A REGULAR MEETING OF THE BOARD OF COUNTY COMMISSIONERS

January 24, 2017

The Lake County Board of County Commissioners met in regular session on Tuesday, January 24, 2017 at 9:00 a.m., in the Board of County Commissioners’ Meeting Room, Lake County Administration Building, Tavares, Florida. Commissioners present at the meeting were: Timothy I. Sullivan, Chairman; Josh Blake; Wendy Breeden; Leslie Campione, Vice Chairman and Sean Parks. Others present were: David Heath, County Manager; Melanie Marsh, County Attorney; Wendy Taylor, Executive Office Manager, County Manager’s Office; Neil Kelly, Clerk of Court; Kristy Mullane, Chief Deputy Clerk, County Finance; and Angela Harrold, Deputy Clerk.

INVOCATION and pledge

Pastor Rick Fountain from the First Baptist Church of Tavares gave the Invocation and led the Pledge of Allegiance.

agenda update

Mr. David Heath, County Manager, stated that Tab 26, an update on legislative issues, and Tab 27, a request for approval of the County Manager job description and advertisement, were added to the agenda. He noted that the scheduled Closed Session was moved to Tab 28 because of the additional items.

minutes approval

On a motion by Commr. Campione, seconded by Commr. Breeden, and carried unanimously by a 5-0 vote, the Board approved the Minutes of December 13, 2016 (Special Meeting) as presented.

citizen question and comment period

Mr. Cleo Stafford, a resident of Fruitland Park, relayed his concern to the Board for the safety of residents due to cars speeding down Micro Race Track Road. He also said that there is a lot of litter that is thrown on to the sides of the road, and he encouraged the Board to look into both issues.

Commr. Sullivan agreed that it was a very busy road. He reported that he had been approached by the Lake County Sheriff’s Department about the issue and he made note of Mr. Stafford’s concern.

CLERK OF COURTS’ CONSENT AGENDA

On a motion by Commr. Parks, seconded by Commr. Blake and carried unanimously by a 5-0 vote, the Board approved the Clerk of Courts’ Consent Agenda, Items 1 through 4, as follows:

List of Warrants

Request to acknowledge receipt of the list of warrants paid prior to this meeting, pursuant to Chapter 136.06 (1) of the Florida Statutes, which shall be incorporated into the Minutes as attached Exhibit A and filed in the Board Support Division of the Clerk's Office.

Ordinances; City of Tavares

Request to acknowledge receipt of the following ordinances from the City of Tavares:

Ordinance 2016-30 amending the boundaries of the City of Tavares by annexing approximately 3.14 acres of land generally located on the southeast corner of CR 448 and Southridge Industrial Drive and rezoning the property from County Heavy Industrial to City Industrial.

Ordinance 2016-31 amending the Tavares Comprehensive Plan Future Land Use Map 2020 in order to provide for a change of Future Land Use designation on approximately 3.14 acres of land generally located on the southeast corner of CR 448 and Southridge Industrial Drive from County Industrial to City Industrial.

Ordinance; City of Clermont

Request to acknowledge receipt of a copy of Ordinance 2016-44 from the City of Clermont which annexes vacant property, Alternate Key 1648441, contiguous to the city boundaries into the city limits, along with a cover letter dated December 21, 2016, transmitting same.

Lands Available List

Property placed on the Lands Available List. Lake County has until April 5, 2017, to purchase property from the Lands Available List before it is available to the public.

COUNTY MANAGER’S CONSENT AGENDA

On a motion by Commr. Breeden, seconded by Commr. Campione and carried unanimously by a vote of 5-0, the Board approved the County Manager’s Consent Agenda, Tabs 3 through 15, as follows:

Community Services

Request approval of the Lake County Board of County Commissioners, Transit Division Substance Abuse Policy. There is no fiscal impact.

Request denial of protest and request approval to award contract 17-0202 to McDonald Transit (Fort Worth, TX) for Public Transit Operator Services and approval of the attached budget transfer from Transit reserves. The maximum estimated annual cost for operational and maintenance services under this new award is $5.1 million. The estimated cost for services for the balance of FY 2017 is $3.1 million.

Request approval to award agreements to perform Residential Rehabilitation and/or Roofing under the County’s State Housing Initiatives Partnership (SHIP) and/or Community Development Block Grant (CDBG) programs, and authorize the procurement office to complete all implementing documentation. The recommended vendors are BSE Construction Group, LLC (Winter Garden), C2 General Contracting, Inc. (Longwood), GCICGCCMA, LLC (Mount Dora), Glen Holt Aluminum (Fruitland Park), Homes in Partnership (Apopka), JFB Construction, Inc. (Eustis), Ruby Builders, Inc. (Orlando), and Manzella Specialties, LLC (Clermont). The estimated annual fiscal impact is $1.2 million, entirely grant-funded.

County Attorney

Request approval of outside counsel firms and their use on an as-needed basis for County purposes. There is no fiscal impact.

Request approval to donate Alt Keys 3640373, 1466768 and 1409365 to Homes in Partnership and approval for Chairman to execute donation Resolution 2017-7 along with County Deeds and any other required closing documents. There is no fiscal impact at this time.

Public Resources

Request approval and execution of an Easement Agreement between Red Maple Lodge Properties, LLC, in favor of Lake County and the City of Leesburg for a Conservation Easement and Access to Lake County’s Helena Run Preserve. There is no fiscal impact at this time. Commission District 3

Public Works

Request approval to purchase one (1) double drum steel wheel vibratory roller under Request for Quotation (RFQ) Q2017-00024 to Trekker Tractor Group LLC (Orlando, FL) for the Road Operations Division of Public Works, and authorize execution of all procurement supporting documentation by the Procurement Office. The total fiscal impact is $33,000.00 (Expenditure).

