In-Depth Candidate Responses

1. Why should you be considered by the voters for a seat on the County Commission?

I am the current District 5 Commissioner, and I feel I have done a very good job of representing my constituents and understanding their desire to maintain Martin County as a special place to live and work.

2. Looking ahead, what do you consider the 3 main issues Martin County is facing?

A. Development & Growth
B. Environmental protections
C. Essential Housing

3. How do you propose to deal with each one of these issues?

A. Maintaining a balanced approach to development and growth. By informing our residents of the regulations and laws that can dictate what is and is not, allowable and where it can happen. By sharing the facts on what our growth rates and paterns have historically been.

B. Protecting our natural environment through conservation acquisitions. By maintaining our appropriate rules and regulations, and continuing strong relationships with our State and Federal partners.

C. Creating appropriate housing op􀆟ons (single family, multi-family, ADU’s, and workforce) in the proper locations that meet the needs of our diverse population. (* families, first timers, seniors, veterans, employees)

4. If you could change one policy, department or priority, what would you propose changing? Why would you change it?

Answer: I would carefully review the ordinances that have inhibited our ability to add creative individual housing options for some of the groups listed above *

5. The budget does not call for a rollback which in effect results in a tax increase.

a. Are you in favor of a tax increase by not rolling back the tax rate?

Answer: I am in favor of a partial millage roll back which would lower the amount collected based on any property value increase. Then use the remaining additional revenue to retire or decrease any existing debt.

b. If not, how do you propose to pay for the increased expenses?

Answer: I would pay any increased expenses, through a reprioritizaion of existing expenses and any debit service savings.

6. If taxes were to be rolled back to the rollback rate, what would you eliminate from the budget?

Answer: I would use a Line-Item Veto approach to eliminate expenses from the overall budget. Not necessarily full categories.

7. What projects would you eliminate from the CIP?

Answer: Not a specific one. I would scale back or delay projects, until they fit into the budget more efficiently.

8. Are you in favor of the County Commissioner’s MSTU?
a. If so, how would you prioritize the funding requests?

Answer: Yes, I am in favor of having this option for district-related expenses. The prioritization is based on the current commissioner’s discretion along with staff’s input.

b. If so, are you in favor of the ability to carry over these funds?

Answer: Yes, I think a single-year carryover of remaining funds is acceptable.

9. The current contractual increases in the police and fire contracts are unsustainable at the current tax rates and consume over 50% of ad valorem taxes. What actions will you propose to deal with the escalating costs of these contracts?

Answer: The most recent contractual increases are not something that has or will need to repeat itself in each contract. Public safety in my opinion is our residents’ most important priority. I am not in favor of “skimping” on the requirements of staffing, training, equipment or benefits. The lack of, or failure of these items could have catastrophic consequences. Both socially and economically.

10. Aid to Private organizations was budgeted at $842,718 for 2024. What is your position on funding selected non-profit organizations in the county with taxpayer dollars?

Answer: The selection process for the non-profits that receive grants has been appropriate and in place for a long time. I personally feel that by the county assisting these NFPs with a small portion of the services they provide, we save our taxpayers in the long run financially, socially, medically, and morally.

11. Currently, the Parks and Recreation Department operates four restaurants, a golf course, and a water park. Are you in favor of the county competing with private industry?

Answer: No, I am not in favor of the county competing with the private sector. But not everything mentioned is competing with private industry.

a. If not, would you favor leasing out the golf course (Sailfish Sands) to a private operator?

Answer: I am in favor of the Hitting Bays and the restaurant and bar being run by a private contractor.

b. If not, would you favor leasing out the restaurants to a private entity?

Answer: I don’t consider the 2 beaches and the pool complex food operations as restaurants. They are snack bars, which I believe are best managed by P&R staff.

12. The fiscal policy for the county recommends holding the debt level per resident to less than $900, do you agree with this policy?

Answer: Yes, I believe in a conservative debt structure. But I am comfortable allowing the Commission the option, when deemed appropriate, to take on debt with the advice and counsel of our financial staff.

a. If not, what do you propose as a metric for the county?

Answer: See answer above.

b. If you agree with incurring debt, in what form would you propose incurring debt?

Answer: Depending on what the debt is needed for, would dictate the type of debt structure.

