Board of Supervisors Adjourned Meeting (Budget Work Session #2)   3/3/2020

Gallaway is temporarily delayed.

He will be joining us in just a few minutes.

And so I would ask that if we would just go around the table and everyone introduce themselves.

Supervisor McKeel.

I'm supposed to look up, right?

Liz Palmer, Samuel Miller District.

Mr. Richardson, I will turn it over to you to go with what you've got for your overview of the operating and capital budget.

All right, thank you.

This is March 3rd.

revenue update, general government functional areas.

You can see that we have several more steps along the way to finalizing this budget.

March 4th, you'll have a public hearing.

March 5th, finalize the advertised tax rate.

The board approves the proposed budget.

March 11th will be a work session on transit.

If needed, there's March 17th if the board would like to have another work session on any topic or series of topics.

And then April 20th is a public hearing on the board's proposed budget.

So that's the process heading forward.

Today this is just a reminder of how we work along the way.

So this particular board meeting or budget work session, we're going to be introducing some slides and introducing some topics.

It'll be very interactive.

So the Office of Management and Budget will be sharing information and then you will ask questions or have discussions.

We also have people that are here from departments or agencies that could also add

information to your conversation.

So it's conversational.

I'm also going to move us along at a pretty good pace.

So if there's anything that you want to put on the list for conversation, if we don't have time to talk about it today, because we'll be moving forward kind of quickly, we can put it on the list for the March 5th meeting.

Just so you know that we'll have another time for the discussion items to get into more depth.

So that's when we'll complete your discussion and finalize the direction for your proposed budget.

And today's agenda, as I just mentioned, it's pretty packed and we're moving along pretty quickly.

We only have a couple slides for each topic, so we'll be moving quickly on our end, but we're always fine with any conversation that you want to have.

But you can see we're basically working through the budget book today.

A lot of the chapters will be going in order.

We may move around a little bit, but it's basically going through the entirety of the budget document in the areas of general government.

So it's basically around general government.

So you can see that we have several items and then we'll take a break at 4.30 and our thought is just we will break at 4.30 depending on where we are.

This is just a schedule just for us to use to start with but wherever you are along the way I think 4.30 would be a good time for a break if you all agree.

Thank you, Lori.

Board, you will recall this slide because this is one of our leading slides that we use in the accompaniment of the budget rollout, in this case on February the 19th.

And I want to take just a second to go back and provide for the board, especially our new board members, as well as our audience who is in attendance, that several years ago,

starting in 2018.

It's ironic that Mr. Gallaway has not got here because two years ago Mr. Gallaway was coming onto our board and he had some initial questions about the timing of our revenue estimates of when the staff takes their last look in at revenue projections before they set those revenue projections.

In 2018, for the first time, we took a second look at revenues in late February, and I will remind this board that that

We set the priorities, the board considered those, and then you use that in the final adoption of your budget.

In 2019, a year ago, we did it again, and it did not result in any adjustments to our revenue projections.

Fast forward to this year.

And so that's what I'm going to take a minute or two to talk about.

And I want to start with this slide because this is the slide that we put together.

When we built our first budget assumptions, and this was used to balance the budget as it was presented to you on February 19th.

It's not so important as to what those numbers are on the board, just as a benchmark really for you to look at.

And Lori, if you'll forward the slide.

So what I would like to do is talk just for a few minutes about what additional revenue that we have as a result of this February read, this late February read that has been conducted by the finance department in conjunction with the departments who are affected by this.

And so if I could go far left, the far left column, and that's real estate.

Real estate had a very

that's significant in the context of the overall budget.

The second column, which is local personal property, and we've got the picture of the car dealership.

And so it's the cars, it's the boats.

That's where we had a significant uptick from the last time that we checked in, which would have been the December, early January time frame.

And that adjustment is going up approximately $800,000.

The third column, which is business-driven,

stayed the same.

And in the fourth column, which is consumer driven, that went up approximately $450,000.

It's one percentage point.

It went from 1.6 to 2.6%, respectively.

These revenue sources are all used as we build into the budget, both for schools, local government, and capital.

OK, so now let me fast forward and break that down.

There was a couple of other smaller items that went with that.

But in terms of the big movement, here is your updated shared local revenues per funding formula calculation.

For school division, that's $857,000.

For general government, it's $572,000.

And then per the formula, $195,000 will immediately go to capital for next year.

All right, now I want to take a second for the board's consideration to drill just a little further into the general government shared revenue.

Because again, I carried forward to that slide $572,000, but that's not the end of the story.

I would like to remind our board that when I presented the budget on February the 19th, I presented it with the caveat that we had to take advantage of a one-time grant offer from the school system in order for us to get to $15 an hour minimum wage effective July the 1st.

I fell that short in implementing that July the 1st.

That would have been a two-year implementation strategy for local government and schools

So once we realized that we had additional revenues, the staff quickly discerned that the first thing we needed to do would be to deny that grant coming from schools

and to earmark $400,000 for us to complete the $15 an hour implementation.

The good news with that is that then going into next year's budget, we do not start with a $400,000 deficit.

We would have had to make that up next year.

Now we will start with that obligation being at zero and that being fully implemented.

And that's good news.

And it's not shown on the screen, but rough math is that leaves local government

We then go to the next two columns.

One is interest income adjustment and again the staff has been continually looking at our interest income and they comfortably have adjusted that upwards.

of about $108,000 and that does not go into the shared formula with schools and neither does the next column which is the transfer from the tourism fund.

Again, this continues to do better than it was expected and so when you take the $172,000, add it to 108, add it to 85,

That gives this board and this staff the number, due to the late February check of revenues, a number that is about $366,000.

Ironically, almost exactly the same number that we had two years ago when we had about 390.

So we've got about $366,000.

Staff quickly reconvened, combed through, if you'll go to the next slide, Lori, please.

Thank you, ma'am.

I'm sorry.

So I apologize.

So once we knew what the refined number was, we went in and looked at the next highest recommendations that we were not able to afford moving into the recommended budget just due to the fact that we did not have the money in order to balance.

So for your consideration, the technical adjustment

two additional frontline police officers in the police department that is based on our continued commitment to the comp plan and to the commitment of 1.5 officers per 1,000 population.

And so we're continuing to look at that and use that as a benchmark.

Then we went to our next highest rated need, which is two frontline positions within the finance department.

And this is driven to a good part due to the volume, the transactional volume that continues to occur in our finance department coupled with the commitment that we've made over time.

to support, I think, approximately 16 fiscal agency relationships that we have with key agencies.

So that is two full-time positions police, two full-time positions finance, frontline financial positions.

