I review these every week when they send me down. And there are lots of things we're eligible for.
Yeah.
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tell you ‸ right now, he is processing a significant number of grants. And it's not just the application of a grant. It's once you get awarded, you're following through with it. And then those grants that we have that require quarterly reporting or even more often, he's the one that's following up on that. And so I think we're getting a high level of service out of that position right now.
It's a really different position, Matt, because I know he's doing all of the accounting for it and the reports. But to actually go forward,
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and then to be able to present the narrative that gets your
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Yeah. And they've
got so much to do on this.
Yeah.
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of what we need to accomplish and then seeing what may be out there. And so some of that, too, we'd hope to use the current vacant senior planner position to ‸ assist with some of those sustainability efforts in the interim. But, yeah. We want to talk a little bit about the use of general fund balance reserves. I think you all know the policy. We brought in some additional funds into that ‸ restricted reserve this year to set that ‸ amount that ‸ the city sets aside in the event that we have an emergency use. And so I just want to make sure that everyone understands, ‸ in the public as well, that the purpose of the fund balance reserve policy is to ensure that there's adequate, liquid resources to serve as a financial cushion for the general fund. And I think ‸ that should add a level of comfort for our citizens, knowing that ‸ the city has set aside funds as we are in this pandemic, as we're looking at hurricane season. If we were to be impacted by something significant, the city has a funding source there to support our continued operations. And ‸ that's something that they need to know and understand because, you know, as custodians of the taxpayers' dollars, it's not only managing the day-to-day, but ensuring that we can fulfill our mission, even in that worst day.
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that. And, of course, we utilize available fund balance-to-fund projects,
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catalytic capital economic improvement projects that would bring a return on its investment. So as we talk about that, and what's actually coming out of the 2019 CAFR, what we have, and then what we're expending in this fiscal year, per the CAFR,
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and that's what I just talked about, that emergency reserve, 12.2. We have 6.2 million assigned for certain uses, and then we have 5.2 million unassigned, available for use. And some of that that was found in the CAFR, that was as of September 30th last year,
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the use of some of that in this year's budget. And that amount is 2.4 million. That includes Pineita Street, the annual street paving and sidewalks,
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We had the fiscal year 2019 budget ‸ rollover, and then ‸ we did receive ‸ notice from FEC about two railroad crossings that we needed to make repairs to,
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deferred that due to the pending Virgin Train construction. You may see it downtown, we already have that work cart. That's a little electric four-wheeler that the downtown crew uses for landscaping. They've been very happy with that system. And then the police fire system for the IT training, the IT room, there's a server room over there, and
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but you can't just dump water on electronic equipment, so it's a specialized system. And so what you have remaining at the end of this year, should you expend all that, is $2.7 million.
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unassigned funds down to a level where we really want to be cautious when we spend those so we take into consideration future events that could impact the city and our ability to respond. So in fiscal year 2021, we do have a projected use of some of that ‸ fund balance, and some of that's in our assigned fund balance, as I mentioned previously, that $1.5 million for the Enterprise Resource Plan, and then our annual paving program of $300,000. So what
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At this point in time, we do have a balanced budget, and that budget is balanced based on the use of unassigned fund balance. And
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the police main gate controller there that's fronting 520 and gate, fire extrication equipment.
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because it's an essential piece of equipment that ‸ they need to fill their mission.
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or actually the fire department, the police department's already prepared to respond to an active shooter. The fire department has put together a program, and they're also prepared to do the same, and they need a little bit of additional equipment.
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without access control or the key card access, ‸ and so that's currently in the budget with the use of unassigned fund balance. The flatbed truck we talked about earlier in Public Works, and then the Cocoa Village Playhouse HVAC, IT server room HVAC, and then the remaining two units on City Hall HVAC. In the total right now,
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Now, we're still in June, and we still have some work we can do on the budget, so we're ‸ continually evaluating these expenditures as well as others to further reduce that use of unassigned fund balance because,
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where we need to be sustaining our operations on our reoccurring revenue, and I think that's a primary focus for the city, especially as we look at potentially uncertain economic times. This ‸ puts the city in a much better position long term to ‸ control those costs, continue to receive economic development projects that further increase the revenue to kind of provide that separation of expenditures and revenue so that you can fill that gap with additional programming for the community, and I think everyone wants to see some improvement in our park system,
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a pretty significant ongoing investment in the city's parks that would lead to a higher quality of life. So with that,
I
want to talk about some of the community-based requests.
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we have those right here before us. The first one on
the
list there is the Cocoa High School. The request, they had three different projects that tracked football field, turf, and bleachers. Those projects have been listed in the city's budget in fiscal year 19 and 20.
We'd
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recently met with Cocoa High School to kind of,
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So we met with the high school because it just continues to ‸ be in the city's budget, and we met with the high school to get a scope of services on just a single project. ‸ We want to see one of these projects through, and so we don't want to continue to carry this money in the budget year after year. It was budgeted for a purpose, and so they will be submitting to us a scope of services for one of those projects. We'll bring back an interlocal agreement and distribute the funds. So there's an update there. The Brevard Museum, located there off of Michigan Avenue, they've requested $50,000 annually for three years ‸ for museum operation. They're currently operating at a deficit out there, and they're looking for assistance to continue to keep the doors open. ‸ Councilwoman.
‸ You know, everybody wants money, money, money. You know, like school. I pay taxes.
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I'm paying double taxes, and I'm paying $75,000 more. The tax credit is just, you know, just so much we can do. Yeah.
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It's completely understandable. ‸ Those funds for Cocoa High were budgeted in the last two budgets. So essentially, city council has approved that. We just need to bring back those costs, and we can remove that one from the future year's budget.
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The
YMCA. They
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And they had a request as well to Eastern Florida State College, who they leased the facility from, for some facility improvements. I know some of us were just out there this last Saturday. Toured the facility, and then yesterday we received a letter that they're closing permanently.
There was a decision made out of the
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Orlando.
And they are reimbursing the automatic payments that they were taking out. Yep. So they are going to refund money.
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I
know they've had a proposed plan for some years to raise funds, but...
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the one
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Yeah,
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Oh, it's gone. Yeah,
it's already gone. Yeah.
And then the final request in there
we
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received here probably in the last month,
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related to their community school. They have,
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and
it's basically all those needs that normal students would get through their family. And they've requested $25,000 for a wellness coordinator who's actually a registered nurse.
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provider. The school currently transports students down to Brevard Health Alliance in Rockledge to ensure that they're receiving their health care needs are being met, as well as dental services. And so they have that request. Children's Home Society will be providing an additional amount to fulfill that full obligation for that position. I think that's, yeah, that's the first time this council is seeing that. So I would like to have a little bit of a discussion on what we'd like to do with these. I would think
that the Endeavor for an RN, you would think that there would be federal grant money out there for a position like that, for a school that falls in the category that Endeavor falls in. Wouldn't you think? I mean, I'm sure they're on top of it.
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And I thought they had secured some reoccurring funding. I thought they did. But they do have a request for this next year. The Brevard Schools Cocoa High request, that's essentially been fulfilled. So I
don't
think there's any need to take action on that. But we still have, and then the YMCA, I don't believe there's any need to take action on that. Really what we're talking about is the Brevard Museum and Endeavor Elementary. Facing the ‸ times that we are,
I
mean, ‸ we've been really focused on providing those core municipal services and ensuring that we're able to continue to provide those in the future. And so, you know, I understand that this public health emergency has impacted these other areas as well. We're certainly not immune to those impacts. But, you know, just my opinion is just that, you know, the city shouldn't fund these programs in this next year. We can look at some alternative means to assist those organizations. For instance, the Brevard Museum.