1. Why should you be considered by the voters for a seat on the County Commission?

   As a 47-year resident of Hobe Sound, and a business owner here for the last 31 years, I am ready to give back to the community that has given so much to my family and me.

Deeply vested in our community, I met my wife, Robin, of 38 years here, and we raised three kids in this community who still live here.  We have run a family business in Hobe Sound for 31 years.  Our church, as well as most of our friends, are here.  So everything we hold close is on Martin County soil.

I also have a long history of county government board appointments and community involvement that has prepared me well to serve as a commissioner.  In recent years, I have served as a member of the Hobe Sound Neighborhood Advisory Committee, the Martin County Community Redevelopment Agency, and the Martin County Local Planning Agency.  I currently serve on the Martin County Metropolitan Planning Organization Citizens Advisory Committee.

2. The three main issues Martin County is facing are: preserving the Martin County Difference, improving water quality in our three rivers, and keeping our taxes in line.

3. My first priority as your next District 3 commissioner will be to preserve the Martin County Difference by upholding the Martin County Comprehensive Plan that has performed very well for us for over 40 years.

Second, I will prioritize improving water quality in our three great rivers:  the Saint Lucie, the Indian and the Loxahatchee.  We will do this by buying up conservation lands where we can store and clean water before it’s returned to the rivers and by converting our septic tanks to the sewer system.

Lastly, we will work hard to keep our taxes in line by using skills obtained from 31 years of small business ownership to find efficiencies and stretch dollars.

4. The main policy I would change is to slow down amendments to the Comprehensive Plan and encourage folks to work with the land use and zoning already in the Comp Plan.

5. When it comes to keeping our taxes in line, I would have a stated goal of not raising the millage rates. With ascending property values and all the new development approved by the BOCC in recent years, the county should certainly be able to tighten its belt and live within its means without raising millage rates.

6. When considering needed reductions or eliminations from the budget, I would have the courage to make difficult choices when needed, as I have had to do in business for three decades.

An area of focus for me will be repairing and maintaining things rather than replacing them.  So often we think that we need new, when investing in repairs and maintenance will do just fine.

Also, we must thoroughly review government departments to see if they can operate with better technology and fewer people as people retire from their jobs.

7. As to the CIP, we must work hard to catch up on needed capital improvements with the resources we can marshall without raising millage rates. When cuts, reductions and eliminations are needed, we will ask each department to trim their budgets enough to produce a budget without raising the millage.

8. I’m in favor of the commissioner’s MSTU since he/she is in the unique position to detect problems and has the responsibility to deliver results to the voters.

My priorities for the MSTU would be contributions to preservation and conservation efforts (as funding for these initiatives hinges on local support), infrastructure improvements in blighted areas that will probably never occur without this type of help and the completion of capital improvement projects when funding is short during a particular year.

Carrying over these funds could be useful if a commissioner were to choose to solve larger problems that might require multi-year contributions from this MSTU.

9. When it comes to police and fire, our residents expect and deserve a very high level of service.

I think that recent large increases to the budgets of these departments were largely fueled by inflation from out-of-control spending by our federal government.  Hopefully, inflation will come down in future years.  As it does, I would expect that costs for police and fire will decrease as well.

10. The idea of using tax dollars to aid select private charitable organizations seems unfair to the many fine organizations that are not privileged to find themselves on this list. Realizing that recipients have come to expect these contributions, I think we should consider a gradual draw-down of these contributions over a several year period.

11. I don’t think our county government should own and operate businesses that could be more appropriately run by people in the private sector.

Realizing that many good people’s jobs are on the line, I think we should consider a gradual transition to private sector ownership – perhaps one of these businesses per year.

12. “Pay as you go” is at the fiber of my being – both in my personal and business life. So it will not be difficult for me to carry this over into government policy.

I would keep the fiscal policy holding the debt level at less that $900.00, and work to drive that number down as low as possible.