And then the third recommendation that we made was in the Department of Social Services Emergency Utility Program, and that was to increase that budget

from $40,000 to $60,000.

So that would take a one-time $20,000 commitment.

That leaves a balance that's at the bottom of the page of $28,000.

And we would recommend to this board respectfully that we hold that in a contingency, continue to monitor our state budget.

and look for an opportunity with additional state funding to take some local funding and create a DSS position, a Department of Social Services position and continue to monitor the state budget in hopes that we can make that happen.

That balances us with those technical adjustments back to that number of 366,510.

So that's on the local government side, the operational side of the house.

I do have part two of this, but I'll stop at that moment.

So one clarification.

That's an excellent question, Supervisor Mallek.

That's exactly the case that when we approached this, we wanted to look at our highest needs.

And I approached the budget office and said, I'd like to pursue the opportunity to purchase the capital equipment, the startup equipment, if you will, that's required for a new police officer.

I'd like to look in this year's budget between now and June 30.

That's a good question.

Could you go back to slide 7 and then slide 8 real quickly, please?

And then when we go to slide 8, we're giving them back $400,000.

So does that effectively mean the school division will get 1.257?

But it's the $8.57, which is per formula, that will be operating.

And then the $400 is what they were holding for us.

And we never took advantage of that grant.

Yes, ma'am.

That's exactly right.

Which is important, just it's always important for both sides of the house to keep straight what's one time and what's reoccurring.

That's all.

Thank you.

Yes, ma'am.

So they have the $400s one time and the others.

in the form with that money and what's one time and what's reoccurring on this far understanding as we move forward.

Yeah, I'm looking at Board to make sure she understands.

Yeah, Supervisor Palmer, I believe you're thinking about the one-time capital money that we were talking about.

And now we're in the operating budget, but it's still one time.

So you're exactly right.

reoccurring money.

I suspect perhaps the transportation will be reoccurring money.

But it just would be nice to see.

To see it more comprehensively.

To see it all together.

We've got some capital in this.

I just have a couple of thoughts that I'd like to mention and probably mention now because I'm not sure what else to bring it up.

Based on what's happening right now with the coronavirus, it's very possible that we will see a dip in tourism, hotels, and restaurants going

at some point, how significant that could be.

It may not be significant at all, but we may very well see that.

We're already seeing traveling being reduced.

I guess I'm just saying that because I'm not sure in my head what the impact of that could be.

Maybe not, but I do think it's something we ought to think about.

The other question that I just want to ask about is similar.

We have reserves where we could go if we needed money to deal with local issues around concerns in our community.

The rubber's going to meet the roadblock of local government, the health department here.

And so just asking if there's a comfort level that we have enough reserves.

that we can handle what might come at us because we don't really know what might come at us.

And looking at this money, I just want to make sure that we feel comfortable with our reserve level.

I know we have identified over the last couple of years several pots of money.

Lori, you want to take a second?

Yeah, because I'm not expecting it.

It's just that I wasn't sure really where to put this in the discussion.

We'll probably know a lot more in a week or two, maybe three weeks.

Right.

And the three pots, and Lori can think more through this with Andy before we wrap up.

One is the 1% stabilization fund.

That's the additional 1%.

We've carried 10% fund balance for a period of time.

And several years ago, the board and the staff had the vision to create an additional 1% there, taking us to 11%.

And the second two pots that I think about is the manager's contingency in the account executive's office that both we have

A lot of money that's one time and then ongoing.

And Andy would be able to recite the amount that's there in all of those three areas.

In History as a New Teacher, we will find money other places.

And the other thing I would like to mention because again just to put this on the table at some point I think it would benefit us to have a discussion around our 1.5 officers per thousand I'm very comfortable with this and I don't know that that needs to be during this budget cycle

but we have had a long-standing 1.5 officers per thousand which we have known is a low ratio as we're

because we are now an urbanized community which we were not when we established that 1.5.

I've got one other piece of information before I turn it over to Lori back to Ms.

Hall's house and for the content portion of today if there are no questions.

There is one additional revenue check-in that occurred in the accompaniment of everything else that we've talked about and that would be the community development department related fee projections.

These fee projections that were originally expressed in our budget and in our balancing, those projections were made in the November-December timeframe.

We went back in the late February timeframe and looked at the volume of activity, inspections and development fees, and are confident that

This latest adjustment is consistent to reflect the volume of activity that is occurring and continuing to occur in the department.

The additional amount of money that you see there is we projected an additional $454,000.

and so what we'd like to do, if you'll pull the slide, we'd like to do two things for the board consideration.

The first would be to add an engineering inspector position to support the community development department workload and mandates.

Engineering position is a compliance related position and I believe the focus would be on water quality.

and so the amount there would be consistent with salary and all the benefits associated with that.

And then the remaining money, again this is all generated from additional fees, the remaining money we would respectfully request the board to hold this funding through the budget with an earmark for external resource assistance to support the community development's work plan

and you're going to actually hear the presentation tomorrow afternoon at your work session.

the work that Ms.

Just acknowledging that there are

All five of those we think lend themselves well to utilizing external resources and to complement current county staff in order to proceed with them.

None of them have been fully scoped or scheduled, but all are, we think, meaningful and important.

And again, we'll have this conversation tomorrow.

And so this is the basis of the recommendation coming out today, is to then now use that, the resource identified through the activity of the department, to reinvest into the department's work to support the interest of the board and the community.

Looking at the CDC,

Is there also a bucket of funding somewhere in the budget that would allow investment in sort of mechanical means to improve their efficiency, such as iPads that they take home or something.

A couple of ways we can address that should ideas come up.

We have a business process optimization reserve in place.

That allows us, as we look at major projects, some of which are going on in community development now related to GIS or geographical information systems.

That provides a source for us mid-year to make some of those process changes.

We also have a much smaller bucket, the board presentations around the innovation fund.

And that's for some of those smaller scale projects that allow us to move forward.

Certainly, we would always look to what extent we could reprioritize funding elsewhere in the budget to address something.

That is my revenue update, Mr. Chair and members of the board.

If you have other questions, we'll certainly answer those now.

And if not, I'll turn it back over to Ms.

All right, so before we actually start working through the book, and I'll be turning you to the different chapters in the book as we talk through different sections, there's something that we call cross-departmental, meaning these are things that are going to affect all your departments.

And so we usually put this on one slide, and you'll see it throughout the book repeated in each of the departments, but just some information that you'll be aware of as we go through departments.

So the first thing is you've heard that we have a salary recommendation for a salary increase of 2%.

That will be shown through the departments.

You've heard about our VRS rate change.

We've talked about that a couple of times.

