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From YouTube: County Administrator’s Proposed FY2024 Budget and FY2024-FY2028 Capital Improvement Program
Description
This work session was a comprehensive review of the County Administrator's Proposed FY2024 Budget and
FY2024-FY2028 Capital Improvement Program. Budget staff presented an overview of the plans to include
year-to-year changes; five-year plans; and proposed funding for new facilities, renovations, and expansions of
existing facilities. Details of both plans and an update on current projects were reviewed at the work session.
The public hearing for the Proposed FY2024-FY2028 Capital Improvement Program and FY2024 Budget are both scheduled for March 22, 2023, at
6:15 p.m. and 6:20 p.m. respectively. The County Charter requires adoption of both plans by May 1st.
A
A
This
right
here
and
so
we're
going
to
start
off
with
a
little
bit
of
different
look
because
we
don't.
We
don't
typically
talk
about
this.
This
graphic
here
represents
the
Consolidated
proposed
budget,
so
this
is
every
single
thing
that
we
are
asking
you
to
consider
as
board
supervisor.
So
this
is
this.
Total
rectangle
represents
1.9
billion
dollars
of
proposed
spending.
It's
about
a
nine
percent
increase
over
where
we
are
this
year.
You've
seen
big
chunks
of
the
serota
you've
seen
the
utilities.
A
We
will
talk
about
these
smaller
chunks
here
at
the
bottom
of
the
mental
health
fund,
we'll
get
into
cvta
as
we
go
through
the
CIP.
The
biggest
piece
of
the
Consolidated
is
the
school
block,
and
so
that's
in
here
you
just
saw
just
cover,
walk
through
that
that's
977
million
dollars
of
the
total,
so
that
represents
not
only
what
the
general
fund
because
send
over
the
transfer,
which
will
go
through
those
specifics
here
in
just
a
minute,
but
it
also
represents
where
they
take
direct
receipt
of
the
state
revenue.
A
So
this
kind
of
gets
lost.
Sometimes,
when
we
talk
just
about
the
general
fund
and
not
the
Consolidated
picture,
but
you
can
see
all
in
all
funds
over
50
of
your
Consolidated
is
in
that
schools.
Category
we've
cut
the
orange
block
up
here,
which
we'll
spend
the
bulk
of
our
time
this
afternoon
on
the
general
fund
into
other
and
then
Public
Safety,
and
you
see
it's
it's
almost
a
50
50
split
between
that
general
fund,
which
is
north
of
500
million
dollars.
A
A
This
is
again:
that's
Consolidated
number,
1.9
billion
dollars,
I
just
finished
up,
School
Board
presentation
and
just
want
to
spend
a
little
bit
of
time,
because
I
think
one
of
our
themes
here
today
has
been
sort
of
taking
a
longer
view
on
a
lot
of
these
topics
and
everything
that
we
talk
about,
whether
it's
compensation,
tax
relief,
Staffing,
we're
gonna,
we're
gonna,
look
at
it
from
a
longer
Range
View.
This
is
one
of
the
visuals
that's
been
sent
around
I
know
each
one
of
you
has
received
this
in
your
inbox
more
times
than
you
wish.
A
A
A
This
unfortunate
chart
here
is
per
pupil
expenditures
for
regular
day
school
or
a
handful
of
localities
in
the
state
and
the
message
that
gets
associated
with
this
is:
why
are
you
not
funding
like
these
other
localities?
In
short,
so
just
want
to
spend
a
little
bit
of
time
on
that,
because
I
think
it's
a
worthwhile
topic,
you
all
Mr
Miller
is
going
to
be
he's
the
tip
of
the
spear
tomorrow
night
for
his
town,
hall
and
I
know.
This
is
going
to
be
a
question.
A
That's
going
to
come
up,
so
staff
thought
it
was
a
good
idea,
walk
you
through
this
and
just
prepare
you
for
some
questions
that
you
might
receive
when
you
go
out
into
the
community.
First
problem
with
this
chart
here
is
you'll.
See
it
right
up
here.
Fy21
everything
else
we
talked
about
today
is
fy24.
The
the
largest
investments
from
the
general
fund
ever
in
the
history
of
the
school
division
have
occurred
since
this
day,
this
data
is
old.
A
Not
that
there's
a
newer
chart
necessarily,
but
it's
just
an
odd
one,
to
pick,
because
all
the
things
that
you've
talked
about
all
the
relationships
that
you've
discussed
here
today
really
build
from
this
point
forward,
none
of
which
is
reflected
in
this
chart
shown
right
here.
This
is
the
total
school
budget
we
just
went
through
this.
This
is
977..
This
is
the
Big
Blue
Block,
that's
where
we
are
today.
Fy
21
represented
here
769.,
that's
a
207
million
dollars
of
investment,
collectively,
not
all
locally
state
and
local.
Not
on
this
chart.
A
In
addition
to
that,
a
lot
of
interesting
friends,
we
don't
normally
hang
out
with
on
here
Fairfax
Loudon
Prince
William
places
that
don't
have
a
lot
in
common
from
a
cost
structure,
perspective
of
Chesterfield
County,
the
big
localities,
big
school
divisions-
sure
they
are,
but
we
put
this
in
here-
building
gives
you
a
sense.
As
you
heard,
Miss
Coker
say:
schools
just
like
county
is
a
people-intensive
business
and
the
major
input
into
that
is
teacher
salaries.
So
this
is
from
that
same
report.
A
This
is
2021
same
data
source
average
annual
salary
for
teaching
positions,
the
Arlington
Fairfax
Loudon,
eighty
one
thousand,
seventy
six
thousand,
seventy
six
thousand
Chesterfield
Henrico
52
and
54..
That's
an
incredible
incredible
difference
when
you're
looking
at
this.
This
does
not
account
for
talk
about
recognize,
admit
to
the
fact
that
there's
this
massive
difference
in
these
Northern
Virginia
locales
and
it's
Justified
to
a
certain
degree,
the
cost
of
living
up
there
is
tremendously
higher.
A
But
we
said
what,
if
we
wanted
to
be
these
guys,
what
if
we
want
to
go
over
here,
we
want
to
take
this
line
and
knock
it
on
up
20
cents
on
the
tax
rate
to
get
to
Loudoun
County
right
here
at
76,
000.,
that's
not
even
reaching
for
Arlington
at
81..
You
need
20
cent
increase
on
the
tax
rate
just
to
adjust
our
teaching
positions
to
these
Northern
Virginia
salaries.
So
when
somebody
says
to
you,
we
want
to
be
this
bar
or
that
bar.
A
A
This
is
another
interesting
topic,
because
another
thing
that
you
all
get
hit
on
is
the
amount
of
local
investment
in
schools.
Well,
these
are
composite
indexes.
This
is
from
the
state.
This
is
from
their
website.
What
this
means
is
the
local
ability
to
pay
the
share
of
the
total
cost
of
schools
that
falls
on
the
local
shoulders,
so,
for
example,
Arlington
here
at
80
or
80
cents
of
every
dollar.
The
state's
looking
Arlington
saying,
based
on
your
sales,
your
values,
your
incomes,
all
of
these
factors.
We
think
you
can
cover
80
of
the
bill.
A
A
B
A
Three:
five
170
million
dollars
higher
the
local
investment,
because
that's
a
low
number
I,
don't
think
that's
a
School
Division
that
any
of
us
would
want
to
see.
So
the
points
are
when
you
see
a
local
contribution
chart
and
we
are
lower
than
some
of
these.
Yes,
the
formula
drives
that,
even
though
that
being
said,
we
don't
stick
to
the
formula
where
170
million
dollars
over
that
figure.
If
you
just
look
at
what
the
state
says,
we
should
contribute.
A
A
A
A
Halfway
across
the
page
orange
goes
all
the
way
to
the
other
side
all
staff
did
is
we
went
to
the
orange
bars
and
said?
Well?
What
does
this
look
like
if
you
take
into
account
all
of
the
ways
that
we
support
schools-
and
you
all
know
when
it
comes
to
facilities,
major
maintenance,
new
facilities,
Bond
referendums,
all
those
things
they
show
up
here
in
the
orange
side,
they
do
not
show
up
in
the
blue
side,
and
that's
where
a
lot
of
our
emphasis
has
been.
A
A
In
addition,
there's
been
quite
an
email
campaign,
it
says
we're
130th
and
per
pupil
spending.
We
found
that
chart,
but
again
it
doesn't
include
the
orange.
When
you
add
the
orange
in
we're,
not
saying
we're
going
to
number
one
but
we're
middle
of
the
pack
63rd
instead
of
130th,
it's
a
little
different
story
than
a
lot
of
the
emails
that
you've
gotten
a
lot
of
the
questions
that
you're
going
to
feel
starting
tomorrow
night.
E
I
want
to
thank
you
for
that
analysis,
because
I
did
receive
an
email
today,
fat,
and
so
it
stunned
me
when
I
received
it's
done
when
I
received
it
too
I
said.
Can
that
be
because
I
spent
a
lot
of
time
at
the
state
level,
with
vaco
the
Virginia
Association
of
counties
and
and
when
you
compare
Henrico,
for
example,
to
Chesterfield
and
Reiko,
has
a
four
percent
meals?
E
Tax
has
had
one
for
several
years,
probably
about
seven,
eight
years,
which
is
a
couple
hundred
million
dollars
easily
added
into
their
school
and
County
budgets
as
well,
so
I
think.
Sometimes
people
are
not
comparing
and
when
you
look
at,
of
course,
another
Dynamic.
That
is
very
important
for
me.
What
is
in
fact,
what's
the
report
card?
E
E
We
know
that
from
the
state
level,
this
is
from
the
Virginia
Department
of
Education
that
the
state
has
underfunded
education,
my
4.3
percent
or
15
billion
dollars
since
the
last
recession,
the
Great
Recession.
So
that's
another
major
draw
on
counties
such
as
Chesterfield,
because
we
have
such
a
higher
expectation
than
than
many,
maybe
in
the
state
do
so
I
just
want
to
apply
that
analysis.
E
F
Chairman
just
a
tag
on
to
that
Mr
Holland
makes
a
very
good
point,
and
that
is
academic
output,
and
we
do
need
to
see
what
exactly
we
are
getting
for.
The
tax
dollars
and
and
taxpayers
want
to
know
that
and
what
we
are
getting
in
Chesterfield
County
for
the
money
that
we
are
spending
is
a
100
accredited
school
system.
What
we
are
getting
in
Chesterfield
county
is
the
top
paid
teacher
County
among
counties
in
the
region
that
are
at
least
our
peers.
F
So
I
do
think
that
there
are
some
statistics
that
that
show
that
what
you're
getting
Chesterfield
county
is
the
best
value
for
your
tax
dollar
and
that's
every
taxpayer
from
someone
who
just
started
her
first
job,
all
the
way
up
to
somebody
who's
retiring
who's,
still
paying
taxes.
So
not
to
say
these.
Other
statistics
aren't
important
to
keep
an
eyeball
on
year
after
year,
but
certainly
when
we
compare
ourselves
to
our
peers
in
the
region,
I'm
very
comfortable
with
what
we're
putting
out
at
the
end
of
each
Academic
Year.
F
When
we
go
and
speak
at
our
graduations,
and
these
folks
enter
the
workforce
wherever
they're
going.
They
are
prepared
for
the
workforce
and
I'm
proud
of
the
work
that
not
only
our
school
board
does
but
our
teachers
day
to
day
our
administrators
in
these
school
buildings
because
they're
doing
yeoman's
work.
We
have
taken
some
time
to
get
caught
up
here
following
the
Great
Recession.
We
have
done
that
by
growing
the
pie
in
this
County
through
great
Economic
Development
and
great
investment
in
public
resources,
and
we
will
continue
to
do
that.
H
I
think
the
slide
that
shows
that
we're
spending
170
million
dollars
more
than
what
the
state
formula
would
say
we
should
spend,
is
a
huge
statement
and
it
goes
back
to
how
many
teachers
and
how
many
school
Personnel
we
Fund
in
the
classroom,
100
percent
without
State
dollars,
and
it
also
shows
what
unfunded
mandates
cause
localities
to
have
to
pay.
So
I
think
that
that
number
you
know
if
the
state
was
to
set
their
budget
or
set
what
they're
given
to
our
schools.
And
then
we
were
to
use
that
Composite
Index
every
year.
H
That
would
be
a
a
much
different
story,
but
we
all
agree
that
schools
are
important.
Schools
do
mean
quality
of
life
for
all
of
our
citizens
in
Chesterfield
County,
and
we
do
make
a
significant
investment
much
greater
than
what
the
state
would
require
us
to
make,
because
we
do
value
it
as
being
that
important
to
our
citizens.
