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New Seminole County supervisor flags administrative gaps, seeks $5.3 million for equipment and reforms
Summary
Supervisor of Elections Amy Pennock reported missing records, payroll and vendor issues, 92 W‑2 corrections, $161,000 in unbudgeted legal fees and a request for $5.295 million in FY25–26 to replace election equipment, strengthen records, and support list maintenance and audits
Amy Pennock, Seminole County Supervisor of Elections, briefed the Board of County Commissioners on an internal transition audit and the office’s FY2025–26 budget request and described administrative problems discovered since she took office in January. Pennock said her top priorities are restoring records compliance, replacing aging tabulation equipment and improving voter‑services staffing and processes.
Why it matters: the supervisor oversees elections administration; the presentation outlined financial and procedural problems that could affect election operations, vendor trust and public confidence.
Key findings and requests: Pennock said there was no formal transition when she assumed office, and that her review found missing employee HR files and records, incomplete candidate financial records, vendor and payroll problems that required 92 W‑2 corrections for poll workers and numerous late vendor payments. She reported the office has incurred about $161,000 in legal fees that were not budgeted in FY24–25 and said she will seek a budget transfer to cover those costs.
On equipment, Pennock said the office purchased a Clear Ballot audit product to expand post‑election auditing and refreshed iPads used for voter check‑in after Apple reduced support for an older operating level. She said DS200 tabulators are no longer manufactured in the same model previously purchased (DS200 replacement needs grew from a request of 7 machines to 15 units to assure coverage), and that each machine is about $77,000. Her FY25–26 request totals about $5.295 million; she said capital needs for tabulation and other election equipment drive much of the increase and that the office plans a five‑year capital refresh schedule to avoid sudden large purchases in future cycles.
Pennock also described immediate administrative work: a county‑wide list‑maintenance mailer to every registered voter that will validate addresses and vote‑by‑mail status, planned accounting and payroll software changes (moving away from JD Edwards toward QuickBooks and a payroll vendor), and additional cybersecurity and compliance costs previously supported by a now‑discontinued DHS program. She told commissioners the office hires 700–800 poll workers each election cycle and that small staffing increases and operational investments are required to deliver reliable service and reduce late payments to vendors.
Board reaction and next steps: Commissioners praised Pennock’s transparency and requested line‑item budget‑to‑actual reports and lapsed salary summaries for multiple years. Pennock said an external forensic audit with Mazars is ongoing, and that she would return revised budget materials (she provided an updated budget that reduced her initial request by about $198,000). The board indicated support for additional public transparency measures including televised canvassing work and a public workshop with the selected vendor(s) for microtransit; Pennock said she will pursue corrective steps and present requested financial detail to commissioners next week.
