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From YouTube: Chesterfield Administrator Dr. Joe Casey presents proposed FY23 budget - March 9, 2022
Description
Chesterfield County Administrator Dr. Joe Casey presented the proposed FY23 budget to the Board of Supervisors during the BOS work session on Wednesday, March 9.
The proposed fiscal year 2023 operating budget presented Wednesday by County Administrator Dr. Joe Casey has been balanced against the most sweeping array of tax relief measures in Chesterfield’s history, totaling approximately $52 million. For more information on these relief measures, visit https://bit.ly/3t0H7Sd.
B
Good
afternoon,
members
of
the
board
and
the
public
and
all
the
staff-
that's
behind
me,
and
welcome
to
our
school
board
and
superintendent
and
their
staff
in
the
audience
as
well.
I'll
just
make
this
brief,
as
the
county
administrator
today
is
the
day
of
the
release
of
the
balanced
proposed
county
administrator's
budget,
our
inner
rate
proposed
it's
subject
to
again
the
community
meetings
and
public
processes
and
you're
hearing
from
a
variety
of
officials
over
the
next
month
or
so
leading
to
a
public
hearing
on
march
23rd
and
then
a
scheduled
adoption
date
april.
B
6.,
you
know
again,
we
are
still
working
with
state
estimates,
we're
still
working
with
again
our
large
investment
of
school
and
county
resources
into
the
workforce,
retention,
recruitment
reward
type
systems
and
the
continuation
of
our
teacher
and
public
safety
sworn
officers,
including
the
rest
of
our
civilian
works
staff
that
we've
been
working
on.
A
joint
study,
you'll,
hear
and
you've
heard
once
before
about
many
of
our
relief
programs
and
some
of
the
announcements
of
again
continued
relief.
B
We're
trying
to
do
on
the
real
and
personal
property
and
vehicle
registration
fees
of
our
citizens
and
you've
also
heard
before
about
the
capital
improvements
program
and
the
significant
referendum
that
we're
positioning
in
front
of
the
people.
So
without
further
ado,
though
again
today
is
the
day
that
you're
going
to
hear
the
details
as
much
as
possible
on
the
expense
side
of
the
shop
and,
first
and
foremost,
our
largest
investments
with
the
schools.
B
C
Thank
you,
dr
casey,
and
welcome
mr
chair
board
members.
Thank
you
for
having
us
here
today.
I'm
actually
here
to
bring
up
as
an
intro
person.
We've
got
our
school
board
chair
who's
actually
going
to
speak
today,
so
where
we
had
an
original
proposal.
Obviously
the
school
board
has
approved
what
was
brought
forward
and
it
felt
very
appropriate
that
she
is
able
to
be
here
to
articulate
this.
Obviously,
she
made
staff
do
a
lot
of
work
too.
C
So
I
don't
want
to
think
that
you
thought
we
were
slouching
at
any
time
and
dr
dardy
was
very
much
engaged
in
our
conversations
up
until
now
too.
However,
ms
cooker
felt
this
would
be
a
good
time
for
her
to
come
to
address
from
the
school
board
to
the
board
of
supervisors.
So
at
this
point
I
will
move
her
forward.
A
A
In
january,
the
superintendent
came
to
the
school
board
with
a
needs-based
budget
that
included
23.4
million
dollar
funding
gap
throughout
the
school
board's
budget
process
and
by
working
with
the
county,
we
have
reduced
that
funding
gap
to
8.5
million
dollars.
We
did
that
through
additional
county
revenue,
a
conservative
addition
to
state
revenue.
As
we
all
know,
the
house
and
senate
are
still
in
budget
negotiations
and
taking
a
hard
look
at
some
of
the
line
items
to
really
put
our
focus
on
compensation
and
student
growth.
A
As
of
february
22,
we
are
projecting
an
overall
revenue
increase
of
67.7
million
dollars
for
fy23.
The
county
transfer
is
currently
increased
by
18
million
dollars.
The
state
increase
is
due
to
increase
student,
enrollment,
partial
funding
of
teacher
pay
increases
and
additional
state
incentives
to
further
support
education.
A
This
next
slide
is
a
summary
of
our
revenue
and
expenditures.
Our
expenditure
is
once
a
line
again
once
a
line
with
our
three
primary
priorities.
Roughly
60
million
dollars
will
be
invested
in
our
workforce
through
salary
studies.
One
and
two,
and
a
little
more
than
18
million
dollars
will
be
invested
to
support
our
students
and
student
growth.
A
A
The
18
million
is
also
an
ongoing
investment
in
our
summer
school
and
recovery
of
learning,
as
this
is
heavily
needed.
As
we
move
past
the
pandemic,
we
also
have
market-based
wages
increase
for
our
substitute
teachers.
This
was
something
we
were
able
to
pilot
this
year
and
increased
our
substitute
pay,
and
it
was
a
huge
success.
A
A
This
slide
and
our
next
slide
will
reinstate
priority
number
one
of
our
compensation
for
all
staff.
This
slide
focuses
on
the
continuation
of
salary
study
number
one
and
emphasizes
the
importance
of
our
teachers.
It
is
no
secret
that
we
have
a
national
teacher
shortage
and
chesterfield
county
is
not
exempt
to
this.
A
A
A
A
A
In
your
last
meeting,
we
heard
a
request
from
miss
haley
and
mr
holland
about
actual
ccps
expenditures
per
capita
and
per
student.
We
thought
we
would.
We
would
provide
this
data
to
you
now.
We
use
county
data.
This
slide
here
shows
where
this
information
came
from.
We
use
county
data
for
the
information,
along
with
inflationary,
metrics
based
on
consumer
price
index,.
A
A
few
notes
worth
mentioning
are
that
our
demographics
have
shifted
in
the
past
10
years,
with
an
increase
in
esl
and
special
education
students,
chesterfield
county
students
who
qualify
for
free
and
reduced
lunch,
have
increased
by
35
percent.
In
the
last
10
years,
chesterfield
county
english
learner
language
learners
have
increased
by
157
percent
in
the
last
10
years,
and
students
receiving
special
education
services
have
increased
15
in
the
last
10
years.
A
A
This
last
graph
shows
the
per
student
basis,
with
the
8.5
million
dollar
deficit
being
fully
funded.
Once
again,
we
have
to
take
into
account
the
ever-changing
demographics
of
our
schools
when
we
look
at
this
graph,
and
these
four
graphs
that
were
shown
could
be
a
good
basis
for
a
great
conversation.