B
I
I've
received
well
over
a
hundred
emails
and
very
much
accusatory
in
that
you're,
not
fully
funding
the
schools.
Well,
first
Define
fully
funding
because
I
don't
even
know
what
that
means
to
fully
fund.
I
can
tell
you
that
it
is
as
Mr
Carl
is
saying:
it's
not
an
unlimited
amount
of
money,
unfortunately,
that
we
can
just
throw
at
the
schools.
The
truth
is:
can
we
do
a
good
job
in
that
they
are
able
to
get
the
we're
getting
their
biggest
bang
for
the
buck?
B
The
schools
is
all
about
by
definition,
job
training,
and
so
when
those
statistics
were
thrown
out
into
the
community,
I
know
that
there
are
lies,
damn
lies
and
then
there
are
statistics
and
so
I'm
appreciating
what
you're
putting
out
right
now.
What
is
concerning
to
me
is
that
Ms
Coker
and
the
superintendent
didn't
stick
around
for
this
part
of
the
conversation
and
I
think
that
they
needed
to
be
part
of
this
conversation
to
recognize
the
Fuller
picture,
and
that
that's
concerning
to
me
I'm
glad.
B
G
You
Dr,
Miller
I,
know,
there's
more
to
come,
but
I
will
say
in
in
the
superintendent's
defense
and
in
the
chairs.
Defense
we've
been
having
these
conversations
behind
the
scenes
with
them
to
make
them
aware
of
all
this
stuff.
So
they
are
aware
of
these
slide
decks
painfully
aware,
but
I
will
say
that
you
know
we
we
know
from
talking
with
people
in
the
community
how
important
schools
are.
G
A
Dr
Miller,
your
your
commentary
is
right
on
point.
It's
about
that.
Fuller
picture.
It's
about
the
context
and
a
lot
of
these
parts
of
the
message
just
don't
get
included
at
this
time
of
year,
so
we
try
to
take
some
time.
This
is
just
another
example
of
that.
You,
you
summed
it
well,
I,
won't
repeat
it.
This
is
again.
A
This
is
right
out
of
a
County,
Schools,
presentation
and
I
think
the
part
that's
concern
is
is
44
would
have
generated
additional
27
million
dollars,
and
this
gets
routed
around
and
people
buy
into
this.
It
generates
and
feeds
into
the
email
campaigns
that
you
all
get
peppered
with.
The
reality
is,
this
is
not
a
funding
formula.
A
This
is
a
simple
diagram
that
has
been
used
in
the
past
to
communicate
to
folks
in
a
simple
way
how
your
dollar
is
diced
up.
The
reality
is
funding
of
the
school
division
in
every
single
one
of
the
Departments.
That's
represented
in
this
room
is
a
much
more
nuanced
business
that
can
be
captured
here
and
using
this
kind
of
language
and
putting
it
out
there
for
general
public
consumption
without
the
context
and
I'm
gonna
walk
through
in
just
a
second.
A
All
we
did
is
next
slide.
So
again,
these
are
from
budget
documents,
County
budget
documents
over
a
number
of
years,
but
when
you
take
it
and
you
break
it
down
into
the
actual
percentages,
first
and
foremost,
44
is
not
44.
It's
43.6!
It
matters
when
you're
talking
about
millions
of
dollars,
but
we
went
back.
We
built
it
from
FY
21
to
fy23,
and
then
we
actually
did
some
actual
math
here
and
said.
A
Okay,
if
you
take
all
the
things
that
we
do
for
schools,
and
we
put
it
into
this
and
turned
it
into
a
quasi-funding
formula
across
the
board.
What
would
those
adjustments
be?
And
so,
let's
just
take
first
and
foremost
the
you
know,
the
the
accusation
in
FY
23
that
money's
taken
out
of
the
school
column
is
simply
not
true.
You
see
everything
is
even
across
the
board
here
from
a
percentage
breakdown
perspective,
except
for
Capital
last
year's
budget.
A
You
all
sent
reserves,
project
balances,
other
things
to
the
CIP
to
fund
Capital
needs
on
the
county
side.
It
flows
through
the
general
fund.
It's
not
new
Revenue.
It's
it's
budget
mechanics!
We
could
do
that.
We
could
delay
it
and
do
it
a
week
after
you
adopt
the
budget
just
so
that
we
can
have
this
clean,
but
that's
a
silly
game.
A
There's
no
need
to
do
it,
but
a
simple
drill
down
any
effort
to
look
at
this
would
have
seen
that
this
Capital
line
is
where
the
difference
is
it's
not
that
the
school
line
goes
down
is
that
the
capital
line
goes
up
and
it
goes
up
not
at
the
detriment
of
the
school
division
or
Public
Safety,
which
is,
you
know,
shows
a
small
decrease
as
well.
It's
simply
the
mechanics
of
passing
through
those
one-time
dollars
through
the
general
fund.
A
That's
a
School
Division
or
anybody
else
has
to
pay
teachers
or
do
more
things
or
pay
debt
service.
Absolutely
it
is.
Is
it
reflected
here?
Absolutely
it's
not!
Is
that
misleading?
Absolutely
it
is
so,
let's
look
at
what
the
actual
record
is
the
record
of
this
board,
the
last
three
or
four
years
coming
off
of
a
year
and
FY
21
when
we
had
covid,
Mr,
Durkin
I
think
created
three
budgets
in
three
days.
A
So
you
know
this
is
not
a
full
four-year
period
of
time.
Where
you
have
had
revenues
working
in
your
favor,
you
have
been
able
to
do
all
the
things
I'm
going
to
walk
through
in
a
you
know,
in
a
challenging
environment,
but
on
your
watch
start
in
fy20
when
the
single
largest
investment
in
major
maintenance
schools,
major
maintenance
in
the
County's
history,
50
million
58
million
dollars
the
debt
Services
coach
associated
with
that
is
paid
through
that
local
transfer.
So
not
only
did
we,
you
know,
move
forward
on
this
debt
package.
A
You
do
pay
the
bill:
375
million
dollars,
largest
Bond
referendum
for
schools,
the
County's
history,
79
million
dollars
in
school
compensation.
The
last
two
budgets-
79
million-
lasts
two
budgets-
it's
not
in
here
folks,
not
on
this
chart,
79
million
dollars
just
in
teacher
competition,
not
in
that
chart.
A
Largest
recurring
transfer,
20
million
dollars-
I
mean
we'll
come
back
to
this
in
a
second,
but
these
we
could
have
gone
on
and
on,
but
these
are
headlining
major
accomplishments.
Just
in
three
years
time,
coming
out
of
covet,
uncertain,
Economic
Times
we
started
off
in
the
opening
said.
This
is
a
year-round
exercise,
there's
a
lot
of
things
that
we
do
for
the
school
division.
I'm
going
to
read
all
of
these
actions.
I!
Don't
normally
do
that:
27
million
dollar
supplemental
retirement
program
that
created
that
10
million
capacity.
A
We
just
talked
about
8.54
million
dollars
of
shared
services.
This
is
funny
for
sros
all
the
other
items,
it's
not
in
the
transfer
number,
but
you
have
eight
and
a
half
million
dollars
of
real
County
Services
that
tax
dollars
pay
for
doesn't
show
up
in
the
school's
column
because
we
don't
Bill
them.
If
you
will
and
then
have
it
come
back,
that's
an
expensive
thing.
You
pay
fund
balance
on
that,
but
eight
and
a
half
million
dollars.
It
doesn't
even
show
up
in
any
of
the
things
that
we
have
talked
about
here
today.
A
There
was
a
1.2
million
dollar
increase
in
that
bill.
If
you
vote
for
shared
services
for
fiscal
24
as
salaries
gone
up,
one
of
the
things
we
said
to
schools
very
early
on
is
forget
that
we're
just
going
to
eat
that
on
our
side,
we're
not
going
to
take
it
off
the
top
of
the
transfer,
we're
just
going
to
absorb
that
increase.
We
recognize
that
you
are
in
a
you
know.
Tough
financial
position
hasn't
been
talked
about
single
time:
2.6
million
dollars
of
additional
shared
services.
A
We
have
to
do
a
cost
allocation
plan
for
federal
reporting
grants.
Other
things
that
report,
which
is
done
by
a
third
party,
says,
there's
2.6
million
dollars
of
shared
services.
We
don't
even
include
or
charge
for,
and
the
eight
million
dollar
number
School
Access
Road
approves.
This
is
part
of
your
CIP
School
turnarounds,
safe
access.
Other
egress
points
to
schools
in
our
CIP
County
dollar
doesn't
show
up
in
any
of
these
transfer
mechanics
vpsa
issuance
for
two
middle
schools,
136
million
dollars-
that's
really
the
reciprocal.
A
If
you
will
from
the
SRP
paydown,
you
will
pay
that
Debt
Service
bill
pandemic,
53
million
dollars
zero
requirement.
Schools
got
their
own
direct
aid
from
DC.
You
all,
as
a
body
took
53
million
dollars
of
your
allocation
and
dedicated
to
schools
for
everything
from
some
of
the
summer
school
stuff.
That's
been
talked
about
here,
too
pay
for
capital
projects,
particularly
Fawn
Creek
middle
and
some
of
the
other
buildings.
That
was
an
elective
decision.
53
million
dollars
doesn't
show
up
in
any
of
the
things
we
talked
about
here
today,
security
enhancements
and
Locker
pot.
A
Conversions
got
a
request
from
the
superintendent.
You
all
paid
a
five
million
dollar
bill
in
December
out
of
your
year
in
paid
that
to
in
two
very,
very
worthwhile
Clauses
great
programs
not
include
any
of
the
numbers.
We've
talked
about
shared
Warehouse
in
rcip
last
year
serves
both
sides.
No
ask
of
the
school
division.
We're
going
to
talk
about
this
in
your
CIP
this
year,
enterprise
resource
Enterprise,
Financial
system,
the
financial
system,
the
backbone
of
our
organization,
from
a
financial
perspective,
everything
from
payroll
to
budget
to
a
county.
A
You
name
it
13
million
dollars
in
cash
over
two
years,
no
ask
in
the
school
division.
We
could
have
very
well
sent
money
over,
send
it
back.
Had
it
run
through
the
transfer,
mechanics
didn't
do
it,
it's
silly,
there's
no
need
to,
but
it's
still
very
real
fund
balance
contributions.
You
all
pay
the
full
eight
percent
fund
balance
contribution.
You
don't
take
anything
off
the
top
of
what
is
provided
to
schools.
That's
two
million
dollars
since
FY
21.
A
A
So
let's
go
back,
go
back.
A
couple:
slides
20
million
was
the
largest
increase
on
record
for
the
recurring
transfer.
Well,
that
record
didn't
have
very
long
to
live
because
you
did
it
in
18
and
22
at
18
million.
Did
it
in
23
at
19
million,
and
this
year
it
sits
at
20.
Man,
you've
broken
the
record
each
of
those
budgets
in
fy21
the
transfer
went
up
eight
and
a
half
million
dollars.
A
The
rest
of
the
budget
went
down
50
million
dollars,
everybody
else,
50
million
dollar
cut,
School
transfer
will
be
able
to
preserve,
at
plus
eight
and
a
half
on
a
recurring
base.
The
average-
and
this
has
been
touched
upon-
superintendents
right,
the
average
from
17
to
20
8.4
million
dollars
in
a
year
saddled
with
a
pandemic.
You
broke
that
record
by
a
hundred
thousand
dollars.
Since
then
economy
comes
back.
A
You
got
three
consecutive
years,
investing
each
other
for
20
million
recurring
increase
in
the
local
government
transfer
as
part
of
this
fy24
proposed
budget.
This
doesn't
include
the
1.2
million
dollars.
Again,
that's
expenditure
purchasing
power.
This
number
doesn't
include
the
SRP
contribution.
I
could
go
on
so
this
figure
here,
20..
What
you
saw
in
the
school
slides
was
at
17
million,
as
we've
talked
about
publicly
with
them
everywhere
we
can
committee
it's
a
process.
17
million
was
a
number
from
a
year
ago,
Mr
Durkin
provided
to
them
their
best
guess
at
that
time.
A
Since
then,
we've
got
a
lot
of
economic
data
in
hand.
That's
able
to
help
us
refine
that
number.
In
addition,
we
have
pulled
back
on
expenditures
that
we
would
have
liked
to
made
in
fy24
push
them
to
January
the
first
to
create
expenditure
capacity
on
our
side
to
take
17
million
to
20..
So
it's
plus
three
from
what
you
saw
here.
If
you
do
this
math
problem
three
on
top
of
the
17
to
20
another
5
million
in
one
time,
operating
that
we
believe
we
can
match
up
to
one-time
type
issues
in
the
school
division.