That, of course, is getting reflected through all your departments.

There's something that we do here in the county, and many jurisdictions do this, is we actually budget salary lapse.

So we realize that we're not always 100%.

Not every position is always in place 100% of the time.

And so we track that over the years.

and we actually take the savings that we anticipate and we monitor this and then we actually budget it for use.

So we put the money to use.

Over the years, we've seen that we think we can increase that a little bit.

So this is based on a conservative estimate, but we see our vacancy rates, we study it, and we think we can increase that amount, a small amount, so that salary lapse change, and it's just a budgeting technique, allows for about $354,000 in savings that we've actually applied throughout your budget.

So we've actually used that and have programmed it in.

Just gonna say that what also goes into that fund, my experience has been

and we have someone who's been with us for 30 or 35 years and they retire and we hire someone who has paid a lesser salary then there's a difference there as well.

That's correct.

And as we have a lot of retirements

you do start to see some of that.

We monitor this really closely so we feel comfortable with this adjustment.

The other thing is you've heard us talk about health insurance.

We provide, we're self-funding, we provide health insurance for our employees.

We monitor that all along the way as well and so we've seen an adjustment in the current fiscal year of what we needed for our health care fund and so that changed the base for 21s.

We ended up with a little bit of savings there, a decrease in the cost.

and so that's also reflected throughout your departments and then we do have a slight fuel increase estimate and again that's through some departments more than others that use fuel more than others but we actually made an adjustment in fuel too so that's just something that we look at kind of cross

And again, if you have questions, there's many experts in the room that can answer those.

So this particular one if you remember last time we were together we had something called non-departmental back in the back of your book on page 175 and this kind of ties to some of your earlier questions about reserves and so this is a collection of reserves not all of them but it's a place where we place a lot of information about the reserves that you have in your budget and so if you want to move to that section

and the actual title of it is Other Uses of Funds.

And so you can see a series of reserves, and I'm not going to go into every detail on them, and I'll just pause and let you look through them, but you can see that there's multiple reserves for specific topics.

You have the Board of Supervisors strategic priority reserve.

As Supervisor Palmer was talking about earlier, you have one in capital, and you also have one in your operating budget.

We have a reserve for climate action.

The item we just talked about that we call BPO, process optimization is a reserve that we just spoke about that can help us along the way on different process improvements.

We leverage grants.

We want to have some funding available to take advantage and leverage grants from the state and federal and other agencies so we have a reserve for that to make sure that we have matching money.

We have the innovation fund discussed earlier.

And there on the right hand side we have reserves for salary and benefit adjustments that occur throughout the year.

The minimum wage reserve is something we've just been talking about a lot.

We've just placed that in one place in the budget at this point and it will be populated to all the departments as we move forward.

We have an early retirement funding reserve.

and a training pool and the training pool is for additional training that departments also have training budgeted in their departments but if there's some unusual training or some specialized need we have an additional pool that department employees can put applications in for and then again we have our reserve for contingencies which is the one that Mr. Richardson spoke about earlier that we also have

Are there any questions about any of these specific reserves?

It's a pretty great collection of most of them.

We do have some other ones in capital, and we also have the 10% and the 1%.

So now we'll move back to the front of the book.

And this will be the only time I'll be moving you around like that.

Then we'll just kind of move forward from there.

So if you go to the front of the book, page 75, we have a category called administration.

You can see the departments.

Most of the internal administrative departments are here.

and it's an $18.3 million category and there's a 9% increase across the category.

And the next slide, and then we're gonna do this on each category, we're gonna have something called notable changes.

So we actually set up the category and we say, here's some changes we wanna point out to you so you don't have to read through all 30 pages or so and then we still have time for questions.

So here's the notable changes in this category.

So you can see,

We have a department called executive leadership which includes OMB and the county executive and a few other key departments and we all work very closely together.

You can see there was a change there to include $35,000 for equity, diversity and efforts that we've

We have it in the works that we want to do in fiscal year 21.

The county attorney, you've heard about this earlier.

There's an over-hire position and some laser fish work going for records management.

That's in the county attorney's department.

The voter registration, again, this is reflective of the voter registration move.

The early voting situation that's going to require an additional position.

And then finance, this is another thing that we're doing right now.

If you see something in blue, I know you have a black and white copy, but if you see it on the screen, that's the adjustment that, the technical adjustment that you just heard about at the beginning of this conversation.

So that we actually blended into the whole presentation for you.

So that would be two frontline positions in finance.

So that's new from earlier today in the work session.

It's $6.2 million.

There's a 4.9% increase.

And the next page is your notable changes.

And these changes really occurred in fiscal year 20, but it continues on.

So this is a position that was added in the current fiscal year, and we will continue the funding for it.

For the assistant commonwealth's attorney position, and then the other one is a legal assistant position

We just started in our current year and we're continuing.

I think they're okay, but I haven't heard that.

Chief Lamb, Albemarle County Sheriff's Office.

Well, the alternative translation rolled out in the southwestern part of the state.

And I think they were seeing numbers from around 30% to 40% of the alternative translation company, G4S, was doing about a third of the transports.

before you move on from judicial I don't know if you'll have the answer to this but I know that I'm not remembering now if this was last year or two years ago out of budget cycle we put money over to I think was the drug court

I remember talking about it outside of budget time.

Yeah it was designed to offset I know like jail costs and this money was to help offset it going elsewhere.

I mean it wasn't a large amount I just you know it was one of those things that popped up knowing did we ever get how the results of that were and was it doing well?

of savings elsewhere in the budget.

Certainly, it does mean that there should be savings in the cost of operating the jail.

And that's because the therapeutic docket was designed with a specific part of the population in mind, that population being people who are repeat offenders in the jail.

And when he gets a report back in the numbers he can share on what the

I think that might be good for you, too.

I'll add on the budget side of that, Thunder Aid and Restoration, or OAR, the administrator of that program, they had requested $55,000 a few years ago.

That funding has continued to be recommended as part of the county's contribution to OAR.

So it was two years ago.

May I just say one thing before we do?

I know this isn't the right time to get into a lot of detail on the sheriff's office, but I really am concerned about understanding kind of an unfunded mandate from the state and this transport.

Okay, thank you.

Let's see if we can change that.

I have to admit I hear a lot about this since I have a husband that works in this field over at Western State and transporting and if they don't have beds they have to send them somewhere else and we have had some state changes that have been confusing so I want to make sure we can do what we can to

I'm going to move to public safety.

Almost $51 million of the county's budget.

There's an increase of 5.8%.

You can see the various departments here.

It also includes public safety agencies, the ECC Center, the jail.

Our portion of it is also shown.