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And in fact,
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there were a couple of grants that, at least one that they were eligible for that I'd sent over that way and told them we'd certainly support their application on that. Would it be possible, Matt, maybe
to support some of their needs with some staff as far as, like, ‸ if they need repairs, maintenance, that type of stuff, grounds maintenance, whatever, could ‸ maybe look at, you know, using the money that way as opposed to just handing over cash?
Well, you know, just to, we had the workshop this
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at other assets in that area that I would
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I don't see a sustainable plan there right now. He's looking at operating expenses. But I think there are some bigger questions for us because we've got a section of the city that is spiraling downward. And I sure don't want that to happen on my watch.
So,
I don't know. I feel like we need to facilitate some bigger thinking.
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So, they close up.
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We've got these great nature trails.
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I
mean, it's really quite a treasure. You know, I took my family over there a couple weeks ago when the weather was nice. The alligators, the ducks, all the turtles. I mean, it's a great little trail. And they've got an outdoor amphitheater.
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So, we went from having a city facility that was a public service to basically a storage shed at this point. And
so,
and then you've got Travis Community Center, which is one of two community centers in our city. And, well, we know, you know, the county, we're not a priority. Or maybe they don't have the funds, whatever. There's not a whole lot happening there. But, anyway, it's a bigger discussion. And I hope we have it soon.
‸ Yeah, those top three items are all in that same area you're describing. Yeah. Now, the public schools,
I would argue, and Cocoa High School, first of all, that school's reputation and standing attracts or detracts people from Cocoa. I think it's a good argument for our investment. Not only that, but I think it was
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saying, most
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These are our citizens.
And
it's an investment in them and back to them. So that's kind of a no-brainer.
Well, that was the, that was actually the reasoning behind the money that was spent to build the stadium and then turn it over to the school board was the school board wasn't going to do it. But we built that stadium as a part of our economic development plan. Because you're not going to attract people to a city that doesn't have a good school. And if you look at what's happened to sports at Cocoa High, especially football, since we gave them that stadium, we've got the bang for our buck. We have a nationally recognized football program. We have four young men
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happened without that stadium. Because when you have to take your football program to another city to play,
you
don't get to build that pride.
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more than paid off. Yeah. And so I don't have an issue with, even though it really upsets me
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And they can sit up there all day and say whatever they want to, but they do not provide the share of
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other schools. They never have and they never
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meetings and demanding their rightful benefits from the taxes they pay to the school board.
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what,
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little bit, $75,000 to improve the track so that the principal can attract some track and field events, maybe make a little money off of his track to support some of his other programs,
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then we might as well shut everything else down too. So.
Yeah. And actually
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I mean,
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see how he has brought up the academics as well. Oh, yeah. So that school is really making.
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‸ so they're not going back and forth. But anyway, I just wanted to say that what I'd like to see happen ‸ if we can,
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we have a map, we come up with a map and we identify all the amenities that the city has to offer. ‸ What's in place. There's for the museum, the
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on the border. Just everything we have to offer. Parks, community centers. Parks,
community centers.
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all these facilities and ‸ what's happening. Because when you're trying to sell your city, you know, that's one of the things that they're looking at. What do you have to offer? Education wise, ‸ how well your schools are doing and and then ‸ what other amenities you have in there as far as entertainment.
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there, the Cocoa Conservation. If we can identify all those areas in the city and then just go and just maybe take a look and see where we're at with those facilities. What's happening with those facilities so we can see what we have and then maybe sit down.
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School and ‸ everybody's pretty much spot on with this. But we're losing so much in our city, man. I mean, it's just there's a lot of education here. This museum right here, education wise, I mean, you can't beat that. The solar ‸ facility, you can't beat that. All this is ‸ in our community.
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And I just, you know, just like for us to take a better look and maybe sit down and have some community meetings with reference to these facilities. And because a lot of folks don't even know that they're in existence.
Well, you know, Mr. Mayor, we also might want to look at using the platforms that we already have to help promote them. Because we do have a pretty good social media operation.
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website and our social media presence. And maybe that's something that ‸ we can look at doing through Samantha and Rachel is promoting more of these things. I mean, we share a lot of what goes on in our community. But if we could encourage these people to share their special events and share the things that are taking place. ‸ Because if you look at our social media presence compared to some of these, we are so much further ahead of them. We have a broader reach. So maybe ‸ we can do just a little bit to help just right there. We
can promote them on our websites as well. ‸ But the thing about it is ‸ I understand where Councilman Bolvera is coming from. We just can't continually bail out, you know, maybe some mismanagement or whatever the case is. Or lack of fundraising or whatever ‸ some of these ‸ organizations are doing and bailing out maybe ‸ even the school board. You know, and we can't continuously do that. But we can sit down and see where they are and then say, hey, okay, we're doing this right now. But, you know, this is it. You know, so we
just need to stay
informed, you know.
‸ I get comments from people about, gee, I pay so much more in school taxes than I pay to my city. But I get so much more out of you. And I'm constantly explaining, no, you're really getting benefits from the schools even if you don't have children in them. That you want the benefit that the schools are giving you. But when people look at their tax bill and they see they're paying three times to the school board what they're paying to the city. And then they see us spending their city money for what should be supplied by the school board. Exactly. That's hard for them to swallow. So, you know, Don's right in that aspect.
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retirement community
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But we all pay the school tax.
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You know, they're paying them a tax bill. Then they pay the taxes and they're paying it again. And if you keep doing this, the school
board's
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going to say, well, let Coco take care of
it.
We won't take care of it because Coco will take care of it. You follow me?
That happens. And that's
exactly what I can tell you right now
what's
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happening. They're going to say, well, you know,
what
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the heck with it?
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And that's what's happening. And that's why I'm totally against that, you know, funding these schools.
But sometimes us seniors forget that these kids are our future. They're our future doctors.
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year. And we're saying by funding out of our taxes, you're paying double jeopardy. That's what it breaks down to.
And this
‸ isn't the bank of Coco. If you want money, go to Coco. They'll give you some money so you can get going or keep your business going.
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just have to step back for
a minute and clarify the record. When it comes to museums, museums of this type, if you look across the U.S., very few actually are able by charging fees to sustain themselves. It's usually a combination of things. There's usually a trust involved. You know, I don't know. Like I say, bigger minds than mine or a combination of minds need to get together and figure out something that is sustainable to have this resource available to our community.
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Do we know what the county helps with the museum funding? Nothing. The
county does ‸ not anymore. When ‸ the Florida Historical Society took over operation of that, the county was in a strange situation where they were kind of like the middle man, where there was a lease from the city to the county to this operator. And so at the same time,
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we also severed that agreement and did a direct lease between the city and the Florida Historical Society.
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Not
that I'm aware of, no.
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It's absolutely
ridiculous that they don't get funding from the tourist tax. They should be
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Because, you know, a lot of folks in the county gets benefit out of that museum. It's not just the city of Cocoa.
Well, people actually do come from other parts of Florida to visit the Florida Historical Society and that museum. So you're right. Oh,
yeah.
But it is more than the museum. The planetarium has gone into disrepair since Hurricane Matthew. There's a $1 to $2 million price tag on restoring it. The telescope, I understand, is still in good condition, but it's a roof matter. And that area used to be known as the Circle of Science, and all Brevard schoolchildren, not sure what grade, went through there. That was just a part of the program. I
used to spend every Friday night at
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Right.