1. Why should you be considered by the voters for a seat on the County Commission?

I should be considered for a seat on the county commission because I have demonstrated, through years of volunteer service, my dedication to addressing many issues facing Martin County Residents- including but not limited to: Agricultural challenges, person liberties/business rights, conservative fiscal policy and a dedication to incremental growth dependent on adequate infrastructure. I have presented policies proposals to multiple committees within our county government, have presented policy proposals to the county commission as well as the state and federal delegations to address several of our challenges. I don’t just say I’m going to do something; I have and I continue to advocate for a stronger county. I believe the primary job responsibility of a single commissioner is to prioritize community needs and advocate for best practices to complete those needs within a pre-set budget and within the confines of existing law and ordinance. In this capacity I believe I am fully qualified as I understand the limitations placed on a commissioner, and I have the ability to successfully negotiate with others to achieve goals within those limitations. My policy positions and platform are answered in the following questions.

2. Looking ahead, what do you consider the 3 main issues Martin County is facing?

I believe the 3 main issues facing our community are:

• Fiscal stability. Thought we have a fantastic inventory of assets in our community, we have mortgaged our children’s future and gambled our own immediate stability as a way of financing those assets. Outstanding debt in Martin County is just below the cusp of the $900 debt per capita of bonded debt that our local ordinances allow. This does not include the $22-$27 million liability for our “Grant” to build a Brightline station. This debt per capita is more than twice our neighbor to the north, and three times that of our neighbor to the west, and it shows no sign of lowering. This reduces the ability of our community to borrow in case of an emergency such as the 2008 housing market collapse in which we had seen a 20% drop in taxable values. Furthermore, our current reserves are less than $92 million, with unrestricted reserves less than half that rate. For contextual purposes, keep in mind that governmental operations are $1.6 million per day. Our reserves are less than 2 months operating expenses. Additionally, we must consider that fact that the county is a “self-insured” county, where in we are responsible for the costs of repair to any facility in our inventory. (we are not in good hands with Allstate.) In 2005, following the ‘04/’05 hurricane seasons, Martin County was out of pocket for more than $40 million in repairs from those storms. Given the last 20 years of inflationary pressures, it is clear that our general reserves are nowhere near enough to get our community cleaned up from a story and continue operations should we have to wait 3 plus years for FEMA reimbursement as was the case in the panhandle following the last major landfall in Florida. Finally, we see that total expenditures in the county have increased 2.5-fold over the course of the last 10 years, with the majority of those expenditures in categories with continuing overhead expenses. This means that should we fall upon hard economic times we will be forced into draconian cuts to a great deal of our community services with little avenue for a controlled deceleration. We are now dependent on year over year growth in local ad valorum just to keep up with inflationary pressures in our county expenditures and are extremely dependent on state and federal grants to assist with funding for what most consider “governmental responsibilities” (Fire Rescue, Police, Roads, etc.). Just one month ago, the chief lobbyist for Martin County had stated that the pocket books are snapping shut at the federal and state levels, so we must prioritize our own funding. Currently, the commissioners are not doing this. Martin County has many challenges, but fiscal stability over the near future is by far our greatest challenge. Government does not produce a thing; they take our taxes and pay a third party to do the work- nothing can be achieved if we don’t have the funds to pay for it.
• The second challenge I see is how to adapt our infrastructure to accommodate the growth of development in our community. For years our county budget has quoted “ageing infrastructure” as one of the greatest fiscal challenges. We simply have not kept up with the maintenance of existing assets, let alone built out adequate new roads and sewers to address the population that is coming into the USB through Re-development. New development through PUDs has done fair job at this, but inside the USB where we see individualized property development, this is a huge challenge. In some spotted areas outside the USB this is also an issue (I.E. the water conveyance issues in Palm City Farms). Given the changing demographics and desires of residents, redevelopment inside the USB is likely to grow in volume, placing greater pressure on existing, aging infrastructure. Affordability of residents in the community as well as a leveling off of the housing market will also likely spur greater redevelopment inside the USB. This is not something I believe the county is thinking about- instead they are simply pointing their finger at the City of Stuart hoping the issue goes away.
• Individual income and availability of quality paying jobs will likely become a huge problem for our community in the near future. We tax people, and price our community as one that is full of 6 figure professionals, but the fact is that the majority of people are not in that financial stratum. With a heavy dependence on tradesmen, hospitality workers and low to middle income professionals (medical industry workers) inside our workforce, we are likely to see a rise in the poverty levels and ALICE levels in our community. With this are the many downhill effects of poverty: crime, substance abuse, dilapidation of structures and general decline property values for neighborhoods as a whole. Prior to these declines in property values we are likely to see a population exodus where lower to middle income earners leave the community due to unaffordable conditions. Given the difficulties of hiring employees in the current market- the loss of employees will cause it own slew of challenges to our current business industries.