Inspections, which is actually in the Community Development Department.

Fire Rescue Services and the Police Department.

Now go to the notable changes and then we have some further slides about the fire rescue.

So the notable changes that we wanted to mention, again in blue is the ones from today.

It's the two additional police officer positions and then the fire rescue topic.

I think Mr. Walker is going to take the next two slides.

I'm ready if you guys are ready.

Just to remind the board that this is a specific presentation done in a work session format at your meeting on January 15th in regard to some of the changes that were occurring in the fire rescue arena that was foreshadowed with this budget.

and just a reminder to you and a reminder to the public that two, the advanced life support is driven primarily by the notification to us by CARS of their inability to reliably provide advanced life support.

on nights and weekends.

And so that new information then puts our Albemarle County Fire Rescue in the position of trying to then recover and provide the services that are expected by the community.

And so the remedy is to then staff two stations that are currently staffed at nighttime, both at Pantops and at Ivy, to provide 24-7 advanced life support coverage

as well as providing supervision resources to cover not just that area but the entire 725 square miles of the county.

So those 12 positions then providing life support 24-7 coverage

for the urban area and then extending out into the rural area plus the supervision offset in large part by the transport fees that we receive by billing of the insurance companies that we already are going to do that program elsewhere in the county.

So that's an overview of that issue.

Dan Everson is here for much more detail.

If you'd like to get into that, we'll go ahead and talk

You also were provided this information at that work session on the 15th driven specifically by the request from Crozet Volunteer Fire Department that we provide career daytime staffing to supplement their otherwise volunteer staffing other times of nights and weekends to support the rapidly growing development area

McKeel.

and then that would also require the reallocation of current resources in East Rivanna into the Pantops area in order to provide the coverage that from the data that was presented to the board will best cover both the development area and the rural area with those limited resources.

So those are the two primary issues driving the public safety budget recommendation.

Again, I know that you have already received this information before in great detail.

Dan and his staff are here to answer any questions that you might have.

Just so I get the math straight.

So the cost of the 12 new staff is approximately $800,000.

And the estimated cost recovery is a little over $400,000.

So by the time all the wheels are rolling, number one, they get hired, trained, and on the street.

And number two, the cost recovery starts.

Yes, certainly as we looked out we looked at kind of a multi-year approach with fire rescue staff what the cost would be when these positions are fully operational and EMS costs

The net cost of $332,000 is what we expect that cost to be in the future.

So we've done, because the expenses will be a little less at first as those positions are in training and getting started.

So we've taken the approach in the budget to let's make the net cost $332,000.

Because obviously if you look at the 12 positions and you see $333,000, there is no way.

That's correct.

First 15 months, approximately.

I asked this question of Dan just a little while ago because I met with him right before.

Where's the money for the fire trucks?

We would use a reserve in the interim we also are going through the process right now looking at our capital budgets to determine are there other areas and other budgets projects we have that we could potentially go back for reappropriation of those funds.

We have a large business in the community who has previously explained to me that they're willing to donate some money towards that endeavor as well so I intend to follow up with that and hopefully get enough money to make this happen.

Well, not quite 800,000, but enough.

Right, that's right.

That's where we can start.

We shouldn't underestimate the ability to.

They're cross-trained firefighter EMS, yes.

So what we would do is we would have a recruit school, we would recruit these people, hire them, put a recruit school on, when they graduate they go out in the field and we would pull staff in for a paramedic class.

That's why we ask

We have a lot of volunteers in training.

And so none of them are going to be advanced life support?

No, just the basic.

And how about how many are in training currently?

Well, we have several EMT classes going on as we speak.

I don't know exactly the

but keep in mind that those EMTs are for existing stations that we have now both fire stations in and our EMS stations so they would likely go back to those stations to participate in their volunteer I'm not sure we probably do I just don't know right now

What I'm trying to get at is where are we going from here?

How far out do we project?

And this has been a question that the board, back when I very first got on in 2014, we asked, who's going to say, Liz, this is reminiscent of discussions four and five years ago.

Because it continues to go higher and higher.

And at one point, we tried to make a special fund for it.

And then it was decided that wasn't a good idea.

I remember the data showed us at that time when we had those discussions that our community was not unusual.

As Liz and I talked earlier, we have experienced a significant growth, but so is our peer localities.

Yeah, they all have that.

Right, that's right.

But what is the driver?

Is it because we're trying to offer a lot better care?

Are our people trained all as

everybody.

I don't think in terms of our level of service it's any more enhanced or less enhanced than what we see in other localities.

I think what we see in some cases is a combination of

And sometimes it's where people are choosing to live.

We might anticipate that one area is going to be a growth area and it doesn't.

Bob, I'm not asking to know everything for the future, but it really is substantial.

And I'm sure that other localities are similar to us, but it just seems like I'm seeing us provide more things.

You end up with three fire trucks for one thing, or a fire truck comes with an ambulance to something.

Well, not every case.

On high acuity calls, life threatening calls, we do send the fire truck to provide additional hands in case it's a true medical emergency.

They may need more people to help care for the patient.

In some cases, like in the rural areas, North Garden, Scottsville, sometimes the fire truck is closer.

So they'll respond and get there and render

So our method and protocol to send a fire truck in an ambulance, again, is industry standard.

It's not more enhanced or different here.

No, sometimes the battalion chief provides that level of service, but the crews usually stay together because sometimes they jump from call to call.

So if we pull one person off, they're running a chase car, and then there's another call, they're going to have to rendezvous with that engine.

It's best practice.

That's from the geography plan, that they don't want to be here when they need to be.

But just so when we're thinking about things and having more discussion about this in the future,

I do not see, and I don't want anybody to start moaning about how we don't have any people who are interested in volunteering because there are many in the county.

And one of the successes that our ACFR has is that they have hired away 30 that I can think of just from volunteers who have had lots of experience, wonderful training, and stations in the Waynehole District.

Some of them actually live, work in the city or in Waynesboro in addition to ACFR.

We have to keep replenishing those volunteers to help with that training so that some of them get fabulous careers, which is good for them.

But I don't want anybody to think it's, oh, the world is coming to an end because they're getting good jobs.

And they're staying here.

Many of them can work.

So we just need to work harder to fill the bottom of the entrance portal for those trainees to make that work.

We've maxed out what we can do on our benefits.

That's why we've pivoted some to talk about.

Now we're meeting with the volunteers on what it would look like if we were to provide stipends to our volunteers.

I think we're at that level now because we have a pretty robust benefit program.

We're not having any trouble getting people in the door.

I'd like to know, and I know you're going to get that for me,

I think just to recap, I think I hear three follow-ups that we could provide.

