Budget work session highlights Public Works, utilities, environmental services and administrative services; dashboards and project oversight emphasized

Seminole County commissioners heard department-level briefings during the final scheduled budget workshop for fiscal year 2025-26, with presentations from Public Works, Utilities, Environmental Services and Administrative Services. Directors highlighted budget reductions in operating costs, capital program pacing, project dashboards and program management to improve delivery and transparency.

Why it matters: The FY26 budget will set capital and operating priorities for roads, drainage, water and solid-waste systems. Presentations outlined how departments will balance inflationary pressures and multi-year capital programs while maintaining services.

Public Works and project dashboard - John Slott, director of Public Works, summarized a $49.1 million department budget with 173 FTEs (proposed reduction of 3 FTEs to 170). The FY26 budget reflects a nearly $12.1 million (19.9%) reduction driven primarily by planned capital program timing. - Public Works plans a FY26 capital maintenance program (~$23 million) for resurfacing, mast-arm replacements, drainage and pipe repairs. The department reported having $179 million in approved third-generation sales-tax projects, with roughly half expended or encumbered. - Slott and staff unveiled a live project dashboard that will show project locations, phase, percent complete, funding sources and JD Edwards finance linkage. Staff said they will share the tool with commissioners and later make it public on the county website. - Commissioners emphasized proportional-share strategies for MetroPlan funding and asked staff to report on use of prior referendum funds; staff confirmed those funds are encumbered or dedicated to existing projects.

Utilities - Director Johnny Edwards presented a $94.4 million utilities budget (100% water and sewer fund) with 154.5 FTEs and one proposed position elimination. The base operating budget increased 0.8% and the total FY26 budget is reduced by roughly $3.3 million from FY25. - Major near-term projects include pump-station upgrades (approximately $7 million), force-main work, Greenwood Lakes plant improvements and planned work tied to road projects such as Oxford Road and the widening of SR 417. - Edwards highlighted operational proposals such as bringing CCTV inspection work in-house (estimated annual savings about $200,000) and upgrading asset management and billing software to improve performance measures and customer service.

Environmental Services - Director Kim Orenberg presented a $21.8 million departmental budget with 105.7 FTEs. Changes include an expanded citizens' drop-off area at the landfill, landfill gas-to-energy flare replacement completed under contract, and ongoing Little Wekiva restoration and sedimentation planning supported by a new state legislative appropriation of $1.5 million. - The department is reviewing recycling tipping fees and solid-waste tipping rates to match rising processing costs and declining commodity revenues; staff will return with proposals in a future work session.

Administrative Services - Lori Bailey Brown, administrative services director, outlined a $44.1 million department budget responsible for MSBU programs, internal service funds and countywide procurement and grants management. The department plans a modest reduction of 2 FTEs. - Administrative Services is standing up a new real estate division, has revised purchasing and grant-management policies, and identified a $3.3 million debt-refinancing savings captured earlier this year.

Commissioner requests and next steps - Commissioners asked for dashboard metrics to show schedule and budget performance (on time / on budget) and requested staff follow-up on proportional share for MetroPlan funding. They also requested staff clarifications of project funding sources and timelines. - Departments indicated plans to finalize FY26 budgets and return with any required adjustments during the first public hearing or later work sessions.

Ending: The session emphasized transparency tools and program management as central to delivering ongoing capital and maintenance work within constrained budgets. Staff promised follow-up briefings and to make the public project dashboard available for commissioner review before wider publication.