A
This
is
something
that
has
to
be
stepped
down
off
of
over
the
next
couple
years,
but
this
takes
them
to
15
and
one-time
money
which
is
equivalent
to
what
is
in
this
budget.
So
there's
not
an
increase
in
one-time
money,
and
it
is
something
that
has
to
be
worked
off
of,
but
it
is
sustainable
for
fiscal
24..
A
F
Mr
chairman
Mr
Winslow,
Mr,
Harrison
I,
was
just
looking
at
and
the
reason
I
asked
for
these
numbers
and
I
appreciate
those
being
provided
to
the
board
was
the
you
know
the
full
transfers
to
the
school
division
over
the
last
several
years
and
just
to
see
if
this
you
know
whatever
was
remaining.
If
it
was
16
or
eight
and
I
see
it's
8
million.
That
was
was
a
you
know,
a
reachable
number
whatever.
That
Gap
was
that
we
were
expecting
from
the
state
and
and
I'm
looking
here.
F
Just
the
differences
between
these
years
I
mean
it
looks
like
between
fiscal
year
22
and
23.
It
went
up
by
43
million
dollars
and
then
fiscal
year
24,
you
know
we're
we're
working
on
so
I
mean
it
seems
to
me
it
seems
to
me
we
we
should
receive
that
I
mean
I.
Don't
have
my
crystal
ball
here
and
I.
Don't
know
that
Miss
Spillman
does
either,
but,
but
it
seems
like
eight
million
dollars
is
certainly
Within
Reach.
A
So
I
think
there's
as
you've
heard
today.
There's
a
lot
of
scenarios.
Some
are
really
bad.
Some
are
are
pretty
good,
but
I
think
with
some
work,
that's
been
going
on.
There's
been
meetings
even
this
week,
trying
to
refine
the
expenditure
side
a
little
bit.
Hopefully
you
know
the
the
lobbying
effort
collectively.
Statewide
lends
to
some
additional
Revenue
I,
don't
think
eight
million
dollars
is.
You
know
a
bridge
too
far
if
you
use
those
two
factors
to
combine
them
together,
so
we
remain
hopeful.
A
G
G
A
A
Like
we've
said,
like
we
said
at
the
beginning
today,
like
we
said
yesterday,
this
is
a
budget
built
on
and
it
is
all
of
these
things
and
it
is
a
very
comprehensive
and
diverse
tax
relief
package.
So
that's
the
next
chapter
of
the
story
and
then
we
will
continue
to
build
all
the
way
up
to
the
tip
top.
So
if
there
are
any
questions,
I
will
turn
it
over
to
Gerard.
D
Oh
good
afternoon,
everyone,
this
is
one
part
of
what
I've
now
just
realized
has
been
my
pyramid.
Apparently,
so
you
know
to
Mr
Harris's
point
about
the
the
and
component
of
this
budget.
We've
went
through
all
the
education
components
by
another
part
of
this
budget.
Is
you
know,
investments
in
education,
competition
and
tax
relief?
D
One
of
the
things
that
we
have
made
sure
is
we
build
every
budget
every
year
and
throughout
our
Five-Year
Plan
is
that
you
know
when
Times
Gone
by
we
have
asked
our
taxpayers
to
step
up
and
help
our
operations
when
times
were
difficult.
The
flip
side
of
that
coin
is
that
when
things
are
in
a
better
position
economically,
do
we
return
that
back
to
the
taxpayers
and
as
I
walk
through
each
of
these
tax
relief
components,
there's
boards
and
investment
into?
D
Actually,
if
it's
the
largest
tax
relief
package,
that's
ever
been
done
by
this
County
and
its
targeted
relief,
but
it's
also,
more
importantly,
sustainable
relief.
We
never
want
to
put
ourselves
or
recommend
to
you,
as
the
governing
body
to
implement
tax
cuts
that
we
cannot
sustain.
That
is
one
of
the
parts
of
our
Five-Year
Plan.
Is
that
if
we
put
that
proposal
in
there,
we
make
sure
that
it's
sustainable
throughout
that
entire
period
and
I'm
pleased
to
say
that
this
this
budget
does
do
exactly
that.
The
other
component
is
you'll.
See
we
go
through.
D
This
is,
is
both
recurring
and
there
are
some
one-time
things
in
nature.
We
are
talking
today
about
how
budgeting
is
a
year-round
process
at
your
direction
to
us
as
staff.
You
know,
finding
those
efficiencies
and
doing
those
budget
amendments
throughout
the
year
is,
if
there
are
opportunities
to
do
tax
relief
throughout
a
fiscal
year,
find
those
opportunities
and
provide
it
where
possible,
and
the
actions
that
you
have
taken
as
the
board
have
certainly
so.
The
first
part
is
actually
for
elderly
and
disabled
prior
to
fiscal
year.
D
21,
the
net
worth
component
of
this
program
had
been
unchanged
since
1998
and
the
income
qualifications
hadn't
kept
pace
with
inflation
and
hadn't
been
adjusted
since
2013.,
so
recognizing
that
inflation
was
starting
to
bite
again,
you
know,
reaching
40-year
highs,
you
all
took
the
recommendation
to
adjust
the
income
brackets
in
fiscal
encounter.
Excuse
me
2022
to
match
the
Social
Security
administration's
cost
of
living
adjustments.
D
This
is
not
a
phenomena,
that's
unique
to
us.
It's
happening,
Nationwide
residential
revaluation
rates
are
higher
than
they
have
been
in
historical
terms
in
2022
that
went
up
by
11.9
and
I
will
walk
through
the
mechanics
of
the
what's
happened
with
the
real
estate
rate
over
the
last
few
years,
but
this
year
again
has
been
higher
than
our
average
long
run
average
and
has
been
reaching
about
8.8
for
this
current
year.
So
real
estate
rate,
you
can
see
a
chart
there
going
back
to
1997.
D
D
As
part
of
our
fiscal
year
2022
year
end
adjustments,
you
created
a
reserve
for
actually
for
10
million
dollars
based
based
off
of
what
we've
seen
as
personal
property
values
over
the
last
year.
I'll
go
through
that
in
a
few
slides,
but
those
have
come
down
dramatically
compared
to
where
they
were
last
year.
D
So
we've
been
working
with
the
treasurer
in
her
office
to
find
a
way
of
providing
one-time
relief
for
the
upcoming
June
5th
billing
cycle
for
Real
Estate
The
Proposal
is
to
do
an
across-the-board
reduction
to
people's
real
estate
tax
bills
for
that
June
5th
billing
by
five
percent.
That
will
cost
approximately
12.6
million
dollars.
That
is
higher
than
the
10
million
that
we
that
you
all
had
put
in
reserves.
But
we
have
based
on
the
revaluations
more
than
anticipated
what
we
were
going
to
bring
in
for
a
fiscal
year.
23.
A
B
A
A
B
D
Moving
on
to
the
business
Community,
you
know
they
are
the
real
job
drivers
of
our
community.
One
of
the
revenue
sources
that
we
have
is
our
business
and
professional
license
tax
in
fiscal
year
2023.
You
all
took
the
amendment
to
raise
that
threshold,
which
businesses
pay,
that
tax
from
300
000
to
400
000..
That
meant
that
two-thirds
of
all
businesses
located
within
the
county
were
now
exempt
from
that
tax.
They
pay
that
flat
fee
of
ten
dollars,
but
they
would
not
pay
taxes
on
those
amounts
above
those
thresholds.
D
That
was
the
first
amendment
they
had
been
done
since
2017..
The
average
relief
for
all
those
businesses
that
were
above
those
gross
receipt
thresholds
was
about
two
thousand
dollars
on
average,
and
the
total
cost
of
that
package
was
about
half
a
million
dollars
as
part
of
the
budget
that
is
before
you
today.
D
So
I'm
going
to
spend
a
little
a
little
more
time
on
this
one.
There's
a
lot
on
information
on
this
slide
with
personal
property
taxis.
One
of
the
things
that
this
board
has
done
is
increase
the
exemptions
from
people
paying
that
tax
from
a
thousand
dollars
to
1500.
They
would
get
100
relief
on
their
personal
property
tax
bills.
That
was
the
first
amendment
to
that.
Since
1998.,
over
14
300
Vehicles
ended
up
being
exempt
from
paying
personal
property
tax
as
a
result
of
that
action
alone.
D
D
There's
more
vehicles
in
the
county,
this
the
amount
of
relief
that
you're
able
to
Grant
over
an
increasing
amount
of
vehicles
based
in
the
county
has
been
decreasing,
I
believe
originally,
it
was
in
the
70
range
and
we
were
now
down
into
the
40s
recognizing
that
the
values
of
those
Vehicles
were
going
up
and
the
resulted
tax
bill.
We
took
the
unprecedented
step
of
actually
increasing
that
relief
rate.
We
still
got
the
41
million
dollars
from
the
state,
but
essentially
what
happened?
Was
the
county
ate
the
additional
relief
amount?
It
went
from
46
to
55.
D
A
And
I
think
this
again.
This
goes
to
that
core
principle
that
we
keep
talking
about
the
and
concept
this
slide
and
the
the
one-time
real
estate
credit
were
able
to
funnel
significant
tax
relief
back
to
the
citizenry
that
has
paid
it
and
not
Dent
your
rate
structure
moving
forward.
The
last
thing
that
we
want
to
do
is
kind
of
have
that
Northern
Virginia
phenomenon,
where
rates
bounce
up
and
down
eight
ten
cents
depending
on
what
the
conditions
are.
A
So
and
in
addition
to
that,
the
one-time
credit
that
we
talked
about
doesn't
impact
your
ability
to
deliver
on
the
operational
needs
that
are
before
you,
namely
the
School,
Division
Public
Safety
compensation
all
of
these
things
because
it
hits
it's
going
to
actually
hit
you
from
a
budgetary
perspective
in
fiscal
23
June
of
this
year.
So
you
are
still,
you
know
at
full
octane
for
fiscal
24..
A
Yeah
so
real
estate
between
the
two
pieces,
the
the
five
percent
one
time
and
the
one
cent
rate
because
you're
a
125
million
dollars
on
average
125
on
average
for
the
June
bill.
That's
getting
ready
to
to
go
out.
That's
why?
If
you
adopt
on
April
5,
the
bill
is
due
back
June
five,
that's
a
average
125
dollar
savings
and
it's
again
it's
important
it's
you
know
we're
not
doing
anything.
Silly!
It's
applied
directly
to
the
bill.
You
know,
there's
no
need
for
the
public
to
do
anything.
A
H
To
be
clear,
that's
all
one
time
at
this
point:
it's
not
recurring,
so
it's
not
something!
That's
cutting
our
ability
to
be
able
to
fund
operations
in
future
years,
it's
really
more
or
less
a
rebate
back
to
our
citizens
for
the
additional,
even
though
we've
had
the
greatest
tax
rate
relief,
our
our
citizens,
taxes
have
actually
gone
up
over
the
last
couple
years,
and
this
is
a
way
to
give
back
to
the
citizens
that
paid
in
a
larger
amount
in
the
past
couple
years.
G
That
one
one
last
follow-up
you
know
later
on
tonight,
we're
gonna
I
believe
have
an
ordinance
that
we're
going
to
propose
to
allow
for
us
to
do
this
type.
Tax
relief.
Is
that
correct?
Yes,
sir
right,
but
once
that
ordinance
is
in
place,
then
it'll
provide
for
a
future
Board
of
Supervisors,
whether
it's
us
later
on
in
the
year
or
a
future
board,
because
the
ordinance
in
place,
then,
if
they
have
a
surplus
at
the
end
of
the
year,
and
they
want
to
do
a
similar
type
tax
relief
measure.
G
They'll
have
the
authority
to
do
that.
Right.
Yes,
sir,
so
it's
important
for
us
to
move
that
that
tool
forward,
not
just
for
this
board
but
for
other
boards
in
the
future,
and
certainly
a
board
in
the
future
could
turn
around
and
say
yeah.
We
don't
want
that
tool
anymore
and
they
get
rid
of
it,
but
it
also
gives
us
an
opportunity
and
I
might
be
getting
ahead
of
myself,
but
I'm
going
to
say
it
anyway.
We
don't
know
what
our
whether
or
not
we're
going
to
have
another
Surplus
this
year
or
not.
G
A
D
D
We
also
take
all
hundred
percent
of
that
Revenue
about
between
seven
and
eight
million
dollars
in
move
it
to
Transportation
projects
and
the
CIP
in
its
entirety.
We
don't
keep
that
within
the
general
fund
for
day-to-day
kind
of
type
expenses
for
all
the
Departments.
It
moves
completely
over
to
the
CIP
to
fund
Transportation
related
projects.