The second was really looking back the last three years in terms of major changes in the fire rescue system budget and also where we may be going in the future.

And the third is really what are we doing to recruit and retain volunteers currently.

The second question, I'm sorry I must have missed something with the second question.

What is not in there?

I think just generally the last three years the three things immediately come to mind are the five additional positions the board added for Scottsville EMS to make that a 24-7 service and then there was a additional position the board added actually as part of the

The board added to go into a training position for the fire rescue systems for both career department and volunteers.

Certainly the other major change I can think of the last few years was the public safety classification where every five or so years our human resources department reviews departments to kind of look at the compensation that included for public safety and moving to the

policy adjustments to the volunteer rescue funding policy in part to provide greater support to the volunteers to cover some costs that had not been provided before to ensure that we're providing equity to the volunteers as we would for our administration.

We can provide more information.

That makes perfect sense.

The reason why I asked for five years was because we put Gantops on board.

I can remember what the, you know, we did some other enlargement of some other stuff.

So I was trying to understand.

I figured in the last couple of years, it's clearly been, you know, a volunteer

It was supposed to be a small station.

put that five year history together already.

Because I really try to understand where it's going, these 10, 12% every single year.

Well, I certainly can appreciate taking the team and the right equipment on each call because you're, I know in the urban ring, the Seminole Trail,

And most of the time they are already on a call when they're called in.

And it's the busiest station.

And most of the time their calls are when they're on a call.

But sometimes in the rural areas, we have situations where multiple fire trucks show up for an accident.

And that's the part I kind of don't understand.

We did have an interest for a while about a retirement system where we had follow-up focus groups and it didn't really get a lot of feedback in terms of what options are out there.

It's something I always watch for.

I guess the only thing to put on a someday list is early spill firehouse has been down 50% of the time because of shifting day staff to other stations so is there a plan moving forward this budget to

We actually have talked about doing that in the current year, so finding a way to do it in fiscal year 20.

All right.

OK.

So we were planning a break at 4.30, and we had mentioned that we would talk about public works before the break.

But we can just keep on.

Public works is the next section up.

It's on page 119.

at $6.9 million, 7.6% increase, and this basically is the Facilities and Environmental Services Department and Rivanna Solid Waste Authority.

Here are the notable changes we'd like to just mention is that in the Facilities and Environmental Services, converting a non-temporary employee to a full-time position.

and Rivanna Solid Waste Authority, a contribution increasing of $371,000, operating costs associated with the opening of the IV Convenience Center, an increase in contract rates for hauling and disposal of solid waste from the IV Transfer Station and there was a rising cost

Are there any questions or conversations?

I gotta move along.

Health and Welfare category, page 127.

Yes, we've been in discussions with the city of Charlottesville for probably a year and a half now.

We're at the point where we have an agreement in principle.

about the cost allocation methodology.

We've asked them to consider and they've agreed in principle to begin to deliver any spoils that they collect while sweeping county streets to the IV facility.

They've gone out and tested to make sure that that's worked out.

So we're at the point where we're trying to get that agreement in place and we

need them to determine, make a final determination on their hourly rates to cover their equipment operators.

It would be on overtime for them, weekend work, as well as the cost to operate their equipment and the depreciation being covered on that.

We're pretty close.

I am really hopeful that we'll have something in an MOU for a one-year trial this calendar year.

Bring back probably City Council and the Board of Supervisors at the same time to make sure that everybody's comfortable with the investment.

It makes a lot of sense.

And I know you all have really worked hard on it.

There would be a TMDL benefit as far as our WIP?

And a few years ago, we had discussions about how much it would cost to rehabilitate it, that it was crumbling.

At some point, it was not going to be terrible.

I had cause to read that report a few months ago to revisit that issue and it is something that I've had some conversations with the architect that we're negotiating with on the courts project at

That was coming back in the day when we were talking about that facility

We worked with the historic society because we were hoping that they would be able to help us with it and that didn't work out.

That whole discussion, remember?

So now it's just kind of there and it's a very valuable piece of property that's just there.

It might be a nice thing, not now obviously, but for us to revisit

Well, you could go down there and look at it.

And as someone that has some vision that's greater than mine, there are some really cool things that could happen down there.

Thank you.

It's great to hear about MOU.

This is a category that includes the Department of Social Services, programs that the Department of Social Services is associated with, like Bright Stars and CSA funding, the Charlottesville-Almaro Health Department, Region 10, the tax relief for the elderly and disabled is in this category, and there's also health and welfare agencies, so this is a section where most of the ABRT agencies are included, so that's where we would talk about that topic as well.

So moving forward to the notable changes.

The Children's Services Act Fund just increased a small amount, but the general fund transfer remains the same.

Just wanted to mention that.

The Charlottesville Albemarle Health Department, Yancey Community Center, Health Worker Position is included as we talked about earlier.

Department of Social Services, this is updated from this morning's revenue update.

Additional 20,000 in the Emergency Utility Program.

I'm very concerned to make sure we have enough money set aside for the health department for the increased expenses that I think we have to anticipate are going to occur as a result of that.

We have no idea at this moment just how severe it would be.

We are liable to because we certainly don't want to be inflammatory in this meeting about this but we certainly are going to have impacts and we're going to have additional expenses.

I think that's just what it is.

We just need to think about being prepared.

There are people living in nursing homes and

some of our incarcerated individuals.

I mean, you just don't know the impact of what's going to happen.

Schools.

We're actively engaged in this issue across our department.

And I'm sure you are.

And the city and the university and with our partner agencies including the health department and working on

beyond what we're currently putting out right now, which is referring people to the CDC and health department websites for just personal protection information, which is kind of where we are.

So we will be continuing to provide the board and community information as that is available and plays out.

We have an emergency management function that can help coordinate the county participation in these efforts.

We have public safety agencies obviously that have their own operational implications

As an employer, we have an opportunity to lead by example and share that example with other large employers on how to care for your employees so that they're being responsible as well.

and you may have touched on this when you did the updates when I joined the emergency utility program.

We've heard public comment in the past about an emergency assistance fund.

We don't like that, yeah.

Phyllis Savitas, Director of Social Services.

So historically, the county has given us a small amount to help social services clients with utility bills, either delinquent bills or help them catch up.

When the CARES program was dissolved, the money that had been given to CARES came back to the county

and was given to DSS.

So now that emergency utility can also help with housing costs.

So basically we assist the DSS clients who cannot access any other funding source to help with rent and electric bills and heating bills, but basically trying to help them maintain their housing.

So it is limited to a client who is already enrolled in a social services program.