So there are a number of assets there
that...
Yeah, that's okay. We actually have the next portion of this presentation is Stantec, the city's financial consultant. They'll be doing the projection...
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...for you all. We can take just a little moment to make sure we have all the systems working here.
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Hello.
Can everyone hear me?
Yes, sir.
All right. Good evening, members of the council and mayor. This is Pete Napoli speaking. I've got a presentation for you guys on the results from the general fund analysis. And I also have for you here today the live model of which you can manipulate variables and discuss scenarios, and we can go over the impacts to the results. So can everyone see my screen all right?
Yes.
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We've got three members have stepped out of the room.
Okay, no problem. Just give me a heads up when you want me to proceed.
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All
right.
Now that we have everyone back, we've got Pete on the line from Stantec,
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This is the same model that at least our newer members went through last year, and some of our longer-tenure members recall
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now to not only project our current revenues and expenditures,
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today and how we forecast forward on where we currently sit and how your decisions on revenues and expenditures impact that 10-year timeframe. So with that, I'll go ahead and turn it over to Pete, and he will take you through this model.
Hello,
everybody. I'm back. This is Pete Napoli speaking, and I've got the financial model that we have updated for the city's general fund
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We update the financial model to reflect the ‸ latest budgets and assumptions and also incorporate any key issues that are unique to the city of Cocoa. So you should see my screen right now, and this is a live interactive model. You're looking at the control panel, which is a summary of some important inputs and outputs. And ‸ the power of this tool is that we can make adjustments to specific variables that are important to the city right here and then present to you the impact over the long-term projection period. So just to recap, we have the fiscal year 2020 amended budget loaded into this model
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today.
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downturn for both fiscal year 20 and fiscal year 21. Starting from the top, I just want to review some of the key components of this control panel so you can better understand how you can use this to ‸ analyze scenarios and aid your decision making. This first section here shows the millage rate, and this is where we would change ‸ the millage rate assumption over the 10-year projection period. Currently, it reflects a steady millage rate maintained at 5.979. We also have the taxable value increase loaded in here, and this is also another input that we can adjust. Between the millage rate and taxable value increase, you can impact the projection of the city's ad valorem revenues, which are one of the only revenue sources that the ‸ city ‸ has control of in regards to the city's general fund. We have a section here summarizing the projected cash flows and also the ‸ target fund balance in each year of the projection period,
and that's
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graphically represented by the two graphs at the bottom of the screen. On the left-hand side, we have the
end of your
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fund balance that's projected in each year. And in this graph, you'll notice there's a black line. The black line represents that minimum reserve target that is required for the city to maintain. On the right-hand side, we have the projection of the cash-in and cash-out of the fund, and this helps you understand the trend of how revenues escalate over time compared to expenses. Currently, ‸ the panel you're seeing represents the results of the analysis at this time, and you can see that in each year of the near-term projection period, we are projecting the city's fund balance to maintain above that minimum reserve requirement. Thus, we're ‸ projecting a sustainable path forward for the city of Cocoa. We can ‸ contemplate a number of different variable adjustments. We can adjust the millage rate. We can also adjust the fire assessment rate increase.
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assessment program in each year. We can also add ‸ potential expenses or potential revenues and create a number of different scenarios for you all. So at this point, I'll turn it back to the city, and I can entertain any ‸ questions or requests.
Thank you. Thank you.
Yes. So at this time, it's opened up to city council. This is as Pete had mentioned, this is an interactive model. So if you have an interest and want to see that impact projected over a 10-year timeframe, we can go ahead and do that at this time.
Yeah, so I was just wondering the tax rate and value increase that goes of course, we have that we did last year, this year, and then
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What
is that based on the last 10 years, or
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Yeah,
so what we have up here is
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and that's made up of new construction value as well as existing appreciation.
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and so that's ‸ a good number.
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‸ our most recent projection from the Brevard County property
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And you may ask why we have a very conservative projection than going out that 3% in fiscal year 2022.
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the home valuation and ‸ that market, and so we do want a very conservative assumption. Fiscal year 2023, you see an appreciation there outside of our assumed 3%. That's really due to that tax abatement on the Walmart dropping off.
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and then in that out year, you know, there's also some existing vacant 140 acres next to that site that we believe will have development potential in those out years, and so we put a small assumption out there. That ‸ is correct, yeah. Yeah.
Yeah.
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construction value of some of these multifamily projects that we're currently processing right now. And the reason for that is there's nothing coming out of the ground yet.
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building as fast as they could, we know how quick it can change. And so we didn't want to go out there and provide any assumptions that may not come to fruition and really base our development on the budget and future expenses and decisions on what we believe is a conservative assumption.
Yeah.
We'd rather, you know, put the city ‸ in the best position possible rather than assume something that may not come to fruition. And so that's reflected in that ad valorem line. And I think it's really important to look at those, the black line and the orange line on this chart in the lower right because ‸ that's your cash in and your cash out, and ‸ that's what we look at. And those lines, if they're on top of each other, things are good. As you see in those out years, you know, the first five years, you know, are a good outlook for the city. And ‸ in the out years, those expenses start outpacing the revenue. Yeah.
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to bring that black line in line with the orange and hopefully exceed that orange line.
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a continual investment back in the fund balance or the city could look to fund additional programs for the citizens, such as we've previously talked about, our park system.
You
know, you need to have a sustainable revenue source to support that ongoing effort. And realizing an appreciation there and distancing the black line from the orange line would put you in a position to do that.
And
I think that would lead to a higher quality of life and something that we really should strive for. It will take a continued focus on cost expenditure controls as well as continued work in the economic development arena.
Can you tell ‸ does anybody remember the 2008, 2009, 2010, what our taxable value increase was, or was it negative? No,
it was up there. It when we went into that recession, we, I think, with this next year, will just surpass where we were before the downturn. I think this year will be the year we eclipse that. So then
after the recession, though, then it's ‸ Yeah,
it was
The taxable
The
taxable
Oh,
double-digit drops.
Yeah. We had
We
present that we'll present that at the next workshop. But you'll be able to see it year by year. Yeah. Significant drop.
Could you? Yeah, a lot of the projects you saw happen in probably 2014, 2015, around that time, 16.
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Emerald Lakes. Emerald Lakes.
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And
then Those
were projects that were underway.
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sitting out there vacant. And
then you had White Chalice that was going to actually had a bill to do the old city hall there.
We're
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going to put retail, parking, and
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So if you take out could I just see it if you take out the 3% tax assessment
The fire assessment,
for
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this year.
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the 3% rate increase for the fire assessment?
Yes. Okay.
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‸ I'm going
to bring in our
scenario functionality that helps you understand the impact, and that's the current last plan. The green bars represent the last plan. Blue bars represent the plan after we make any adjustment. So when I put a 0% in the fiscal year 2021 fire assessment rate increase and calculate the model, you'll see the blue bars move. The difference between the blue bars and the green bars represents the impact of that 0% fire assessment rate increase. So
we
don't feel the
impact of that.
The end of the projection period is slightly ‸ lower.
So do I understand that we're not feeling the negative impact of that until the end of this scenario, which will be 2030?
Well, I mean, you'd feel the impact immediately, but I think what you're getting at is that, you know, if you look at the cash in and the cash out, we still maintain cash in above the cash out until about year 2025, even in that scenario. And then you can also look at the fund balance reserves. You know, there's
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And that also affects some of the projects that we were discussing earlier. It
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3% is going to have to be picked up from your job.