I
believe
dr
casey
mentioned
it
in
your
session
for
our
next
county
schools
liaison
committee.
If
we
would
like
to
discuss
them
further.
A
A
We
can't
wait
to
have
our
this
budget
fully
funded
and
we
because
we
know
we
are
really
facing
teacher
shortage
staffing
challenges,
student
growth
that
we
need
to
address
now.
We
strongly
feel
that
any
more
adjustments
to
the
approved
school
board
budget
will
have
a
direct
impact
on
our
day-to-day
operations.
A
A
D
D
B
D
Yeah,
just
I
was
trying
to
keep
in
mind
that
some
of
these
demographic
trends
over
time
as
we
look
at
the
funding
it's
a
per
per
household
with
that
sort
of
a
decline,
it's
actually
resulting
in
more
funds
available
to
to
students
on
the
on
the
ground,
so
to
speak.
So
I
was
just
just
thinking
about
that.
E
E
A
G
You'll
see
all
the
steps
as
we
go
through
these
slides,
but
this
budget
before
you
today
really
focuses
around
four
themes:
historic
investment
in
skills
and
employee
recruitment
retention,
the
upcoming
referendum
and
the
broad
tax
relief.
As
we
go
through
this
presentation
and
some
of
the
presenters
after
me,
these
will
be
fleshed
out
in
further
detail.
G
This
is
something
new
that
we've
done
this
year.
As
you
know,
the
document
is
full
of
numbers,
but
you
know,
as
you
say,
a
picture
speaks
a
thousand
words
to
me.
This
picture
speaks
a
thousand
line-out
details.
When
the
team
brought
this
to
me,
it
really
drove
home
how
our
expenditures
across
all
our
funds
are
portioned
out,
as
you
can
see
there
online
share
is
the
schools
fund
51
of
our
entire
operating
budget,
which
this
year
is
projected
to
be
about
1.77
billion
dollars
and
about
185
million
dollars
over
last
year's
budget.
G
G
Our
transfer
to
sorry
excuse
me
for
a
second,
the
general
funding
growth
on
this
slide.
Sorry,
this
is
what
the
driver
of
the
98
million
dollar
increase
in
our
general
fund
budget
as
this
year,
you'll
see
that
largest
component
in
this
is
35.6
million
dollars,
which
is
investments
in
our
workforce.
You'll
hear
from
ms
martin
selby
later
on
how
we
propose
to
do
that,
but
that
is
primarily
around
the
general
employee
pay
plan
and
the
public
safety
pay
plan.
G
We
do
have
these
every
year,
but
with
a
broad
emphasis
on
tax
relief
and
employee
retention
that
is
lower
than
in
years
past.
I
will
walk
through
those
in
the
next
few
slides.
But
what
I
will
say
is
a
large
component
of
that
is
driven
by
contract
obligations
that
we
cannot
get
out
of.
We
do
make
a
concerted
every
effort
every
year
to
really
look
at
these
additional
funding
requests.
G
We
have,
for
the
first
time
published
those
that
have
been
unfunded
but
requested
by
departments,
and
that
came
into
about
18
million
dollars.
That
is
not
to
make
a
judgment
on
them
and
to
say
they're
not
worthy
of
additional
funding,
but
with
all
the
competing
pills
and
our
tax
dollars.
We
had
to
really
prioritize
what
we
decided
to
fund
but,
as
I
say
it
is
in
the
backyard
document
this
year
for
everyone
to
see
that
we
do
have
unmet
needs
that
we
were
just
not
able
to
fund.
G
Then
you
see
tax
relief
that
is
primarily
actually
for
an
elderly
and
disabled.
We
do
project
that
to
grow
about
9.9
per
year,
as
you
recall
a
couple
years
ago,
actually
grew
by
18,
so
this
program
does
grow
at
quite
a
fast
clip.
I
will
talk
further
later
on
about
our
liabilities,
but
you'll
see
that
long-term
liability
is
about
1.1,
especially
as
we
implement
these
pay
plans
and
our
retirement
obligations
will
go
up,
so
we
do
factor
in
some
growth
in
those
expenses
to
make
sure
that
our
funded
status
remains
on
course
and
then.
G
Lastly,
the
path
to
expenditures-
that's
really
just
driven
primarily
by
our
hotel
collection
receipts
that
go
to
the
convention
center
downtown.
As
you're
all
aware,
tourism
has
been
bouncing
back
and
our
hospitality
industry
has
been
doing
really
well.
So
that's
just
a
reflective
increase
in
that
revenue
source.
G
This
is
the
I
will
say
the
one
page
of
the
entire
document.
I
spent
all
my
time
on
the
five-year
plan
the
budget
is
before
you
today
has
been
stress,
tested.
We
are
able
to
commit
to
all
of
these
things
through
the
five-year
plan.
We
are
not
in
the
business
of
doing
putting
stuff
in
one
year
and
hoping
for
the
best
in
the
out
years.
We
do
make
a
conservative
effort
to
do
this
and
the
revaluation
growth.
G
Yeah,
I
mean
repeat
it
again:
this
is
not
just
a
phenomenon.
That's
unique
to
us
is
happening
nationwide.
It's
just
it's
not
built
on
the
kind
of
subprime
crisis
that
we
had
in
the
last
time.
It's
just
a
mismatch
between
the
nexus
of
supply
and
demand,
but
as
the
market
kind
of
readjusts
itself,
we
do
see
that
going
back
and
following
national
trends
back
to
a
more
steady
state
pace
of
about
three
and
a
half
percent
local
sales
tax.
As
you
know,
the
last
couple
of
years
has
caught
everyone
by
surprise.
G
It's
been
it's
held
up,
pretty
strong,
it's
been
growing
at
quite
a
fast
clip,
but
again
that
is
another
one.
As
things
begin
to
normalize,
our
fargo
plan
assumes
that
that
comes
back
to
a
normal,
steady
state
of
growth,
not
at
an
accelerated
pace
and
then
personal
property
tax,
I'll
touch
on
that
and
kind
of
one
of
the
points
of
our
tax
relief
slides
again.
That
has
been
going
up
quite
significantly.
Over
the
last
year,
people
recently
just
received
their
assessments,
but
as
supply
chain
issues
begin
to
fix
themselves.