Request approval to execute Resolution 2017-8 of the Board of County Commissioners of Lake County, Florida, relating to a standing, stopping or drop off restriction on Secret Hill Drive (5235B) in the Leesburg area. Section 14, Township 19, Range 25. There is no fiscal impact. Commission District 3

Request approval to accept a performance bond in the amount of $86,455.60 associated with Right of Way Utilization Permit #7284 and Commercial/Subdivision Driveway Connection permit #53131, for Real Life Church, Phase 3 in the City of Clermont. The driveway connection and sidewalk will be located along Citrus Tower Boulevard, just south of the intersection between Citrus Tower Boulevard and Steves Road, in the City of Clermont. There is no fiscal impact. Commission District 2

Request approval of a contract change order with Kimley Horn & Associates for additional professional services associated with the CR 466A Project, Phase IIIA, in Fruitland Park. The fiscal impact is $32,000 (Expenditure). Commission District 5

Request approval of an Amendment to Development Agreement between Lake County and Family Dynamics Land Company, LLC regarding the Easterly North Hancock Road Extension. There is no fiscal impact. Commission District 2

Request approval of contract awards to D.A.B. Constructors, Inc. (Inglis/Leesburg) and C.W. Roberts Contracting (Wildwood) to provide Road Resurfacing for Lake County, and authorize the Procurement Office to execute all supporting documentation. These contracts will be Term and Supply Contracts with an estimated annual fiscal impact of $2,883,973 for FY 2017 (expenditure).

Request approval to award Sylvan Shores Sidewalk Retrofit Phase 9, Project No. 2017-01, Bid No. 17-0803, to Sun Country Foliage Landscaping and Concrete, Inc. (Oxford, FL) in the amount of $218,380.75, and to encumber and expend funds in the amount of $218,380.75 from the Renewal Sales Tax Capital Projects-Sidewalks fund. This project is located in the Sylvan Shores area of Mount Dora off Eudora Road. The fiscal impact is $218,380.75 (Expenditure). Commission District 4

public hearings: rezonings

rezoning consent agenda

Mr. Tim McClendon, Planning and Zoning Manager, Economic Growth Department, presented the advertisements for that day’s public hearings on the overhead monitor. He related that there were five rezoning cases this month identified as Tabs 1 through 5 in the staff rezoning book, which he noted were unanimously recommended for approval by the Planning and Zoning Board at their meeting on Wednesday, January 4, 2017. He relayed that staff’s recommendation was for the Board to approve the Consent Agenda as recommended by the Planning and Zoning Board.

The Chairman opened the public hearing.

There being no one who wished to address the Board regarding the Rezoning Consent Agenda, the Chairman closed the public hearing.

On a motion by Commr. Breeden, seconded by Commr. Blake and carried unanimously by a vote of 5-0, the Board approved the Rezoning Consent Agenda, Tabs 1 through 5, as follows:

Tab 1. Ordinance No. 2017-2

Rezoning Case #RZ-16-05-5

South Haven Farm CUP

Establish equestrian stable and horse riding and training center in Agricultural zoning.

Tab 2. Ordinance No. 2017-3

Rezoning Case #RZ-16-31-5

Bethel AME Church CFD

Amend Community Facility District (CFD) Ordinance 2001-27 by adding approximately 0.50-acre of land currently zoned as Mixed Residential (R-7), with new CFD ordinance.

Tab 3. Ordinance No. 2017-4

Rezoning Case #RZ-16-33-2

Vista Grande Properties, LLC.

Rezone property from Agriculture (A) and Planned Commercial (CP) to Community Facility District (CFD) for a house of worship (church).

Tab 4. Ordinance No. 2017-5

Rezoning Case #CUP#08/11/3-5

Tail End Resort and Pet Spa

Voluntary revocation of the CUP to operate a dog and cat kennel resort/spa facility on 9-acres of Agriculture zoned property on CR 439 in the Eustis area. The current property owner provided communication of their desire to not continue the conditional use.

Tab 5. Ordinance No. 2017-6

Rezoning Case #CUP#92/1/1-2 & 92A/1/1-2

Florida Select Citrus

Voluntary revocation of the CUP to operate a spray field facility on approximately 230 acres of Agriculture zoned property, in the Groveland area, north of Skipper Lane, east of Sawmill Road, and west of Empire Church Road. The current property owner provided communication of their desire to not continue the conditional use.

public hearing – amended budget for fy 2017

Mr. Steve Koontz, Assistant County Manager, presented the summary of changes of the Mid-Year Grant Reconciliation to make amendments to the FY 2017 Budget. He stated that a Mid-Year Adjustment would take place April 4, 2017, which would make modifications to the Audited Fund Balances; however, the current requested amendment approvals in front of the Board were changes to the grants only. He explained that some grants have not been awarded when the budget process took place, so estimation for the revenues is done for budgeting purposes. He relayed that they review all of the information in order to get the grants reconciled so there is a true budget moving forward. He reported that the total grant changes were $605,246 which reflected changes in Transit Grants, the State Housing Initiatives Partnership (SHIP) Grant, Section 8 and Community Development Block Grant (CDBG) Programs, Federal/State Grants, a General Fund adjustment for Mosquito Control revenues to combat the Zika Virus and other adjustments such as Community Safety and Compliance, Non-Departmental, Libraries and Solid Waste. He stated that the requested action was to approve the amended budget for FY 2017 to include mid-year grant reconciliations and approval of Resolution 2017-9 adopting a supplemental budget of $367,791,535 for FY 2017.

On a motion by Commr. Breeden, seconded by Commr. Parks and carried unanimously by a vote of 5-0, the Board approved the request for the Amended Budget for Fiscal Year 2017 to include reconciliation of grants and approval of Resolution 2017-9 adopting a supplemental budget of $367,791,535 for Fiscal Year 2017.

DEPARTMENTAL BUSINESS

Animal shelter facilities update

Commr. Campione updated the Board on the previous evening’s public meeting on the Animal Services Department, noting that Commissioner Blake and Commissioner Breeden were in attendance. She remarked that there was a great turnout of residents from all over the county, including individuals from animal rescue groups as well as previous shelter volunteers. She commented that she wanted to make sure the Board was aware of the large amount of support there was for the Animal Shelter and the new policies and procedures that would be taking place there. She added that this was a good example of the government partnering with the private and not-for-profit sector, because it would be difficult to make the no kill shelter successful without the assistance of those groups. She stated that she welcomed the opportunity to fully vet all of the options for the shelter, and she opined that there were good individuals involved to get all of the questions answered that the Board, staff and residents had.