3. How do you propose to deal with each one of these issues?

• In order to address the County governments fiscal challenges, we must first stop the growth of county assets being placed into an already full inventory. This not only saves the initial capital outlays, but also reduces long term over heads. We should be seeing RFP’s to shift the volume of government run enterprise operations back into the private sector. The restaurants at the beach were privately run in the past and should be done so again. That same format should be applied to the “Golf Arcade”/Restaurant, the waterpark and the RV park. We must get back to engaging existing staff to complete governmental work loads when applicable, as opposed to consistently contracting third party groups. (Just this week we contracted Treasure Coast Regional Planning Council for $100,000 plus $200/hr follow up, so they could read already existing studies of our western lands). Finally, in the short term, I believe we should be liquidating existing surplus assets and redirecting those funds back into general reserves or to debt service. In talks with Real Property Management a few weeks ago, I was given a list of 6 individual properties for a cumulative 17 acres that are considered surplus with no current usage or intended future usage. These properties (some previously developed) would net an approximate $5 million just based on land value. 2 of these properties are likely to net more as they have existing structures ready for redevelopment- 1 in a highly profitable location.
• One of the first things we need to recognize in development/redevelopment is the changing demographics of our community. The suburban single-family residences are popular today, but that popularity is falling, and we are seeing a shift to the complete street/walkable street models that are popular with younger generations. The first step to solving a problem is recognizing there is one. In the county, we must recognize that what we are seeing in the city of Stuart is going to be coming to unincorporated Martin County sooner than we wish. Although I do not like this particular model, we need to plan for the likely nature of this. The CRA’s (of which all were previously incorporated or attempted to incorporate) are the most likely places to see this model develop. As such, I believe we should be looking at the major transportation avenues between these areas to begin prioritizing which are going to be widened. Though the walkable community is intended to provide local jobs, living and leisure all within a walking distance, the reality is that many people will drive between these localized areas- and as such, the higher population in the CRAs will greatly contribute to the congestion issues already on our roads. This doesn’t even mention the pressure on municipal services like sewer or public safety.

I emphasized the CRA’s because our current LDR’s focus this model into the CRA’s. This causes it’s own issue where we find communities who are opposed to this redevelopment (the 714 land purchase issue in Palm City, for example). As we are starting to see this shift, we should immediately review our CRA LDR’s to consider what, if any changes should be made. I believe that the CRA’s do provide for a particular benefit, but allowing zoning 3 times higher than the highest allowance in otherwise unincorporated Martin County is a bit excessive. I think we should trim the CRA’s to 10 RU’s per Acre, to better implement an incremental growth within the CRA’s and USB, so as to have less impact on services and needs inside the Urban Services Area.

• We must seek to import more jobs into our community, as well as encourage housing and living situations outside the traditional single-family unit. Within the jobs sector, we already have a well-established aviation and marine industry sector that focuses on manufacturing. By expanding in these industries, we can import a fair number of high value jobs. Though the marine industries is a bit more susceptible to recessions, the aviation manufacturing industry is not. This means jobs gained in this field is more likely to survive then jobs built around hospitality and tourism. Additionally, by offer Agriculture adjacent job opportunities we can both support the existing AG usage of western lands while also adding jobs that are resilient to fiscal ebbs and flows. Recapturing the lost egg processor and distributor from the early 2000’s would help to provide packaging and distribution opportunities to poultry raisers in the western community, and considering a protein processor for cattle grazed in Martin County would not only help to provide locally sourced beef, but can bring in the work load of neighboring counties who also graze, auction and ship beef for processing.

A wider variety of home options also helps to address the affordability of living in a community. Multi-Generational housing and small homes/tiny homes can be help to diffuse costs as which in itself spurs economy though spending. If you are not leaving the home at 18 to build your own individual familial cell, then you can save money for future expansion or spend on leisure activities. Expansion of the traditional family homestead through ancillary dwellings also allows housing opportunities for a smaller out of pocket cost. These savings help to support individual stability and long term success within our more expensive community.