G
We
do
expect
that
to
begin
to
normalize
again-
and
I
brought
that
back
down
taking
a
five
percent
growth
year
over
year,
which
is
what
we've
typically
seen
in
the
past,
and
the
compensation
plans,
including
the
ones
from
last
year,
are
built
into
this
model
for
each
of
the
five
years
and
feeds
through
our
major
maintenance
and
capital.
Contributions
have
been
stepping
up
our
pace
on
those
and,
as
we
head
into
the
referendum,
really
made
a
concerted
effort
to
invest
in
those
areas
and
then
school
system
and
the
out
years.
F
You
have
a
transfer
of
17
million
annually.
We
want
to
also
relate
that
to
the
student
growth
as
well.
That's
why
I
asked
the
question
earlier
regarding
the
number
of
students
in
the
school
system,
and
I
noticed
the
exceptional
needs
that
were
mentioned,
but
I
still
believe
we
need
to
look
at
the
numbers
and
how
they
grow
relative
to
the
dollars,
because
we
want
to
think
about
that
in
terms
of
population
growth,
student
growth
and,
of
course,
the
dollar
growth
in
budgets
to
the
school
system.
So
thanks
for
that
comment
annually.
G
And
so
we
can
have,
as
I
say,
with
the
additional
funding
requests
made.
Some
really
targeted
investments
for
this
year's
budget
and
the
kind
of
coalesce
are
in
six
core
themes
and
emphasis
on
customer
service.
These
are
some
of
the
things
that
are
in
with
the
additional
funding
request,
the
first
one
being
the
taxpayer
portal
and
that
will
allow
to
build
digital
engagement
with
the
tax
pails
via
email
and
other
messaging
tools,
and
really
reducing
our
reliance
in
a
kind
of
traditional
methods,
including
mail,
so
saving
some
costs
there.
G
The
new
system
also
provides
the
platform
for
business
licenses
and
data
submission
and
exemption
applications
through
that
system
and
communications
and
media.
As
you
know,
we've
stepped
up
our
efforts
with
citizen
engagement
and
communication
that
two-way
dialogue
that
we'll
have,
including
with
the
budget
work
sessions
that
are
coming
over
the
next
couple
of
weeks.
G
But
you
know:
we've
had
the
podcast
and
behind
the
mic,
their
blogs
really
promoting
that,
so
that
citizens
can
keep
engaged
with
everything
that's
going
on
in
the
county,
so
this
budget
proposes
two
positions
for
communications
and
media
and
constituent
services.
You're,
aware
of
all
the
great
work
that
mr
spellman
has
been
doing,
we
are
proposing
this
budget
to
add
an
additional
position
for
that
to
really
step
up
our
efforts
in
those
areas
and
keep
the
engagement
with
our
delegation
and
representation
downtown
on
the
planning
department.
G
Second,
one
is
investment
in
support
services
this
month,
I'll
be
up
here
in
a
minute,
but
just
kind
of
dovetail
with
all
the
pay
plans
fiscal
year
23
budget
does
include
some
funding
for
an
internship
program.
You
know
we
like
people
to
come
here
and
we
like
them
to
stay
here
and
also
to
develop
that
new
pipeline
of
employees
moving
forward.
So
we
do
have
about
forty
four
thousand
dollars
in
there
that
will
be
spread
across
departments.
G
Yes,
I
do,
I
don't
have
the
data
right
at
hand,
but
I
know
if
they'll
bring
a
lot
of
services
in-house
that
reduces
our
costs
if
our
employees
go
elsewhere
outside
of
the
employee
medical
center.
So
just
from
a
kind
of
cost
savings
benefit
analysis,
then.
Yes,
I
do
see
that
being
a
sustainable
position,
I'm
in
in
our
ist
department
I'm
desktop
support
position.
G
G
That's
just
really
a
complement
to
all
those
endeavors
that
they're
making
right
now
again.
Another
service
that's
going
to
benefit
both
the
county
and
the
schools
and
public
safety
and
chief
centers
here
he'll
be
up
in
a
few
minutes
to
talk
about
fire
and
ems
in
particular,
but
some
of
the
areas
that
we've
continued
to
invest
in
public
safety
community
corrections.
I
saw
mr
hughes
here
earlier.
We
are
proposing
two
additional
positions
for
him:
operation
officer
and
technician,
to
respond
to
the
growing
workloads
in
the
department
and
for
some
context.
G
During
fiscal
year
21
the
department
received
over
4
000
supervision
placements.
They
have
a
heavy
work
laws
that
this
budget
will
hopefully
begin
to
address
emergency
communications
technology,
maintenance
that
will
begin
in
fiscal
year
24,
but
that's
related
to
the
cad
system.
It
costs
approximately
just
under
a
million
dollars
fire.
As
I
say
it's
about
1.4
chief
central
speak
to
those,
but
in
the
police
department
they've
had
some
temporary
authorized
possessions
over
the
last
few
years.
G
We
are
proposing
to
make
those
permanent
over
a
wide
variety
of
areas
and
they
have
a
fingerprint
system
upgrade,
and
then
they
have
the
police
service
aid
expansion.
It
currently,
I
believe,
in
19
positions.
We
will
increase
that
by
three
positions.
Each
year
again,
coming
back
to
that
recruitment
pipeline
that
we've
talked
about
with
the
internship
program
on
the
county
side,
then
sheriff
he
will
be
receiving
one
full-time,
one:
part-time
want
specialist
for
record
rooms,
operation.
G
Someone
actually
took
a
tour
of
the
jail
last
year
and
he
took
us
into
that
room
and
I
couldn't
believe
when
you
walked
in
just
four
to
season
with
papers
and
warrants,
and
so
that's
a
definite
need
for
that
agency.
So
we
are
including
that
in
this
proposed
budget,
there's
a
workforce
deputy
that
will
supervise
inmate
work,
crews
around
the
county,
the
jail
nurse
practitioner
is
included
in
the
budget.
G
That
will
help
to
provide
the
medical
corrector
with
support
for
day-to-day
facilities
and
just
for
some
statistics
behind
that
one
and
they
have
conducted
over
6
000
evaluations
over
870
mental
health
referrals
in
screenings
annually.
Over
10
800
sick
call,
visits
annually
and
over
8
400
prescriptions
filled
and
tracked
annually
in
the
jail.
G
Enhancing
quality
of
life,
a
lot
of
these
have
been
built
into
the
budget
that
we
adopted
last
year,
but
they
are
continuing
on
coming
back
to
that
five-year
plan.