G
Gerard,
in
accordance
with
that,
we
we
generally
use
that
money,
for
you
know,
certainly
for
some
side
work
projects
that
were
down
there
in
need
in
some
of
the
older
neighborhoods
in
Chesterfield
County.
But
the
other
reason
why
we
cut
it
too,
is
because
now,
with
the
cvta
in
place,
that
the
county
is
now
getting
a
funding
stream
coming
in
a
pretty
big
funding
stream,
the
front
help
fund
transportation
to
the
tune
of
I.
G
Think
our
numbers
right
now
today,
if
I
look
remember
correctly,
it's
164
or
69
million
dollars,
since
the
creation
of
the
cvta
that
it's
come
on
our
local
allocation
of
that
50
percent.
So
it's
you
know
it's.
It
was
right
for
us,
in
my
opinion,
to
to
cut
that
back
and
and
reduce
it
by
the
eight
million,
considering
that,
with
the
fuel
sales
tax
that
we're
getting
from
cvta
and
the
in
the
sales
tax,
it's
providing
for
us
us
an
Avenue
to
do
Transportation
projects
and
and
actually
cut
something
that
was
added
before.
D
D
D
That
is
going
to
result
in
significantly
lower
personal
property
tax
bills
for
our
citizens,
but
again
back
to
that
Mantra
of
where
are
ways
that
we
can
find
and
generate
relief
for
the
citizens.
We
were
working
with
the
treasurer
in
our
office
to
determine
what
the
rate
for
that
personal
property
tax
relief
should
be
for.
The
upcoming
billing
cycle
is
stepping
down
from
that
55
to
50
percent,
but
late
last
year.
That
is
still
going
to
be
relief
provided
back
to
the
citizens
to
bring
it
back
again,
I'll
re-emphasize
it.
D
We
get
the
same
number
from
the
state
every
single
year.
It
hasn't
changed
in
20
plus
years,
but
with
this
50
relief,
the
actions
that
you
will
take
will
generate
relief
back
to
the
citizens
anywhere
between
about
13
and
a
half
to
about
15.3
million
once
that
kind
of
final
billing
process
has
played
out.
So
we're
going
to
be
giving
back
an
excess
of
over
50
million
dollars
of
relief
from
that
state
money,
plus
the
relief
that
you'll
provide
through
that
action.
D
D
Yeah
yeah,
so
she
asked
for
concurrence
with
the
board
to
do
a
kind
of
relief
methodology
on
that
rate
that
would
generate
about
336
000
on
tax
savings.
It
would
keep
those
bills
neutral
with
last
year's
online
if
there
was
no
assessment
methodology
adjustment,
the
assessed
values
of
those
that
went
up
which
would
have
generated
significantly
higher
bills
for
owners
within
the
county.
Mr.
F
Winslow
Mr
chairman
just
a
question
on
that
now:
I
recall
getting
some
emails
and
calls
about
boat
assessments.
I
don't
know
if
it
was
two
years
ago
three
years
ago,
but
something
changed
with
the
assessments
of
boats
in
the
county,
because
I
know
because
we
got
all
those
calls
and
so
I
guess
that,
but
that,
but
that
wasn't.
That
effort
also
in
the
commissioner
of
revenue's
office,
I'm
just
trying
to
understand
and
follow
the
bouncing
ball
here.
I
think
the
assessment
methodology
was
changed
and
then
and
now
we're
going
to
reduce
the
rate.
A
Winslow
so,
first
and
foremost,
the
assessment
methodology
is
the
purview
of
of
the
commissioner's
office.
So
the
what
you're,
recalling
from
a
few
years
back,
is
a
change
in
the
way
that
watercraft
were
assessed
so
that
did
result
in
an
increase
in
bills
and
and,
as
you
point
out,
there
was
a
Associated
email
traffic
on
that
topic.
A
What
has
happened
here
is
sort
of
that
supply
chain
issue
has
hit
the
the
watercraft
category
as
we
saw
with
personal
vehicles
last
year,
so
what
the
commissioner
is
recommending
doing
is
putting
a
relief
Factor
on
not
changing
the
assessment
methodology
but
placing
a
additional
relief
Factor.
Obviously,
pptra
does
not
apply
to
that
category.
So
it's
effectively
like
a
pptra.
A
You
know
adjustment
on
those
higher
values,
and
that
way
again,
we
don't
have
to
change
the
rate.
We're
able
to
normalize
that
I
think
the
goal
here
is
that
boat
bills
that
go
out
will
be
unchanged.
Obviously,
if
you
bought
a
new
boat,
doesn't
apply
but
same
boat
should
have
a
very
similar
Bill
to
last
year
because
of
this
adjustment,
and
then,
when
we
get
into
the
budget
one
year
from
now.
E
A
D
And
so
moving
on
to
the
last
slide
of
this
component
of
the
tax
relief
part
of
the
pyramid,
this
is
a
nice
snapshot
of
all
the
relief
measures
that
this
board
has
taken
over
the
last
few
years.
You
can
see
it
has
been
a
multi-pronged
effort
across
the
business
residential
communities
with
people
again
that
two-phase
adjustment
over
the
last
two
years
with
the
adjustment
that's
going
to
be
happening
as
part
of
this
proposed
budget.
The
accumulative
relief
on
those
two
actions
is
about
1.1
million
dollars
on
real
estate.
D
The
pre-21
scene
was
about
95
cents
per
100.
This
budget
takes
that
down
to
91
cents
per
100
of
assessed
value,
that's
20
million
dollars
of
relief,
actually
for
the
elderly,
disabled
and
Veterans
increasing
those
thresholds
has
provided
an
additional
relief
to
those
eligible
participants
of
over
9.2
million
dollars.
That
action
from
raising
the
100
personal
property
threshold
from
a
thousand
to
fifteen
hundred
dollars
has
provided
three
hundred
thousand
dollars
worth
of
relief.
D
The
vehicle
registration
fee
being
cut
in
half
has
generated
eight
million
dollars
in
annual
relief
for
vehicle
owners
and
then
the
personal
property
tax
relief
that
we've
just
discussed
last
year.
The
relief
that
the
board
was
able
to
supplement
over
that
41
was
22
million
dollars.
This
year
is
going
to
fall
in
between
that
13
and
a
half
to
about
15.3
give
or
take
once
those
final
calculations
have
been
done
so
on
a
recurring
basis,
and
the
total
relief
has
been
enacted
by
this
board
is
about
38.6
million
dollars
of
relief
per
year.
F
Mr
chairman,
just
I,
just
make
one
comment,
and
that
is
on
on
B
poll.
As
you
know,
small
businesses
make
up
the
backbone
of
the
county
and
we're
at
I
think
10,
500
or
so
businesses.
Now
in
Chesterfield,
County,
we've
seen
a
real
increase
in
that
growth
over
this
last
last
several
years
and
now
you
know,
my
understanding
is
the
bulk
of
businesses
in
the
county
who
operate
and
and
a
lot
of
them
are
Mom
and
Pop
shops.
F
With
this,
this
gross
receipts
tax,
which,
if
you
have
to
fill
this
document
out
and
deal
with
this
every
year,
is
just
a
real
pain
for
a
lot
of
people
and
and
so
when
you
have
this
kind
of
relief
that
exempts
the
the
you
know
a
significant
amount
of
businesses
in
the
county.
It
really
cuts
down
on
on
the
time
that
people
have
to
spend
and
for
those
of
us
who
own
businesses
in
this
County
and
who
cut
a
payroll
every
two
weeks
for
multiple
employees.
E
A
A
Story
in
a
way-
and
people
is
still
a
I-
don't
want
to
get
it
lost.
You
know,
I
think
the
ten
dollars
we
happy
to
give
you
some
some
background
on
that.
But
it
reminds
you
that
the
bee
pulp
program-
everything
up
to
15.7
million
dollars,
is
a
General
Revenue,
but
that's
been
fixed
by
board
policy
for
quite
some
time
dollars
over
that
15-7
go
directly
into
Economic
Development
initiatives
and,
more
so
into
Transportation.
So
it
has
been
a
sort
of
quiet
but
invaluable
source
for
us
for
transportation
needs
for
the
last.
A
You
know
better
part
of
10
to
15
years
so
happy
to
have
further
conversation
on
that,
but
yeah
86
percent
of
businesses
at
the
ten
dollars,
but
yeah,
don't
don't
for
just
don't
forget
the
what
the
purchasing
power
of
that
that
revenue
and
that
that
was
a
deal
that
was
struck
with
the
business
community
at
that
time,
that
those
would
be
two
acceptable
uses
over
the
capped.
Revenue.
Thank.
E
You
thank
you
in
addition
to
the
remaining
20
vehicle
registration
fee
and,
of
course
we
didn't
have
cbta
when
that
came
into
fruition.
That
might
be
another.
That's
approximately
eight
million
dollars
I
think
a
year,
so
that
might
be
an
opportunity
to,
as
as
b
as
cvta
increases,
there
may
be
an
opportunity
to
offset
that
twenty
dollars
for
each
car
owner
in
the
county,
so
just
throwing
out
as
a
future
opportunity
to
maybe
take
that
to
zero.
A
Yes,
sir,
so
next
next
stack
in
the
pyramid
is,
is
compensation
and
the
first
chart
here
really
walks
you
through
and
I'm
gonna,
go
through
each
part
of
this,
but
reinforces
the
concept
that
nothing
that
we're
doing
here
today
happens
in
a
single
leaper
bound.
We
have
utilized
The
Five-Year
Plan
structure.
A
Opportunities
like
this
here
today
stayed
a
goal
and
then
divide
it
up
into
two
three
four
pieces:
whatever
it
takes
to
get
something
done
and
in
nowhere
has
this
been
more
applicable
to
our
compensation
goals,
compensation
pressures-
you
know
Miss
Martin
and
her
team
are
here.
They
have
done
yeoman's
work
in
order
to
do
the
market
studies
and
to
keep
us
as
competitive
as
possible
over
the
last.
A
You
know
three
to
four
years
and
they
deserve
a
lot
of
credit
for
all
the
things
that
are
on
the
screen
here
today,
but
just
a
quick
reminder:
now
we
did
do
a
full
Market
study
and
there's
a
lot
of
compensation
headlines
out
there
right
now,
but
I
don't
know
that
any
of
them
are
rooted
in
real
Market
data
like
we
Endeavor
to
do
with
our
plans
collectively,
County
and
schools
and
I.
Think
that
really,
you
know,
is
based
in
something
real.
It's
not
just
tied
to
an
inflationary
component
or
whatever
in
each
particular.
A
Choice
is
tied
to
that
job
category.
It
is
a
market
driven
plan.
I.
Just
think
that
that's
not
something
that
you're
going
to
see
in
the
newspaper
when
you
pick
it
up
on
it
on
a
daily
basis.
Our
approach
here
is
different.
The
dollars
are
the
same
or
more
in
a
lot
of
cases,
but
the
way
we
went
about
it
is
very
different.
So
two
years
ago,
in
FYI
21
the
Amendments,
so
we
actually
did
it
before
you
know
that
revenues
came
back
to
life
is,
is
covid
sort
of
got
under
control?
A
You
established
the
modern
Public
Safety
pay
plan,
the
first
piece
of
that
went
in
and
again
the
tail
end
of
21.
We
came
back
and
did
a
market
adjustments
again
Market
adjustments
of
Public
Safety
pay
and
FY
23
so
that
21
really
covered
22.
But
just
the
timing
was
a
little
bit.
You
know
we
were
able
to
do
it
sooner
than
we
otherwise
would
have
that's
where
we
established
two
again
Promises
Kept,
that
the
public
safety
pay
stub
is
something
that
happens
regardless.
A
We,
you
all,
have
established
reserves
to
make
sure
that
that
is
something
that
we
can
keep
up
with,
even
in
very
lean
years
and
secondly,
that
we
fixed,
unlike
I,
think
anybody
else
in
the
region.
The
compression
that
was
really
prevalent
in
our
Public
Safety
ranks
was
fixed
with
that
first
part
of
the
plan.
Everything
that
we've
done
since
then
has
been
Market
adjustments,
but
then
also
the
compression
adjustment
associated
with
that,
so
that
we
don't
go
back
where
we
were
before
fiscal
21..
A
That
being
said,
the
workforce
is
far
beyond
just
our
our
swarm
responders.
So
in
FY
23
we
did
the
first
phase
of
the
general
government
pay
plan
phase,
one
at
15
million
dollars,
recognizing
that
we
couldn't
get
it
all
done
in
one
year.
We
would
come
back
in
24
we'll
touch
on
that
in
just
a
second.
In
addition
to
that
again,
there's
quieter
ways
that
we
do
compensation.