4. If you could change one policy, department or priority, what would you propose changing? Why would you change it?

I would eliminate “staff recommendation” from all agenda items paper work. If a commissioner wishes to ask staff what their recommendation is, that is great- and should take place. But by eliminating it from being illustrated on agenda to begin with, we force commissioners to review the materials more closely and ideally, they formulate deeper questions of consideration before casting a vote. All too often we hear commissioners defaulting to “move staff’s recommendation” following little to no discussion. Thought this is ok for more trivial matters, it has become all to common on the majority of matters. In some cases, we even hear commissioners not understanding what the staff recommendation is, and seeking them to repeat it so the commissioner can reiterate it correctly for the record. “Staff recommendation” has become a crutch- leaned on to commonly by commissioners.

5. The budget does not call for a rollback which in effect results in a tax increase.

Correct. Even a millage rate reduction results in a bottom-line increase when property values have increased.

1. Are you in favor of a tax increase by not rolling back the tax rate?

I believe it is reasonable to see an increase that matches inflationary pressures. Additionally, I believe it is not the increase in taxes that is the issues, but instead the increase of spending. If we were to see property values increase by 5% and instead of having a millage reduction, we took the excess and put it to debt reduction or reserve increases- a good deal of the community would support such a motion. Realistically, I believe the time for responsible millage rate decreases are gone. We should be taking an approach of minimal to no millage rate reductions and instead reduce our new spending and shift those taxable value increases to reducing debts and increasing reserves.

1. If not, how do you propose to pay for the increased expenses?

N/A

6. If taxes were to be rolled back to the rollback rate, what would you eliminate from the budget?

Again, I do not think we should attempt a rollback rate any time soon. But, for the sake of the question, I believe we should be trimming the CIP substantially, reducing overhead in our Parks department and shifting away from consistent pay increases in our governmental jobs (and instead compensate with job-quality perks- specifically for police and fire).

7. What projects would you eliminate from the CIP?

This year’s CIP calls for a $800,000 remodel of the existing restaurant at Jensen Beach. This is a hard “no” for me. I would also eliminate the $150,000 reconfiguration of Jock Leighton Park, as well as eliminate the “land acquisition” programs for all non-environmentally sensitive lands. There is also a $7 million future buildout for a Marty Bus maintenance facility that I think will likely be obsolete long before it is completed. There is also a $1.2 million revamp of the Langford pavilion that focuses on catering to the wedding venue style that I believe is not a good idea. Though the facility has been vacant and underutilized, I think creating a specified weeding venue setting is a risk that will result in lower numbers of perspective clients and will also create unnecessary competition with the Mansion at Tuckahoe- another county owned asset that already specialized in the wedding/formal gathering venue industry.

8. Are you in favor of the County Commissioner’s MSTU?

Yes, thought it should have greater limitations. I believe that the MSTU should be utilized only to bolster existing projects in the CIP- where in the projects are District specific and would otherwise have to wait or be abandoned if not for the MSTU. Also, MSTU dollars for smaller one-off projects that are directly related to governmental operations are ok with me. (i.e. District dollars for the centennial book). I do not think that MSTU dollars should be used for donations to not for profits, or to host events that are tailored to specific private entities or causes. Additionally, the one-off projects should have an individual limit in value at a modest rate (can’t spend $200,000 on an object for posterity purposes).

1. If so, how would you prioritize the funding requests?

I would treat these funds primarily as an additional emergency reserve. I have no intention of using MSTU dollars for a specific cause or ideal, but would like to retain them as a last resort, should an issue arise that needs the funds.

1. If so, are you in favor of the ability to carry over these funds?

I do not support carrying these funds over. If unincumbered during the fiscal year, I think they should be reallocated to debt service.

9. The current contractual increases in the police and fire contracts are unsustainable at the current tax rates and consume over 50% of ad valorem taxes. What actions will you propose to deal with the escalating costs of these contracts?