We
had
built
them
in
that
plan
last
year.
This
is
the
second
part
of
that
implementation
and
parks
and
rec
there's
been
heavy
investment
over
there
in
the
last
few
years,
but
this
will
be
the
second
phase
of
the
athletic
field.
Crew
and
equipment,
replacement,
funding,
they'll
be
receiving
an
additional
three
positions
in
fiscal
23
and
another
three
in
fiscal
24.
G
library
materials,
especially
with
the
popular
materials,
are
on
hold.
We
are
including
75
000
per
year
to
bring
that
whole
cue
down
so
that
people
can
access
the
more
popular
books
in
the
system
and
then
the
continued
conversion
of
our
part
time
to
full
time.
As
you
recall,
when
we
started
this
endeavor,
it
was
kind
of
a
two-to-one
ratio
of
part-time
to
full-time
staff
over
the
course
of
those
five
years.
G
That
will
reverse
that
and
we'll
get
them
an
additional
36
positions
over
the
five-year
plan
to
address
that
issue
and
then
for
the
snap
and
social
services
that
will
enhance
training
and
improve
employment
and
self-sufficiency
for
our
program
recipients-
and
this
is
just
the
county
march
at
27.
000
and
the
state
will
cover
the
rest
of
that
increase
and
then
child
advocacy
centre
will
receive
one
full-time
mental
health,
outpatient
clinician
and
to
provide
direct
access
for
treatment
and
services
of
children
and
families
who've
experienced
trauma
and
strengthening
our
infrastructure
and
facilities.
In
this
budget.
G
G
D
The
on
the
grtc
piece
has
a
cvta
begun
funding,
those
sorts
of
expenditures,
because
I
think
that's
certainly
something
that
we
expected.
I
want
to
speak
too
broadly
here
for
the
board,
but
I
think
that's
something
we
expected
to
happen.
That's
at
some
juncture.
I
just
want
to
try
to
get
an
understanding
of
where
we
are
on
that.
B
If
you
will
of
the
three
localities
that
hopefully
will
be
at
the
table,
come
you
know,
mid
april
will
be
again
that
that
that
link,
if
you
will
to
cvta
of
the
three
localities,
which
again
are
in
essence
primarily
consuming
all
of
the
applicable
cvta
revenues
right
now.
Having
said
that,
the
cvta
is
non-localities
and
again
to
grtc's
credit
they're,
doing
a
microtransit
analysis
that
they're
going
to
report
back
up
to
cvta.
B
I
think
that
again,
at
the
end
of
the
day,
if
the
demands
and
volumes
of
these,
these
pilot
studies
are
worthy
and
can
compete
with
again
the
overall
grt
system
for
its
goals.
Then
then,
that's
part
of
a
gr,
a
new
grt
type
analysis
that
needs
to
be
done
with
again
the
cvta's
wisdom
involved.
So
that
is
I'm
speaking
in
the
future
tense.
D
H
They
were
able
to
do
that
because
of
the
covert
dollars
that
they
had
that's
the
way
that
budget
process
works,
but
nevertheless
there
is
a
difference
in
that
funding
outside
of
the
money
that
richmond
gives
them
the
henrico
gives,
and
that
we
are
actually
already
give
them
that
could
be
utilized
for
these
type
of
things,
and
certainly,
as
we
discussions
move
forward
and
results
come
back.
Then
these
are
the
type
of
questions
that
will
be
bringing
you
forward
and
hopefully
getting
funded.
G
Then,
on
the
referendum
mr
harris
presented
to
you
a
couple
weeks
ago
about
this,
but
just
to
touch
on
it
really
quickly.
Is
you
know
where
the
540
million
referendum
165
million
dollars
for
us,
and
we
were
able
to
program
that,
in
from
a
debt
service
perspective
from
seven
years
to
five,
that
doesn't
mean
all
five?
G
We've
started
to
kind
of
tick
upwards,
but
we
are
still
below
that
average
post
recession
that
we
had
in
2008
2009
and
the
skill
side
that
had
this.
I
had
just
seen
this
for
the
first
time
a
few
minutes
ago.
So
this
is
just
our
interpretation
of
this.
We
look
at
this.
It's
a
metric
we've
done
for
years
on
our
side,
inflation
adjusted.
G
We
did
this
for
our
schools
side.
You
can
see
that
drop
off
from
about
40
400
per
student
in
fiscal
year,
29
again
not
back
to
where
it
was
in
the
post,
recession
average,
but
it
is
pretty
close,
but
we
have,
you
know,
certainly
done
our
first
year
of
that
of
funding
that
in
the
last
few
years.
Thank
you.
E
What
does
that
you
know,
while
you're
getting
the
same
federal
and
state
dollars,
counting
that
student
in
a
seat
you're
not
providing
a
building
you're,
not
providing
the
same
overhead?
What
do
those
costs
look
like?
How
does
that
affect
the
bottom
line
of
delivery
of
education,
as
well
as
the
opportunities
to
engage
in
partnerships
throughout
justice
exist
with
what
will
now
be?
I
guess
brightpoint.
Am
I
saying
that
right
now,
brightpoint?
E
I
have
to
get
used
to
that
and
other
models
that
are
going
to
possibly
so
so,
there's
a
challenge
there
as
to
why
we're
looking
strictly
at
costs
and
spending
per
student,
the
ability
of
those
monies
to
be
spent
in
unique
ways
and
be
spent
on
differential
platforms
to
provide
even
more
opportunities
for
education,
and
I
think
that
that's
a
message
that
we've
been
trying
to
send
in
liaison-
and
mr
engel
can
correct
me
if
I'm
wrong
on
that
or
add
to
that.
But
that's
the
message
we've
been
trying
to
send.
E
Is
it's
not
just
anymore?
You
know
to
mr
holland's
comment.
Looking
at
what
the
growth
number
is
in
students,
you
know
what
is
that
number
and
then
how
many
of
those
students
projected
will
be
truly
just
virtual
learners
and
and
what
those
what
it
costs
to
educate
a
virtual
learner
versus
educating
a
student
in
the
classroom.
E
So
I
think
there's
this
is
very
interesting,
but
I
think
that
we
may
have
to
start
asking
questions
differently
as
we
assess
that
data
and
assess
how
those
monies
get
spent
and
that's
a
challenge
to
our
colleagues
on
the
school
side
too.
As
to
their
when
their
presentations
come
to
us
about
needs
and
spending,
mr
holland,
yep.
