City Council - workshop

Good evening, everyone. Thank you for being in attendance at the Apopka City Commission Budget Workshop for July 8th, 2026. We will jump into the presentation. I do want to just go over a couple of preliminary things. Obviously, I'm sure it was somewhat of a shock. I read social media, so I know residents are very concerned about where our budget's going, as they should be, and and I appreciate how attentive our residents are with this preliminary budget. What's really important to remember as we navigate this process is that This is preliminary. We want feedback. This is the point. As we start to continue these workshops, we start getting more and more narrow and more rigid with this budget. But right now, we still have the ability to fix it and change it. And it's gone through a lot of edits so far, and it's going to continue to do that to make sure it's as refined and as efficient as possible, but also preparing for our future. I think that's our biggest thing is that we want to make sure we have a foundation that's solid not only for next year, but for years to come. And keep in mind, as we start to navigate this budget and what we choose to cut out or keep or whatever it may be, it lays the foundation for next year's budget as well. So keep in mind that we're not just doing this year's budget, we're doing next year's budget and the budget after that. And as we navigate this as well, I know a resident every year likes to ask, and I love the question, department heads, do you have everything you need to properly support and serve the residents? And the answer is no, they do not with this budget. The department heads on the first, our six hour, only six hour meeting we've ever had, currently gave everything that they need and a lot of their wants as well. We've gone through and had to cut a lot of that. So keep in mind that that's from staff cuts to capital improvement cuts to vehicle cuts to equipment cuts. So when the question's asked, is this everything they need? No, it's not. But at the same time, we've got to be cognizant of the economic times that we're in and that the residents feel every dollar that we're spending. So just want to kind of set the table for what we're going to be going through tonight. Keep in mind, we're not trying to go line by line on anything. If you do have a specific question, department heads are available at any time for you to discuss that. Department heads obviously are in here as well if we need to go over anything maybe that you do have. a specific question or two on and if you've reviewed the presentation already as well you'll see some of the cuts that have already been preliminarily gone over we can add stuff back in take other things back out depending on the conversations depending on what you feel is best moving forward so just trying to set the stage make sure everybody's on the same page or that this is not set we can adjust it 100 there's nothing set in stone right now that we can't change adapt or adopt in some way as we navigate this process so With that, Mrs. Sherman.

Thank you, Mayor. Vice Mayor and Commissioners, good evening.

Good evening.

As the Mayor just mentioned, this is preliminary, so this is an overview of that preliminary budget and the key revenues and key reductions that were made. This item here is basically your fund balance. It tells you where you stand from a reserve standpoint by fund. And in regards to the general fund, with everything that we've changed within it, and I will be going over that in detail, the estimated balance as of 9-30-27 would be $14,982,000. Now, that represents about 12%. of our reserves, and this is basically unassigned, uncommitted, unrestricted reserves. And in the streets fund, you can see that's one of the funds that we typically kind of struggle with. That's at a negative at this point. Transportation, that's at 21 million. That is backing out a few key projects and also set aside, I'm sorry, the funds that we have for the Kelly Pike Road widening project. So going on down, you know, each fund is being represented. If you look at fund 401, based on the numbers that I'm going to present to you tonight, we'll be about 3.3 in the positive, 3.4. The utility fund, 402 sanitation fund, again, that's one of the funds that we're trying to build reserves in. It's, again, it remains in the negative for right now. Utility impact fee fund, that's at 38.9 million. And the CRA fund, we'll be going to the CRA on August 11th. I'll be getting, reconciling this fund so that we can get aligned with the rollovers and care for us with this particular fund. Okay? Some of the key revenues that we have incorporated in this is the increase in the avid alarm taxes. Now, that includes that one meal increase. And at the time, based on the estimates that we had, that represented an increase of about 14.6. I was just sharing with the mayor, now that we have the certified numbers, that is actually about 13.2. So we already had a 1.4 differential, even more so. We do have some increases reflecting in the utility tax revenue. And as growth continues to slow down, hopefully it'll come back in the next year or so or next year, but not what we're showing in our records. Building permits are going down. Plan analysis fees are going down. We are getting increases in the franchise fees. We're estimating a slight increase in the sales tax that's based on just a 4%. Sometimes I get those numbers from the state, but those numbers don't come out probably until the end of July. We are showing a reduction in interest revenue. And again, what we're trying to do here is offset some of those recurring revenues by bringing additional recurring revenues through property tax revenue. That was the general fund. In regards to some of the other funds, stormwater collection fees, we're reflecting $565,000 increase. That is based on a proposed 20% increase in the assessment. Utility operations fund fees, 4.2, and that is based on a planned rate increase of 6%. And with the utility impact fee, you can see because of the slowdown in the growth, we're looking at a reduction in that revenue. In regards to the sanitation fund collection fees, we're looking at a $741,000 increase, and that is based on the planned increase at 6.5. And when I refer to the planned increase, I'm referring to last year when I came with the five-year plan, and it was approved for those annual increases going forward. Some of the key expenditure reductions here in the general fund that we want to highlight, fire station one replacement and fire station seven. We're pulling that out because that's basically pending securing debt. That geo bond that we talked about when we had the one facility called the public safety building that was coming in at about 100 plus million. So we're pulling that out as we continue down the path of how we're going to go forward with that. But in any regard, it's going to take securing that in a geo bond. The new positions, we are looking at about 3.6 million at this time in regards to that. The tentative salaries and wages and union negotiations, we have about 3.8 million reflected for that. Some of the things that we had to take out or chose to take out, like the Camp WeWa, We walk cabin with porch renovations. We push that to FY28. The dispatch additions push that to FY28. Some of the facility improvements, Facility Vehicles and Equipment, I'm sorry, it was a new F-250 generators, desk and furnitures and all of that. Those were not required in some cases and included in other areas in other cases. I have the details if you want to know specifically. The other item, the 9, the 375, wait a minute, the 375, 373, that is from my department. We were looking at a phase two of our ERP system that included going, taking our chrono system, our time and attendance system, and going fully integrated with Tyler Munis. We're going to push that off a little bit. It wasn't in the original plan. It was just something that if we wanted to do later down the road, we can consider doing. We want to get through this phase one and then see how it works out and consider it later. The Northwest recreation of new restrooms, that moved to the parks and rec impact fee budget. Some of the other improvements for Northwest Recreation, like the new perimeter fence, the LED lighting retrofits for pads 1, 2, 3, and a replacement of a football scoreboard, we pushed that to FY28.