Mr. Bill Veach, Deputy County Manager, stated that the purpose of the Animal Services Work Session was to provide an update of the Animal Shelter transfer and the shelter consultant’s findings and recommendations. He reported the Lake County Sheriff’s Office (LCSO) assumed operation of Animal Services from the Board in October 2014 to reduce costs and improve efficiency through use of inmate labor and collaboration on enforcement of animal control. He relayed that the Sheriff requested that Animal Services be divided into Animal Enforcement and Shelter Operations in September 2016. He noted that the Board agreed to resume operation of the Animal Shelter on November 29, 2016, and the Board did so on January 15, 2017. He pointed out that the new organizational chart for the services showed the Lake County Sheriff taking on the Animal Enforcement Operations only and the Board taking on the Animal Shelter Operations. He reviewed the Animal Shelter staff and introduced Ms. Suzy Springsteen-Marks as the new Animal Shelter Manager. He elaborated that her responsibilities would be shelter management, public relations and special programs; and the shelter would also staff a Shelter Coordinator, Veterinarian and Live Release Coordinator. He stated that 15 of the 18 available employment positions had been filled, operation protocols had been developed between the shelter and the LCSO Animal Enforcement and all shelter contracts had been deferred to the Board. He reported that the County retained the services of Mr. Michael Fry of No Kill Learning in October 2016 to assess the shelter operation and facility needs. He elaborated that Mr. Fry had assisted in the revision of shelter policies, reviewed Animal Enforcement and Shelter protocols for the intake and care of animals, conducted shelter staff training, conducted a shelter facility assessment and assisted in the recruitment of the new shelter manager.

Mr. Fry explained that he was the former Executive Director of Minnesota’s first and largest No Kill animal shelter for 15 years, the former Executive Producer and Co-host of Animal Wise Radio for 10 years and was the current owner of No Kill Learning. He stated that the measure for a no kill shelter should be a 90 percent save rate of total intake from the shelter, and he pointed out that the commitment to not ending the life of healthy or treatable pets rather than the percentage is the important goal. He clarified that the No Kill movement supports the humane euthanasia for animals that are terminally ill or seriously dangerous, and collectively those animals make up less than 10 percent of the shelter intake. He relayed that until June 1, 2001, there had been zero no kill communities in the country; however, he noted that on June 11, 2001, Tompkins County in the State of New York became the very first no kill community, and to date there were about 120 communities that were made up of more than 400 cities. He presented a map of the United States showing all of the no kill communities that existed and pointed out how diverse they were but yet all had the same mission of being a no kill community following the No Kill Equation. He explained that the very first animal control practice began almost 200 years prior as dog pounds with a staff member who was called the Pound Master. He elaborated that it was created as a rabies control effort, and the Pound Master’s job was to round up free roaming dogs, hold them for brief periods of time and then dispose of them. He stated that over time there had not been many changes to what animal control’s core function had been except for minor tweaks to the model. He mentioned that the full history was more complicated and could be read in a book called Redemption: The Myth of Pet Overpopulation and the No Kill Revolution in America that partnered with a documentary of the same name which documented several cities as they went through their transition to become a no kill community. He recalled a story from Seagoville, Texas, and described their path to becoming a no kill community. He pointed out that the story there was similar to Lake County and many other counties around the country, explaining that the old style shelters are sensitive topics, and many departments and officials do not want to be associated with them. He explained that the shelters get pushed aside until the right people pay attention and decide to make a change. He opined that this marked an opportunity for change in Lake County, because there was leadership currently in place to pay attention, a thoughtful team in place at the shelter and additional pieces lining up to allow for this change.

Mr. Fry stated that the No Kill Equation was made up of 11 components and they are Trap Neuter Release; Comprehensive Adoption Program; Low Cost, High Volume Spay/Neuter; Rescue Groups; Foster Care; Retention; Rehabilitation; Engage the Public; Volunteers; Proactive Redemption; Effective Leadership. He reviewed the Trap-Neuter-Release (TNR) program and recalled that several years prior the Board passed Ordinance 2015-20, which was a TNR ordinance. He noted that free roaming cats breed heavily and the best route to take is to trap, neuter and release them, which reduces the population and also gives a live release option for shelters that is humane. He pointed out that historically the free roaming cats made up the vast majority of lives lost at the shelter; however, passing the TNR ordinance had already resulted in the reduction of the intake of free roaming cats by nearly 30 percent. He reported that processes in place at the shelter had not allowed for the most effective use of the TNR ordinance because they were still taking in a large number of free-roaming cats, holding them for 24 hours and then disposing of them. He noted that unfortunately a large number of those cats could have been tame housecats that were swept up in the process. He stated that this plus unacceptable housing and other issues were happening at the facility. He reported that new stop-gap measures had currently been taking place by modifying the housing for cats deemed “feral,” increasing coordination with local TNR and Spay/Neuter groups and staff was working to do as many of the spay/neuter procedures in-shelter whenever possible. He stated that future goals would be to stop taking in healthy free-roaming cats, refer people with feral cat issues to TNR groups, provide educational materials to help people address issues with free roaming cats and implement a Barn Cat Program, which can provide a place for untamed cats that end up at the shelter. He stated that a Comprehensive Adoption Program is important to the No Kill Equation. He explained that the adoption program makes perfect sense because the animals leave the shelter alive, and it also had a secondary benefit because the shelter would become a benefit to the community by building relationships with the residents adopting pets. He noted that every adopted pet is spayed or neutered, has had a series of vaccinations, and had a microchip implanted. He reported that new adoption steps taking place were capacity-linked adoption pricing, adoption promotions, more off-site adoption events and adoption follow-up calls to reduce the number of animals that are returned to the shelter. He elaborated that studies show that calling the families who have adopted within two weeks makes it easier to determine whether or not the pet has a correctable problem, which may have presented itself within those two weeks, and then the shelter can work to help find a solution to keep the pet in the home.