F
Thank
you,
mr
chair,
along
that
line
I
concur
fully
and
that
what
we
see
here
is-
and
you
help
me
to
articulate
it-
is
that
we
see
an
increase
in
funding
inflation
adjusted
to
our
school
system
per
student.
So
we
are
not
defunding
or
less
funding,
less
we're,
actually
funding
more
each
year,
our
school
system
due
to
growth,
as
well
as
due
to
increased
spending
and,
of
course,
one
question.
I've
failed
to
ask
of
our
school
officials
that
you
all
should
get
from
me
is
of
that
gap,
8.5
million
dollars.
F
F
We
won't
be
aware
of
that,
and
I
did
see
a
comment
on
capped
and
I
want
to
be
very
careful
that
we
are
looking
at
funding
that
is
sustainable
beyond
this
year
and
next
year,
because
that's
a
fixed
cost
that
is
incurred,
which
has
other
ramifications
relative
to
fica
taxes,
as
well
as
other
taxes
that
we
match.
So
there
are
additional
costs
associated
with
that
as
well.
So
I
think
that's
important
to
note,
but
thanks
for
sharing
the
per
pupil
spending
inflation
adjusted
and
why
we're
talking
about
schools
and
other
things.
F
I
think
that
a
virtual
versus
non-virtue
is
very
important
because
we're
talking
about
school
overcrowding.
I
know
I
saw
three
schools
last
night
that
I
looked
at
that
were
overcrowded
cosmic
being
the
biggest
and
then,
of
course,
two
others.
You
know
we
need.
We
need
to
know
what
plans
are
in
place
to
alleviate
the
overcrowding.
I
think
that's
so
very
important
for
us
to
look
at
as
we
consider
spending
and
where
we're
spending
the
dollars,
but
we
have
to
be
able
to
sustain
those
fixed
costs
as
we
go
down
the
road.
Thank.
I
You,
mr
just
a
quick
note
on
this
chart,
that's
on
the
screen
now,
so
this
is
just
the
local
component,
the
the
school
materials
that
were
presented.
You
know
we'll
we'll
get
those
and
and
take
a
look
at
them
and
and
try
to
standardize
them
a
little
bit.
But
this
this
is
a
chart.
I
think
to
ms
haley's
point
from
previous
meeting.
We've
used
this
for
10
years,
and
this
is
just
looking
at
the
local
decisions
which
would
be
you
know
very
similar
to
what
you
saw
on
the
county
side.
I
So
you
see
a
nice
upward
trajectory
here.
Those
were
a
little
more
flat,
but
I
think
that's
probably
a
little
bit
more
reflective
of
the
fact
that
state
funding
has
been
static,
whereas
we
have
been
on
at
least
on
a
per
student
basis
are
really
ramping
up,
especially
the
last
four
budgets.
If
you
look
at
the
the
shape
of
that
line,
it's
almost
a
45
degree
angle.
So.
H
H
My
question
is:
did
stratas
take
into
consideration
the
fact
that
we
have
several
private
schools
that
are
going
to
be
opening
in
chesterfield?
And
I
know
one
of
them
is
a
1200
student
school
with
at
least
100
students
for
each
age
group.
So
was
that
part
of
the
calculation
that
stratus
looked
at
in
estimating
the
increase.
I
Mr
carol,
no
sir,
I
mean
the
way
that
the
model
is
built
just
from
a
mathematical
perspective,
it's
taking
historical
trends
and
looking
for
patterns
and
then
sort
of
extrapolating
out.
So
you
know
it
doesn't
have
anything
to
learn
from
from
previous.
You
know
if
we
had
a
period
where
it
dropped
in
some
private
schools,
we
could
have
built
that
in
that
would
be
incorporating
the
model
as
it
sort
of
rolls
on
and
learns
what
happens
in
that
particular
instance,
but
yeah.
That
would
be
something
that
we
can
make
a
after.
I
D
J
I
J
I'm
saying
that
schools
in
the
state
when
they
compare,
they
don't
compare
debt
services,
so
if
they
have
two
or
three
schools
in
the
county,
their
debt
service
is
significantly
lower
than
debt
service
on
60
plus
schools
in
the
county
that
doesn't
go
into
that
equation.
But
when
we
figure
out
what
we
have
to
spend,
we
have
to
count
our
rent,
our
mortgage
in
our
totals.
J
I
Sir,
I
think
the
their
assistant's
budget
advisory
committee,
in
particular
posted
some
materials
that
did
not
have
debt
service
layered
in
there
it's
unfortunate,
but
it's
particularly
detrimental
to
a
locality
like
chessville.
That's
growing,
to
strip
out
that
service
because
we
are
having
to
you
know,
invest
in
capacity
and
in
renewal
the
last
several
years,
so
all
of
that
has
been
pulled
out
of
those
particular
set
of
charts
that
were
shared
earlier
in
the
process.
Yes,
sir,.
D
I
Kids,
so
they
can
learn,
I
think
it's
you
know
my
interpretation's
always
been
fairly
state
driven,
doe
kind
of
sets
up.
You
know
that
model,
if
you
will-
and
I
think
they
try
to
look
at
more
instructional
based
activities-
is
all
I
could
tell
you.
I
mean
they
put
all
of
the
information
in
the
spreadsheets
that
are
out
there
for
some
reason
they
just
strip
it
out
and
kind
of
you
know,
kick
it
out
to
the
side
of
the
analysis,
which
is
you
know
odd,.
B
I
think
we
may
start
with
this
slide
next
year,
but
having
said
that,
a
couple
of
things
in
fairness
to
the
schools,
I
think
in
which
you
saw
earlier-
and
I
think,
miss
cooker
answered
it-
is
that
they
did
try
to
include
debt
service
in
that
particular
slot.
So,
while
it
may
not
have
been
included
in
the
past
and
again
fairness
to
schools,
they
have
many
people
they
report
to.
So
for
the
state
reporting
systems.
It
is
not
in
there,
but
I
will
say
and
that's
where
it
makes
comparison
so
hard.
B
So
to
us
the
trend,
analysis
of
what
chesterfield
has
done.
What
you
have
done
to
invest
in
the
schools
is
the
best
comparison
of
apple's
apples.
Once
we
compare
ourselves
to
somebody
else-
and
I
can
speak
in
the
first
person-
it's
all
different,
numerators
and
denominators,
because
even
the
student
population
can
be
different.