I believe we must recognize that we will never pay the same to fire or police as they would receive in Palm Beach or Saint Lucie Counties. We should instead work towards improved working conditions such as adjusting the single easement access to the Hobe Sound Fire Station, completion of the replacement of the antiquated Tropical Farms fire station and adjusting for number of frivolous calls our fire and police have to respond to. (you’d be surprised by how many times fire has to respond to a resident who wants their smoke alarm battery changed- no kidding.)

As for police- I know of no good way to say this, but the commission needs to man up and say “no”. The sheriff’s office is seeking an 8% increase this year, following 18% increase last year and 12% the year before that. Over the last 8 years, the average increase for the Sheriffs office is 7.7% or more than twice the average inflation rate. As the sheriff’s budget is majority payroll (salaries), and does not include the maintenance or upkeep of any facilities, the building of new infrastructure or acquisition of most large ticket items- I believe the previous budget increases are totally unwarranted at those levels. I believe the commissioners have failed to ask pertinent questions about where the funds are going, why there are such large increases and most importantly- what is the Sheriff’s office doing to combat this unsustainable growth.

10. Aid to Private Organizations was budgeted at $842,718 for 2024. What is your position on funding selected non-profit organizations in the county with tax payer dollars?

I do not believe we should be financing any non-profit, unless we are purchasing a specific service. For example, contract with Human Society for impoundment services. Instead, I think we should implement a system similar to what the Clerk of Courts does for Jury duty payments. If you would like, you can elect to not be paid for jury duty, and instead donate to a charity of your choice. I know this would be an administrative headache for the tax collector’s office, but I would love to see our tax bills say: “your BoCC saved $900,000 of tax dollars that was previously slotted to not for profits in the community. If you would like to donate to a not for profit of your choice, please indicate the additional value over your tax bill- to be paid, and to what charity you would like.” Again, I know Ruth would probably hate me for the increased work load, but citizens should not finance not for profits. IF they wish to donate, then I think that is up to them.

11. Currently, the Parks and Recreation Department operate four restaurants, a golf course and a water park. Are you in favor of the county competing with private industry?

No. Nope, nope, hoppity nope nope.

1. If yes, why?

See above

1. If not, would you favor leasing out the golf course (Sailfish Sands) to a private operator?

I believe the “Golf Arcade” and sailfish sands restaurant should absolutely be leased out. We attempted this at the onset, but set an absolutely unreasonable value to the contract- which (surprise surprise) led to the concessionaire failing. We should lease this enterprise out at a fair rate, and allow a private entity to operate this. I am on the fence about bundling in the golf course (18 holes reversable). I think there was considerable benefit in a low-cost option for residents, but now the course is no longer a low-cost option compared to private courses. Bundling in the golf course with the hitting bays and restaurant will near guarantee an increase in tee costs to the resident, thus creating yet another private golf facility. If we are to do that, why not just sell the property?

1. If not, would you favor leasing out the restaurants to a private entity?

Absolutely we should lease them out.

12. The fiscal policy for the county recommends holding the debt level per resident to less than $900, do you agree with this policy?

Yes. Important to note, though: The policy refers to “Bonded Debt”, not total debt. Currently, Martin County has no Bonded debt, and as such- $0 of the Current $800+ debt per capita is considered within the county policy limitations. I think we should drop the word “Bonded” from our debt limitation policy, and instead go with a general policy of keeping all debt under $1000 Per capita.

1. If not, what do you propose as a metric for the county?
2. If you agree with incurring debt, in what form would you propose incurring debt?

I believe that incurring debt should be limited to either emergency needs (response to a natural disaster, or during severe economic downturns) where in we can borrow for a short period and use those funds to bridge between where we were at the onset of a challenge to where we plan to be as a response. You never want to whole sale halt levels of services, or to implement draconian changes your LOS because the funds are not there. You should incrementally adjust funding (up or down) depending on needs. If we have to borrow for some time, that is not the end of the world, we should just limit it. Think about the 7 years of borrowing in a decreasing manner so we didn’t raise millage rates during the ’08 crash. Or think about how we borrow to implement a septic to sewer conversion while we establish an MSBU to repay that loan over a 10 year period. Borrowing in itself is not the bad part, its why and how much you borrow that makes the difference. We shouldn’t borrow $15 million with $7-$12 million in interest so we can give an inhouse grant to Brightline to build a train station, but I don’t oppose borrowing $10 million for septic to sewer, where the benefiting neighborhood has agreed to repay it or a specified amount of time.