Mr. Fry explained that Low-Cost Spay/Neuter is an important part of the program and noted that there were two good low-cost spay/neuter organizations already in the community. He stated that it would be helpful for the shelter to promote those existing services and added that the spay/neuter program leads to an increase in adoptions. He noted that local rescue groups provide good support to the shelter, and it would be a positive move to increase the amount of rescue groups taking animals in from the shelter and to make the shelter animals more available to them. He added that proactively marketing shelter animals to the rescue groups and reducing fees for some animals would be helpful as well. He explained that foster homes expand the walls of the shelter by having animals out in the community and helps with animals that have special situations, such as being fearful or too young to be kept at the shelter. He reported that one of the new shelter policies already put in place was a change in protocol for orphaned young animals that are still fed through bottles; and there was an increase in marketing to seek out more foster families and promotion of the Foster-to-Adopt Program. He stated that Pet Retention Programs are about sensitive conversations with pet owners who want to surrender their pets. He elaborated that usually the generic excuse can actually be covering a deeper meaning and at times can be personal, so the shelter had started implementing a surrender-by-appointment protocol, which can help in those situations by having a meaningful conversation with the pet owner to try and help resolve the issue. He noted that the shelter would also be providing additional staff training to conduct those intake interviews and linking to a helpful website called PetHelpDesk.org, which provides a catalog of pet help solutions. He stated that Rehabilitation is an interesting and broad topic covering medical as well as behavioral rehabilitation. He relayed that the shelter was already doing remarkable work medically; however, the shelter facility was lacking, particularly with the dogs, because the kennels are small and are not set up to promote good dog behavior. He elaborated that a large percentage of dogs suffer from barrier aggression, and there needed to be a way to determine which behavior was true aggression or just a reaction to their surroundings. He reported that there would be a dog behavior color-coding system to help with the issue that goes from green to yellow and then to red, which would be dogs handled by staff only. He stated that there would be better use of the outdoor play areas for the dogs, which he opined was the best part of the existing facility because they are large and beautiful; however, there had not been enough volunteers to facilitate their use effectively. He stated that the shelter would implement Playing for Life Training as well and showed a video of dogs playing that had been previously considered aggressive. He explained that once the dogs were out of the stressful kennels and environment, they were not aggressive at all. He added that this process also helps the shelter to identify the truly aggressive dogs, because their true personality shows once they are out of the kennel environment and in a more natural environment.

Mr. Fry stated that engaging the public is part of the No Kill Equation. He explained that historically there had been a division between the shelter and the public, but the No Kill movement has tried to remove those barriers and engage the public more by extending hours, increasing emphasis on customer service, placing better pet photos on the internet and creating interesting adoption promotions and events. He noted that volunteers are needed to help with the no kill process and can help with just about every task. He elaborated that one task a volunteer can do is fill the role of “pet detective,” which means when a stray dog or cat comes into the shelter, the volunteer can search all of the various lost animal databases to try and locate its owner, which can save lost animals. He explained that Proactive Redemption is an initiative where the animal control officer actively looks for the owner of a lost/stray pet before bringing it to the shelter. He elaborated that the shelter had already made an agreement with the Sheriff’s Office to follow this initiative so that stray pets can be reunited with their owners in the field and help keep the capacity of stray pets down at the shelter. He mentioned that the shelter will also be utilizing better lost and found systems on the internet, such as nextdoor.com, and this was a good opportunity for the “pet detective” volunteers to help. He stated that the final program within the No Kill Equation is having effective leadership with the shelter director, County Manager and Board all in agreement on the goals and how to reach them. He opined that the County was in a good position to succeed because there were good personnel in place at the shelter, an engaged County Manager’s office, strong leadership on the Board, and residents that want the no kill shelter. He relayed that effective leadership would also keep up with new nationally recognized best practices for record keeping protocols, have more transparent best-practices in reporting and ask important questions, such as whether the shelter should be involved in owner requested euthanasia. He commented that the topic of owner requested euthanasia is a touchy subject and wondered if it was a service the shelter should be providing, but this was an example of something that effective leadership would be questioning and making decisions on.

Mr. Fry reported that the previous process of holding and euthanizing the animals costs money and is revenue negative. He stated that releasing the animals to rescue groups saves money because there is a reduction in the holding period and no disposal cost or cost of the euthanasia chemicals, and he added that releasing the feral cats to TNR Groups also saves money. He noted that adoption and proactive redemption saves lives and money and generates revenue through fees. He stated that he felt Lake County had a chance to be the next No Kill Community which could reach a 90 percent live release rate and with continued efforts could reach as high as 95 to 98 percent. He reported that the facility had been designed for a type of animal control that was no longer practiced in Lake County. He reviewed that surgical areas were not set up well and could cause infections, since disease control was particularly challenging. He stated that there were poorly designed public spaces, and a lack of adequate air conditioning and circulation, which can create discomfort for people and animals and possibly contribute to disease. He stated that overall the materials used to build the shelter were poorly chosen, and the floor plan was broken up and disorganized. He pointed out that there had been carpeting placed within the facility that was not conducive to an animal shelter and has started to smell. He opined that staff had tried to put solutions in place over the years to help the issues, but the facility was in dire need of significant maintenance and improvement. He reported that he had provided a list of emergency stop-gap measures to the Board, which had already begun to take place within the facility and had helped tremendously. He stated that the shelter had been chronically understaffed which had made all of the other challenges at the shelter more difficult to handle over the years, and he felt that they needed four more animal care technicians and two more office staff. He summarized the needs and noted that while progress had been made over the years, the current transition had brought about another leap forward for the shelter.

Mr. Veach reported that the next steps would be immediate, short-term and long-term issues with some needing budget transfers or having budget issues that would be presented to the Board for approval. He stated that revising policies and procedures, addressing maintenance needs, revising record keeping procedures and expanding volunteer programs were immediate needs, some of which had already begun. He noted that implementing the space utilization recommendation, addressing the staffing needs and revising the fee schedule were short-term needs that would take place within three to five months. He relayed that the long-term need would be a major retrofit or replacement of the animal shelter facility. He commented that Mr. Fry would provide quarterly assessments as staff worked through the transition.

Commr. Parks commented that the presentation was comprehensive and was glad that there was a lot of good input from the residents in attendance at the previous night’s meeting. He stated that he supported the goal of the shelter being a no kill facility. He felt that the use of foster homes and rescue groups was important and wanted to encourage a partnership with the South Lake Animal League, as they have a lot of space and could help in the short term. He opined that if the Board moved forward with the new initiative, it would be important to be positive about the transition and present a positive message to the public.

Commr. Breeden asked if TNR and discontinuing the process of taking in healthy, free roaming cats were in conflict with one another.

Mr. Fry clarified that they could conflict if the shelter was doing TNR on a long-term basis; however, there are non-profit groups that do TNR, and it could become a process for the shelter to promote and/or refer residents to the TNR groups instead of performing it at the shelter. He added that transferring the cats to TNR groups could also reduce the risk for disease, because the cats would not stay at the shelter.

Commr. Campione explained that TNR is not performed at the County shelter; however, the ordinance allows organizations to participate in TNR. She elaborated that if there was a resident having an issue with feral cats, the situation would be evaluated to determine if it was a nuisance cat or if the resident should be referred to a TNR group that could help.

Commr. Blake stated that he had heard of a system of putting contraceptive chemicals into cat food to keep feral cats from reproducing.

Mr. Fry stated that it is a controversial practice because it puts the chemical out into environment and that it is difficult to manage on a large scale; however, surgical measures are permanent. He explained that doing targeted traps in highly populated areas can result in the decline of the population after 70 percent of the cats have been sterilized.

