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From YouTube: County Board Wrap-Up: Budget Guidance – FY 2020
Description
Find out how the Board will be planning for the FY 2020 Budget shortfall.
A
Welcome
back
I'm
here
with
board
chair
Katie
crystal
and
Vice
Chair
Christian
Dorsey,
who
are
giving
us
a
little
bit
of
a
look
at
planning
for
the
fiscal
year
2020
budget,
as
well
as
a
new
Elementary
School
at
the
Reid
site
in
Westover.
Now,
with
the
planning
for
the
fiscal
year,
2020
budget,
officially
kind
of
got
underway
with
this
meeting
with
the
board's
guidance
to
the
manager
and
what
are
really
the
key
elements
that
we
should
look
for.
Well.
B
First,
some
context
setting
we
are
looking
at
a
challenging
budget
year
where
we're
to
continue
services
and
programs
that
we
had
last
year
we're
looking
at
a
deficit
of
25
to
30
million
dollars
and
that's
due
to
the
primary
factor
of
our
being
in
a
period
where
growth
is
not
keeping
up
with
expenses.
So
we
have
that
growth,
which
is
a
positive
thing
for
any
community,
but
it's
been
about
half
of
what
expense
growth
has
been
and
that
expense
growth
has
been
within
the
range
of
what
we
would
hope
for.
B
So
we
don't
have
any
problems
there.
We
just
have
not
enough
revenue
growth.
So
with
that
we've
got
a
few
options
that
we'd
like
the
manager
to
sort
of
take
into
his
budget
laboratory
and
work
on.
What
does
it
look
like
if
we
don't
change
any
of
the
levers
that
we
can
change
on
the
revenue
side?
So
that's
the
tax
rate.
We
don't
change
it
at
all.
What
do
we
have
to
cut,
eliminate
and
change
in
order
to
meet
the
balanced
budget
requirement?
B
Secondarily,
let's
think
about
what
are
some
of
the
key
areas
where
we've
had
new
mandates
or
new
exogenous
external
forces
thrust
upon
us
that
we
weren't
expecting-
and
you
know
those
include
some
state
unfunded
mandates,
dealing
with
Medicaid
the
expansion
of
Medicaid
and
overall
good
thing.
But
it's
shifting
some
costs
to
us.
There
are
some
issues
related
to
Metro,
again,
a
good
thing,
but
more
cost
to
us,
and
then
we
also
have
schools,
opening
three
new
facilities
and
overall
moving
five
new
programs
and
they
still
have
enrollment
growth.
B
So,
let's
figure
out
what
those
things
if
we
were
to
prioritize
those.
What
would
be
the
way
that
we
could
construct
a
balanced
budget
around
it
and
there
were
a
couple
of
other
scenarios
that
tasks
the
manager
with
working
up
for
us,
so
that
during
our
budget
season,
we
can
really
have
an
earnest
dialogue,
not
just
among
the
board
but
with
the
community
about
what
we
prioritize
and
what
we're
going
to
preserve
to
meet
this.
This
fairly
challenging
budget
scenario
now.
A
We've
been
talking
now
for
a
few
months
of
how
this
this
past
year's
budget
was
a
challenging
one
and
that
we're
looking
at
this
again
this
year,
let's
kind
of
lay
it
out
there,
what
we
mean
by
challenging.
Are
we
looking
at
program
cuts?
Are
we
potentially
looking
at
staff
cuts?
What
are
some
of
the
things
that
are
realistically
on
the
table
here?
You.
C
Know
I
think
Christian
alluded
to
this
about
sort
of
our
changing
dynamics,
but
the,
but
the
issue
really
is
for
a
long
time.
As
we
often
talk
about,
there's
been
roughly
a
50/50
split
between
residential
and
commercial
taxpayers.
The
commercial
side
has
included
that
office
space
as
we've
talked
about
about
one
in
five
square,
feet
of
which
is
vacant
right
now
in
the
county,
and
so
we
haven't
seen
that
revenue
coming
in
or
growing
it
relatively.
It
is
growing,
relatively
flat
rates.