Sometimes
pre-k
students
are
included
in
it,
sometimes
not
sometimes
other
students
who
might
be
in
transition
or
students
at
the
beginning
of
the
year
included,
but
not
students
at
the
end
of
the
year.
So
there's
a
lot
of
dynamics
into
that.
B
I
will
say
again:
mrs
coker
recognized
that
again
the
schools
have
faced
a
lot
of
challenges
over
the
last
10
plus
years
and
in
the
tops
of
populations
that
they've
had
to
deal
with
again.
Those
those
challenges
of
that
population
are
challenges
too.
So
you
know
the
the
per
capita
spending
inflation-adjusted
chart
that
you
see
for
the
county
is
also
a
fairly
stacked
line,
comparison
to
where
we
were
15
20
years
ago
and
as
the
boardwells
knows,
and
we
had
a
very
good
discussion
just
earlier
today.
B
B
So
I
will
say
for
the
school
sake,
we
are
trying
to
have
a
uniform
way
in
which
to
present
the
information
in
our
budget
documents.
Again,
the
challenge
is
those
that
take
that
information
from
state
statistics
create
this
apples
to
oranges
comparison.
I
don't
think
we
try
and
do
that
deliberately
and
in
fairness
I
in
some
respects
some
of
the
school
leadership
does
not,
but
it
doesn't
mean
other
people
do
not
do
that.
D
D
E
I
think
that
that
you
know
quite
candidly,
the
talent
pool
that
we're
pulling
from
the
talent
of
the
folks
that
we're
pulling
from
is
absolutely
equitable
and
that
we
should
be
talking
about
salary
and
compensation
benefits
for
12-month
employees
at
that
level
that
are
fairly
equitable.
Last
thing
any
of
us
want
to
see
is
somebody
that's
competing
between
a
school's
job
or
a
county
job
or
leaving
counties
to
go
to
schools
because
of
a
pay
disparity
issue
that
exists
and
also
that
we're
collaboratively
looking
for
the
strength
of
those
positions.
D
G
G
You
know
the
transfer
to
the
skills
that
line
item
and
that
increase
per
year,
but
we
have
done
some
unconventional
things
in
the
past
that
provide
support
to
the
school
system
outside
of
the
annual
budget
process
and
you'll
see
that
list
before
you
right
here
in
the
operating
fund
fiscal
year
21,
you
know,
when
code
would
hit,
we
actually
had
a
year-over-year
increase
for
the
schools.
Despite
us,
cutting
our
overall
budget
by
over
50
million
dollars,
and
last
year's
increase,
18
million
dollars
was
largest
on
record
again
effective
with
that
srp
savings.
G
D
And
so
you
know
it's
easy
to
just
say:
58
million
dollars
and
go
to
the
next
bullet
point,
but
these
are
15
not
for
me,
but
these
are
monies
that
have
been
well
spent
and
positioned
in
places
to
add
security
to
our
school
division
and-
and
I
know
that's
important
not
only
for
folks
who
work
there,
but
also
our
kids,
who
go
to
school
there.
So
that's
why
I
point
that
out.
Mr
carroll.
H
Not
just
not
just
that,
but
it's
also
the
health
issues
that
were
addressed
in
some
of
the
hvac
units
that
had
occurred
previously,
where
there
was
issues
and
we
knew
that
they
needed
to
get
these
type
of
things
fixed
and
upgraded
so
that
we
could
get
the
kids
back
into
schools
safely.
So
they
would
be
in
a
good,
safe
environment
and
some
of
that
money
was
actually
bonds
that
we
reissued
debt
from
in
order
to
make
sure
that
they
had
the
money
to
do
it.
H
G
As
I
said,
we
closed
on
the
vpsa
bonds
last
month
for
medical
acceleration
and
we've
been
able
to
find
some
extra
referendum
capacity
for
the
upcoming
referendum
this
year
and
on
the
cip.
We
do
have
some
shared
projects
that
we
are
solely
funding
on
the
county
side
and
not
asking
for
funding
from
schools
that
erp
system
12
million
dollars
over
the
next
few
years,
eight
million
dollars
for
the
joint
warehouse
and
even
some
of
the
land
purchases
we've
made
in
the
last
year
with
spring
rock
green
and
upper
magnolia
sites
for
potential
schools.
G
We
have
not
asked
for
any
funding
on
that.
Even
then
to
how
we
calculate
is
not
on
the
side,
but
our
unassigned
fund
balance.
It
does
take
into
account
our
transfer
to
schools.
We
slowly
fund
that
as
one
of
the
items
that
regularly
appeals
on
our
year
end,
which
will
it
will
again
again
that's
something
that
we
take
care
of
on
our
side
entirely.
G
F
Mr
chair,
one
comment
on
this:
27
million
srp.
It's
my
understanding
that
this
fully
funds.
That
program
is
that
correct?
Yes,
because
I
know
years
ago
we
were
contemplating,
should
we
keep
a
program
such
as
this
as
my
understanding
of
one
of
our
localities
powhatan,
they
did,
or
one
locality
shouldn't
say,
which
decided
to
discard
their
program,
and
so
we
we
decided
to
fund
it
and
to
to
save
it
for
the
benefit
of
our
teachers,
our
school
division,
primarily
so
it
is
fully
funded
at
this
point.
Yes,
thank
you
for
confirming
it.
H
Well,
just
to
comment
on
that.
I
think
it's
also
important
for
the
public
to
know
that,
although
the
program
is
fully
funded,
it
eventually
will
phase
out
correctly.
Yes,
so
as
the
people
who
are
eligible
to
participate
in
the
program
phase
through
the
program,
then
eventually
this
program
will
go
away.
Yes,
the
money
will
be
there
to
fund
it,
but
it's
with
no
new
employees
are
going
into
this.
I
think
it's
an
important
factor
for
the
public
to
know.
D
G
G
I'd
say
this
is
the
most
important
slide
of
the
entire
presentation
not
to
make
it
to
find
a
point
on
it,
but
our
broad
tax
relief
program.
You
know
the
actions
you
took
a
couple
months
ago
to
set
the
maximum
tax
rate
at
93
cents.
We
were
able
to
accommodate
an
extra
cent
reduction
in
this
proposed
budget
for
you,
personal
property
tax
relief
thresholds.