1. Why should you be considered by the voters for a seat on the County Commission?

My background uniquely qualifies me. I’ve been a multi-million dollar sales real estate broker, an Educator both here and abroad, an Entrepreneur and international business owner, and a published author. I can apply my background to achieve Martin County’s full economic development potential while at the same time preserving our natural resources to support our unique features as a small town, suburban, rural, and coastal community.

2. Looking ahead, what do you consider the 3 main issues Martin County is facing?

Maintaining a budget, Keeping the Rivers free of pollutants; Consistency, and close adherence to the Comprehensive Plan.

3. How do you propose to deal with each one of these issues?

With discipline and a firm stance, we must adhere to our strict guidelines and not deviate from our plan.

4. If you could change one policy, department, or priority, what would you propose changing? Why would you change it?

Require full Commission review of all federal Grants and end routine approval on consent agendas. Why: Many times there are strings attached that obligate local governments who accept these grants. In 2012 the County hastily entered the federally driven Seven 50 regional agreement. The County wisely withdrew in 2013 when the very real potential for loss of home rule authority over zoning and budget decisions was discovered.

5. The budget does not call for a rollback which in effect results in a tax increase.
6. Are you in favor of a tax increase by not rolling back the tax rate? I am in favor of a rollback once we are able to curb our spending and become debt-free.
7. If not, how do you propose to pay for the increased expenses?
8. If taxes were to be rolled back to the rollback rate, what would you eliminate from the budget? I would not eliminate any one item but trim the excess from all expenditures.
9. What projects would you eliminate from the CIP? I would first prioritize those projects with the greatest impact and most return on investment. When we operate more streamlined, we can address projects of lesser importance without compromises or sacrifice.
10. Are you in favor of the County Commissioner’s MSTU?

MTSU should be rewarded if spending comes under budget. It should be the first item eliminated before taxes are raised.

1. If so, how would you prioritize the funding requests?
2. If so, are you in favor of the ability to carry over these funds?
3. The current contractual increases in the police and fire contracts are unsustainable at the current tax rates and consume over 50% of ad valorem taxes. What actions will you propose to deal with the escalating costs of these contracts? Ongoing assessment is needed to determine the cost-effectiveness of adding positions vs the use of overtime. The feasibility of a reserve program for Fire & Rescue similar to the Sheriff’s Dept should be closely examined.

10. Aid to Private Organizations was budgeted at$842,718 for 2024. What is your position on funding selected non-profit organizations in the county with taxpayer dollars?   Aid to Private Organizations should only be through surplus and never a line item.
11. Currently, the Parks and Recreation Department operates four restaurants, a golf course, and a water park. Are you in favor of the county competing with private industry? No. It recklessly puts tax dollars at risk in the long term.
12. If yes, why?
13. If not, would you favor leasing out the golf course (Sailfish Sands) to a private operator? Yes
14. If not, would you favor leasing out the restaurants to a private entity? Yes
15. The fiscal policy for the county recommends holding the debt level per resident to less than $900, do you agree with this policy? It should never be a goal to be in debt.
16. If not, what do you propose as a metric for the county? Our goal should be zero debt.
17. If you agree with incurring debt, in what form would you propose incurring debt?

Good afternoon

I have recently read over your questionnaire. It is quite a lengthy and extensive questionnaire with the need for lengthy and extensive answers. As I am a full-time physical therapist and run a nonprofit farm animal rescue and help to run Palm City Farm camp does not afford me the time to answer these questions. Most associations ask anywhere from 3 to 5 questions with the ability to answer them within five sentences. 

What I can tell you is I am the only veteran who is running for Martin County commissioner which should mean something in today’s world. I am also the only father of six children, as well as the only Jew, who is running for the commissioners seat.

My website brucenathan 2024.com explains a lot about me. As a medical practitioner and a human being I hope this email finds you well.

Bruce Nathan PT, DPT

Nathans Family Farm and Rescue Inc / Palm City Farm Camp LLC

1. Why should you be considered by the voters for a seat on the County Commission?

For 24 years I’ve dedicated myself to all things Martin County, I go to work every day with five core principles. 

a) Support and adequately fund all our first responders. 

b) I work to ensure that All Things Water Water Water get the utmost attention, for approval and funding.

c) I work to make sure that our tax base remains stable. 

d) Ensure that our residents/taxpayers can live, work and play with the best quality of life. 

e) I work every day to protect residents’ and businesses’ property rights. 