And that's the
general funds.
Yeah.
I
only ask because of this year, and I don't think we really felt the full impact yet. Yeah.
It
hasn't been as negative as maybe it could be or maybe it will be. But I know ‸ I have a number of constituents that continue to harp on the fire assessment fee, and I found out this afternoon, I guess at one point,
it
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felt like that was supposed to go away and it never really did.
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Oh, I was there.
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years.
Mm-hmm. And
it was ‸ replaced, outdated equipment that we had.
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Yeah.
Yeah.
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That was the first year
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Yeah, I was on the council. We had that fire assessment fee,
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And they had some severely, they had some severe issues there within the fire department.
I don't remember an end date on that referendum. Do you,
Anthony?
You wrote it.
So that was
a
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discussion when it first came about. But then, you know, today we're still here and then there's a need for it. I get it.
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four years. It was the, was the goal. And that's how it was sold to the council at the time when it was brought forward.
And that 3% represents about how much average?
Does
anybody hear?
The
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$80,000. And that relates to an increase of $7 on the resident's annual bill.
Okay. So just $7.
Yeah.
But yeah,
and
also, you know, we also look at the cost of the fire service overall. That includes, you know, their facilities, their personnel, their equipment.
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what's that cost recovery. ‸ And with a 3% increase, you're right, right around 40% cost recovery on that.
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Yeah, ‸ as far as the cities? Yeah. Yeah. And we do typically present that during the trim hearing.
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We don't have it in this presentation though, but yeah.
Well, you can put back the 3%. I was just playing.
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I understand where you're coming from. It's just a time, you know, you just find out things that are happening. And like I said, this was back then, it was supposed to go away, but there's a need for it and, you
know.
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well, I mean, not to get into that in particular, but just pointing out that it's a relatively insignificant scenario to
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Oh,
yeah.
And this model, I would imagine, is much more accurate in the next couple of years, but the further away you get,
the
less accurate of course it would be because there are so many assumptions.
That's right.
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that more, but, you know, it's built upon a lot of assumptions and escalation factors that, you know, while we look at industry standards and consumer price indices, you know, it does change. You have something like the pandemic that comes along and completely changes those assumptions. So it is built on assumptions, yes.
That's correct. We typically tend to focus the conversation on the first five years because that is a more accurate forecast built on real knowledge of upcoming changes and a good understanding of the escalation of expenses. ‸ But once you get past the five years,
there's
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a good degree of uncertainty. And, of course, as part of our annual financial analysis, we come back every year and update the model with the city to reflect the latest assumptions and any significant changes to the plan.
Okay. Were there any other questions? Would you like to see anything else related to the model?
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Sorry about that. Yeah, the audio is not that clear. Let
me
calculate the model. There we go.
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So slightly below the minimum reserve requirement, but that's within a margin of error. And, of course, that's the last year of a 10-year projection period.
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And, you know, there's a couple of other assumptions in this model that you should be aware of. This is assuming no new personnel, which, you know, is going to be very difficult to maintain over the 10-year period. And, you know, I wouldn't suggest that that's necessarily accurate. As your programs change year to year and your needs, you know, you're going to need to be able to adapt to that.
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So if there were a need, you'd be able to accommodate that and evaluate that on a year-by-year basis. The other important note is that we have an assumption of capital spending of $1.5 million in the general fund. So just taking, for example, next year as we're looking at this pumper truck for fire, that's half of it right there.
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met as well. So that's a very low number. We're going to have to continue to evaluate those requests ongoing and really scrutinize those numbers, because $1.5 million doesn't leave you a whole lot of room to complete those capital projects, not only for what you have, but what you may want to do. Or what
might happen. Or what might
happen.
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Okay, if there's no further questions, Pete, thank you for your presentation.
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we will move back into the city's presentation.
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Okay, thank you all for your time.
Thank you.
Thank you.
So with that, you've seen the model. We've talked about it a little bit. And this is just a little bit
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would like to get some consensus from City Council related to that so we can continue to build the budget upon that. So the first consideration is that millage rate. And and what what we looked at and what we're recommending is to maintain
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fiscal year. And
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that would be noticed then as a tax increase, so just so you're aware. But just looking for a consensus on that item right there.
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We don't actually vote on that until here at a future date.
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Okay. We will continue with our budget development ‸ progress at that current millage rate. Fire assessment rate, as we've spoken about,
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with operating the fire service. In in the fiscal year 2021 budget,
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same
Okay. We'll continue with our development. So with that, we want to talk a little bit about the water sewer fund,
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start out by you know informing not only the council, but also the citizens as well as the customers that we have that may be watching or may be interested to know. the
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and what that is is that's a complete evaluation of all of our fees and services that we provide and we are currently in process with that project.
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so we
can change ‸ I was wondering why there wasn't a title slide ‸ yeah that's good So since it rained out earlier, we'll go straight to stormwater. So the fiscal year 2021 stormwater budget, as you all recall last year we set out with ‸ pretty aggressive program to not only do a 10 year capital plan, but also look at the methodology of our current stormwater ‸ system as we build on our utility accounts. We then went to an assessment methodology as well as established tiers based on impervious area ‸ properties within the city. And so what we have is the first year of that program, the completion of some projects, and then now we're moving into the next fiscal year. And
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that in the subsequent years we would come back to city council for their evaluation of that program and its rates as we looked at potential increases to support that capital program. And so what we're doing here tonight is we'll be able to show you some of the results of that program but also what we'd be looking at for next year. And as you can see, we have up on the screen here the revenues by funding source. And you can
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use of the fund balance
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that we wanted to
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in that it has very small revenue total. And so when you take personnel operating expenses and combine those, it represents a significant amount of the overall fund, leaving you a few dollars for your capital projects.
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efforts of the city. And those projects oftentimes are quite expensive. And when you have a small fund that you want to cash fund these projects, sometimes it takes you a few years to get the engineering and to get the funds together to execute those capital projects. So what we want to talk about tonight is bringing back Stantec into the meeting here and talking about that actual rate. Because if you recall, when we did the assessment and methodology change last year, there was a projection for two more rate increases this
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And what we had discussed with City Council last year was that ‸ we would come back and evaluate that in the ‸ budget process to determine, ‸ did we actually execute these projects in the community where the community would have enough confidence in us to be able to seek an additional rate increase. Did we go out there and work to obtain grants to further support our program?
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there's still some out there right now that are being completed, that some of the citizens are taking notice. You know, they haven't seen work done in many years. And our public works crews, stormwater, they've been doing a lot of work.
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We got all the ponds on a maintenance program so they don't end up in that position again.
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from a water quality perspective. And, you know, shortly here you'll see the relief channel dredging right down here near the State Road 520, which will provide a significant improvement to the water quality as well as the drainage of all that area south of 520 and east of the river.
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These are visible projects, which makes it so much nicer when people can actually see.
That's right, a lot of the infrastructure, much like our utilities programs,
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So when you're out there slip lining and, you know, replacing these pipes, they don't necessarily see that. But these are visible projects that the community can see.
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going to take you through the model so you get an idea of, you know, the ‸ rates for this enterprise and what kind of capital programming it would support. So with that, I'll turn it over to Kyle.
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Kyle Stevens will be leading us through the stormwater model. And the stormwater model is very similar to what you just saw on the general fund side. We're looking at, again, the sustainability dynamics. And I started the model off tonight by holding in the 9% rate increases that we talked about as part of the full stormwater fee study
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do capital. And so with that increase in 21, what we're really talking about from a dollar standpoint, the majority of homes in your community are in the Tier 2 rate,
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cents if you think about it monthly.