Commr. Campione asked how the shelter should respond to a resident who trapped a cat and brought it to the shelter, and asked if there was a policy change that did not allow for the intake of feral cats.

Mr. Fry suggested that the resident be thanked and then referred to a TNR group. He stated that it should not be the default of the shelter to take the cat in, but it was important to evaluate each situation to determine if refusing to take the cat in would put it in danger.

Commr. Campione clarified that the decision would be left to the shelter director in each situation. She opined that it was a good policy to implement not taking in free roaming cats to the shelter and instead referring them to TNR groups and help maximize the organizations that do the TNR. She relayed that she had been to some of the presentations given by the TNR groups and noted that they are very comprehensive and provide thorough information to residents. She felt that the county has good partners if the Board decided to go with the TNR process.

Commr. Breeden stated that she was pleased that the Board was taking the next steps in Animal Services.

Commr. Sullivan opined that it was a comprehensive look at what the County needed to accomplish and liked the staff recommendations for the immediate needs.

Commr. Campione noted that the suggested policies were to be taken under consideration and opined that owner requested euthanasia was not a public service that should be provided. She felt that a decision to euthanize an animal should be based on medical reasons, and an owner who asked for the service could be given the option to surrender the animal to the shelter instead so the staff could then find a new home for it. She stated that she was glad that staff had taken an active role in the transition and looked forward to the next steps. She commented that the discussion of retrofitting or replacing the facility could be had on a separate day, but she wanted to suggest keeping the facility in Astatula because it is a good location. She noted that the community was behind the department transition. She felt having a shelter that the Board and community would be proud of could be done efficiently while being financially prudent.

Commr. Breeden asked if staff would be bringing back revised policies to the Board.

Mr. Heath stated that order and organization needed to be put in place, and there would be a quarterly report prepared by Mr. Fry moving forward and distributed to the County Manager and the Board. He explained that Mr. Fry can address any issues that come up, which would be sending a message to the community that there is someone looking at the situations as they occur, and having a third party as the evaluator lent more credibility to the process. He reported that smaller daily issues would be handled by the County Manager; however, larger decisions would be brought in front of the Board for approval, such as the owner requested euthanasia and feral cat intakes, since those were more of a policy issue as opposed to a daily procedure. He stated that there would be some funding available mid-year to facilitate immediate staffing and facility needs, and then the list of sales tax projects would be brought back before the Board to determine a more permanent solution for the shelter.

recess and reassembly

The Chairman announced at 10:32 a.m. that there would be a 15-minute recess.

florida benchmarking consortium presentation

Ms. Jennifer Barker, Budget Manager for Fiscal and Administrative Services, stated that the purpose of the presentation was to provide the Board with an overview of benchmarking, performance measurement standards and Lake County’s membership in the Florida Benchmarking Consortium. She reviewed that departmental benchmarking was first incorporated into the budget process for FY 2016 with the intent to compare operational performance to the surrounding seven counties. She stated that the metrics used are chosen at the department level based on data that is typically tracked on a regular basis. She presented examples of benchmark presentation slides from the FY 2017 budgeting process for Library Services and Facilities and Fleet Management. She noted that the departments have faced challenges over the last several years in gathering the data used for benchmarking purposes such as responsiveness to data inquiries, the fact that data gathered was not always easily comparable and a lack of data availability due to some of the counties not tracking the same information as Lake County. She added that many labor hours had been invested in trying to gather the data. She reported that Lake County recently joined the Florida Benchmarking Consortium to avoid the past challenges, and the Board expressed an interest in further expanding the benchmarking and performance measurement process at the retreat on January 17.

Ms. Susan Boyer, Executive Director of the FBC (Florida Benchmarking Consortium), stated that she was happy to have Lake County join the FBC. She stated that the FBC had been described as a loosely coupled voluntary network because they ask the FBC members to volunteer to determine the types of service areas measured and performance indicators used. She explained that the FBC is Florida-centric and was formed approximately thirteen years ago because the cities and counties in the State of Florida wanted to be able to compare to their peers rather than using national data. She noted that the FBC is the largest intrastate performance measurement consortium in the United States, and the primary goal of the FBC is to develop, collect and report commonly agreed upon performance measurement data. She pointed out that they are affiliated with the Florida Institute of Government at the University of Central Florida. She relayed that the FBC was formed as a performance measurement and benchmarking system that utilizes common services, service definitions and performance metrics. She explained that using a common approach helps to avoid many of the challenges that confront local governments when they try to do it alone and enables member governments to benchmark their performance against themselves and other members. She pointed out that the FBC does not tell its members who they should benchmark against but instead allows the members to choose, because what one service area may benchmark against may not be available in another service area. She reported that there were currently 19 counties, 27 cities and 2 water authorities within the FBC. She reviewed the 20 service areas within the FBC and presented a map that pinpointed where the current members were located in the state. She noted that a new service area was Civic Engagement, which looks at interactions that took place within the community. She explained that performance management was a system of measurements taken on a regular basis to determine the results and efficiency of services or programs. She elaborated that it helped to tell the public and elected officials how they benefit from the services provided by a county and gives more insight into the extent to which the services help accomplish a county mission. She pointed out that performance measurement was different because it focuses on what was occurring, but does not ask why or how it was occurring.

Ms. Boyer explained that benchmarking is selecting reference points to make comparisons or measurements against; however, a problem that occurs is when a county tries to measure on their own and the reference points are not the same. She stated that the FBC provides the correct standard to measure against for these counties. She pointed out that benchmarking should not be punitive in nature and should be used to motivate people to make improvements toward a goal. She reviewed the data collection cycle, which begins in January after members decide what service areas they want to participate in, noting that the data is cleansed and goes through three opportunities to ensure the data is correct. She explained that the FBC Annual Report is typically released at the end of August that same year. She elaborated that the FBC Annual Report contains three years of data and presented an example of a sample data report. She stated that there needed to be accountability and transparency in the data in order to give the counties the ability to show their efficiencies, effectiveness and quality of level of service. She noted that while the data does not tell the whole story about local government performance, it can be used to initiate a discussion about how similar governments deliver the same services. She commented that this self-examination can lead to more efficient service delivery, and using the bottom-up approach has been proven effective in affirming the consortium’s commitment to the needs of its memberships. She summarized that local governments need a standard by which to evaluate their services, and the FBC provides a common approach to its members as well as the ability to measure the cost and quality of local government.