I just want to stop you for a minute. What are we using the TDT dollars for? Wasn't that part of improving the Northwest?

It was for the amphitheater, for the improvements along the amphitheater and In the sophomore quad.

Oh, okay. Okay. You good?

Yes. Okay. Thank you. You're welcome. The equipment for Northwest Recreation, that included an aerator and a new soccer goal, nets and benches, and those got pushed out as well. The 350 for the old fire station, that got moved to facilities. It's not cut. It just got moved. And the fire training center, staircase training center, again, that one was reduced and cut out and pushed out. The gas prop was again pushed out in the mobile command center. That was pushed out. That's 200K. And the 200K that says grant-funded expenditures, that's just an offset. We had the same amount in the revenue. The previous police chief wanted to be able to, you know, not come back for a budget amendment to start using those funds, even though the grant will still come to council as we get those grants.

So, yeah, and if I can, I'm just going to add a little bit to that as well. What was happening is that we were adding in grant funds to our budget to help balance the budget before they were received. So we're not guaranteed, 100% guaranteed grant funding. Obviously, you still need to get awarded it, and then also it paid out. So for me, I didn't like that grant funding was built in because if we don't get it, it needs to come out of reserves then. So I wanted to make sure we're budgeting worst-case scenario and that anything that comes in is a better – better set up.

Okay.

I know we're still doing some of that. It drives me nuts.

All right. Some of the key expenses and reductions for the utility fund. Landscape maintenance was added. Equipment for the water plant, that included some generators for gross embarkers and bleach skid replacements. Again, those got taken out. And the $10 million was added for the Golden Gem lawn pond replacement of the member. That's the large pond, I'm sorry. That was added back, added into the budget. That's something the mayor wants to try to move forward with. And the utility transfer of the 6.2, there were some discussions about that. We added that back in, and we're going to develop a process to track the actual expenses over the next year. The sludge hauling trailer replacement. that was taken out for $120,000. The tractor, truck, vehicles, excavator, and trailer, they totaled about $2.3 million. We're going to rent some of those things, and some of them were not needed. Some are being purchased in FY26, and actually some are budgeted in FY26. So that's why they were taken out. The SCADA ARTU upgrades, that's another one that was taken out because they have 200K in 2026 that they can use for that effort. The equipment drone, 32,009, again, that one was taken out. The utility transfer for sanitation, we're taking that out because sanitation is now in a deficit. You can't pool for something that's not there.