G
I
said
this
numerous
times
increased
from
a
thousand
to
fifteen
hundred
first
adjustment
since
1998,
and
one
of
the
things
that
we
are
instituting
this
year
in
recognition
of
increased
assessments
is
adjusting
our
personal
property
tax
relief
act
threshold
as
you'll
recall,
that's
a
kind
of
block
that
we
get
from
the
state
every
year
to
put
against
people's
personal
property
tax
bills.
That
has
been
on
a
downward
trend
of
the
last
few
years.
G
With
the
current
projections
that
I'll
go
into
in
the
next
couple
of
slides,
we
are
able
to
increase
that
percent
to
grant
extra
relief
for
everybody's
personal
property
tax
bills
this
year.
That
is
a
cost
of
approximately
15
million
dollars
that
we
were
able
to
put
in
with
fiscal
year.
22's
budget,
our
elderly
and
disabled
tax
relief-
that
was
the
first
adjustment
we've
made
in
over
a
decade
to
all
brackets,
to
accommodate
the
social
security
increase
and
then
for
businesses.
The
people
increasing
the
threshold
from
300
to
400.
G
Two
thousand
businesses
are
now
exempt
from
paying
that
tax,
and
then
the
additional
two
thousand
plus
businesses
will
see
an
average
of
two
thousand
dollars:
savings
from
that
hundred
thousand
dollar
increase
in
the
threshold
and
then
finally,
the
vehicle
registration
fee
and
was
decreasing
from
forty
dollars
to
twenty
dollars.
That
is
a
bit
equivalent
of
another
one
and
a
half
cents
on
the
rate.
G
All
of
that
is
going
to
road
improvements
in
the
cip
that
will
no
longer
be
housed
in
the
general
fund
will
be
a
straight
transfer
and
all
in
all,
between
all
of
these
programs,
we've
calculated
that
that
will
be
a
total
average
really
for
about
300
per
household.
With
all
of
these
tax
tax
relief
program
implementations,
this
year's
budget.
G
D
E
I
Yeah,
mr
that's
a
good
question,
so
I
think
the
commissioner
certainly
does
a
good
job
of
pushing
that
out,
but
I
think
you
know
once
we
get
through
the
budget
process.
You
know
we'll
push
that
out
again
the
advantage
here,
though,
to
really
cut
to
the
core
of
your
question.
You
guys
did
this
in
december,
so
all
of
the
marketing
materials
and
all
of
the
application
process
thus
far
has
been
on
that
new
rulebook.
I
So
I
think
we
really
have
gotten
a
you
know
a
three
month
head
start
from
where
we
normally
are,
whereas
you
guys
are
sometimes
considering
amendments
at
this
point
and
then
we're
having
to
backtrack.
We
have
been
able
to
blast
that
out
again.
We
will
push
it
again.
You
know
now
that
we're
in
the
budget
process,
but
I
think
doing
it
in
december,
maybe
as
a
new
business
model
moving
forward,
really
allows
everybody
to
pick
up
on
that
news
much
earlier
and
that's
been
a
great
process,
improvement.
B
I
could
also
add
to
that
through
senior
connections
and
triad
I
mean
there's
a
lot
of
other
entities
that
do
outreach,
programs
and
informational
campaigns
to
the
elderly
and
disabled.
So
we
also
utilize
those
same
portals.
Citizen
information
and
resources
again
has
a
dedicated
program
to
being
attentive
to
the
seniors
in
chesterfield
county,
and
so
you
know,
through
all
those
means
and
manners
we
we
will
do
our
best
to
promote
out.
B
I
think
you
as
a
board
and
if
I'm
not
mistaken,
even
by
the
an
ordinance
you
created,
we're
not
making
them
go
through
a
laborious
exercise
and
filing
every
year.
So
once
you
file
and
make
your
attestation,
I
think
your
documents
again
once
you
turn
65
in
essence,
you
are
over
65
thereafter,
you
know
we're
making
it
easy.
B
F
Thank
you,
dr
kasich.
That's
an
excellent
point,
mr
chair,
and
I
want
to
really
compliment
the
move
this
year
on
the
vehicle
registration
fee
being
decreased
because
it
complements
item
two,
which
is
an
increase
in
vehicle
value
from
one
thousand
to
fifteen
hundred.
I
know
I
have
constituents
who
really
will
appreciate
that
in
the
dale
district.
Thank
you.
G
G
With
that
said,
we
do
have
a
conservative
posture.
When
we
develop
these
budgets,
we
do
retain
some
flexibility
within
them.
We
have
made
some
sizable
increases
in
our
pay
goal,
including
to
their
new
district
enhancement,
program
and
seed
money
for
referendum
projects
to
speed
those
up,
and
we
do
have
a
merit
adjustment
in
february
of
fiscal
year,
23
in
this
budget
as
well,
and
then
our
long-term
liabilities
to
go
back
to
that
kind
of
tree
side
at
the
beginning.
G
We
make
sure
we
have
adequate
resources
in
there
to
fund
those,
and
they
are
above
our
policy
requirements
and
then
again
with
all
the
actions
that
the
state
especially
have
not
been
settled.
We
take
a
conservative
approach
on
those
in
our
interest
rate
assumptions.
So,
if
anything
we're
talking
of
the
economic
landscape,
landscapes
are
able
to
change.
We
do
have
some
flexibility
in
this
budget
to
adjust
to
that.
G
I've
talked
about
the
additional
funding
requests,
but
one
of
the
things
that
we
don't
really
talk
about
every
year
that
we're
starting
to
know
is
that
we
do
have
many
unfunded
requests
and
for
the
first
time
in
the
document
you
will
see
those
all
published
and
what
department,
what
they're
for
and
the
amounts
that
had
been
requested,
that
came
to
about
11.1
million
dollars,
I'm
including
81
positions.
I
believe
it
was
north
of
about
140
requests
that
went
unfunded
again.
G
To
reiterate,
that's
not
to
say
that
they're
not
needed,
we
just
couldn't
accommodate
it
within
this
budget,
with
all
the
competing
pressures
that
we
faced.
I
won't
walk
through
every
one
of
these,
but
you
can
see
the
range
from
parks
and
rec
to
I.t
to
our
sheriff
department
and
then
on
the
capital
side.
It's
just
under
a
quarter
of
a
billion
dollars
of
requests
that
we
are
unable
to
fund,
including
some
more
vehicles
for
police
park
sites
and
some
additional
fire
stations,
and
then
we
publish
this
every
year.