Ms. Barker stated that next step was for the departments to start gathering data for the FBC 2017 Annual Report. She noted that some benchmarks from the FY 2016 report may be used in the departmental budget presentation for FY 2018, but full implementation of FBC benchmarks would not begin until the FY 2019 budget presentations.

Commr. Parks stated that this was important for the County when policy and budgeting decisions are being made, and he wanted the management level of the County to utilize the information as much as possible. He pointed out that some service area information may not be available for the current year but wondered if the goal was to make sure all service area information would be available for the next year.

Mr. Heath responded that was the goal and relayed that when benchmarking had been done previously, it was very time consuming for the departments, and some of the other jurisdictions were not forthcoming with the data, which left holes in the reports. He stated that they were trying to get the benchmarking up to the next level and to present the data in a way that makes sense. He noted that the data was straightforward in some departments, but others were more rhetorical and difficult to use. He added that this would help to find the more difficult data easier.

Commr. Parks clarified that Civic Engagement was reviewing information on public meetings, outreach, voter turnout, the ethnic makeup of boards and commissions and attendance of public workshops.

Ms. Boyer pointed out that if Constitutional Officers wanted to be a part of the FBC, they would need to join on their own because there would not be current policy measures in place within those county service areas.

certification incentive pay

Mr. Robert Anderson, Human Resources Manager, provided an update to the Board on employee retention and certification pay in the Economic Growth Department. He explained that Section 3.2 of the Employee Policies and Procedures Objective states that the County is committed to ensuring that employees receive fair compensation for work performed on behalf of the County and seeks to proactively manage the classification and pay plan to ensure that positions are correctly classified and that corresponding rates of pay are appropriate and sufficient to attract and retain a qualified workforce to best serve the citizens of Lake County. He reviewed that the previous year’s highest turnover positions included mechanics, road maintenance operators, equipment operators and senior building inspectors. He noted that the FY 2015 turnover rate was 13.6 percent, and the FY 2016 turnover rate was 16.2 percent. He recalled that previously the Board took action by recommending new pay ranges and a Certification Pay Program for certain classifications due to the high turnover in critical positions in Public Works, Facilities and Fleet Maintenance, and Building Services. He stated that the Board approved the new ranges and Certification Pay Program at the October 25, 2016 regular commission meeting and presented the new pay ranges for Economic Growth by comparing the current pay grade with the proposed pay grade. He noted that the Certification Pay incentives for Economic Growth were based on bands which were assigned according to the number of licenses held. He reported that the titles affected were Building Services Supervisor, Chief Fire Inspector, Plans Examiner, Fire Inspector, Chief Inspector, Senior Building Inspector, Chief Plans Examiner, Plans Examiner and Senior Plans Examiner. He relayed that band one was made up of 1 to 2 licenses, band two was 3 to 4 licenses, band three was 5 to 6 licenses and band four was 7 or more licenses and that the Certification Pay was fifty cents per hour, per band. He noted that this program was implemented in the first pay period of November 2016.

Mr. Robert Chandler, Director of Economic Growth, reported that the non-competitive salary structure had impacted the Economic Growth Department’s ability to attract and retain qualified Plans Examiners and Senior Building Inspectors. He stated that since July 2015, six of the nine inspectors, with a total of twenty-nine licenses, had left the department; and while those positions had been filled, the new employees possessed only nine licenses between them. He pointed out that licensing for Plans Examiners and Senior Building Inspectors was not just a luxury or a professional accreditation but was a job requirement and a necessity to complete the duties that the job entails. He emphasized that without properly licensed staff, there is an increased need to utilize private providers at an 80 percent higher cost, a decreased level of customer service in the field, an increase in completion time for inspections, an increase in training expenses and a decrease in productivity of the entire inspector staff due to the need for cross-training. He stated that the challenges are intensified by the improving economy, which led to an increase in permit activity. He noted that the total permit activity handled by the Department had increased by an average of 15 percent each of the last two years, and the County’s ability to effectively and timely service the new growth must increase as demand increases. He pointed out that a failure to keep pace with the new growth could be detrimental to Lake County’s economic development efforts. He stated that the front end of development makes a difference, and taking too long to get an inspection completed will make its way through the development channels of companies looking to be located in Lake County.

Mr. Anderson recalled that the Board directed staff to conduct analysis of employee pay in the Economic Growth Department at the October 25, 2016 BCC meeting, and staff conducted a survey of other public sector organizations including the cities of Mount Dora, Leesburg, and Clermont and the counties of Orange, Polk, Osceola, Marion and Volusia, which have job classifications that match those in the Economic Growth Department. He relayed that data was collected by the Economic Growth Department on 106 Senior Building Inspectors, 9 Chief Inspectors, 6 Building Services Supervisors, 25 Plans Examiners, 9 Senior Plans Examiners, and 5 Chief Plans Examiners. He compared the Lake County actual salaries, which included the fifty cents per band increase, against the surveyed average actual salaries and reported that Lake County salaries for Plans Examiners and Senior Building Inspectors were considerably below the average salaries for those positions with other public sector employees. He stated that increasing the Certification Pay for Plans Examiners and Senior Building Inspectors would make Lake County actual salaries more competitive. He explained that increasing the Certification Pay for each band by the additional $1.50 per hour would result in increases up to $12,480 for one individual who has four certifications, with an average increase in Certification Pay of $4,160 per year. He noted that the new pay structure would enable the Senior Building Inspectors and Plans Examiners who have 5 or 6 licenses to make a minimum of $56,700 per year and those who have 7 or more licenses to make a minimum of $60,860 per year. He presented a second comparison with the salary increase for Lake County for Plans Examiners and Senior Building Inspectors against the surveyed salaries, all having at least 3 licenses. He pointed out that if the new pay structure was approved, it would put those employee salaries closer to the market average and would give them an opportunity for them to obtain more licenses, which would lead to more pay increases. He noted that there would be a need for some adjustments to the pay of the supervisors for these positions to maintain a proper relationship between their pay and those they supervise, which had an estimated fiscal impact of $62,100 for the remainder of FY 2017. He reported that the salary structure changes required to make Lake County competitive were financially feasible because all salaries and benefits would be paid from the building services enterprise fund and would not impact the Lake County General Fund. He explained that the Building Services fund had sufficient reserves, and economic improvement and continued growth would sufficiently drive fund revenues to cover expenses, and the reserves were strong enough for the Department to operate effectively if the economy were to reverse until such time as staff and/or budget adjustments needed to be made. He stated that the requested action was to increase Certification Pay Incentives for Plans Examiners and Senior Building Inspectors by an additional $1.50 per band and appropriately adjust the pay of their supervisors where necessary.