You
look
at
work,
Miss,
Martin
and
her
team
have
done
around
Career
Development
plans.
A
116
of
those
you
know
before
this
term
right
now,
FY
22,
that's
up
to
190..
That's
those
aren't
dollars
that
are
shown
in
one
particular
item
or
another,
but
it's
a
performance-based
way
to
compensate
folks
as
they
get
more
skills,
more
training,
they're,
providing
a
better
service.
We
compensate
accordingly
and
you
see
just
the
the
tremendous
growth
there
2.9
Million
Dollars
were
awarded
through
that
program.
Again,
that's
a
very
merit-based
system,
but
doesn't
get
a
whole
lot
of
attention
throughout
the
course
of
the
year.
A
A
So,
what's
in
this
budget,
as
relates
to
compensation,
the
number
one
thing
again,
the
back
to
the
concept
of
no
surprises
we've
been
talking
about
phase
two.
The
jungle
pay
plan
is
the
number
one
priority
for
this
plan
since
last
year
and
we
are
delivering
on
that
with
this
proposal
here
today,
another
eight
million
dollars
going
into
the
general
government
phase
two
pay
plan
as
part
of
that
the
new
floor
for
an
hourly
employee
on
a
full-time
basis
will
be
raised
to
16
dollars.
A
You
know
if
you've
been
to
a
Chick-fil-A
drive-through,
you
know
you
know
that's
kind
of
the
new
Mark
I
think
that
goes
up
every
time
that
that
I
got
they're
just
17,
but
bottom
line.
We
had
to
move
that
up.
It's
been
a
an
iterative
process
and
we're
able
to
get
that
in
place.
Now
this
phase
two
deals
with
a
lot
of
our
line:
employees
a
lot
of
our
clerical
administrative
staff
that
that
certainly
will
benefit
greatly
from
these
phase
two
investments.
A
In
addition
to
that,
we
are
raising
the
annual
Merit
to
three
and
a
half
percent-
that's
the
largest
in
in
quite
some
time.
We
would
like
to
continue
to
to
be
able
to
nudge
that
upward,
but
that's
certainly
a
decent
jump
from
where
we
were
last
year
at
two
percent
and
again
one
of
the
things
that
we've
done
in
that
vertical
budgeting
concept.
We
have
moved
the
Merit
date,
not
in
this
budget,
but
in
Prior
years
to
January
the
1st
on
the
public
safety
side.
A
That's
a
a
very
noisy
Market,
as
we
all
can
recognize.
There's
lots
of
competition
for
a
little
amounts
of
of
staff
that
want
to
go
into
a
lot
of
those
areas.
So
we
have
to
stay
at
the
front
of
the
market
and
I'm
proud
to
say
this
budget
is
very
responsive
to
the
market
conditions
that
our
first
respondent
agencies
face.
A
So
a
couple
of
things
here
we
will
honor
the
board's
promise
on
the
step
that
will
go
in
July
of
23,
that's
two
and
a
quarter
percent.
That
is
the
definition
as
defined
in
the
public
safety
pay
plan
beginning
in
July
of
23.
We
will
make
bold
move
and
raise
starting
pay
for
our
First
Responders
by
10
percent.
That
includes
not
only
the
police
department,
the
fire
department,
sheriff's
office,
but
also
our
911
call
takers,
who
are
certainly
a
vital
Link
in
our
first
responding
chain.
A
They
really
are
the
beginning
of
that
process
and
we're
happy
to
be
able
to
extend
it
to
them
as
well,
not
wanting
to
go
back
on
where
we
were
prior
to
fiscal
21,
there's
a
10
compression
adjustment
that
will
go
into
place
in
January
of
this
year.
Again
that
helps
to
it
follows
through
the
promise
also
helps
to
create
some
capacity
to
deal
with
a
lot
of
the
other
needs
that
the
organization
has
that
will
have
and
keeps
Mr
Durkin
up
at
night,
that
we'll
have
some
economic
impact
for
us
budgetary
in
fiscal
25.
A
But
we
are
recognizing
that
we're
putting
down
a
table
and
again
no
surprises.
We
come
back
in
here
next
year.
That
will
be
one
of
the
first
things
that
we
talk
about.
Is
we
annualize
that
cost
now
and
at
this
time,
I
think
we
would
like
to-
and
here
is
this
is
a
small
chart,
but
we're
going
to
plaster
this
everywhere.
We
can.
These
are
the
paid
step
plans
for
you
know
some
of
our
bigger
job
categories.
So
we've
got
a
police
officer
in
here
and
a
teacher.
A
The
teacher
is,
on
the
left
hand,
side
as
you're
looking
at
it.
The
peach
boxes
represent
where
we
are
relative
on
each
step
of
the
of
the
program
for
teachers
as
compared
to
our
closest
competition.
So
if
the
peach
is,
on
the
left
hand,
side,
that's
the
Chesterfield
piece,
we
are
the
market
leader
for
that
particular
step
and,
as
you
can
see,
with
the
Investments
that
were
talked
about,
the
seven
percent
increase
in
teacher
pay
as
partially
funded
by
the
state.
It
continues
our
Market
position
as
the
pay
leader
for
teachers
in
the
region.
A
In
the
Central
Virginia
region,
I
was
backed
up
by
school
zone
data
which
we
walked
through
a
little
while
ago.
So
absolutely
maintain
our
position
there
we're
proud
to
announce
that,
on
the
sworn
side
of
things,
we're
moving
into
the
lead
position
here
with
this
10
increase
and
you
can
see
for
a
police
officer
once
they've
completed
the
training,
a
very,
very
competitive
position
again
against
our
closest
competition
and
as
you
walk
through
the
duration
of
that
step
plan,
we
are
extremely
competitive
with
them.
So
we
feel
like
we're
in
a
great
position.
A
We
know
from
a
culture
perspective
and
all
the
agencies
will
tell
you
that
we
have
the
best
in
the
business
and
now
we
can
match
that
up
and
and
let
our
our
marketing
folks
go
out
there
and
recruit
the
best
and
brightest
based
on
the
financials
and
once
they
get
here,
we
know
we
will
keep
them
given
the
culture
that
we
have
here
in
Chesterfield
County.
So
if
there's
any
questions,
I
would
ask
that
we
have
the
representatives
from
the
three
agencies.
We
have
Dan
Kelly
here
from
police,
chief
Center
and
Sheriff
Leonard
here.
A
If
there
are
any
questions
about
this
particular
piece
or
really
any
other
portions
of
the
of
the
public
safety
budget,
that's
a
huge
part
of
what
we
do.
We
did
get
to
hear
from
schools
and
we
wanted
to
extend
the
same
opportunity
to
them
so
they're
here
they
can
come
to
the
table.
However,
you
would
like
it
if
you
have
questions
for
our
Public
Safety
leadership.
They
are
here
to
to
field
those
for
you.
F
This
one's
up,
Mr,
chairman
I,
don't
have
questions
for
our
Public
Safety
leadership,
they're
doing
a
great
job,
but
I
I
do
I.
Do
think
that
you
know
this
just
shows
where
resources
are
going
this
budget
and
it
does
so
in
a
very
public
way.
We
know
we
have
a
national
t-shirt
shortage.
We
know
we
have
in
some
pockets
of
the
country
and
and
some
here,
police
officer
shortage
firemen.
It's
been
difficult
to
recruit
our
folks,
so
our
9-1-1,
we
have
some
folks.
F
F
There's
there's
things
we're
doing
we're
investing
in
people
in
this
budget
and
this
these
these
charts
show
that
and
I'm
delighted
that
we
were
able
to
do
this
and
I
think
that
it's
it's
extremely
important
for
this
fiscal
year
to
make
a
statement
in
this
regard.
So
this
is
really
Mr
Durkin.
This
is
really
well
done.
I
know
your
team
over
here
has
done
a
great
job
with
this.
So
thank
you.
Thank.
H
Our
911
operators
are
very
important
to
the
county
and
we
have
led
the
effort
in
the
state
to
add
them
to
the
retirement
program
for
Public
Safety
that
all
of
the
other
areas
that
we
mentioned
are
already
included
in
and
although
we
were
unsuccessful
this
year,
we
do
believe
in
July
of
next
year.
They
will
be
able
to
be
added
to
that
Public
Safety
retirement
program
and
I'm
very
proud
that
we
care
about
our
First
Responders,
including
our
Communications
Department,
to
be
able
to
lead
that
effort
in
the
state.
G
G
You
hear
it
always
from
me
that
I
think
the
men
and
women
that
we
employ
to
provide
these
services
for
our
community
are
just
top-notch,
and
that
starts
good
with
some
people
may
differ
with
me
on
this,
but
it
starts
at
leadership
and
it
starts
on
the
culture
that's
baked
in
from
the
leadership
from
the
top
all
the
way
on
down
and
what
the
expectations
are
set
of.
Our
employees
and
I
want
this
to
go
on
record,
because
some
people
may
believe
that
we
are.
G
You
know,
based
on
what
we're
talking
about
that
we're
fully
funding
everything
in
the
county
and
I'm,
not
sure
if
that's
in
the
next
slide
deck
or
not,
but
it
might
be
we're
not.
There
are
things
that
our
Public
Safety
leaders
have
asked
for,
and
other
departments
have
asked
for
that.
We're
not
funding
like
as
I
said
earlier.
We
don't
have
an
unlimited
pot
of
money
here,
but
we
do
take
opportunities
with
end-to-year
dollars.
G
G
I
G
I
All
right,
I
am
Sheriff
Carl,
Leonard,
Chesterfield,
County
I
just
want
to
make
sure
everybody's
aware
of
that.
We
are
struggling
and
I,
don't
want
to
speak
for
the
police
department,
but
I
think
I
do
we
cannot
recruit
for
our
academies,
we're
getting
a
lot
of
applications.
I
think
it's
for
people
to
Mark
a
check
mark,
but
when
we
ask
them
to
come
for
the
testing
they're
not
coming
for
a
hundred
and
some
applications,
we
have
we
hold
a
test.
Every
time
we
have
a
hundred
so
applications
physical
tests
written
test.
I
I
One
has
already
been
automatically
disqualified,
so
I
have
three
people
going
in
the
background,
which
is
a
very
lengthy
progress,
so
we
are
struggling
to
bring
people
in
what
the
pay
plan
did
was
get
us
to
keep
people
that
were
otherwise
think
we're
going
to
leave
in
the
last
three
years.
Two
years
and
this
year
we've
been
able
to
keep
them,
but
we
are
not
getting
people
through
the
door.
Recruiting
wise
I've
got
an
academy.
In
now
with
just
11,
people
should
be
25.,
I,
think
the
police
department
just
graduated
one
with
seven.
I
So
those
don't
by
the
time
those
people
cross
the
stage
and
get
their
certificate
more
than
them
have
left
the
organization.
So
we
work
at
net
losses
and
we
eventually
got
to
address
this
recruiting
end
we're
not
getting
people
in
I
know
from
the
sheriff's
office
and
I.
Don't
want
to
talk
again
for
you
Dan.
If
you
want
to.
C
It
is
very
difficult,
so
one
I
want
to
say
thank
you
to
the
board.
I
want
to
say
thank
you
to
all
the
staff
who
have
worked
very
hard
over
the
last
couple
years,
working
on
the
public
safety
pay
plan,
because
it
has
helped
us
retain
our
people
and
I
think
it
has
helped
us
to
stay
competitive
within
the
region.
C
I
know
you've
seen
the
different
reports
that
have
been
going
on
across
the
country.
I
mean
we
are
facing
competition
now,
where
departments
are
advertising,
forty
thousand
dollar
sign-on
bonuses,
so
it's
very
difficult
and
the
market
is
really
driving
this
and
the
issues
that
policing
face
every
day
in
public
safety
face
every
day
are
driving
this.
C
So
we're
going
to
have
to
become
very
smart
on
how
we
do
things.
We're
gonna
have
to
do
things,
I,
think
differently,
I
think
Mary,
Martin,
Selby's
department
and
Mr
Durkins
and
County
Administration,
and
you
all
have
been
very
flexible
with
us.
When
we
come
to
you
mid-year
and
say
we
have
this
threat
and
we
also
have
this
opportunity
right.
The
threat
is
we're
losing
people
in
this
particular
situation,
but
the
opportunity
might
be
to
hire
part-time
police
officers
that
can
come
in
and
do
those
types
of
things.
C
If
we
can't
fill
the
roles
with
full-time,
so
we
can
keep
our
full-time
officers
out
there
doing
law
enforcement
work.
We
can
do
things
like
having
our
Police
Service
aid
program,
which,
right
now
we
are
funded
at
22
positions.
That's
going
to
grow
by
three.