And we asked for the increase because the city's call-in service, where people are calling in for help, that line gets a lot of calls from county residents.

And so obviously we can't serve them all, but at least we're able to serve the ones that are already involved with our program.

So it's different from any other kind of housing fund.

Can you just speak to general relief, just while you're making a distinction, the general relief that you have, which is also a different topic?

Yes.

Just a few words about how that is utilized.

General relief?

Yes.

So we have Mr. Freeman here in the audience that managed, he facilitated our process this year so if there's any specific questions he's here to answer them.

and then another group of the projects are reviewed by the ABRT which includes nine citizen volunteers this year and three staff members.

I already mentioned that application and scoring matrixes are the same.

In the past four years we've used the same matrixes.

Staff made our funding recommendations based on the ABRT ratings and context of the overall budget development.

Existing agencies and programs have been recommended at level funding, and there hasn't been any new or expanded program requests included in the recommended budget, although there were four of them that were rated exempt.

Thank you.

I'm very glad we never have a process.

You've done a great job.

How do, going forward, are we going to work with the city next year?

How are we going to combine this?

I don't even know, Liz, what the city is doing, to be honest with you.

Where are they in there?

Yeah, theirs is,

There's a staff team that's going to be working immediately after we get the budget together on putting forth some recommendations for the board to consider probably around June on our direction moving forward.

We really, because we have been doing it for a couple years now and they were going through some changes and we feel like now's really a good time for us to set kind of a step in more of a permanent direction how we would recommend that we move forward as a county.

And have you looked at, have you just looked at how they allocated their funds to come there in any way?

I actually did review their budget specifically on their agency funding, I don't know, I'm looking at

All right so if there aren't any other questions it is 4 30 and this is where we did schedule

Now we're at the category Parks, Recreation, and Culture page 143.

It's a category of $9.3 million.

You can see it's got the Parks and Rec Department, Garden Town Memorial Park, the Jefferson Madison Regional Library, Charlottesville Albemarle Convention and Visitors Bureau, and other agency contributions.

This is a section where we have Arts and Culture

are included in this section.

So the notable changes we'd like to point out was that in Parks and Recreation we've increased water testing, monitoring, and treatment at swimming lakes, $46,000.

Jefferson Madison Regional Library, $34,000 for two additional hours per week at Northside Library.

Charlottesville Albemarle Convention and Visitors Bureau.

There was a decrease in their funding and it's based on a formula and basically it's based on fiscal year 19.

You know formulas have those lagnears in it.

because the actuals went down in that fiscal year.

It's not based on the projections.

It's based on actuals.

And 2018 was the year after 2017, which is when all the uproar happened.

And most of the bookings for weddings and things like that happened 12 months in advance.

So October 18 took a terrible hit.

What was the terrible hit I couldn't hear?

I'm pleased to see the increase in the library because that's my life.

That is the county cost only.

The county is around 84%.

And as you well know, this is just not a local problem.

This is a national problem.

The request that you see is to perform additional

at all of our facilities.

We want to make sure we're not missing anything, also included with treatment if needed.

Well, yes we have and Solitude is doing that as well.

Does it seem completely

If you look at the watershed at Mint Springs, as opposed to Chris Green, Mint Springs is over 400 acres.

The entire watershed is owned by the county and it's important.

Well that's why we thought it was critical to at least put Chris Green in this, excuse me, Mint Springs in this study, just so we have a better

And you talk about a hit to your tourism for them.

I mean, it's just one here at

We've seen a difference, a significant difference in our attendance at that.

I think this is certainly there to come as soon as we can get it safe.

At the risk of an inappropriate time, but I want to thank the director of the library again for the work that you've done.

I mean to take time off the budget is what I mean.

Foundation, that is dedicated to improving parks and they have this very, very good park system.

and just to share with you a little bit of history, arts and cultural way in the past were reviewed along with the ABRT and the board encouraged staff to split that apart and so the health and human services

agencies are looked at a little bit different than arts and culture.

There's a lot of differences with those agencies and what they do.

So the arts and cultural agencies, the applications are reviewed by staff from the Communications and Public Engagement, Parks and Rec, Economic Development, Office of Equity and Inclusion, and OMB.

So there's a staff team that looks at those agency applications for funding.

The total contributions is $55,000 and the recommended budget includes a small increase of $4,000.

It does recommend continuing funding for our existing programs and it does include recommended funding for three new programs.

So I just wanted to bring that to your attention.

The Charlottesville Murrell Projects, sponsored by the Bridge Progressive Arts Initiative,

2,500, the Charlottesville Sympathy Society, 2,500, and watch the next one, I'll see how well I do here, the Cinque Barreres, the Surprise Festival at 625,000 dollars.

You mentioned new, but they've been in existence for multiple years, but they're new to us as far as funding is concerned because we pretty much have a policy not to take startups.

The team had a real emphasis on county and county projects in the county and I think, and Ms.

Kilroy is here for any specific questions.

There was a real emphasis on the team of thinking about the county, thinking about economic development, thinking about tourism, thinking about arts and cultural efforts in the county.

Paramount Theater has a program where they offer free and subsidized admission to school groups that are taking trips as part of their school day.

And I used to be, when I was on the school board, Liz, I was on the committee at the Paramount that planned and discussed these educational opportunities for school children.

And it is a little tricky, I will admit.

And it's tricky to get some of the children from the schools that are way out.

I mean, there's no doubt about that.

But there is an effort to try and do that.

But it is a really good program for our school children.

And it offers them opportunities that they just wouldn't ever, ever have.

Do all the schools end up going once a year, or?

Well, it's been so long now since I was on that committee, I would hesitate to say.

We do have data as part of their application materials as to how many Albemarle County school students were served.

That's one filter for you.

That's one of the things that went away with the recession is all those wonderful pictures.

For future list,

2022 is the 100th anniversary of the municipal ban.

So I do hope that there will be greater participation of the county in that.

Moving forward.

The next category is community development.

A $12 million category.

11.8% increase.

This has a community development department, it has economic development included, transit agencies, other community development agencies.

So the notable changes are

the changes that we talked about earlier in the work session for community development department, engineering inspector position to support workload and mandates, and external resources, resources assistance to support community development's work plan in the near term.

This has, of course, transit agencies, but we're going to have a whole other work session, so we don't need to be honest with you.

I wouldn't think we want to get into that today.

We acknowledge that on the next slide, all of our discussions planned for next week.

A chair would generally discuss that with staff and community development.

I think it's one of the challenges because they have so many different divisions doing different things.

There wasn't one particular place where we looked at could we convert that to even a part-time position and have that be a trade-off.

I see.