Mr. Heath explained that when the salary study had been completed, the Board had decided to implement a 3 percent raise to all of the non-collective bargaining unit employees; however, there was an issue with the pay scale for mechanics, fleet and the examiners in Economic Growth. He noted that at the meeting in October of 2016 there were individuals from the Home Builders Association that brought three concerns forward. He stated that they felt as though the County was becoming a training ground for employees, there was concern that a different inspector would come each time they needed an inspection at a site and there should have been a reserve that could allow for additional services to be covered since the economy was healthy. He explained that it would require the inspectors to take the initiative of obtaining their certifications to reach the pay average.

Commr. Breeden wondered if any employees had left since the pay adjustment.

Mr. Anderson replied that there had not, but there was one vacant position in Building Services, and the employees had also been aware of the proposal.

Commr. Breeden asked whether the number of current staff was sufficient or if there was a need to hire additional staff. She stated that while she understood the need, she was concerned about the message it would send to other employees whose salaries were also below the average. She noted that in reviewing the tables in the presentation, she noticed that if the employees continued to gain certifications, it could put them over the average in a few years.

Mr. Chandler replied that the current quantity of staff was adequate, but they would ensure the candidate had the correct licenses if they needed to hire an additional staff member. He felt it was a positive for salaries to go over the average, because that would be an incentive to obtain the licenses, and the more licenses the department has, the more effective and efficient it can be.

Mr. Heath pointed out that it was an issue of timeliness because the proposal was to handle the current climate in the Building Services area. He opined the proposal could come back when the economy was not doing well if it was postponed, and that would be a difficult position to be in.

Commr. Campione stated that not only was it a timeliness issue, but it was also part of the unique nature of the position. She felt that those employees take certain risks because the work ebbs and flows depending upon the economy and the building industry. She noted that the Board heard firsthand that there had been numerous problems because there has not been continuity with the inspectors in the department. She pointed out that it is an enterprise fund, which generates revenue, and the inspectors are integral to the County being able to deliver good customer service. She elaborated that she felt the County got a bad reputation because the inspections were not being done timely. She opined that it all came back to the quality of the individual, the level of expertise, the skill set and the ability of the inspector to be on the job and get the inspections completed. She stated she was in favor of moving forward with the increase.

Mr. Heath noted that currently a contractor had to be contacted if there was a call for an inspection and a staff member was not available, which was significantly more money on an hourly basis than using staff. He pointed out that no matter how high the band increases seemed, they were still less than outsourcing the inspections.

Commr. Breeden asked whether there was direction being provided to the inspectors on which licenses they should be obtaining.

Mr. Chandler replied that the goal was to have a diverse coverage of expertise and to ensure there are no holes in the certifications.

Mr. Heath pointed out this was one of the positions within the County where a state certification was needed to perform the job, which was the distinction they were trying to make.

Commr. Blake stated that he was supportive of the increase and believed it was an appropriate use of the enterprise fund, as it helped to address the concerns in the county and community and also generated revenue.

On a motion by Commr. Parks, seconded by Commr. Blake and carried unanimously by a vote of 5-0, the Board approved the increase in Certification Pay Incentives for Plans Examiners and Senior Building Inspectors by an additional $1.50 per band and appropriately adjust the pay of their supervisors if necessary.

other business

appointments – water safety advisory committee

On a motion by Commr. Parks, seconded by Commr. Campione and carried unanimously by a vote of 5-0, the Board approved the appointment of Ms. Elise A. Dennison as a Municipal Representative to serve a one-year term ending January 10, 2018 to the Water Safety Advisory Committee.

APPOINTMENTS – elder affairs coordinating council

On a motion by Commr. Parks, seconded by Commr. Breeden and carried unanimously by a vote of 5-0, the Board approved the appointments of the following members to serve a two-year term beginning February 1, 2017 to the Elder Affairs Coordinating Council: Ms. Susan Saunders, representing District 1; Ms. Mary Lou Burdette-Wieloszynski, representing District 2; Mr. Wendell Huesbo, representing District 4; and Ms. Frances E. Weston, representing District 4.

APPOINTMENTS – Board of adjustment

On a motion by Commr. Parks, seconded by Commr. Breeden and carried unanimously by a vote of 5-0, the Board approved the reappointment of Ms. Rosemary Wuenschel representing District 1 to serve a four-year term ending January 31, 2021 to the Board of Adjustment.

APPOINTMENTS – planning and zoning board

On a motion by Commr. Blake, seconded by Commr. Breeden and carried unanimously by a vote of 5-0, the Board approved the appointment of the following members to serve a four-year term ending January 31, 2021 to the Planning & Zoning Board: Ms. Kathryn McKeeby, representing District 1; Mr. Lawrence G. King, representing District 3; and Mr. Jeff Myers, representing District 5.

APPOINTMENTS – Board of Building Examiners

On a motion by Commr. Parks, seconded by Commr. Breeden and carried unanimously by a vote of 5-0, the Board approved the reappointment of the following members to serve a four-year term ending January 14, 2021, to the Board of Building Examiners: Mr. George Marek, P.E., as an Engineer representative; Mr. James A. Moore, Jr., a contractor eligible to represent Section 489.105(3)(a)-(c) and/or (d)-(o); Ms. Lori Brown, as a Business Member representative; Mr. William C. Scott, as a Consumer Member representative; and Mr. Ray Newman, as a Consumer Member representative.

reports – county manager

lake may reserve grant

Mr. Heath relayed that Public Resources had been awarded a grant of $1.5 million by the Florida Communities Trust to develop amenities at Lake May Reserve located in Eustis. He noted that Lake County would not have to provide additional funds and that the grant contract would be brought back before the Board for approval.

emerald lakes scheduled meeting

Mr. Heath stated that during the BCC Regular Meeting on November 11, 2016, it was requested that he set a meeting to go over legislative priorities with Randal Raney, a representative of Emerald Lakes, and it was scheduled for January 30, 2017 in Clermont. However, he noted that the forms to seek funding to provide a technical solution for the flooding issue in Emerald Lakes would need to be submitted to the State of Florida by January 27, 2017. He requested that the Board allow him to submit the forms by the deadline and then recall them if the Board did not approve it at the Regular BCC Meeting on February 7, 2017.

public safety grant

Mr. Heath pointed out that the Public Safety Department would be applying for a $325,000 grant to upgrade the remaining six Basic Life Support fire stations to Advanced Life Support fire stations. He noted that the grant would be on the agenda for the Regular BCC Meeting scheduled for February 7, 2017, but the deadline to apply is February 1, 2017. He requested that the Board allow Public Safety to apply for the grant by the deadline and if not approved at the BCC Meeting, it could be recalled.