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And what we're fundamentally trying to do in this particular fund is align the cash-in here in black with the orange line, which is the cash-out. And unlike your general fund, this fund is really trying to fund capital. And so you can see the peaks and valleys here from year to year as we move out to the future.
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they're smaller projects. But on average, we're trying to get that black line to go right through the valleys and the peaks so that we can keep a sustainable funding mechanism in place to provide that capital.
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and 22, that will provide a sustainable level of funding. If I go to the operating chart here on your left,
a
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black line represents the minimum balance we're trying to hold here. So that gives you a little bit of room above the trees if you have unplanned system failures or storm events that you would need to fund. And we're trying to keep right at that target or a little bit above it. And you can see with 9% on some years will be a little bit above, but overall we're going to be very close to that when we execute these capital projects. Now one of the dynamics that came up as we looked at this particular fund this year was the fact that you were able to leverage the fund potentially to get a grant for a significant project that's taking place in fiscal year 21. That would be the Fisk Boulevard project.
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funding, you can see the funding in 21 is being all
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I'm going to go ahead and turn the grant on and calculate the model through. And actually before I do that, let me just save this to last real quick. So I'm going to pull up here where we've got the green bars and the blue bars. The green bars are going to stay static.
The
blue bars will update when I make this change so that we can see how the change affects the fund.
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in, and we don't know exactly when we'll be notified on that. ‸ We've submitted for it and likely the city will be notified sometime in the next fiscal year. But what this shows is fundamentally as that grant becomes available, it would free up some resources.
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fund balance
target
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they're actually going to stay up higher in each and every year because we haven't had to expend that money fully for that
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project.
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You could potentially do more capital and advance your capital schedule,
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be a sustainable plan going forward, recognizing we have these available resources now. What we can see with this is if
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the fund balances are sustainable in each and every year. They're going to stay a little higher in the near term, but then come right down to that fund balance long term. And this would be another way to arrive at a sustainable plan should that grant
become
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available. And so it's something that as the utility moves forward, matures, as you have these kinds of opportunities come available, we'd like to look at it in this model, and then give you the feedback of how that could potentially change the outlook from a rate perspective or capital funding.
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like to see in the model, I'd be more than happy to plug it in for you.
Okay, so unlike what we just looked at with the ad valorem, this is not ad valorem.
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at assumptions, low assumptions, conservative assumptions of 3%, both or whatever. Here, that's kind of irrelevant because this is a tiered approach. What about construction costs? What are the assumptions with construction costs built into the model?
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news record, ENR, as it's commonly referred to as the measure of increases in that. And so what we have programmed into the model is your current capital plan projections, which are shown down here in the graphic. But in each year from FY22 forward, we've included a 3% adder in cost to assume that the cost of ‸ construction is likely to increase in the future. So we have a
based
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in essentially into the model that there will be construction costs going into the future
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Thank you, sir.
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Yep. Or the next two.
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Next
two.
And let me
‸ probably
rebate on
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us to go back to the no grant scenario.
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through.
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Yes.
Okay. So I'm going to go ahead and put 9 in here, and then I'll take the 3 out. And when we calculate that through, it's going to give you some additional resources.
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to be a little bit higher than the green bars, which would mean that you could probably fill in some extra capital projects out here in the 25, 23 area.
So the reason I said that me and Mr. Smith had to look a woman in the face yesterday, that in her neighborhood, there's cars being flooded out when it rains, right? But we had to tell her we didn't have the funds to complete a project. If you don't live in that neighborhood, it probably won't affect you at all. But the people that live in ‸ this particular neighborhood,
which
is probably the other neighborhoods as well, that have the same issue dealing with stormwater. It's tough to tell them in their face when you see a car stuck in water that the city can't do anything about it. So I do understand that ‸ there's going to be a financial constraint, but also we have certain capital projects that need to be done. So what other way, how else can we complete them? And ‸ the citizens, they don't really understand these numbers. All they know is, you know, their street is flooded with water and they know that. And they, you know, they're
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They just don't see it, which we do have some good projects going on, but we can't do everything we need to do because we don't have the funds.
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And
maybe we need to look closer at that. I don't know.
Yes. So what you have is a couple of sets of projects. You've got flood mitigation and you've got water quality. The water quality, if you recall,
is,
you know, born out of the impaired body of water we have to the east of us.
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But then
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mentioned, it's like it's not a problem until it is a problem.
Yeah.
And then there's no immediate solution. Right. So it is very frustrating. And so, you know, as we look at this model, one thing that's important to note, that lower right, that's completely empty. There's no borrowing. Mm-hmm. This is such a small fund that if you were to borrow or bundle some projects together, that operating and maintenance side with your debt service,
you
know, leaves you nothing for projects in the future. Until that's paid down or you raise rates to the extent where you can build back some cash to fund those projects. It's no different than our enterprise fund. It just happens to be much smaller. So these projects have a much bigger impact on it. Mm-hmm.
So
I think what was reflected in the model of doing that initial larger rate increase, you know, would allow that over the future years and set the stage to complete those capital projects. Or as you currently have displayed in the model, build that early on to not only complete what we have projected, but also add in additional projects, complete them in the near term, you know, search for grants to also maximize that. I mean, this is what that FEMA mitigation grant turned off. Gotcha. You know, so should we receive that, it really changes the programming of that fund and would really accelerate it based on the current forecast. So.
And when could we possibly know about that?
I would have hoped a couple years ago, to be quite honest, but they continually come back. They try to do cost-benefit analysis based on the valuation and the flood stages. And so ‸ we've responded to every request in short order. Another project that we had that was submitted at the same time was for the
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We've received that grant, and that's proceeding to construction this next year. So we're hopeful that it's soon, but I was hopeful about a year and a half, two years ago as well.
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tomorrow.
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And
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of
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So. Okay.
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if we find that our
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downhill or the projections
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kind of given you our consensus on this millage rate and the fire assessment, are we able to go back at that point? You're not
locked in.
we're
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not locked in until the end, but ‸ that's what they always say. ‸ You get there and say, well, if you
don't do this, then
this. No, you're not locked in on that right now. It's just a
You know, you would have to do corresponding cuts. Yeah. Yeah. Because ‸ in the end, you need to have a balanced budget, which would mean potential impacts to current existing levels of service or programming.
Excuse me.
I mean, because we're looking at, okay, so
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I'm sorry.
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No. No. Just if we were to see.
I
mean, we just
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We're starting to surge in terms of the COVID, and I could see where our financial projections might start to really slide as a result of that.
So this is a fee that's a special assessment on the tax bills, and we're under calendar deadlines with the property appraiser and the tax collector to get all this done within the trim process deadlines. ‸ So once council makes a decision, whichever way you're going, we can show you the numbers in July, but then from there, we have to provide that information to the county office.
Okay. So we're really making the decision then,
for the most
part,
here.
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taxes?
Outside of the ‸ Because the millage ‸ really depends on your property valuation, so it's really hard to determine that. But I think Rebecca has some numbers related to the fire assessment and the stormwater, if you're in the tier 2.
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for the average citizen of $16 per year, or $1.33 a month.
And then whatever their taxes were increased to, based on the value of their home. Yes, ma'am.
That's
right.
Or exemptions.
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Well, I'm comfortable with that right now.
No, I
was
just saying.
