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From YouTube: County Board Wrap-Up: New salary cap
Description
Board members discus why they have voted to reset their own salary cap.
A
So
this
has
been
one
that's
a
little
awkward
to
even
talk
about
and
I'm
just
going
to
put
that
out
there.
But
the
board
did
set
a
new
cap
for
board
members
salaries
and
it's
generated
a
lot
of
interest
on
both
sides
of
the
issue,
so
we'll
just
put
on
where
right
now
that
it's
a
little
awkward
to
talk
about,
but
explain
the
discussion
behind
that
you.
B
B
Way
it
is
we're
required
as
a
board
to
determine
our
own
salary
cap
and,
interestingly
enough,
we
can
only
do
so
once
every
four
years,
when
our
five-member
board
has
40%
of
the
seats
up
for
re-election,
so
that
is
prescribed
by
state
law
and
that's
the
only
way
in
which
board
salaries
can
be
adjusted.
There
can't
be
a
referendum
or
any
other
mechanism.
B
The
board
has
to
do
it
and
can
only
do
it
once
every
four
years
it
hadn't
been
done
since
2011,
and
so,
if
we
didn't
do
anything
this
year,
then
the
next
opportunity
won't
come
until
2023.
So
we
did
have
you
know
a
lengthy
process,
none
of
which
was
required,
but
we
felt
it
was
important
to
really
talk
about
what
the
appropriate
board
salary
should
be,
and
so
we
we
did
in
action
which
set
the
cap.
B
C
Got
a
lot
of
we
got
input
I
think
is
over
220
separate
survey
responses.
We
got
some
some
of
course
emails
on
the
topic,
but
I
think
it's
really
important
to
emphasize
that
this
is
the
cap
and
not
the
actual
amount
that
we
would
in
any
given
year
appropriate
or
for
salaries,
and
so
that's
a
decision
that
would
come
later,
but
the
cap
piece
of
it
I
really
do
think
it's
important
for
everyone
to
be
able
to
serve,
and
we
cannot
have
a
county
board
where
you're
only
able
to
serve
if
you
are
financially
well-off.
C
That
is
not
going
to
serve
our
community
best
and
from
an
equity
standpoint.
That's
just
critical
to
making
sure
that
there
are
young
families
represented.
Certainly,
you
know,
think
of
a
teacher
or
firefighter.
We
would
want
them
to
be
able
to
serve
as
well
if
they
chose
to
in
the
midst
of
their
career.
B
B
B
That
is,
that
is
one
of
those
mythologies
that
it's
a
part-time
gig.
That's
not
what
the
law
requires,
it
actually
or
states.
You
know,
being
an
elected
official
has
its
own
responsibilities.
Some
of
them
are
statutory
things
that
we
absolutely
have
to
do.
We
can't
delegate
or
walk
away
from,
and
those
include
not
only
the
dozens
of
decisions
that
we
make
on
a
monthly
basis
at
our
board
meeting,
but
it
also
includes
serving
on
a
number
of
regional
authorities.
These
are
not
ceremonial
positions.
B
These
are
substantive
positions
to
which
we
have
you
know,
limited
staff
support.
You
know
it's
something
that
we
as
board
members
substantively
have
to
engage
in.
Those
include
Metro
serving
on
the
Council
of
Governments
or
the
Northern
Virginia
Regional
Commission
Northern
Virginia
Transportation
Commission
I'm,
not
giving
you
the
exhaustive
list.
This
that's
just
an
illustrative
list.
B
Then
there
are
the
many
advisory
groups
that
we
we
all
liaison
with
that
are
very
much
a
part
of
connecting
us
to
our
community,
which
are
things
that
we
are
not
necessarily
required
to
do,
but
I
don't
think
I
would
ever
want
to
see
our
Lincoln
Board
members.
Not
do
that
and
then
I
haven't
even
touched
on
the
engagement
with
our
community
and
stakeholders
as
we
develop
and
grow
become
larger,
incorporate
new
lines
of
business
that
weren't
apparent
20
years
ago.
There
is
a
need
to
be
accountable
in
so
many
many
different
ways:
yeah.
C
I
think
the
stakes,
if
you
just
consider
the
stakes
over
the
last
12
to
18
months
on
Metro,
it
is
so
critical.
We're
well
represented
there
and
it
is
I
think
it
was
nearly
an
existential
question
that
we
get
dedicated
funding
for
Metro
and
that
takes
persistence
and
focus
on
those
big
issues.
This
is
not
about
always
getting
into
the
weeds,
it's
about
being
aware
of
the
stakes
in
Metro
and
if
you
think
about
our
decision
on
Amazon,
we
did
over
30
well
over
30
community
meetings
and
I.
C
Think
that's
fair
that
every
part
of
our
community
wanted
to
understand
that
we
were
driving
a
smart
bargain
and
to
do
that.
Well,
that
is
some
outreach.
That's
critical
and
then
a
third
thing
in
the
last
seven
months,
just
as
or
six
months,
just
as
I've
served
on
the
board,
is
our
budget
getting
those
decisions
right
so
that
we
get
the
resources
for
schools,
but
also
our
good
fiscal
stewards.
Those
are
three
big
issues
and
I
think
it's
effectively
a
full-time
job
to
to
do
those
big
things.
Well,
okay,.
B
B
C
That's
on
a
one
point,
four
or
one
point
about
1.4,
1.5
billion
dollar
budget
and
so
I
think
it's
important
to
have
that
context
and
if
you're,
no
matter
where
your
perspective
is,
if
you
are
have
a
perspective
that
has
been
a
little
more
leaning
towards
the
private
sector,
you
want
leaders
who
are
going
to
be
the
best
and
brightest
and
whether
that's
those
of
us
who
serve
on
the
board.
Now
you
want
or
whoever
it
is
think
about
what
you
really
want.
You
want
that
talent
that
extraordinary
focus
on
doing
the
public's
business.
C
Well,
if
your
perspective
is
a
little
more
public
sector.
As
with
all
the
federal
employees,
there
are
issues
at
stake
and,
and
just
name
some
but
next
is
is
a
climate
change
in
the
community
energy
plan
which
will
be
coming
up,
and
we
need
to
make
sure
that
we
do
that
right
and
part
of
doing
that.
Right
is
having
leaders
who
are
representative
and
who
are
doing
who
are
the
best
to
serve.