Okay.

improvements of 30 inch manual on Rogers to Pinecant Street, that was added in and that's about $4 million. And that's for the utility fund. For some of the other funds, in regards to the street fund, again, the street fund is funded through gas tax revenue. And as we know, gas tax revenue has been trending down as we go to electric vehicles. And the general fund has had to supplement. that the streets fund for several years. So we kept that level of funding at the same, and that's about 6.3 million off the top of our head. So with that, we were running, we had to make some cuts to stay within that line. So we basically took out some of the increases that were being, you know, planned for right now. And that was in the traffic inspections, the roadway study master plan, roadway maintenance, some increases in net, irrigation repairs, street light increases, maintenance of the tree removal increase, traffic signal increase, and sidewalk and curb increases. And this is not the money for it. It's just increases year over year. The Golden Gem Reconstruction and Winding Project, you saw that $15 million on the first page that I shared with you. Again, we're taking that out. That's pending some grant funding that we're trying to go after with them. the state. And the committed and future uncommitted projects for 102, again, we have funds that were rolled over from 26 for that. And as I said, the restrooms came from the general fund into the impact fee fund for the Northwest Recreation Restrooms. Before I go into the millage, I just wanted to make sure, do you have any questions?

Yeah, any questions on the changes that were made, some of the key revenue points, any high-level stuff in that capacity. I'm sure there's questions.

No, I have some. Okay. I'm just going to wait to the... Okay.

Yeah.

No question. We're doing a great job.

Oh, wow. Thank you. So we're here at that point. And again, I was sharing with the mayor that at the time we did this, it was based on the estimated property value balances amount. And since then, that has changed. So we were anticipating a $5.6 million increase without a millage increase and an additional $9 million with a millage increase. And that totaled about $14 million. But since then, we've lost about, on the certified values, about 300 million in value. So that's about a $1.4 million reduction from that 14 million. But again, the mill is now around 8 million.

So I'm sorry, with the current millage rate, what would the amount be? Is that 8 million?

The current millage rate, what you see on your screen, is 5.6. That number with the certified values is now 4.4. With an additional mill, one mill, based on the estimated values, it would have been 9.1. With the certified values, that's 8.8. So the differential is about 1.4 in total. So that's less revenue. Yes.

Okay. I have a question.

Yes.

Is this taking into consideration, do we have the potential loss in revenue from the proposed tax plan that's coming out in November with the reduction of tax?

What I shared with you, I think at the previous meeting, they don't have the 26 details yet. Based on a rough estimate of the 25, it was in year one, I think I said 13%, and in year two, it was about 30%.

And how will this affect the current budget that's presented now?

First step that I'm aware of, that if this passes, if that Senate bill passes, we'd have to do an exercise of a 10% reduction and post it on our website. And again, it's going to reduce our property tax revenue.

So my plan and goal moving forward, and please bounce back, no problem, is that... October 1, we start budgeting again. We start getting ready already for the process of not only going through budgeting if it doesn't pass, but going through as if it does to make sure we are well ahead of this. Understanding that by maybe even January of 27, we already know where our budget's going to be at. so that we're not having to rush conversations, that we can have plenty of conversations with our residents if we want to do any type of community town halls as well to get feedback. Because there will have to be cuts here and there where the residents give us feedback to cut it at. So that's my plan is to pretty much October 1 start budgeting all over again. So that we can have more detailed conversations without rushing, but with as much information as possible of truly how we'll have to change what we're budgeting and that loss in revenue. I believe that you said 12 to 13% was the first year?

Yes.

So that's off of the $40 million? Yes. If I'm reading that correctly? Well, I guess it's...

It was based, because basically what it was, it was an estimate of the, by adding those additional exemptions on there for the homestead properties. So it's kind of, it's not that simple. Yeah, I know. It's a crazy formula. Yeah, it's not that simple.

But somewhere in there. So, I mean, you had said somewhere in there, like the... $8 million-ish range?

Probably. And I apologize. I thought I had that information.

These are rough numbers anyways. But yeah, so $8 million loss in budget revenue that first year. And I want to say you had said $12-ish, $13 million that second year on top of the $8 million. So $20 million over two years.

Yeah. It was significant. But I can't remember what it is. But I did share it at that meeting.

And one of the reasons why I keep bringing it up is because even with us looking at the budget now and some of the decisions we're making, we have to still take into account that it's looking like it's probably going to happen. And even with some of the things that we're deciding to budget for now, we need to think about, is it something that's a top priority?

Exactly.

And I think that's kind of should be really the forefront of this.

Some of those recurring expenses because we're losing recurring revenue.