C
What
that
basically
forces
is
a
question
among
residential
taxpayers
to
say
this
level
of
service
that
our
business
side
has
been
subsidizing.
Do
you
want
to
keep
that
level
of
service
and
pay
more
for
it?
Or
would
you
like
to
decrease
that
level
of
service?
That's
the
question
on
the
table
and
to
answer
your
question:
that's
a
challenging
one.
No
one
would
like
to
pay
more
for
the
same
or
get
less
for
the
same
thing
and
so
I
think.
That's
why
a
Christian
alluded
as
Christian
alluded.
We
really
tried
to
talk
about
tiers.
C
A
B
You
balance
all
the
books
from
your
your
fiscal
year.
You
add
up
any
money
so
that
you
have
left
over
whether
it
be
through
savings,
when
departments
didn't
spend
as
much
as
they
were.
Expecting
revenue
came
in
a
little
bit
higher
than
you
were
expecting
or,
as
is
our
case,
the
combination
of
a
lot
of
different
factors
and
those
funds
are
then
available
for
the
board
to
decide
how
it
wants
to
use
them.
C
This
is
a
great
question,
because
here's
what
those
closeout
monies
are
not
ongoing
money,
and
so
it's
very
tempting
to
say
right.
Sixteen
point,
five
million
being
carried
over
you
Christian
just
said
we
had
a
budget
gap
of
25
million,
all
right,
we're
down
a
nine.
The
issue
is-
and
you
know
we
always
use
that
I
often
use
any
way-
that
the
analogy
of
you
can't
use
your
birthday
cheque
from
your
grandmother
to
pay
your
rent
right.
That's
not
sound
fiscal
planning,
that
is
a
one-time
source
of
revenue
for
an
ongoing
need.
C
So
there
are
always
one-time
needs
in
our
budget
that
appear
during
the
budget
process
and
I
do
think.
Having
sixteen
and
a
half
million
dollars
realized
and
closeout
money
will
help
us
think
about
those
one-time
needs,
but
it
is
not,
unfortunately,
going
to
solve
for
us
the
difficult
conversations
about
the
structural
difference
between
the
rate
of
growth
and
our
programs
and
services
and
the
much
lower
rate
of
growth
in
our
revenue
or.
B
Because
you
know
a
significant
chunk
of
money
that
we've
used
from
previous
closeouts,
it's
a
fun.
Is
our
investments
in
affordable
housing,
something
that
this
board
also
through
its
guidance,
told
the
manager
that
we
wanted
to
continue
at
the
same
levels
as
previous
years
and
without
the
closed
out
money
going
to
support
that
function.
It
just
means
that's
a
function
that
now
needs
to
be
substantially
looked
at
next
year.
So
this
is
not
sixteen
and
a
half
million
of
New
Found
money.
That's
happy
happy!
We
have
many
needs
they're.
A
A
C
If
they'd
like
to
immerse
themselves,
as
we've
been
doing
in
sort
of
the
broader
budget
picture
between
now
and
February,
when
the
manager
is
developing
his
budget,
it
will
be
an
opportunity
for
people
to
again
to
familiarize
themselves
with
the
conditions
the
manager
will
has
released
his
budget
at
our
late
February
meeting,
which
will
be
the
board's
first
look
at
it.
The
community's
first
look
at
it
and
that
kicks
off
a
really
intensive
two
or
three
months.
There
are
budget
work
sessions
that
people
can
tune
in
to
do
a
deep
dive
in
the
department's.
C
They
care
most
about
or
departments,
they
think
should
most
be
targeted
for
reduction.
As
the
case
may
be.
We
have
a
number
of
engagement
opportunities
directly
with
the
county
board
open
door
Monday.
We
take
comments
on
the
budget.
Historically,
we've
done
as
well
a
budget
survey,
so
we
really
aren't
kidding
when
we
say
that
we
want
to
and
and
deeply
consider
hearing
from
what
Arlene
tawny
ins
value
and
that's
especially
true
when
there
are
not
enough
resources
to
cover
all
of
our
priorities.
All.