REPORTS – COMMISSIONER parks –DISTRICT 2

legislative updates

Commr. Parks gave a brief update on legislative issues. He reported that Representative Larry Metz stated that he would be trying to pass a bill that would take away the Lake County Water Authority’s (LCWA) ability to take land, waterways and canals and to restrict them from being involved in active recreation businesses. He stated that it did not address the Hickory Point Beach project but limited them from being involved in any other recreational business moving forward. He pointed out that the bill also states that the two at-large seats on the LCWA could not be from the same district. He noted that the construction funding of the Citrus Grove Road project was Rep. Metz’s only infrastructure project, and the other bill was to help provide funding for Lifestream Behavioral Center.

Commr. Breeden wondered how the at-large vote would be controlled, as they are elected positions.

Commr. Parks replied that he was not aware of that, and it was an interesting question.

annual board retreat

Commr. Parks commented that he had follow-up literature and background information on the items that were discussed at the Board’s Annual Retreat that was held January 17, 2017.

REPORTS – COMMISSIONER breeden –DISTRICT 3

valencia grove ribbon cutting ceremony

Commr. Breeden stated that she attended the Valencia Grove ribbon cutting ceremony, that it is a beautiful facility, and that she was very impressed with it. She noted that the facility was at capacity prior to the ribbon cutting and that it is the only allocated new affordable housing available in Lake County. She reported that they would be providing free programs to some of the residents such as literacy, resume building and computer services.

REPORTS – COMMISsIONER campione – DISTRICT 4

VALENCIA GROVE RIBBON CUTTING CEREMONY

Commr. Campione thanked Commr. Breeden for attending and representing the Board at the ribbon cutting at Valencia Grove. She commented that she toured the facility and was very impressed with it. She opined that it is a wonderful addition to the area and explained that affordable senior housing is a tremendous need in the county.

mount plymouth-sorrento utilities

Commr. Campione stated that the issue of water and sewer services regarding the City of Eustis and the City of Mount Dora was gaining a lot of interest from the Mount Plymouth-Sorrento community. She said that there were two large county subdivisions in the unincorporated area there and opined that the residents living there would not be happy to be annexed into the City of Eustis. She commented that she understands more discussion needs to happen and that the City of Eustis has been a provider of utilities, but she wanted to be sure that the constituents are being heard. She stated that she felt that there were larger issues regarding those residents who would prefer to have their neighborhoods stay unincorporated and the impact of the surrounding area because of that. She noted she wanted to ensure that the growth occurred in a way that the community has always envisioned it, especially with it being in the Wekiva Protection Area. She pointed out that there were existing Developer Agreements and during the time they were made the area needed to be contiguous to the city limits before being annexed into the city.

reports – commissioner blake - district 5

animal services public meeting

Commr. Blake commended Commissioner Campione and staff for the Animal Services meeting that took place on January 23, 2017. He commented that it was a good meeting. He pointed out that he toured the Lake County Animal Shelter with Mr. Brian Sheahan, Community Safety and Compliance Director, and saw that there needed to be work done, specifically noting the carpet. He mentioned that taking care of the carpet would be pretty quick and that it needed to be fixed.

lake emergency medical services tour

Commr. Blake noted that he toured the Lake EMS (Emergency Medical Services) facilities with Mr. Jerry Smith, Lake EMS Director, and commented that it was helpful for him to see the daily tasks that are performed.

martin luther king jr. parade

Commr. Blake stated that he attended the Martin Luther King, Jr Day parade, and it was a good experience.

reports – commissioner sullivan – chairman and district 1

county manager employment advertisement

Mr. Heath pointed out that the Board had received a memo from him that included the County Manager job description, a copy of Florida Statutes F.S. 125.73 and 125.74 that lay out the duties and responsibilities of County Managers, a schedule for the recruitment process, and the advertisement for the job listing. He noted that Commissioner Breeden and staff had worked on the advertisement to highlight Lake County. He stated that a schedule had been put together and pointed out that there would be a list of five to seven candidates provided to the Board along will all other applications submitted, and the Board could make suggestions at that time for additional candidates.

Commr. Sullivan noted that the job description was expanded to include Florida experience but not limited to only county manager experience.

Mr. Heath stated that internal candidates would need to meet the job qualifications and requirements listed in the provided job description. He explained how the interview process would be constructed. He reported that the projected date to approve the contract for the new County Manager would be April 18, 2017, and the anticipated start date would be June 1, 2017.

Commr Parks suggested that the language should stress leadership that inspires staff, and he added that the candidate would also be a servant leader to staff, create a work culture conducive to sharing ideas and be accessible to the residents as well as the business community.

Mr. Heath stated that the advertisement read that the salary was negotiable, and the existing salary was approximately $160,000. He provided a survey that the Florida Association of Counties completed in 2015 that showed the current salary was about 5 to 10 percent lower. He added that the Seminole County Manager salary was approximately $196,086, and he wanted to provide the statistics in terms of the salary averages.

Commr. Parks commented that the salary would be dependent upon the candidate.

Commr. Campione agreed that the language should include the accessibility to the business community and residents and the servant leadership concept.

Commr Sullivan requested approval of the job description and advertisement including the concepts of accessibility and leadership, and approval to advertise the position. He made note that the County Manager’s resignation had been extended until June 2, 2017, which would require some additional compensation and a contract amendment.

Ms. Marsh stated that the contract amendment could be done by consensus and then be brought back before the Board at the next meeting for approval.

On a motion by Commr. Breeden, seconded by Commr. Blake and carried unanimously by a vote of 5-0, the Board approved the job description and advertisement, including the concepts of accessibility and leadership, and gave approval to advertise the position of County Manager.

valencia grove ribbon cutting ceremony

Commr. Sullivan thanked Commissioner Breeden for attending the Valencia Grove opening.

ADJOURNMENT

There being no further business to be brought to the attention of the Board, the meeting was adjourned at 12:24 p.m.

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TIMOTHY I. SULLIVAN, chairman

ATTEST:

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NEIL KELLY, CLERK