And we're continuously going to lose it. I want to be able to kind of some of the projects that are important that we've been kicking the can down the road. to get to them and get them done. But I mean, to the point where we have the contractor, we have the purchase order ready, and we're ready to go out and do the job rather than letting it linger. Yes, ma'am. So that for me is a priority because there's a couple of projects out there that I've been involved with, you know, over the years that I've seen It has not moved yet. We've been budgeting for budgeting.

You're correct.

And I'll to kind of echo off that actually just went out today to department heads of effectively for every department that has any type of capital improvement plan, either budgeted, currently are going to be budgeted they'll be providing timelines and updates and metrics so that and it'll be we're working on we're going to massage you a little bit but monthly updates on that to be able to provide not only to the commission but also to the residents of here's what we budgeted here's the timeline to get this project approved and it keeps everybody accountable as well because there's a lot of moving parts obviously to running a city and something's going to fall through the cracks so this helps to make sure everybody's staying on track with those projects so um you'll be seeing that once a department had started to fill those out i want to say that mrs forbes created i think the first one we really based it off that so thank you for creating that groundwork for us to be able to have other departments really uh spell out what those timelines look like so that i know that's a consistent question it was when i was commissioner as well as mayor now of okay where are we at this project where is it at how's it doing and it just helps everybody stay on the same page so that there's no ambiguity or or lack of information there

And I just think also we're moving forward with the budget because we really don't know where this project stands. It's hard for me to even determine if this is where the best and highest in use of the dollar should be spent because I don't know what other projects is kind of going on in the stages. Is it more important? I really don't know. It's kind of kind of blind to it.

True. You don't know the actual status of the project. But what I try to do in the monthly budget to actual report is let you know some of the projects that have not moved forward.

Can we get like a list of the projects before, I mean, so we can kind of know, because I know for me, there's some projects that I think is, you know, important, but I just think especially for the new council members as well, they can kind of see some of the things that we, a good example is the public safety building, like I don't really know what's going on with the public safety building anymore. Are we scratched that? I mean, what's kind of what's going on with that? Because I know that was a top priority to be budgeted for. It's been over $300,000 on conceptual plans. So for me, I just feel like I'm kind of just like swimming and not knowing kind of where I'm landing right now.

One of the other efforts, and I mentioned it to the mayor, that we're going to be working on during the month of August is our CIP plan. That five-year plan, we have to update that. And the first year of that plan is this budget. So once we get good on the first year, we'll have to update it for the other years. And keep in mind, we did incorporate some projects in the utility one that we're anticipating securing funding for some SRF loans, okay? And I got positive news. They were working on the agreement. I'm waiting on that to come forth. And when it does, I'll be bringing it back to council. But that plan has to be updated. That's a part of this process as well. So as we go through that process, you have the opportunity to evaluate some of those projects.

Even like the bonding capacity, I know that we have, you just can't just bond, bond, bond, bond. Exactly. So even when we're saying that we're going to bond for a certain project, we have to consider which ones is more, you know, priority before we just start bonding. And I think that's where that list comes in. And so we can make sure that we're not, you know, saying that we're going to bond for something and we don't have the capacity to bond for it. Exactly. So that's, I'm finished for now.

Well, and great questions. And I will say for me, my highest priorities that I've kind of been pushing to the top just preliminarily with at least the 26 budget is all of our infrastructure, water, wastewater, getting those projects done as quick as possible, prioritize, make sure that they're out there. So for me, that's what I've been pushing right now. And then obviously I'll follow in your guys' lead. Hey, well, we want this as well or whatever it may be. But for me, I've been pushing that as quick and as fast as possible because I think that's one of our biggest needs our residents are experiencing right now. Infrastructure.

I agree with you and Commissioner Anderson and Mayor. I would also ask that when you give us that list of all the projects, their pending, their status, the expectation in terms of when the timelines, if you can add also why they're not moving forward. What's been the hiccup? Is it us? Is it the builder? Is it something else? Funding? What have you? So that way we have an idea in terms of what to, you know, especially when we are speaking with our constituents. We can give them an answer. So I appreciate that.

And my goal too, and great feedback as well. There's another municipality, I can't remember it right now off the top of my head, but somebody sent it to me that they provide this sheet that we're basically discussing. They send out on a weekly to the residents, like with the water bill, so that it's out there. You get the live updates as you guys would as well. So it helps to your point, cultivate or push forward those conversations, but also absolutely you guys will be getting that same information.