2. Looking ahead, what do you consider the 3 main issues Martin County is facing?

The 3 main issues are adequately funding our first responders, All Things Water Water Water and keeping our unincorporated areas at 2% or less in growth. 

3. How do you propose to deal with each one of these issues?

I’ll work every day and press hard on staff, state and federal entities. I’ll work with Florida Association of Counties and National Association of Counties to keep legislation in the forefront of all policy makers to keep what’s important to Martin County their focus. 

4. If you could change one policy, department or priority, what would you propose changing? Why would you change it?

I would consolidate all reviews and approvals to the CRA and contract a settlement architect to do all the technical reviews. 

5. The budget does not call for a rollback which in effect results in a tax increase.

The five commissioners collectively address our budgetary obligations yearly.  That is 4-fold. First is our obligation to fund the constitutionally elected sheriff. Second is to fund the remainder of our constitutional officers. Next is to fund the requirements of the state and our state constitution and lastly to meet the demands and the needs of our community. 

6. If taxes were to be rolled back to the rollback rate, what would you eliminate from the budget?

Since we’re mandated to fund the needs of the sheriff and other constitutionals, rollback would be very costly to other departments and to the agencies we work with. That also proves the importance of supporting a stable tax base to enable funding the increases those budgets demand.

7. What projects would you eliminate from the CIP?

Our CIP is the collective wisdom of our staff, administration, the county commission and our community.  County commissioners are charged with reviewing those priorities and needs.  Collectively we approve the CIP for the betterment of our community. If there’s something that doesn’t fit Martin County, it shouldn’t be built.  It shouldn’t be worked on.  The time to have that discussion is long before CIP ever gets to us. The CIP reflects the priorities of all five county commissioners.

8. Are you in favor of the County Commissioner’s MSTU?

Yes, I support the County Commissioner’s district MSTU’s.

My decisions for projects that are funded in the district come from input throughout the community, from residents, organizations and county departments.   And yes, I support the carryover of funds. Some projects take years to pull funding together. 

9. The current contractual increases in the police and fire contracts are unsustainable at the current tax rates and consume over 50% of ad valorem taxes. What actions will you propose to deal with the escalating costs of these contracts?

For many years I have proposed that we have a formal agreement with the sheriff’s department because our respective budgets are, for all intents and purposes, 50% each.  I proposed that each of us agree that any increase in tax base be equally divided between the two and then it’s up to the each to decide whether they want to reduce their portion of the budget or ask for additional funds. This past year, I formally put such a request in my prioritization list. Last year, by way of example, had the sheriff only taken his 50% of the increase, we would have seen a tax decrease in the budget, but the Sheriff has the right to ask for the funds that he or she believes are needed to run the department.  We are charged with accommodating those requests.

10. Aid to Private Organizations was budgeted at $842,718 for 2024. What is your position on funding selected non-profit organizations in the county with tax payer dollars?

Long before I ever stepped into office, there had been a long-standing commitment to working with and funding nonprofits that contribute to our quality of life.   Working with the county, they’re able to maximize their services and effectively utilize matching funds for their programs. I wholeheartedly continue to support those efforts and believe the funding we allocate to our established community organizations is one of the best investments we make for our residents. 

11. The fiscal policy for the county recommends holding the debt level per resident to less than $900, do you agree with this policy?

Our residents have high expectations of our public facilities and parks are at the top of their list. As such, all our facilities including Phipps, Seaside, Sand Dune, Sailfish Sands and Sailfish Splash ensure that residents’ experiences are up to Martin County’s standards.  That will always be a priority for me! Having ball fields in great condition, serving residents and visitors good food, providing a great golf experience or clean, safe swimming are a reflection of our Martin County experience. I will always side with our community on that expectation. 

12.  I’m very proud of our audited and highly rated budget, department policies and our continued commitment to refinancing for the best rates possible. Our fiscal policies have helped keep us at an AA + Fitch Bond Rating for all my years in office.