I'm just sharing it as a concern because it's robbing Peter to pay Paul almost.

I'm just teaming this up because we'll have more conversation tomorrow.

I'm glad the second bullet.

I think that's important.

I'll be supporting that.

Absolutely.

We'll be asking to have some ideas to talk about increasing that number somehow.

But capacity is the business.

That's what this is about building in some capacity, but then also

The items that are placed on the list for conversation will be our Thursday discussion and you'll be finalizing and moving towards your proposal.

My concern is the list just like community development the list will immediately get

through capacity, and then we still are left with zero capacity until a supplement comes up that we're not thinking of.

So that's a conversation I know will play out tomorrow.

And then my thought is perhaps we have parked a few things of taking maybe money that was going to the support strategic priorities list, and maybe we shave some off there to beef that number up.

And that can play out.

I could speak more to that.

Well, I think we have things defined for the 356.

So, let's say there's four things on the list and it happens to cost $356,000.

But I suspect, like the fill and waste comes to mind.

If something like fill and waste pops up on us in a given year,

that comes out of there and we want capacity to go to address that.

But we've got all the resources already set up.

We don't have anything to go to and we're left trying to find money.

I identified the four projects that you're going to hear about tomorrow that CDD staff has expressed their position that it lends itself well to using your resources.

Not every project is equally situated in that way because they do take staff capacity to actually manage external resource capacity.

I'm not sure how to be able to do that.

In addition to those four, the wireless policy, which was already prioritized by the board, with funding not yet identified, this can help that too.

But to tee up the conversation, that is a dilemma, is how then do we put ourselves in a position that we can be available and able to actually move forward with something.

Some projects will do themselves well to external resources.

but we'd be certainly glad to have that conversation.

Just for encouragement's sake, I will throw out that in the 2010 to 2014 realm, and I don't remember any closer than that, a university department and romantic conservation society and SELC worked together with grant funding and did all the research for all the jurisdictions in the funding district about stormwater improvements and looked at

It literally took three years off of the overlap grading plan, zoning changes that had procedural changes that had to happen that actually passed on their first run through the board, which shocked all of us.

But it was such a spectacular use of outside resources that really helped the staff.

So I have a very positive memory of that whole experience and how well it turned out, so

to bring those types of resources back.

Is there anything else on community development as a category?

We did have a transit slide.

Yeah, we just is just

We've asked them in their initial outreach to make sure their data is specific to Albemarle.

Those are the funds that are included as part of the appropriations when we appropriate the budget and throughout the years there may be additional appropriations, some of these grants and those types of things.

So we have a couple slides on some items just to bring to your attention.

Yancey Strengthening Systems Grant, fiscal year 21 is the second year of a third year grant.

There's an economic development fund in this category.

In fiscal year 20, which is the current year, $250,000 recommended to be provided from the general fund balance.

So what we're saying is, if you approve this, we will make activity happen in the current year.

So we would bring an appropriation to you.

The next slide is, we have two slides on housing.

So you have a housing fund in this section.

You have actually two.

You have a housing assistance fund and you have a housing fund.

And they're both in this category.

The housing assistance fund is the one where the federal funding comes in for housing voucher assistance.

But the housing fund itself

includes these items, a reserve for County EDA Habitat for Humanity Performance Agreement.

It has a reserve for the Piedmont Housing Alliance Parks Edge that the board has put in the reserve for several months now.

And that leaves a housing fund reserve balance of about a half a million dollars in that fund.

and you can see what it's funded by below that.

So we just kind of wanted to clarify that.

We sent you an email of housing, affordable housing funding throughout the budget because it's kind of hard to find it because they're in different categories.

So this is just specific to what's called the housing fund in this chapter.

So I would like to ask, Quinn, I know we have presentation from Sunshine around Parks, I'm going to Parks Edge.

When is he going to be coming back to us?

Do you all know?

Lance Stewart was working.

There's still conversations that are going on.

I think they've discussed the amount of money may not be sufficient, as happens a lot.

And they're reworking.

And I just wondered when we were going to hear back.

because Parks Edge is so critical to some of the affordable housing that we have in the urban ring and very important.

We could reach out and find out when would be a good time.

I think it would be good because I wouldn't mind at least having an update while we're talking about this.

We've locked in a certain amount of money, but if there is an anticipation that they may need some more

Well I think some things have changed is my understanding but I don't know a lot about it to be honest with you.

You know that often happens and I do know that I will just say that I have had an, well HUD is being very selective on some of the grants that they are approving

I reached, had a conversation with the executive's office and later with Lori about that and my understanding was that we are

A written one would be great, when they have news.

OK, let me move to the next slide.

This is just a summary of the information we put together.

And again, this is not just other funds, but this provides information just about the housing funding that's throughout your whole budget document.

So this is kind of a summary.

There's about $6 million dedicated affordable housing.

And there's ongoing and one time, because you hear sometimes questions about is it ongoing funding or one time.

So you can see the ongoing support's $4.2 million.

and that's .7 million in general fund and the federal housing funds at 3.5 million is ongoing that's in the housing assistance fund which is in your other funds category and there's also one-time support of 1.85 million dollars general fund year-end fund balance which includes the 250,000 to AHIP for weatherization and repair and also

So that actually concludes our slides.

I do want to just go back to the next step slide and just mention on the very first slide there was a typo on April, it's April 13th, a public hearing on the board's proposed budget.

April 20th is when you adopt.

So this was clarified by that.

Matches this yellow sheet.

So we're probably okay with our calendars.

We're okay, it's out there.

As we're going through this, Lori, is it okay, Ned, about we have a parking lot list somewhere that we put items on?

That's a good thing to do

I know that everybody is aware that the Lambs Lane campus of Albemarle, Jouett, Greer, and Ivy Creek are getting a Boys and Girls Club is getting going back there and I think that they made a proposal at one point about some funding or seed money.

and I think they modeled it somewhat after the center as well as the YMCA and I'd just like to have that on the parking lot list to come back to the board with at least information so that we could at least

I'm just making sure I have it right.

Do you want it on the list for conversation on Thursday or do you want it coming back?

I don't know where you would like it.

You all can do that, but I would like to have it on the parking lot list to come back for further conversation, which is going to meet information because I don't think that Donna and Bea were even on the board with that information.

That, exactly.

It's a one-time, and it's divided over two years.

But I mean, it could come from a one-time source.

Exactly.

It's easy to gather from schools maybe could help just to have something that could be shared by email about the history of it.

I understand there was an RFP that they put out for this project and just so people would have a little better basis to where this came from.

But it was a school-originated project that they asked for.

I'd love to know more about it too.

That's how I remember it.