That's great. And that renders along with the transparency, you know. So, yeah, I appreciate that. That would be wonderful. Thank you.

Absolutely.

Just let me let us know if you have any questions. Again, until now, we come back. I'll be back on the 15th to set. the millage rate.

Yes. So what we need to do tonight is really kind of set an expectation for Mrs. Sherman and as well as myself and staff of what the commission's goals, and we're going to be able to public comment here shortly as well for feedback, where you guys want to see this millage rate land. And what's important is that where that lands is what we need to be cutting effectively. I don't think anybody wants to do an entire mill increase. I'm open to feedback, though. You guys tell me where you want to be at as well as the residents. But at the same time, I do think there needs to be some type of increase to get there, whether it's a quarter or a half a mil, to help bridge the gap of where we're at right now.

Because there's always that opportunity to cut back on the millage rate. That's correct. Once you set it, it's there.

We can come down, but we can't go back up. Can't go up unless we go through this vigorous process.

Yeah. Yeah, this is the, you know, it's the challenge. And if you've been following social media, you know, it's interesting because the residents want these projects. Infrastructure is the most important thing. And the water, sewer, everything. That's very important to get done, but it's going to cost.

Yes, ma'am.

And I know we have two funds that are just, we still have the street funds and the stormwater and the sanitation that are kind of underwater.

Correct. Yes.

So, and to your point, to add on to that as well, there's a certain level of expectation that residents have set for us, which I absolutely appreciate and agree with. it takes money to get there. And every year that we push this off, it's only going to get more expensive. There's nothing getting more affordable right now. So that's where it does come into priorities of where do we want to start spending dollars now? Because again, this budget will lay the foundation. Anything we push off this year should be foundationally what starts next year, but it's going to be at a percent at 10%, 15%, 12%, whatever it may be cost to that project next year. So again, There's gives and takes, and as we start to cut things out of this budget, we understand it's going to next year's budget of what... the department heads are saying they absolutely need to get their job accomplished. So thank you, Ms. Sherman. I appreciate it. Any other questions from the commission right now?

I do. Where I see the adjustment for the new positions, where do I, is it one page where I can find it on?

I would have to share that with you, that information for the adjustment.

And you can send that to the entire commission, please.

Yes, I will. Thank you. And I'll say some of the residents, because I've actually received a few calls. They want to know what positions But new positions, they kind of know what the salary increases. I got like three calls on that.

And I couldn't share that because I wasn't sure what it was. Well, we are hiring first responders, right? Didn't we just hire some police officers? I think they did, yes. But that's all part of it.

But I can't. I don't have them in front of me.

In order to come back on the 15th, Mayor, I need to know where you want to be.

Correct. So at the end of this meeting, effectively, we're not making a final decision because it's a workshop and we can't do any official business.

Right.

I just need a sentiment from each commissioner of where you want this military to be set at. That doesn't mean we're going to be there. We can lower it. We just cannot raise it.

You can lower it after we set, but we have to actually set it somewhere. Correct.

So it'll be the meeting before next commission meeting. Yes. So just get your minds kind of where you want to be at with that so that we can direct staff properly from there.

And I have to have it calculated. This is within a system. So I can't calculate it at podium because depending on where you said it determines how the vote has to fall out.

Understood.

So that's why I was, the purpose here was to gain some type of consensus.

Okay. Okay. We'll provide it. Once we, I want to hear from the residents and then we kind of have final discussions from there and then we'll provide some direction.

Thank you.

Thank you. I will open up to public comment. Do we have any cards that were submitted? Anybody from the public wish to speak right now? Don't all jump up at once.

Rob Olson, 3156 Rolling Hills Lane. This is very refreshing hearing this. As you know, at least the last two years, if not three, I've asked everyone that sits on that side to ask the question, do you have what you need? And people, supplies, and materials to do the job. None of you asked, so I asked it. I'm glad to hear and I want to hear them ask it. What concerns me is the aspect that we looked at. I've lived here for almost 12 years now, I guess a month shy of 12 years. We've been kicking stuff down the road, down the road that whole period of time. Some people say, well, it was Mayor Nelson. I went back before him. You keep pushing things off. You keep pushing things off. That's why we have trouble with water pressure. That's why we have trouble with reclaimed water. That's why we have flooding. That's why we have sewer issues because it's been kicked down the road, and we have to stop. We've hit the wall now. Anyone that dreams that we're not going to have a millage increase is smoking something they shouldn't be smoking. I've always worked with budgets over 50 years in budgets. We have a three-budget process. Budget one, got to have. Budget two, like to have. Budget three, dream to have. Most good budgets fall somewhere between like to have and got to have with an occasional dream to have that will fall in there. By doing a budget process properly, you can have the city can have it. Our staff need to have the tools to do the job. You got to have the tools, got to have the people. If you're saying you're going to deliver this, then we darn well better deliver it. And they got to have what they need in order to do it. The millage rate increased. Do I want to see millage increase? No, I do not. And it's wonderful that we haven't had much of one in the past, but we got to smell what we have out here right now. And that is we have to move forward, get these things done and go. And accountability. I'm glad to hear the aspect you can have monthly reports. Hopefully that entails department heads being accountable month to month over, under budget and responses and timeframes to fix it. I'm most excited about this process. I'm most excited about the change in our leadership. And thank you. Thank you, Mr. Olson.