We
like
to
think
that,
hopefully
we
can
be
flexible
as
we
go
through
budget
processes
to
say
if
we
have
20
people
willing
to
be
Police,
Service
aides
and
we
can't
hire
police
officers.
Maybe
it's
something
we
can
do
right
because
they
handled
over
11
000
calls
last
year.
C
So
when
you
start
thinking
about,
you
know
the
time
that
a
police
officer
would
have
had
to
spend
on
those
types
of
calls
and
freed
them
up
to
do.
Public
Safety
work
as
in
preservation
of
light
for
protecting
the
vulnerable
right
and
not
have
to
be
on
a
another
traffic
crash
directing
directing
traffic
for
an
officer
who's
working
the
crash.
We
can
have
that
Public
Safety,
Police,
Service,
aide
wrecking
that
traffic.
So
a
couple
examples
of
you
know
as
we
move
forward.
C
How
are
we
going
to
do
things
and,
yes,
we
still
need
to
bring
in
the
front
line
law
enforcement,
personnel,
fire
department,
personnel
who
are
going
to
take
that
call
and
be
able
to
respond,
because
without
that
I
you
know,
the
feeling
of
safety
in
our
community
is
going
to
go
down,
and
that's
the
last
thing
in
my
opinion
that
we
want
to
see
happen.
We
want
our
people
just
say
they're,
safe
in
Chesterfield,
and
we
want
our
people
here
to
live
here
and
work
here,
so
they
feel
safe
in
Chesterfield.
C
If
we
want
them
to
be
here
and
our
county
is
growing,
we
all
know
that
it's
growing
at
a
exponential
rate
really
even
in
today-
and
so
that's
just
gonna-
have
more
demands
on
Services
all
throughout
the
county
and
with
Public
Safety.
As
we
move
forward
so
yeah.
We
have
to
do
something
on
to
get
people
through
the
door.
I
really
don't
know
what
that
is.
We
have
a
lot
of
different
ideas,
but
we're
not
sitting
in
that
kitchen
table
at
night.
C
You
know
in
those
homes
where
people
are
having
those
discussions
when
someone
says
I,
think
I'd
like
to
go
into
public
safety
and
then
all
those
pressures
that
come
in
from
family
and
what
about
this?
What
about
that?
So
how
do
we?
How
do
we
reach
the
hearts
and
minds
of
people
across
this
country
and
across
Central
Virginia
to
get
people
to
come
in
and
work
for
us?
C
C
So
all
that
said,
that
means
take
up
that
much
time,
but
it's
it's
a
very
complicated
matter
and
it's
going
to
require
I,
think
everybody
putting
our
heads
together
and
making
things
work,
but
I'd
really
think
here
in
Chesterfield.
We
can
do
that.
I
think
what
we
have
here
is
special
and
we're
going
to
be
able
to
work
through
this.
So
thank
you
for
the
pay
plan.
Thank
you
for
I'm,
always
looking
out
for
us
for
the
technology
and
equipment
we
need
and
we're
going
to
keep
moving
forward.
J
Well,
good
afternoon,
Lloyd
Center
Fire
EMS
Chief,
Mr,
chairman
members
of
the
board.
Thank
you
for
your
kind
comments
today
and
all
the
support
that
you
give
Public
Safety
throughout
the
year.
I
want
to
thank
Mr,
Harris
and
ultimately
Dr
Casey
for
their
efforts
to
include
some
additional
funds
in
the
public
safety
budgets,
primarily
for
compensation
and,
as
you'll
hear
in
a
few
minutes,
Staffing
that
we've
so
desperately
needed
for
many
years.
J
We
couldn't
do
it
without
you,
and
this
will
allow
us
to
continue
to
maintain
competitiveness
in
this
market
and
to
reduce
the
number
of
times
that
we
have
to
call
our
members
in
to
work
mandatory
overtime,
and
so
that's
going
to
be
greatly
appreciated.
I
was
also
encouraged
to
hear
that
the
ECC
will
be
included
in
some
of
these
pay
adjustments
as
well.
As
you
know,
when
a
resident
is
experiencing
the
worst
day
of
their
life.
J
The
first
person
they
contact
is
an
Eco
in
that
911
Center,
and
that
makes
a
difference
in
getting
the
resources
out
out
the
door.
The
appropriate
people
there
in
a
timely
manner
to
resolve
that
situation
and
help
that
Resident
need
and
our
ECC
is
having
a
real
challenge
recruiting
and
retaining
folks,
and
we
want
to
make
sure
that
they
have
the
tools
at
their
disposal
again.
Thank
you
for
your
continued
support
and
we
look
forward
to
the
next
year.
B
Listened
to
these
folks
speak
and
and
what
they're
speaking
to
being
underfunded
under
personnel
and
and
kind
of
the
way
I
think
about
things
is
what
are
the
things
that
we
need
in
our
County
that
are
going
to
provide
safety
and
make
lives
easier
for
our
all
of
our
residents,
so
I
think
about
clean
air,
I,
think
about
clean
water
and
then
I
think
about
public
safety
and
then
I
think
about
education.
It's
kind
of
like
my
order.
If
I
make
everything
a
priority,
then
I
have
none.
So
what
are
the
priorities?
B
So
what
concerns
me
or
what
gives
me
pause
and
I
wasn't
on
the
board,
so
I
didn't
wasn't
part
of
that
promise,
so
to
speak,
but
we're
going
to
be
returning.
12.9
million
dollars
to
the
community
and
I
understand
that
and
I
get
the
promise.
But
I
wasn't
here,
but
it
feels
like
to
me
the
bang,
for
the
buck
is
to
take
that
money
and
to
add
it
to
signing
bonuses.
B
A
What
doctor
I
think
I
think
it
was
and
Dan
Dan
Kelly
that
referenced
the
fact
that
you
know
and
and
we've
said
it
10
times
here
today-
the
the
process
itself
does
allow
for
other
opportunities.
I
mean
this:
is
the
single
biggest
investment
in
in
public
safety
pay?
What
we're
talking
about
here
today.
Certainly
you
hear
a
lot
of
concerns
and
challenges
related
to
recruitment.
A
We
are
responding
to
that
with
this
budget
measure,
so
I
think
as
we
you
know,
perhaps
see
what
that
does,
but
does
it
prevent
us
throughout
the
course
of
years
we
get
economic
data
and
see
how
we're
tracking
see
what
the
state
does.
Are
there
other
opportunities
to
add
to
what's
been
talked
about
here.
Absolutely
I
think
you
know
we.
We
have
have
that
track
record
to
to
be
responsive
12
months
out
of
the
year
and
not
three.
A
So
we
we
take
that
feedback
to
heart
and
we
will
look
for
those
opportunities
as
they
present
themselves,
but
you
know
you're
we
haven't
seen
you
know
this.
This
is
only
12
hours
old,
where
we're
going
through
here,
so
I
think
we
see
what
what
effect
that
has
on
overall
Recruitment
and
then
respond
accordingly.
D
Thank
you.
Thank
you
all
right,
so
another
component
of
the
pyramid
is,
you
know,
obligations
that
we
have
already
incurred
as
a
county.
Unsurprisingly,
I've
presented
this
chart
before,
but
inflation
is
really
biting
our
contracts,
in
particular,
and
costs
of
services
and
stuff
that
we
buy
for
our
operations.
It's
been
reaching
our
40-year
high
it's
starting
to
Trend
a
little
downward,
but
still
remains
elevated
to
that
end,
and
you
will
see
in
our
Five-Year
Plan,
we
fund
all
our
contractual
obligations.
D
D
Other
things
that
we
have
in
our
Five-Year
Plan
are
items
that
were
initiated
a
few
years
ago
that
the
general
fund
is
now
having
to
pick
up.
I
won't
walk
through
every
one
of
these
that
are
on
this
slide.
The
first
one
is
the
biggest
one
as
part
of
this
fiscal
year.
24
budget
in
2020
and
the
police
department
was
awarded
a
corpse
Federal
grant
that
funded
15
positions.
D
We
are
adding
some
operating
and
Personnel
calls
for
the
expansion
in
Midlothian
library
and
some
operating
dollars
for
new
materials
and
eight
positions
and
then
operating
in
personal
costs
for
the
new
Bureau
Recreation
Center,
which
is
expected
to
open
in
the
second
quarter
of
this
year.
So
once
we
fund
those
prior
obligations
what's
left,
when
you
come
back
to
that
pyramid
slide
point,
four
percent
of
the
entire
general
fund
budget
is
left
for
additional
enhancements
for
consideration
by
the
board.
D
D
We
don't
want
to
put
new
initiatives
on
the
street
that
we
may
then
have
to
take
back
if
the
economic
situation
turns
South,
and
so
you
can
see
those
two
waves
wave,
one
will
be
initiated
in
July
1,
the
very
first
day
of
fiscal
year,
24's
budget
with
Wave
2
being
implemented
in
January
of
2024
wave.
One
will
cost
about
one
and
a
half
million
dollars
with
Wave
2
costs
expected
to
be
over
2.6
million
dollars.
A
So
in
terms
of
some
of
the
wave
one
highlights
it's
sort
of
building
on
that
concept.
This
is
you
know,
I
just
want
to
spend
a
minute
here.
This
has
been
work.
That's
been
in
place
for
a
number
of
years.
It
really
dates
back
to
a
citizen,
request
and
requirement
that
that
came
to
be
a
number
of
years
ago,
and
that
was
the
growing
role
that
foia
plays
in
the
organization
and
our
ability
and
and
desire
to
be
as
responsive
to
that
as
possible.
A
So
we
created
a
number
of
years
ago
an
actual
foia
position,
it's
something
that
had
been
done
in
pieces
and
parts
and
sir
good
who's
sitting
over
there,
LED
that
effort
and
organically
over
the
course
of
the
last
couple
of
years.
You
know
that
has
turned
into
the
office
of
constituent
Services
by
collecting
other
pieces
around.
A
We
have
continued
to
build
onto
that
concept
and
we're
announcing
today,
with
this
plan,
the
formal
merger
of
communications
and
media
and
the
constituent,
Services
offices
into
the
office
of
constituent
and
Media
Services
is
a
very
they're,
very
creative
Bunch
with
their
naming
rights,
but
by
turning
those
those
prior.
It's
it's
it's
four
or
five
functions
that
now
fall
under
the
leadership
of
a
single
director
which
would
be
Mr
good.
All
the
communications
and
media
folks
would
be
under
there.
A
Miss
Boniface
would
be
overseeing
that
portion
of
it,
as
well
as
all
the
the
board
support
functions.
The
clerk
functions
the
foia
office
all
under
this
piece,
and
it
allow
allows
for
a
more
streamlined
leadership
structure
and
recognizes
again
that
we
were
doing
a
lot
of
these
kinds
of
functions
in
different
little
silos
and
we
have
been
able
to
create
an
incredible
synergies
and
I.
A
Think
you
see
it
in
your
evening
board
sessions
and
and
all
the
community
meetings
that
we're
now
able
to
support
again,
not
by
growing
staff
by
per
se,
but
really
by
just
reorganizing
the
resources
that
we
had.
That
being
said,
I
think
we
do
recognize
over
the
course
of
the
last
year.
The
media
Outlets,
the
media
environment,
has
changed
dramatically
in
Chesterfield
County,
with
the
closure
of
some
Outlets
that
covered
County
topics.
A
So
this
budget
in
wave
one
does
include
additional
resources
to
fill
some
of
that
Gap
and
make
sure
that
we
are
getting
information
out,
whether
it
be
budgetary
on
a
capital
project,
whatever
the
course
the
subject
matter
may
be
that
we
have
those
proper
channels
and
this
new
structure
will
house
some
of
that.
So
some
of
the
things
that
are
in
here
the
top
one,
is
the
web
quality
assurance.
Analyst,
that
is
just
a
fancy
title
for
someone
that
is
looking
at
our
County
website
from
a
quality
control
perspective
from
a
user's
perspective.
A
Is
the
information
up
to
date?
Is
it
in
a
place
that
makes
sense?
This
is
happening
in
a
very
decentralized
fashion.
Right
now
we
had
a
our
emerging
senior
leaders.
Program
was
organized
around
this
topic
for
how
we
could
improve
some
of
these
things.
This
is
one
of
their
recommendations
to
create
this
position.
That
is
really
dedicated.
I
mean
it's
our
most
power
Above
All
Else.
Our
website
is
our
most
powerful
tool
to
get
information
to
people.
A
Well,
we
don't
have
this
resource
that
really
goes
through
and
make
sure
that
it
again,
it
is
up
to
date
uniform
experience,
no
matter
what
you're
coming
there
for
it's
easy
to
find
the
information
they
will
have
other
roles,
but
that
would
be
one
of
the
primary
pieces
of
this,
the
part-time
photographer.