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You ever notice that, Pete? ‸ A lot of times, from what I've seen in my short little life, is that sometimes we're
I
know we're going to get fussed after any kind of increase, no matter if they see a good product or not, right?
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lot of money don't mind paying a little bit more for a good product. Well, for
sure. You
know, I'm just I'm just
It's stormwater. From what I've seen. It's
true. ‸ I mean, if it's $16, I don't mind paying $16. And I'm
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we're not even close yet.
We've got
utilities.
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This is important stuff. This is what you get paid for.
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Any other assumptions
you'd like to look at with Kyle on the line here?
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it's freezing in here. Can we afford a new thermostat or something?
All right.
So
with that, thank you, Kyle. We will just I think
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just I think we'll just
get a consensus. We'll go ahead and build that budget around for fiscal year 2021 a 9% increase. That's important for us to know because Bryant and his team, they've got to line up these capital projects to really get a good understanding of what are the needs in the community. What can we achieve this year?
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status. And so they need to get to work on that so they can put together a proper program to address those needs.
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go ahead and proceed with that.
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And this is also this actually comes on the tax bill.
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They'll get their initial
‸ And then in November
it's
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Yes.
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Yeah. For that discount in November.
Mm-hmm.
Okay. So we'll go back to the water and sewer since we started there. We do want to start out by talking about some of the revenue trends. You can see just in looking at this chart, probably something that jumps out to you, 2018, a pretty significant amount of revenue. Obviously that was due to the revenue received from a bond issuance.
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spend those dollars down. But as we look to the fiscal year 2021 budget, you see an increase there. And we're going to talk a little bit about that as we move into this fund a little bit. ‸ But I did want to touch on ‸ the pandemic and its impacts on the water utility. Jack and his team are continuing to monitor that water production on the plant side that's going out as well as those revenues that are received when the payments are made. And it's kind of an interesting scenario in that we're finding right now we're pretty much on pace as ‸ we had assumed we would be. Now there is some movement within that. As we know,
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passengers. And very large ships taking big draws of water isn't occurring right now. ‸ And so their consumption is down, but yet we're finding the residential and some of those smaller users is actually up as well as some of our other larger users, Kennedy Space Center and such. So it's kind of an interesting time. So we're continuing to monitor that for any changes because ‸ no different than the city's general fund with sales taxes,
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until you receive them. So that's something that we're closely monitoring. One thing I want to talk about right off the start here, as we look at the funding sources, you see a highlight on the impact fees. Why that's highlighted is that the ‸ finance department wants to more closely track those impact fees that we ‸ receive and then also track the expenditure. Because there's certain state requirements as well as accounting requirements related to those fees. And by separating ‸ an account, we can better evaluate that ‸ revenue and expenditure.
That will also assist in ensuring our bond compliance and then also with the consultants, when they do the rate study, it separates the different components for them to analyze.
And so you can see we're, and ‸ Jack will tell you, I mean ‸ they're seeing the development system-wide right now. It
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that change of negative 1 percent, there's really close to, you know, it's an assumption on new development. And so we're pretty well maintaining that. Charges for service, you can see all those various fees that flow into that. And we're looking
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And that is the majority of the revenue that you receive for that fund. You have some miscellaneous revenue there, a very small amount.
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metal rent and royalties that the utility receives. Other non-revenue, this is the use of the unassigned fund balance for the use of capital projects. You see a very significant number there. And what that represents is while we've funded some really significant capital projects through those bond proceeds from 2018, we are now at the point of using some of our cash available to fund some capital projects. And the utilities department has a number of capital projects scheduled for next year.
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Still leaving that fund with our target reserve of that six months of operating and maintenance, should we encounter anything natural or man-made disaster that would create a significant need immediately. So you're seeing some cash-funded projects. The enterprise fund is still in a good position in the event of an emergency or disaster. And you're accomplishing your routine operations and maintenance.
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warehouse. That inventory function was reviewed and kind of looked at as more of a financial function.
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It's actually shifting elsewhere. That inventory warehouse is now under the purview of the purchasing division within finance as they do their annual reconciliation and a lot of the functions related to the storage of that city-owned property is a component of that.
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You have the utility support services, meter readers and field services. There's representation of 8% increase. A lot of that due to personnel costs. I think there's a couple of new vehicles in there as well for the meter readers. Administration. That cost represents the salaries for the personnel. ‸ The return on investment
to
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the city's general fund as well as the 6% payment in lieu of franchise fees.
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And that's all represented within this number.
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As you can see, they face increased costs of the personnel, chemicals, ‸ electricity, all big cost drivers within that plant. And that's, you know, if that's the heart that pumps the water through the system, it needs continual investment. There's a significant capital project going on out there right now. But this represents more of those ongoing needs from the well field to the plant. And then pushing that water into the distribution system, which is covered under the water field operations. There you can see a 1% increase. So there's some cuts in the operating from last year. Because with the personnel costs, the 3% increase in wages, they're still realizing just a 1% increase in those costs. So they've done a really great job in their budgeting this year and ensuring that they continue to deliver that value and maximize those available funds for investment in the system for capital projects. The engineering division. We talked a little bit about that use of the unassigned fund balance. That's reflected there in the engineering.
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Water reclamation. That's your sewer treatment plant. And as well as the conveyance system just down below it. But you're looking at a 3% increase. And that's assuming personnel costs, cost of chemicals. So, you know, another one that should be recognized for bringing their budget in at a level that still supports those ongoing capital ‸ needs.
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They maintain that conveyance system, lift stations out in the field to ensure that we continue to process that waste. And so, not unlike the others, they realize
the
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reduction in costs as well.
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Majority of that due to the investment in the system in those capital projects, which is something that, you know, as a city we should be proud of. There's a lot of talk nationally about continually investing in infrastructure. That's what's occurring right there. And so we are reinvesting in that infrastructure. And we have the programs that are annually evaluating that, ensuring that those are the property investments to make.
So, the big increase is in the engineering.
Yep.
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Those are really, ‸ those consultant fees are the same fees that are present in prior years. It's just, you see the ‸ addition of those cash-funded projects coming in.
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Yeah. You also have that regional supply, water supply agreement that we have to the west. As we continue to progress with that project, there's some fees for services in there.
What do we have in reserves right now with utility expenses?
It's a good question. We have ‸ if we just look at our projections for fiscal year 21, the revenues of 68 million, expenses of 77 million, roughly, we have a net position of 8.3 and a total capital outlay request for water sewer fund of $12 million.
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funded by reserves.
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have those the fund balance there for you.
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you through the model for the water sewer fund.
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hear me?
Yes. Yes, sir.
All right. Good to
be
with you this evening.
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this year. And again, we've got the model pulled up just similar to the stormwater and general fund forecast.
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and over again. It just looks very similar from a formatting standpoint. I just wanted to give a quick overview relative to the water and sewer RSA update revenue sufficiency analysis that's performed
at
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the city each year.
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‸ As you can see here on the top line, the projected rate plan
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So, really, it represents ‸ a favorable financial position relative to what we projected we would be at last year. With this plan, though, we're still able to maintain really strong debt service coverage ratios throughout. That's your revenues relative to your annual debt service payments and measures your ability to repay on your debt. In addition, we have the operating fund maintaining and hitting a six-month reserve balance over the forecast period. It's a really strong, you know, strong operating reserve balance there. And I think the question was asked, what is the fund balance for water and sewer?