Thank you, sir.

Leroy Bell, 2308 Blue Meadows Court, Apopka. Yes, if we need to militate, yes, we need to. But yes, I'm here to beat the same dead horse again. Every time we start talking budget, every time we put up a presentation, it's always Northwest Rec Center. I see that it was $700,000 in the budget for new bathrooms. I didn't see anything up there for Lorenzo William Park, and you only have two bathrooms. I know infrastructure, we need that. I spoke with Ms. Cindy, I think it was last month. about the drainage problem. You just had Juneteenth out there on the park and you had that little rain and people had to walk through mud, the drainage. Now, I understand the millage has to go up and the majority of the stuff that happened at Lorenzo William Park were grant money. It wasn't money out the city. It was grant money, CRA money. If we're gonna raise the millage, It's time to be good steward. That means that the citizens are going to be paying in taxes. It needs to be some of that money need to be put into some of these projects. And not only that, we need pocket parks on this side. We need to use that as well. Thank you.

Thank you, Mr. Bell.

Thank you, sir.

Anyone else from the public wish to speak? All right, we will close public comment. commissioners, we need to provide some type of direction to staff where we want to set the millage rate. I guess let's start with one mill. It's approximately... Well, it's less than a $9 million increase. It's $8.8. $8.8? Yes. Okay, thank you. So it's an $8.8 million increase in revenue. Cut that in half, 4.4, makes kind of the math a little bit easier.

Every quarter mill is $2 million.

Say that one more time.

Every quarter mill is $2 million. Okay, that makes it easier. And keep in mind, we lowered the millage rate last year from the 4.6876 to the 4.43. Mm-hmm. So we were at the 4.6876.

So every quarter mill is $2 million?

Yes, ma'am.

So as we, and I say that, and that helps with the math, so thank you, Ms. Sherman, for that. As we, every quarter we come down off of that one mill increase is $2 million that we need to find and cut from the budget.

Exactly.

In some capacity, whether that's new positions, capital improvement items, equipment, whatever it may be that builds out our budget. So...

And we're already at 1.4.

Correct.

So... We're at 1.44 because the values changed from the estimated values to the certified values. They went down. So that's already a reduction of $1.4 million.

So we need to make up for that change in value. We need to make up $1.4 million already with how things are set, how the table is set right now. So... Which is fine. None of this, by no means do I want this to be scare tactics or something that, oh my gosh, we're not going to survive. We absolutely can figure this out. So everybody, it's going to be okay. We're going to navigate through this. There will be things that we have to cut. It is what it is. So we just need to find a comfort level of where we want to set it. And then we can still come down off of that if we want to moving forward. We just have to set it at its absolute highest that you're willing to go in any capacity next week. So we just need a direct staff of what that looks like overall. So I don't know if you have feedback or comments on that.