He said that that's what they answered in RFP, which is wonderful.

So to clarify, I think there's maybe three buckets of follow-ups the staff has.

The first of which is just all the general Q&A that we'll provide to the board as quickly as we can, just by email.

I think the second bucket is probably of those items that we talked last Tuesday night about the $3.8 million in the capital budget for the strategic priorities reserve.

At that time, the discussion or decision was needed at that time.

but certainly potential options of the Solid Waste Convenience Centers, the Boys and Girls Club issue that's been discussed now, and then there was a talk about the safety issue along the intersection of Earliesville and Charlottesville Road and Race Board, and then also just potential transit discussion more as a placeholder.

So those are the items that could be potentially addressed through that in the future.

Again, no decision needs to be made.

There was also discussions about actual amendments to the budget that could be considered as part of the proposed budget on Thursday that the board would be asked to consider.

The item that would be included then would be if the board were to consider adding a pay for performance reserve that was not included in the county executive's recommended budget but has been included in some years in the recent past.

I just don't know where Orange County is in their capacity.

I know they're right there on the line, but are they dealing with the entire Orange County?

Monday.

Monday.

Okay, the other thing I just asked is to have everything on one sheet.

The additional money that was presented and allocated already by staff and staff suggestions for allocating the money.

And I would like to see for the regarding the fire department also if they do this transition that it's something that is temporary in nature and they're going to evaluate how that's working

if they do make this switch.

And they're going to evaluate it.

And then it would be part of the motion.

And they would come back in a year to say, OK, we've evaluated over three months, six months, nine months, 12 months.

It's working.

It's not working.

Because that gives us data to decide which way we want to go.

And the last thing with the Boys and Girls Club, I like to know because I know they're going forward with the project.

Thank you to those behind me.

Those conversations we can have at current time from our strategic preserver, there's monies there now.

So if supervisors are thinking of taking one-time monies and putting that to something that has to be approved and part of the budget, then it would be like, well, where does that money come from?

So an example would be, like what I would suggest, is that we have the 356 for the community development,

I don't have a number in mind.

Let's say we doubled that.

But that extra $356 instead of $1.8 going to the strategic board priority, $1.5 would go and then that $3 would go over.

That is a budget.

And that's what I'm expecting we'll discuss Thursday.

I would think the boys and girls would fall into that because that's one-time monies.

Now it may come from somewhere else.

It might just be the $1.8 that's up to us to figure out.

I had a few meetings ago where we got our housing policy update and thrown out the idea that policy is going to be approved in August

and the last Regional Housing Partnership Executive Committee meeting is talking about they're doing a lot of their activities as timed up now with our approval of our policy and trying to get things in line with what they're doing.

It could be useful, as I said then, if there was a way to be preemptive and ready to support that policy to hit the ground running versus waiting a whole other budget cycle.

And Stacey's coming back to us with affordable housing.

I can't remember, was it June?

What was the time line before that?

It's going to be up and running by August, I believe.

An option available to the board in this proposal would be the $500,000 reserve in the housing fund is currently not obligated for anything.

And certainly, should community development receive additional affordable housing property, staff would likely recommend for the board's approval that those be added to the fund.

Well, and that's my thought was how is there, you typically don't obviously put one-time money to something that's a reoccurring case.

But, and since I don't have my head wrapped around what that

in some sort of startup like that, can you use one-time money to get an operating thing set up where at least you can get it rolling?

I'd have to defer to staff's brainstorms on that to understand, but it really is going to be what that money goes to.

But obviously I'm interested in having ongoing money there to support the housing policy.

I don't know if everybody's ready to go and have that conversation, but if there were a way to at least get some one-time monies redirected to set that up so that it can be a little bit more robust of a conversation next year, then that would be supportive.

But it came up very briefly in the conversation about the convenience center.

We have that acreage that was proffered to us off of Rio Mills Road.

And I know that Diantha has mentioned that she's interested, I think, in parking some of the school buses from over at Albemarle High School or parking area.

What was that about?

Well I've talked about the proffered land, we have a facility study coming through and we have proffered land between the school division and the board of supervisors and at some point getting with the school board and working out after the facility study comes forward they're looking at the proffered lands that we have I think as well because Lance said they were

at the same time utilizing that property perhaps for a convenience center, I don't know, but there's a need to expand at Albemarle High School and at Lands Lane Campus.

And so we have been looking, or some of us have been looking at how we could perhaps move the bus facility, allow more property for that Albemarle High School.

Lambs Lane Campus.

Yeah.

But what I'm talking about is that I know that a lot of the facilities study has been completed.

Some of it has.

Some of it hasn't.

What I guess I'm asking is, how much do we know about that particular piece of property?

And should we have money set aside

And so that is my question because that piece of property is big.

I know it's got a lot of issues, but there's a lot of potential to use it for several things.

Correct.

that do we want some money set aside for studying and what does that mean?

How much is that?

I have no idea.

That's why I'm wondering if I'm being a little premature in asking that question.

But it is a very interesting piece.

And if it could solve some of the problems with space for the schools to get those trucks off of there and those buses off of there, I think that

Well, and in this building as well.

The study wouldn't get into a design bubble.

It would identify potential uses, compatible uses of space.

What might come out of that would be a recommendation.

could turn into a CFP project.

Or what work.

And I don't know if that's necessary or... A request for information, who knows what that might be.

I think that would be a next phase of the study as Trevor said the appropriateness of the site for certain types of uses we get of course know what utilities there what restrictions there might be what public abilities access and a general opinion of the constructability of the site

I would say similarly to the Boys and Girls Club, part of their ask, the reason they're asking is because the site that is provided at the schools is very difficult to build on.

So that's all I'm asking is should we be thinking about that for study money?

So it sounds like I'm a little premature.

Well, in our capital request for the fiscal year, you're considering we did ask for some sort of placeholder dollars for unknown recommendations that might come out of the facilities master plan.

Well, it was in the proposed budget, not adopted.

So I'm glad I brought it up.

Not recommending.

Not in the recommendation.

So I'm glad I brought it up.

Oh, OK.

All right.

For example, you know, another thought on that property, and I think Frank Polis expressed some interest in being able to use that property, that property for some clean fill.

So, I mean, which would really be great.

Yeah, and I think it's a good discussion.

Yeah, I'm kind of waiting for that facilities to come back.

Apparently Lance asked for some money for this and didn't get it.

Okay, well that's something to discuss.

I think the proffer reads 10 years after the first occupancy at Brook, which will happen within the next year.

Now, we don't have to have it built, we just have to say we want it.

I mean, it's not, yeah, exactly.

Short term, long term.

This was a really good meeting, thank you.