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Another thing to point out, too, is just this bottom right graph shows the borrowing, projected borrowing for the system. Seems like some really large numbers there, but I want to point out that it's really contingent upon the level of annual capital spending that's going to occur for the system. And so as we continue to monitor this fund each year, we'll be able to more closely identify and target, predict when that borrowing may need to occur.
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to put that into perspective. So ‸ really capital-intensive fund. And this plan with a 0% rate increase in 2021 is sustainable for the utility. I have the ability to run through scenarios if you'd like as well.
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revenues and expenses, cash-in and cash-out. You know, that's been looked at for the other funds, too. But overall, you know, a ‸ really positive message to portray relative to the water and sewer fund.
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is a live model. So if City Council has any questions or anything they would like to modify with the assumptions, you can do that at this time to see the impact.
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sewer, which will be theoretically repaid.
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Yeah, so even though it likely be 100% grant funded, we still have to budget the funds to get them back.
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the money budgeted to get the project going? Is the reimbursement shown?
‸ The budget for that project is in fiscal year 20 for the construction portion, I think it was. ‸ And then there's still a million dollars budgeted for next year, and so once they go out to bid,
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Okay.
Anything else?
Okay. Well, if there are no questions, Jeff, thank you for your presentation.
Yep,
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thank you very much.
So before we conclude the presentation for tonight, I do want to go back to this slide for the purposes of some discussion. Just to inform the council again, we're currently underway with the water sewer rate study, and that project was scheduled to coincide with the budget development process. It's rather complex, and with all the various funds, we wanted to make sure that not only was staff able to ‸ fully understand it and grasp what the impacts may be, but also ensure that we can clearly articulate that to the public, inform the council so you can make a proper decision, and we still have those one-on-ones as well as a workshop scheduled in the future.
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Now, that's all predicated upon a revenue neutral, but as we learned with the stormwater fund last year, when you set tiers and you make adjustments to them, ‸ revenue may be neutral, but it may impact other classifications differently. So, the water sewer rate study, much more complex.
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any kind of modification of those, there may be adverse impacts that city council should certainly be aware of before approving them, as well as the public. And so, we want to make sure.
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There were some mayors, and that's when everybody wanted to have a seat at the table with our utilities advisory board.
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Yeah, this also, you know, that ‸ board meets quarterly. This also affords ‸ the opportunity for that board to get a thorough review and provide any recommendations that they may have.
They'll let you know.
Yeah, and that rate study that you speak of was in 2010. Yeah. That was 10 years ago.
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And so, based on where the fund currently is and your ability to cash fund capital projects, I'll be working with Jack to look at those requested new positions, because I believe we can probably add some additional services, while still being within those levels in the model to ensure that we can continue to cash fund projects. So, we will continue to work on that. ‸ This budget does not have projected increases for growth, but, you know, in the past, with the system as large as it is, you know, there's no significant growth. It really has been incremental. And so, to project that kind of increase based on that, you know, it would be conservative
around
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right now.
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budget workshop. And that was that impact fee fund and then the renewal and replacement fund. And I think Rebecca touched on both of those earlier. So, with that, we want to talk a little bit about what's next.
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And that's to set that tentative ad valorem millage rate. August 22nd, at 6, or August 26th, excuse me,
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as the stormwater assessment rates.
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is September 9th.
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proposed budget, as well as the final fire assessment, final stormwater assessment. Now, to
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set your maximum millage rate at that time, and that's the notice that goes out to the citizens.
And
so, at that point, you'd be providing notice. And then the first public hearing of that is on September 9th. The final public hearing is September 23rd, at 6 p.m., right here in Council Chambers, where we would adopt the final millage rate, as well as the fiscal year 2021 budget. So, that's the rest of the program. Staff continues to work on the budget, even in advance of this July 22nd date, to look where we may realize some savings, or be able to provide increased ‸ programmatic support. So, with that, if Council has any questions, I'd be happy to answer them. You have members of staff, as well as the public here, that could also respond, should you have specific questions. I
‸ got a couple ‸ things here. I need to get a consensus from the Council. Due to this pandemic, we had Council pretty much all of our town hall meetings. And my suggestion is that we have what they call the state of the city, where we actually, all of us sit down and have the staff go through some stuff that's happening and some things that are going on. And
we have to talk
about the pandemic, where we
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happening throughout our community.
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district-wise
in
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the districts as well. So, that's something that I think we need to have, something we need to do. And then, so, just want to get ‸ consensus, are you all, how you all feel about doing something like that.
What date, what month? Yes. What month would you want to?
Oh, ‸ just whenever we can, whenever it's good for, you know, maybe a lot of part ‸ next month or something like that.
‸ We've got a number of public meetings coming up, as well as grand openings. So, I mean, end of July, early August. Yeah, probably early August. Yeah, ‸ probably
early August.
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We can work with the city clerk and send out some dates and
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of the things that are...
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Yeah.
Probably it'd
be
good to do
it right around the time.
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can we go ahead and make sure that ‸ we're able to... Meet. Facebook Live the meeting or something?
Yeah,
yeah.
Nope. We'll have the technology needs set up in the event of that.
Okay, and then my other thing is
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It used to be a fishing bridge or a fishing pier that we called it.
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Yes. ‸ And I asked if that was a project that fine, we could actually get some fine monies for it. And he said, yes, that was a ‸ good project. And ‸ so they would match. And I know they send money back every year.
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that we look into what the cost might be associated with that.
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It's in the plan.
It is in the plan. There wasn't a cost identified in that plan. The last time we did put some rough numbers to
is
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around $1.5 million.
It's to the point where it either has to be fixed or something else has to be done because it's getting dangerous.
Yeah. Yeah. And, you know, I don't think this would be a problem.
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‸ city, we didn't seek that bridge due to ‸ its current state. And so we would just go back to the county. I don't think they would have a problem. Oh, I'm
sure they'd love to give
it away.
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But the thing about it is
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So I don't know. You know, these are some different prices. But my understanding was just the undercarriage of the bridge, that the
columns
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were fine. And it was just a matter of lifting and ‸ those little brackets back on the bottom there.
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way it was explained to
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had it looked at, are good. It's that ‸ metal substructure. Yeah. The metal's
all rusted out.
Almost gone. Oh, yeah. And then ‸ the decking. So we did have some
close.
I mean, I don't know what that
estimate was, but it was, it was all about a half a million. But, you
know.
And fine generally supports a 50% match. So I think it's certainly, you know, it's within the redevelopment area. And that's something we can bring back for consideration by the COCO CRA, too. Yeah.
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either the state or whoever is going to tell them they need to take that down.
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Mm-hm.
So I said it'd be nice if we were to get a price here and if it would then, if it was reasonable, that if we can get the ‸ funds from fine and then if the city and the county could go in together, split that cost of ‸ the other half and then possibly, you know, then you guys turn around and sign it over to the city of COCO. So that it can get off your books, but onto our books and then we
will
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be responsible for it, you know.
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were made a drive on there.
Well, it's always been a fishing pier. So if it was just more suitable and safer, didn't we block it off so people couldn't get out there? Yeah,
it's ‸ currently fenced. Yeah. But ‸ right now there's a lot of activity occurring in Lee Winter, positive activity in Lee Winter Park with the ‸ rehabilitation down there.
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They're
finding a way.
I'd just like to see
an estimate, just get a general idea, get a feel for it.
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such, you know, time that they would, you know, if they would convey it, that they would also, if we had a grant that we would submit, they would at least support it. Yeah. I wonder
if they dropped their insurance
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Well, it is a significant risk for them right now. Yeah. Especially if they didn't continue to insure it because it's, I mean, with ‸ the boat parade the other day, it made it really obvious just how unstable that is because the river was turned. Yeah.