This
is
really
the
conversion
on
a
contractual
basis.
Now
we
like
to
bring
that
in-house.
The
pictures
are
great
storytelling
tool
again.
A
Certainly
our
social
media
channels
have
been
a
very
powerful
tool
for
us
and
the
more
you
know,
that's
just
the
nature
of
the
business,
some
more
information
that
you
can
push
out
through
those
channels,
the
the
more
following
you'll
get
and
the
more
powerful
amplification
you
get
from
that
effect.
So
Mr,
good,
Miss
Boniface
are
here.
If
there's
any
questions,
but
again,
this
is
a
again
a
multi-year
effort.
We're
proud
of
the
the
formation
of
this
office
and
I.
Think
it's
been
done
in
a
a
very
responsible
way.
D
One
of
the
other
major
initiatives
is
part
of
wave.
One
is
funding
for
our
waste
and
recycling
center
enhancements.
You'll.
Take
the
action
I
believe
last
month
to
waive
the
first
half
recycling
fee
and
we
will
be
ending
our
contract
with
cvwma.
That
means
that
we
will
no
longer
be
in
that
kind
of
middle
person,
role
for
that
funding
and
contractual
for
recycling
services,
but
that
doesn't
mean
that
the
county
as
a
whole
is
stepping
back
from
its
Recycling
and
environmental
efforts.
D
As
part
of
this
fiscal
year,
24
budget,
we
are
returning
both
Convenience
Centers
back
to
seven
day
operations,
and
that
will
be
aided
by
the
addition
of
eight
Personnel
to
be
able
to
enable
that
service.
We
will.
There
will
be
site
improvements
to
ensure
that
the
traffic
queues
are
kept
to
a
minimum
and
that
there's
plenty
access
to
those
recycling
areas.
D
These
enhancements
will
kick
in
July.
One,
but
recognizing
that
some
of
this
takes
time
to
get
it
built
up
and
ready
by
then
as
part
of
fiscal
Year's,
23
projections,
we
have
included
the
kind
of
Base
infrastructure
costs
to
get
these
up
and
running,
so
this
service
is
available
as
soon
as
possible
by
July
1
of
fiscal
year
24..
D
D
The
addition
of
36
positions
will
get
them
to
their
desired
Staffing
minimum
Staffing
level
without
being
effective
in
January
there's
actually
one
year
ahead
of
what
we
had
anticipated
when
we
were
back
building
fiscal
year
23s
budget,
the
fiscal
year
cost
for
24
is
about
1.8
million
dollars
with
that
full
year,
cause
being
picked
up
through
that
Five-Year
Plan
in
25
and
Beyond
the
police,
real-time
crime
Center.
We
talked
about
federal
funds
earlier
capitalizing
on
that
investment
that
we
made
with
the
American
Rescue
plan
act.
D
Other
ways
to
highlight
is
part
of
The
Five-Year
Plan
for
the
last
two
or
three
years.
Moving
that
part-time
to
full-time
ratio
for
the
libraries
as
you'll
recall,
they
can
have
part-time
to
full-time
ratio
with
66
part-time
to
a
third
of
full-time.
This
will
be
a
continuation
of
that
to
get
that
ratio
inverted
and
with
all
of
the
increased
capacity
as
you
reference
Mr
Cowell
with
cvta
the
amount
of
projects
they
were
able
to
jump
start
now
with
that
additional
funding
source
and
that
place
is
a
heavier
burden
on
our
transportation
department.
D
D
You
can
see
some
of
the
additional
services
that
they
will
provide
as
part
of
that
budget
and
Miss
read
is
here.
If
you
have
any
questions
on
that,
there
are
funding
in
here
for
a
peer
recovery,
specialist
position
that
was
originally
funded
through
the
state-operative
response
program
that
funding
has
been
reduced
in
the
county
is
now
stepping
forward
to
pick
up
that.
B
D
The
average
increase
to
the
both
bi-monthly
bills
is
going
to
be
2.9
percent.
There
are
additional
six
positions
requested
as
part
of
this
fiscal
year,
24
budget
primarily
centered
around
principal
Point
operators
and
water
quality
technicians
and
utility
workers,
so
kind
of
looking
at
that
Five-Year
Plan
Beyond
24.
What
are
some
of
the
other
things
that
are
coming
down
the
line
as
we
move
out
into
the
out
years,
mental
health
will
be
implementing
an
electronic
health
records
system.
D
The
general
fund
is
part
of
the
transfer
to
mental
health
will
be
contributing
to
the
cost
of
the
ongoing
contract
of
that
program.
For
about
250
000
a
year.
Coming
back
to
that
use
of
federal
funds
with
the
Opera
funds,
we
were
able
to
stand
up
at
Peak
demand,
Ambulance
Service.
Once
that
Opera
funds
run
out,
the
general
fund
will
begin
to
take
those
costs
on
that
will
be
approximately
about
five
hundred
thousand
dollars
a
year.
D
The
estimated
cost
of
that
when
it
starts
in
fiscal
year
25
is
approximately
about
285
000.
The
general
fund
will
have
to
pick
up.
There
will
be
obviously
efficiencies
with
that,
with
multiple
agencies
being
able
to
use
that
system,
but
that
is
an
operating
cost
that
we
will
have
to
pick
up
in
order
to
maintain
that
service
and
then,
finally,
on
this
list
you
will
see
the
Erp
Earth
of
financial
system
that
Mr
Harris
referenced
earlier.
D
That
is
13
million
dollars
to
implement
that
over
two
years,
that
is
in
our
CIP,
but
there
will
be
an
ongoing
annual
subscription
cost
that
we
will
have
to
pick
up,
for
that
system
is
going
to
be
a
little
over
two
million
dollars
per
year
that
will
kick
in
in
approximately
fiscal
year
26,
but
again
a
cost.
You
know
this
really
shows
the
benefit
of
that
Five-Year
Plan.
A
A
Many
of
these
things
have
been
around
for
the
better
part
of
a
decade
in
terms
of
discussion,
so
major
themes
in
here
historic
investments
in
transportation
and
that's
again,
really
a
a
product
of
the
last
four
or
five
years,
the
additional
funding
sources,
the
conversion
of
that
vehicle
registration
fee
to
a
CIP
source
for
Transportation
the
referendum.
It's
one
thing
to
get
the
approval
in
November.
We
are
moving
forward
on
that.
We'll
give
a
quick
update
of
where
we
are.
A
A
This
is
a
funding
source
summary
slide
and
again
you
don't
need
to
see
anything
here.
Other
than
the
fact
that
there
are
a
lot
of
squares-
and
there
are
generally
you
know
the
same
shape
or
similar
shapes
and
what
that
represents
what
it
means
why
it's
important
is
the
fact
that
you
have
a
diverse
funding
structure
for
your
CIP.
We
just
passed
a
very
large
reference,
the
biggest
in
the
County's
history.
Yet
this
chart
here
is
not
dominated
by
debt.
You
are
not
putting
in
this
CIP
on
the
credit
card.
A
Where
are
we
spending
those
funds?
You
see
the
orange
and
sort
of
the
greenish
color
there
on
the
left
hand,
side
that
represents
transportation.
That
represents
a
major
shift
in
the
way
that
we
have
done
Capital
planning
over
the
last
15
or
20
years,
and
we've
got
a
slide
coming
up
here
in
a
second
and
thought.
It
was
the
next
one
that
really
shows
where
we
were
from
an
FY
20.
A
In
terms
of
a
total
CIP
investment
in
transportation
to
where
we
are
now-
and
we
will
go
through
that
in
more
detail
here
in
a
second,
so
referendum
roadmap-
again,
if
there's
anything
that
is
dependent
on
a
process-
it's
just
that
we
spend
the
better
part
of
three
or
four
years
building
that
project
less
vetting
it
with
the
community.
We
had
a
very
successful
result
in
November
76
percent
of
the
folks
approving
the
plan.
A
We
will
be
in
the
marketplace
in
May
of
this
year
with
that
first
grouping
of
projects,
and
then
the
what's
laid
out
here
for
the
first
time
for
the
board.
To
really
approve
is
the
official
lineup
of
that
of
those
referendum
projects
over
a
seven
year
window
again,
I
think.
Could
we
speed
that
up
a
little
bit
sure
I
think
seven
years
is
really
sort
of
that
sweet
spot?
You
can
go
out
to
10
with
some
additional
permissions
from
the
clerks.
Excuse
me
from
the
courts.
A
We
don't
think
we'll
need
that,
but
we
are
shooting
for
seven.
So,
for
the
first
time
we
are
laying
out
those
projects.
The
projects
have
been
selected
by
the
voters.
It's
the
sequencing
of
them
over
the
seven
year
period.
That's
really
the
Nuance
for
this
particular
CIP,
and
here
they
are
represented.
A
What
that
provides
us
is
exactly
what
we
talked
about
when
we're
on
the
referendum:
Trail
a
Debt
Service
curve
that
does
not
choke
out
all
of
the
other
things.
Mr
Durkin
just
talked
about
his
out.
Your
highlights.
Debt
Service
was
not
really
on
that
list,
because
we
managed
this
in
an
effective
way
with
that
focus
on
a
the
paying
the
same
amount
of
Premium
each
or
excuse
me
each
every
year,
so
that
it
gives
us
that
nice
fall
off,
and
you
see
that
here
in
the
outer
years
of
this
plan.
A
So
this
is
updated
with
the
seven
year
structure
that
we
just
went
through.
You
see
a
little
bit
of
increase
in
the
first
couple
of
years,
that's
to
be
expected,
but
overall
a
very
flat
profile,
and
then
you
see
it
fall
off
and
we'll
be
sitting
in
here
before
you
know
it
in
the
next.
You
know
five
to
six
years
talking
about
the
skeleton
outline
of
the
next
referendum.
A
One
point
that
gets
a
lot
of
traction
and
it's
a
you
know
it
really
shows
up
on
the
capital
side.
Is
the
amount
of
growth
occurring
in
the
county
and
I
think
there's
a
lot
of
definitions
of
growth,
so
we
we
partnered
with
Mr
Smith
and
his
folks
and
threw
some
data
in
here
that
I
thought
was
interesting.
So
this
is
certificates
of
occupancy
issued
on
an
annual
basis.
A
There
is
it's
a
stacked
bar
graph,
you
see
a
multi-family
and
a
single
family
component
and
what
you
see
is
really
during
the
recession
and
even
the
four
or
five
years
coming
out
of
there
sort
of
a
a
real
slow
pace
in
terms
of
new
units
being
put
on
the
ground.
You've
had
some,
you
know,
increases
some
upticks
the
last
couple
of
years.
A
So,
yes,
there
has
been
an
uptick
in
new
units
going
on
the
ground,
but
historically
not
like
anything
we
haven't
seen
before
and
if
you
take
a
10-year
view
on
it,
you
certainly
can
make
the
argument
that
some
of
that
is
catch-up
for
what
didn't
happen
during
the
last
recession.
You
look
at
that
spatially.
I
think
this
is
an
interesting
topic,
certainly
as
you're
putting
and
plotting
where
Capital
facilities
are
going
to
go.
Where
have
those
CEOs
been
issued
for
the
last
10
years
and
Mr
Carroll's,
probably
no
surprise
to
him
that
he
sees
some.
A
You
know
some
red
out
there
in
Western,
Hull,
Street,
but
I.
Think
the
more
interesting
part
of
this
chart
is
a
fairly
balanced
mix
other
than
that
across
I
mean
we
know
that
you
have
sort
of
the
rural
boundary
in
the
southern
half
of
the
county,
but
in
the
more
you
know,
urbanized
portions,
of
the
county
sort
of
the
top
half
it's
a
fairly
spread
out
mix
over
the
last
10
years.
So
from
a
capital
planning
perspective.
A
There's
certainly
going
to
be
an
intense
investment
that
on
the
school
side
on
the
county
side,
in
that
Western,
Hull,
Street,
Corridor,
but
I
think
what
this
says
to
us
as
capital
planners.
We
need
to
make
sure
that
we
are
investing
in
facilities
all
across
the
county
and
Mr.
Holland
is
a
great
example
with
the
Dale
Elementary
School
and
we
went
through
the
same
exercise
on
the
student
generation
side
and
you
do
you
see
sort
of
a
more
even
growth
pattern.
A
When
you
look
at
the
data,
then,
when
you
just
sort
of
drive
around
or
if
you
listen
to
some
of
the
talking
points
that
get
bantered
about
that
being
said,
this
is
a
map
just
of
the
referendum
itself
and
I
think
it
matches
up
pretty
well
with
what
we
just
saw
on
the
prior
slot.