Well, one of the things that I'd like to bring to the comment is because we've been kicking this camp for 20 years that I know of because we always, I think we were somewhat disingenuous because we were trying to keep our millage rate so low for reasons outside of everybody else's knowledge. It was only supporting a select few people. With that said, we definitely know that we've got some infrastructure problems, but we definitely have some traffic issues. And the traffic issues are, I think, one of the driving forces behind the anger that you're seeing currently on your social media requests that are coming back because, you know, we've been in office now two months and we still have the tendency to be led by outside sources. And, you know, getting where we are today, there was expectations that we were going to try to curb that. Now, There is a willingness on the dais to start in that position, but we're adding residents. I think we're somewhat inverted because our residents out... number our businesses and the commercial side of it so we're kind of inverted if this what happens in november is going to take that big a bite i want to make sure that if if we take this leap i think the one is a little high i'm open to letting that be the baseline of start of conversations but you know, I need to have a lot of reassurance that we're going to start taking ownership of some of these roads that, you know, we inadvertently, you know, we encourage the building and then we turn right around and say, well, we don't own the road. Um, you know, there, there needs to be a willingness on our part to step up and and, you know, either declare ownership of it, you know, instead of relying on the county to backfill those funds needed to. at least take ownership of them roads you know i'd be willing to have conversations moving in that direction if i knew that that that traffic and the infrastructure support these sites that are going in these locations we're going to be back filled with some of those numbers the other thing that i'd want to do is i want to capitalize on a lot of the things that we currently have Is there active conversations to figure out how we can creatively bring in some of these enclaves that, you know, we have both city traffic, garbage trucks going down, we got county traffic up, and there's a lot of revenue sources that are sitting out there that we drive right by every day that we collect the water on it, but we don't get the garbage on it. Yes. You know, I want to know collectively, is there a willingness on the group to have an open dialogue with some of these other people to where we can go out and actively gin up some alternative sources of revenue to where we can backfill these holes that might be coming in November? Yeah. You know, we also have a utility company that, you know, I'd like to see champion. I want to champion it. I want to make it a more active part of the city. It's a refundable service. It's a product that we can actively go out and sell. We just got to create a willingness on the CR side. on the community development side where we can implement it in some of our future developments and make it a viable product that we can sell and get a return on. You know, so what I'm saying is I commend you for wanting to do this. You know, we're taking a monumental shift and I've been here 64 years. So this is unheard of. So I'm glad to be on the foundation of something that's asking not only of us, uh you know the the the residents that we that we speak for that there's a willingness on our part to put them at the front of the the line and we we take care of the the water the sewer the roads the traffic lights uh bringing more of a common sense approach to what we're doing as a dice no and in great comments there and and i definitely agree with you there's there's a lot we need to back into and a lot of it and i've been doing kind of a uh

a tour of talking to our local municipalities that we border, we may have agreements with between Altamont Springs, Ocoee, Winter Garden, Orange County, Mount Dora. I've been going to meet with them to say, hey, how can we get better? How can we build more synergy together to where each municipality doesn't need to do one-off things? So I'm looking for alternative, unique, and creative ways. And these cities are as well. We're all kind of in the same position here in different areas to get creative with how we're going to move forward, not only next year, but five, 10, 15 years from now. So We are looking at creative ways of doing that in traffic definitely is a big one of what we're dealing with I know Orange County is working on a lot of items with their studies that they've done and then to to your point is I'm looking for how can we build some efficiencies, the same thing you were just saying. sanitation trucks are passing each other to go service two different residents when it makes no sense. So how do we build efficiencies between all of our municipalities that are around us that saves them money, saves us money, and gives better service to the residents? And there are ways to do that. So there's definitely opportunity there. And I commend the commission for being willing to have this discussion. I appreciate it. But also keep in mind, too, especially for some of the newer commissioners, it's been 60 days, 67 days, something along those lines. Can't happen overnight, but I think we're heading in the right direction. So please be patient as we continue to kind of move in a very new direction. But I do think these conversations are going to help, again, lay the right foundation for our budget to move forward.

So I do have a question, Ms. Sherman. Before the meeting, you shared with us the, so everyone watching is in the room, Ms. Sherman shared with us Orange County's recapitulation of taxes as extended on the 2025 tax rolls for municipalities. And so it lists all the millage for the surrounding municipalities equal to us in size. And so since we are the second largest city in comparison to City of Orlando, Now, I'm not proposing this. I am not proposing this. They are at 6.65. I'm not saying let's go there. That's not what I'm saying. I don't want anyone to think otherwise. But we are at 4.43 in comparison. Correct. And what we're proposing is a one mil?

Correct.

which if i'm interpreting this correctly it's bringing us up to 5.43 correct right which is a medium so that goes along with mr olson's we need to have and we'd like to have

And keep in mind, these cities will probably be proposing millage rate increases as well.

Depends who's running for office.