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hurricane, so.
Oh, yeah. Yeah. So, I mean, it would just be something if we can maybe do that, that's okay with the council.
Yeah. One of the things that's on the waterfront master plan is to encourage fishing at Lee Winter Park, and that's really the only way to do it. So.
Yeah, there's.
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You could have vending trucks out there.
You
could put a
couple.
Well,
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got picnic tables under a pavilion and. But there's not a
lot of places left to learn to fish, you know,
so.
Yeah. And, yeah. Okay. But anyway,
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They're going to be
tested
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tomorrow at Bird Plaza once again from.
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From 10 to 3.
Yeah.
And.
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two lanes, walk up.
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So if we can, you know, just
encouraging
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people to go out and take advantage of that, as well as Pebbles catering on Dixon Boulevard. Mm-hm. 1046 Dixon. Once again on Wednesdays, they're going to start serving the community meals again, hot meals from 4 to 6 p.m.
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and also Celebration.
Mm-hm.
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Because she felt there was a need and still a need, and so she's going to, they're going to gear back up and start doing that. So. Now
that we're moving our council meetings, we ‸ all go.
Yeah. So that, um.
That's your report, Mr. Mayor? No, those
were announcements I was just making, so. But anyway. And I wanted to get some consensus, so. But anyway, I guess we'll do reports at another date.
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Yeah. Except I would really like to hear from Chief Lamb about,
‸ that
put you on the spot. But, but we do have, we are in the middle of a global pandemic. We did have surged, although
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Is that a card?
No card. There is a card. No card.
Oh.
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Flag: numbers, amounts, negation or names differ between the machine readings · 02:56:52–02:56:52 · unresolved: the words are not shown (unclear audio); listen to the recording
Okay.
Can we hear from Chief Lamb just, give a little update on where we are?
Well,
pretty much the mayor stole my thunder with my public service. Oh, I'm sorry. I
did
a test yesterday, so that's all I had reported, so I'm good.
Okay. Well, I know that we started GIS mapping.
Yes, ma'am. We actually did.
So
that we have a
hot map now, which is a useful tool.
Yes, ma'am. And
I feel obliged with that information to let anyone know that if they are in a hot zone, that they need to take extra precautions. If they choose not to,
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But now that I know and see the map, how are we notifying people?
So what we're actually doing is we're not notifying people on where those hotspot areas are through our mapping. We're still using the community report through Brevard County. We just recently, within the last couple of months, were
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Flag: numbers, amounts, negation or names differ between the machine readings · 02:57:48–02:57:52 · unresolved: the words are not shown (unclear audio); listen to the recording
to specifically hit
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Flag: numbers, amounts, negation or names differ between the machine readings; a language review questioned the wording · 02:57:53–02:57:58 · unresolved: the words are not shown (unclear audio); listen to the recording
That was one of the things that I was going to report on the night was if you actually look at the
number
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provided by the Department of Health, currently,
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Right.
If you look at actually what's in the city limits, there's 78 cases within our city limits. So we've
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of taking that data, heat mapping it out for us to show where those hotspots are within the city. We'll certainly make that available on our city website. So that's available to our citizens. So they kind of got a good idea of where those spots are at. If you really look at that data, though, you look at how it's trending from April to currently, as of the 24th, where the numbers are at,
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We're not trending in a hot, fast pattern to the pop side up. Brevard County as a whole certainly trending, spiking up very high. Yeah. So the city, you know,
as
much as I hate to say knock on wood, ‸ is in a good place as far as cases.
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on a level plane. But certainly the numbers are trending up fast.
Yeah.
And they're trending up.
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Yeah. As a whole.
Yeah. The county
as a whole.
No, it's by the COCO numbers.
Yeah, but that's. But that's the unincorporated. And
it
includes
unincorporated. Correct. So I know by the heat map that we have a couple of neighborhoods, poor neighborhoods that are red hot.
So
don't we, we talked about some sort of just flyer or something going out to that neighborhood to just look,
‸ here's the deal. Let's not have a block party
this week. You know?
Sure.
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Samantha's been helping us on that certainly. And targeting? I'm sorry.
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Yes, ma'am.
Okay.
So when you look at the heat maps and you also, ‸ the data that we have pulled since we've been doing the partnership with Brevard Health Alliance to do the, the mobile testing, you will see that a lot of those areas is right where we're doing the mobile testing.
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areas
are
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those places where people could not
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other sites within the county. So, uh, the city is making a significant impact to ensure that the availability of testing is out there for those who cannot reach those sites.
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those areas of significant need. And we're making sure that we get that message out, not only to those areas, but to other areas where people cannot travel.
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site. And you figure that's only three days. Mm-hmm Uh, this Friday will be day four for us. So, you know, you look back at that public private cooperation that we've had with Brevard Health Alliance and the service that we're providing to our community.
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here through the pandemic. It's certainly helping us, uh, see those hotspot areas and do what we can to help and assist, not only in getting them tested, but to get the information out on CDC guidelines, recommendations on how do you help prevent the spread in those areas.
Yes.
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You can get that from Brevard County Emergency Management's website.
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just because you don't have a hotspot over your area, keep in mind that, uh, if you test positive, it goes back to your area of residence. So, if you look at the village, largely commercial properties, you're probably not going to have any cases here.
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Is that telling the full truth?
Maybe not. So,
uh,
it doesn't mean let your guard down.
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party either. So just the message we want to put out there.
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Okay.
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you ready? I was just…
Yeah.
Okay, then I
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Flag: numbers, amounts, negation or names differ between the machine readings · 03:03:26–03:03:28 · unresolved: the words are not shown (unclear audio); listen to the recording
Motion to adjourn. From the staff.
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Yes, sir.
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They're reflected in the ‸ city's general fund because it's a function that's under the general fund as far as ‸ the billing goes.
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can… Yeah, it was rather small. But what you can see up there under penalties… Yep. Right there. That's an amount, and ‸ there's a pretty significant ‸ revenue loss that… Okay, that's not the total amount of revenue per year, but I believe it's right around $70,000 a month.
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Flag: numbers, amounts, negation or names differ between the machine readings · 03:04:47–03:04:48 · unresolved: the words are not shown (unclear audio); listen to the recording
So
‸ the annual revenue is around $70,000 a month, and what Laura Howell is speaking about is that in that time period of suspension, there was a loss in revenue of about
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It
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So it's not as it reaches a certain balance as the revenue comes in. It's
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Flag: a language review questioned the wording · 03:06:26–03:06:29 · unresolved: the words are not shown (unclear audio); listen to the recording
The other thing I've been asking ‸ for almost two years now is security for the council. I still feel strong that we should have some kind of security system that checks
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Flag: numbers, amounts, negation or names differ between the machine readings · 03:06:45–03:06:50 · unresolved: the words are not shown (unclear audio); listen to the recording
council. That's something I do really feel that is important. I mean, we're protecting our people at the Water Department. I ‸ feel that this council should be protected also. So, who walks in? Just a simple scanner or something for people walking. It can be something that's blended and utilized in a different time here when the council comes
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Are
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The
question is related to safety and security right here in council chambers. Council
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will be a proposal coming back before the board very soon, potentially at the next council meeting, related to some improvements to be able to facilitate that sort of activity.
Last thing I'm glad to see that we
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And
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Thank you, sir. Appreciate you. Thank you. We get
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Second
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All in favor signify by saying aye. Aye. Opposed? No
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