You
see
a
heavy
investment
in
the
western
Hull
Street
makes
sense.
A
You
know
five
to
seven
years,
but
the
referendum
itself
I
think
lines
up
pretty
well
with
the
actual
growth
trends
that
we're
seeing
and
you
know
it
just
sort
of
takes
it
into
account
that
again,
the
growth
over
the
last
couple
years
has
not
been
historic
by
any
stretch
so
just
running
through
the
components
of
the
referendum.
I
know
you
know
these
very
well.
You
have
the
three
Library
facilities
of
45
million
dollars,
Enon
being
the
first
one
out
of
the
gates.
There
that's
a
fiscal
24
project.
A
A
We
will
do
this
spring
Parks
and
Rec
again
we
had
a
balanced
strategy
there
Horner
in
River
City.
The
first
piece
is
that
we
will
see
some
of
the
conservation
area
Development
coming
out
of
the
ground
with
24..
That's
a
sale
that
was
likely
to
occur
unless
the
rain
environment
change
next
spring.
But
we
are
the
message
on
the
referendum
across
the
boards.
We
are
being
very
active.
You
know
we're
going
to
be
six
months
from.
A
Yes,
to
go
through
all
budget
process,
have
the
projects
plotted
out
and
be
you
know
at
the
at
the
table:
selling
Bonds
in
late
May
police,
precincts,
Fallen
Creek
or
the
Stonebridge
area,
the
first
one
there
in
23,
39
million
dollar
investment,
the
the
largest
investment
in
the
history
of
police
precincts.
All
of
these
will
be
County
and
Facilities,
which
is
something
we
do
not
currently
have.
A
I
mentioned
historic
investments
in
transportation.
If
you
go
back
to
the
five-year
total
of
the
20
to
24
CIP
114
million
dollars,
this
CIP
proposed
over
it's
a
five-year
total,
but
360
361
million
dollars.
That
is
a
extremely
large
increase
in
this.
This
interest
is
almost
the
Third
Leg
of
the
stool
itself.
We
have
heard
that
to
Mr
Holland's
point
of
the
blueprint
that
transportation
in
all
forms
is
absolutely
critical
to
this
community,
and
this
budget
really
responds
to
to
that
call.
A
Transportation
highlights
I'll
walk
through
these
here
individually
in
in
one
second,
the
biggest
headline,
of
course-
and
we
talked
about
this
yesterday-
is
the
County's
effort
to
move
the
powhide
parkway
extension
project
forward
with
phase
one
which
takes
it
from
its
current
Terminus
out
to
Woolwich
Road,
and
you
see
the
various
pieces
and
parts
of
this.
We
have
153
million
dollars
in
this
plan.
It's
approximately
17
million
dollars
already
on
the
books.
This
this
number
is
going
to
move
around
I'm
just
going
to
tell
you.
A
We
know
that
you
know
Mr
Smith
required
me
to
say
that
to
you,
but
it
it
still
represents
the
largest
Movement
by
the
county,
to
not
just
wait
around
for
state
and
federal
Partners
to
to
get
this
project
going.
You
see
the
funding
mix
a
healthy
mix.
There
is
some
debt
in
here
there's
some
reserves
from
the
center
point:
District
there's
some
local
cbta
dollars
that
are
programmed
over
this
period
of
time.
A
A
On
top
of,
what's
already
been
done
and
continuing
to
work
with
our
state
and
federal
Partners
I
think
the
one
thing
we've
heard
from
all
the
folks
that
we've
talked
to
is
your
case
is
all
the
more
compelling
if
you
can
show
that
you
are
making
your
own
local
investments
into
this
project
and
not
just
asking
you
know
for
money.
So
we
really
took
that
feedback
to
heart,
as
well
as
the
economic
development
benefits
of
this
overall
project
and
the
quality
of
life
to
get
the
traffic
flow
going
a
couple
of
different
directions.
A
Just
a
quick
schematic.
You
see
what
phase
one
entails
that
again,
not
the
whole
project,
but
it
definitely
gets
gets
it
moving
153
million
dollars.
The
rest
of
the
transportation
piece
is
really
broken
down
in
a
couple
of
categories.
These
are
projects
that
are
funded
by
vehicle
registration
fee
or
just
general
Road
dollars,
and
some
really
important
things.
That's
a
five
million
dollar
a
year,
sidewalk
development
program,
I
think
when
we
set
this
out
Mr
Winslow,
it
was
a
big
Advocate.
A
A
couple
years
ago
we
were
struggling
to
get
to
one
million
dollars
a
year
and
we've
got
that
bumped
up
to
five
million
dollars
a
year
across
the
duration
of
this
sidewalks
are
expensive.
I,
won't
you
know
we're
not
going
to
build
a
sidewalk
from
you
know,
Enon
to
Midlothian
with
that,
but
it
is
a
major
increase
in
in
our
investment
in
that
particular
piece.
School
access
improvements
is
something
that
you
all
have
made
really
important.
A
This
is
bus
turnarounds
to
make
those
safer
to
make
sure
we
can
get
kids
further
down,
particularly
roads
and
Ingress
and
egress.
All
you
know
providing
additional
exits
and
entrances
at
some
Schools
Police
did
that
work.
You
had
a
work
session
in
the
fall.
We
have
some
design
money
that
you
already
put
in
place
and
this
is
to
add
some
Capital
dollars
to
that.
A
So
we
can
activate
once
those
plans
are
ready
to
go
and
then
the
courthouse
Road
Extension
that
2.4
million
dollars
represents
the
sale
of
the
courthouse,
Landing
property
and,
as
we
said
so,
we
went
through
that
process.
That
would
be
reinvested
into
that
project.
That's
not
the
entire
budget,
but
it
does
appropriate
it
and
get
that
that
important
project
moving
forward.
A
You
see
some
of
the
examples
of
other
local
cvta
projects,
Village
Corridor,
improvements
that
are
appropriated
as
part
of
this
plan.
You've
had
some
work
sessions
and
you,
you
know
a
good
bit
about
this.
The
largest
component
of
the
local
cbta
424
is,
of
course,
a
contribution
to
the
po-white
project
that
that
we
just
walked
through
Revenue
share
and
update.
So
this
is
this
is
an
interesting
one.
As
you
know,
the
it
is
not
in
the
state
budget
for
23.
A
A
Hopefully,
the
state
comes
back
to
the
table
of
Revenue
sharing
and
then
that
money
is
already
there
and
you're
not
having
to
pull
five
out
put
five
back
in
measure
maintenance.
This
speaks
for
itself,
maybe
better
than
any
particular
graph.
In
this
presentation
of
the
iterative
nature,
we
set
a
goal
we
get
to
it
and
we
have
a
2.5
policy
of
replacement
value
of
all
of
our
buildings,
and
we
have
met
that
and
then
some
70
million
dollars
over
this
five
years
dedicated
into
the
major
maintenance
category.
A
It
says
absolute
success
story,
I,
think,
representative
of
so
many
the
compensation,
so
many
other
things
we've
seen
here
today,
taking
this
multi-year
approach
having
a
goal
getting
there
and
then
maintaining.
It
is
really
sort
of
the
DNA
of
this
organization
from
a
financial
planning
perspective.
A
Erp
I
can't
go
without
talking
about
that.
Again.
This
is
our
financial
system,
payroll
budget,
timekeeping
accounting.
You
know
all
the
purchasing
items
you
name
it.
The
system
that
we
have
in
place
today
dates
back
to
0.60708,
so
it
is
far
exceeded
its
useful
life.
How
we
are
going
through
the
process
now
to
select
a
vendor.
We
will
bring
that
contract
to
the
board.
We
have
13
million
dollars,
set
aside
over
the
next
two
budgets
to
pay
for
this.
You
don't
pay
for
it
all
up
front.
It
is
a
cash
project.
A
We
will
see
where
the
bids
come
back
in,
we
feel
like
13
is
a
pretty
good
number,
but
as
it's,
it's
still
a
story
to
be
told
with
with
you
all
in
terms
of
when
we
bring
that
project
back,
but
this
is
a
vital,
vital
resource
that
will
modernize
the
way
we
do
all
of
these
functions.
It's
a
shared
resource,
County
in
schools
to
Mr
Carroll's
Point
from
a
little
while
ago.
This
is
not
fund.
All
of
the
things
that
have
been
brought
to
our
attention
throughout
this
process.
A
Everything
that
is
listed
here
is
Broken,
Out,
In
great
detail
in
the
budget
document
from
an
operational
perspective
just
on
the
county
side,
15
million
dollars
essentially,
and
then
the
CIP
at
850
million.
All
of
those
details
are
in
there,
but
certainly
I.
Think
this
board
has
placed
heavier
emphasis
on
this
part
of
the
story
that
no
budget
serves
all
the
needs.
We
don't
draw
out
the
revenue
to
match
what
we
need
on
the
expense
side.
We
try
to
find
that
balance.
A
D
D
Our
proposal
would
be
to
replace
some
of
the
election
equipment
at
the
registrar's
office,
some
items-
you
know
that
we
they
can
impact
the
fiscal
year
24
budget
that
are
not
in
there,
because
we
believe
they
can
be
handled
outside
of
that
process
and
not
eat
up
capacity
as
part
of
fiscal
year.
24's
budget
is
things
like
our
unassigned
fund
balance
contribution.
We
have
to
maintain
that
eight
percent
level.
The
board
over
the
last
couple
years
has
traditionally
done
that
as
part
of
a
year-end
item
with
the
growth
in
our
budget.
D
We
would
have
to
do
that
again.
That
would
probably
be
about
2.6
to
2.7
million
dollars
of
contribution
that
would
have
to
happen
at
fiscal
23
years
end
to
remaining
compliance
with
the
implementation
of
the
adjustments
to
Public
Safety
salaries.
There
is
a
slight
drawdown
in
this
budget
to
their
pay.
D
We
expect
that
we'd
have
to
do
something
like
that
again
to
maintain
our
funded
ratios
as
part
of
those
plans
and
as
I
referenced
earlier
with
the
Western
Resource
Centers,
the
one-time
course
to
get
that
infrastructure
up
and
running
would
be
considered
to
be
funded
as
part
of
this
year's
budget
and
then
looking
over
that
kind
of
Five-Year
Plan
Horizon,
and
we
do
like
to
contribute
to
a
revenue
stabilization
fund
as
Mr
Harris
referenced.
When
we
go
to
the
markets
in
May.
That
is
one
of
the
things
that
they
look
at.
D
So
they
always
like
to
see
that
we
are
contributing
to
that
so
that
we
have
a
hedge
against
any
potential
future
drawdown
economic
downtime
rather
and
then
kind
of
come
back
to
that
Transportation
with
the
revenue
sharing
just
a
general
inflationary
hedge.
If
inflation
does
last
longer
than
what
has
been
anticipated
right
now
and
then
the
kind
of
mechanic
mechanics
of
that
one
time
real
estate
tax
credit
and
this
evening
there
is
an
item
to
hold
or
set
sorry.
D
A
public
hearing
to
amend
the
code
on
March
22nd
would
be
to
hold
that
public
hearing
and
with
a
vote
on
April
5th,
with
it
then
being
applied
to
the
bills.
That
would
be
due
on
June
5th
and
then
finally,
as
referenced
earlier.
This
is
the
one
of
the
Stepping
Stones
as
part
of
this
budget
heading
towards
adoption
on
April
5th,
and
we
have
Community
meetings
first,
one
starting
tomorrow
and
Below.
Then
Middle
School,
culminating
in
the
matokeo
district
on
March
21st
with
Facebook,
live
event
on
March
16th.
E
E
G
D
Two
of
them
are
here
today
you
have
Jane
Hill,
who
is
our
operating
budget
lead
in
Ryan
Reese?
Who
is
our
Capital
Improvement
program
lead,
but
there
are
another.
Seven
bodies
downstairs
who've
worked
over
these
last
few
months.
There
have
been
many
late
nights
and
phone
calls
and
text
messages
going
around
to
get
this
budget
proposal.
That
is
in
front
of
you
today.
So
I
would
like
to
thank
them
and
I
know
that
this
is
being
recorded,
so
this
will
be
held
against
me
till
the
end
of
time.
D
G
That's
that's
a
good
bargain
right
there,
I
I
will
say
that
you
all
have
worked
great
with
us.
You've
reacted
and
replied
to
our
requests
to
get
us
the
information
on
how
structuring
some
of
these
things
and-
and
we
know
how
much
work
that
was,
and
sometimes
how
much
we
may
drive
you
a
little
crazy
certain
times
of
the
day
so
or
night
or
morning.
But
thank
you
very
much.
We
appreciate
it
if
there's
no
other
questions,
I'm
Clerk.