Well, we're going to stick within the city. Yes, I know. I'm kidding. I got a joke. Let me do it. Just so there's clarity for me in terms of my decision and the direction I want to go. So I just want to understand that what you shared with us and what we are discussing. what we have, then I have an idea in terms of how I want to move forward. So I appreciate that. So I just wanted the clarity. I appreciate that. Is that true? Yes, ma'am. That is correct. Okay, thank you. So I've been here

Oh, here I am. Somebody's screaming, put the mic on. I've been here for a while. And of course, I've been here before COVID, through COVID, and our millage rate either was rollback, stayed the same, yet the demands for bringing the infrastructure up to standard, city standards. We were doing developments that for some reason, many of those developments have still not even started to turn dirt. Golden Gem happened, I don't know how long ago, and we're still dealing with that. The traffic, the one thing, I mean, I, you know, since I am retired and I kind of do this job almost 110%, I do drive around. A lot of the traffic we can't control because it comes from other counties. Our city, whether we like it or not, is a cutthroat city. It is a cut through, even though the 429, which I do travel often because there's no traffic on it during the day. Yet, if you go during the rush hours, you don't see it on the 429. You see it coming through our city. And so, you know, we have other municipalities using us as a cut through. Yeah. And so that we can't control. But the one thing we can't control the city roads that we own to keep them up to city standards.

Correct.

And so a lot of that has not been done. And that's what I'd like to see that done. As far as expansion of roads, I went to a meeting not too long ago of young people who are starting what they call a start program. And in their mind, they're saying, every time we widen the road, it creates more traffic. So what they are looking to do is to upgrade public transportation to bring Sunrail up here, especially because Apopka has the rails. So you have a younger group looking to do that, which is a good thing. In fact, I'm going to be having a meeting with the group that is kind of pushing, driving that force because a lot of younger generations don't own cars. And so they would like to see more public transportation.

Okay.

But for me with the millage rate is over the years that I have seen it go more back than forward. I like to see it where we can set it and kind of really massage the projects that we know our need to get done have to get done and we can always lower this by when by august i think we have to september by when september so we have a lot of time to give our residents a lot of information of outlining what we're going to be working on within this Period.

And we're going to be updating the CIP, again, to give you an opportunity to evaluate some of those projects. And get timelines. Yes.

Because when we budget something and we don't get to it, we could have used that fund somewhere else.

Yes, ma'am.

And the most important thing is to have the staff to be able to do the projects.

Correct. Correct.

So, I mean, you know, I know that when I read one mill and everyone was like, there they go, they're spending all the money and we're not, we have 25% reserves and we actually have more than that. And we're actually ahead.

Currently we do, but with this, yes. Today is what I'm saying. Right now today, yes. Currently we do.

We actually have set our reserves at a much higher rate than any other city. We did that through an ordinance.

Well, yeah, we do have a policy on the reserve and the target is 25%. And that's 25%. That is a target. But what I wanted, Mayor, if I wanted to share again, the objective here is that we're losing recurring revenue because the growth is going down. So the objective here is we need to replace that with recurring revenue. And again, property taxes.

Is the growth going down here in the city of Apaca?

Yes, ma'am.

It is?

Yes, ma'am.

So that's a good thing.

Yeah. And Orlando as well. I've heard that as well. So I think Orange County, period. Okay.

OK, so if I may kind of lead a little bit here, if we can have it set for next week at a point seven five additional mill. And then I'll work with our department heads and staff and finance and we'll do our best to do well under that is the goal. I'll be honest, my my my goal for an increase would be point five max. of an increase. So that's going to be my goal. But you guys tell me otherwise, if that's not something you're willing to go to, and we will cut even more. But again, everything we cut is hurting down the road. And again, I want to be cognizant of where residents' dollars are at. I mean, nothing is affordable right now, nothing is cheap, and salaries are not increasing with the rate that we may be increasing some things as well. So it's a trade-off. So I just want to let, that's my personal goal, but that does not mean if you guys tell me otherwise, no, we don't want to either increase it at all or we want to go to 0.25 or a quarter, whatever it is. We'll work to get there. So if you're okay with us tentatively setting it, giving direction for staff to bring that back next week at 0.75.

0.75 instead of one point. And remember, we can go down as the mayor just indicated. 0.75.

I just need a head nod. I don't need an official anything. Does that sound okay?

Yes. We're not setting it. We're just kind of.

No, you're setting it, but you can go down before it's finalized.

Correct.

And last year we settled at the 4.68 and went down to the 4.43.

Yeah, last year we rolled back.

Yes, we went back. We went down.

which made it much harder for us to, all we did was maintain the services that we had and we didn't really, but then in the process we had emergencies that we had to go into the reserves. Always with the hurricanes. Yeah. So we didn't really prepare for those things. Okay.

Any other final comments? All right. Well, thank you, Mr. Sherman. Thank you, staff, department heads. I appreciate your time. We'll be meeting again in the next week to kind of figure out where we can get a little more lean. I appreciate everyone's efforts in this. We'll get through.

All right.

Thank you.