The budget workshop illuminated the commissioners’ acute focus on fiscal responsibility, highlighting the balanced funds and the avoidance of using unassigned fund balance for the ninth consecutive year. The city manager and Budget Advisory Committee suggested retaining a millage rate of 5.37 amidst concerns of increased property values burdening resident property owners. Deliberations on the budget also addressed the need for prioritizing resources for the expanding population, particularly for the police and fire departments. Furthermore, the commissioners discussed the 5% increase in worker’s compensation rates, consistent water and sewer fee hikes, and the implications of a possible 10% surge in health insurance rates.

During the meeting, the advisory committee recommended setting aside 1% of the prior fiscal year’s budgeted expenditures to bolster the unassigned fund balance over the next five years. The commissioners acknowledged the necessity for further analysis and deliberation on these recommendations. They also touched on the potential reorganization within city departments, the need for additional employees, and reclassifying current positions to reflect operational demands.

Questions arose from commissioners about the $150,000 increase in the planning department’s budget and the need for technical assistance in updating the land development code. The planning supervisor explained that this would involve comprehensive planning and other implementation projects.

Infrastructure and public works projects commanded the commissioners’ attention, with discussions focusing on flooding issues at critical intersections and the potential use of a $3 million grant for these concerns. There was an analysis of cost-effective solutions for water containment at the sponge docks, replacement of light poles at Spring Bayou, and lift station projects. Furthermore, the city’s efforts to address infrastructure needs encompassed the replacement of handheld radios for the police department, as well as funding for impact fees and sewer line extensions.

The city’s financial management was also scrutinized with talks on the city’s debt-to-revenue ratio, which was noted to be low relative to other municipalities. The potential for borrowing for capital projects at a rate close to inflation was considered, alongside the timing of expenditures for various projects, including the Beckett Bridge project.

Parallel to the budget discussions, the board engaged in planning the selection process for the new city manager. Emphasis was placed on community interaction with the candidates through a “speed dating” meet and greet format, allowing residents to pose questions. The board outlined a two-day itinerary for candidate visits, which would include city tours and interviews. The proposed interview methodology sparked debate, with varying opinions on individual versus group interviews and the degree of public comment involvement.