D
E
G
Okay,
even
though
I'm
standing
before
you
today
to
talk
about
the
proposed
fiscal
year,
23
budget
as
you're
aware,
budgeting
is
a
year-round
exercise.
We
are
still
in
fiscal
year
22..
We
do
keep
an
eye
on
that
throughout
the
year
and
it
does
inform
our
forecast
for
fiscal
year
23,
as
well
as
the
five-year
plan
horizon.
G
We
have
all
been
working
in
these
last
few
weeks.
We
are
preliminary
projecting
a
surplus
about
plus
five
plus
or
minus
five
percent
really
attributable
to
you
know
the
dual
compact
of
real
estate
and
personal
property
tax
collections,
some
of
the
year-end
actions
under
consideration
to
get
back
to
that
personal
property
tax
relief
by
implementing
that
in
fiscal
year,
22
that
will
cost
about
15
million
dollars
that
we
are
able
to
accommodate
in
fiscal
year
22..
G
We
do
have
auto
reserves
that
we
have
to
pay
into
every
single
year.
That
would
be
the
first
step
of
any
surplus
that
would
be
left.
The
public
safety
pay
plan
contribution
to
ensure
that
that
funded
status
remains.
That
would
be
the
second
drop
of
any
year
in
surplus
on
a
side
fund,
balanced
contribution.
We
have
to
remain
in
compliance
with
that
eight
percent
level.
As
the
budget
grows
that
number
grows.
G
We
have
to
keep
funding
that
to
ensure
that
we
remain
in
compliance
any
kind
of
a
long-term
liabilities,
our
opeb
and
our
srp
contributions
with
the
pay
study,
implementations
that
could
be
coming
up
to
make
sure
that
those
programs
are
still
on
a
certain
footing.
We
would
make
a
one-time
infusion
into
those
plans
to
make
sure
the
funded
statuses
remain
at
the
levels
that
they're
currently
at
and
speaking
of
long-term
liabilities.
G
Just
on
the
left,
you
can
see
the
opeb
liability
from
2017
through
the
end
of
fiscal
year
21
and
we've
seen
gains
over
the
last
five
years
more
than
doubling
the
funded
percentage
in
that
time,
and
that
we
also
knew
going
into
the
public
safety
paper
on
implementation
that
the
supplemental
retirement
program
for
the
county.
We
need
some
catch
up.
G
It
pretty
much
touches
every
single
division
in
the
organization
from
I.t
to
police
and
waste
and
resource,
and
we
work
with
the
departments
as
best
as
we
can
just
to
see
if
we
can
accommodate
those
increases
within
their
existing
resources
with
inflation.
The
way
it
is
right
now
and
we've
got
no
choice
but
to
fund
these
within
the
fiscal
year,
23
appropriations
and
so
a
big
chunk
of
those
additional
funding
requests,
I
say,
are
put
towards
those
contracts
to
make
sure
that
our
service
levels
remain
at
the
levels
that
our
citizens
expect.
K
K
Something
of
note
due
to
the
procurement
efforts
through
the
procurement
competitive
procurement
process,
as
well
as
negotiation
by
our
buyers.
We
were
able
to
have
a
cost
savings
or
cost
avoidance
of
22.7
million
dollars.
Last
fiscal
year
highlighting
our
diversity
spend.
We
had
a
record
increase
in
our
chesterfield,
spend
with
chesterfield
businesses
increase
of
53
last
fiscal
year.
I'll
highlight
the
emergencies
because,
certainly
we
are,
in
you
know,
a
different
environment
right
now
and
129
emergency
purchases
that
consisted
of
8.5
million
dollars
just
for
historical
information.
K
We
are
averaging
the
five
years
prior
to
the
pandemic,
about
26
emergencies,
so
you
can
see
the
dramatic
increase
as
well
as
workload
increase
that
that
had
for
our
office.
I'll
also
mention
that,
in
addition
to
the
pandemic,
we
had
the
flood
at
the
addison
evans
water
treatment
plant
that
also
accounted
for
some
of
those
emergencies.
K
I
would
like
to
highlight
a
little
bit
of
the
challenges
that
we
faced
during
the
pandemic.
Certainly
you
as
a
consumer
can
certainly
understand
some
of
those
constraints
that
we
were
dealing
with.
I'm
sure
you
ran
out
to
try
to
find
toilet
paper
at
some
point
and
you
know
had
to
to
deal
with.
You
know,
repairs
personally
or
pain
at
the
gas
pump.
Well,
certainly
that
was
no
different
for
here
for
us
here
at
the
county
scarcity
of
supplies
we
had
inflation,
as
mr
durkin
has
spoke
on.
K
What
I'd
like
to
highlight
is
the
procurement
response
to
the
pandemic.
During
the
pandemic,
we
were
able
to
pivot
very
quickly
to
a
virtual
environment
and
we
were
able
to
have
no
delays
or
disruption
of
service.
During
that
time,
we
were
able
to
collaborate
with
the
supplier
base
to
have
no
disruption
in
the
needed
supplies
that
we
needed
at
the
county
or
schools.
We
had
staff
working
around
the
clock
to
purchase
ppe
that
was
needed
and
to
supplement
labor
shortages
that
we
had
here
at
the
county.
K
We
had
some
restructuring
of
the
department
during
that
period
of
time
and
created
an
operations
division
which
was
which
allowed
us
to
really
leverage
technology.
As
we
pivoted
to
a
virtual
work
environment,
we
were
looking
at
ways
to
create
efficiencies
and
I'll
highlight
the
hard
work
of
our
team
awarded
us
a
neco
award
in
20
and
21.
During
this
time,
we
had
peers
across
the
state
looking
to
us
to
to
figure
out
how
we
were
operating
in
this
environment
and
navigating
those
challenges.
K
K
So
some
examples
of
some
of
those
contracts
that
have
been
impacted,
we've
seen
delivery
delays
for
our
chemicals
for
our
wastewater
treatment
plants.
We've
had
nursing
shortages
at
the
jail
facility,
as
well
as
some
of
our
supplemental
departments
that
utilize
nursing
and
schools
as
well.
We've
seen
significantly
longer
lead
times
on
hvac
parts
and
then
we've
had
some
drug
testing
challenges
and
being
able
to
have
those
services
delivered
during
the
current
covid
environment.
K
We
have
628
contracts
that
we
maintain
on
average
year
to
year
and
we
tie
those
term
renewals
to
the
consumer
price
or
producer
price
index
as
appropriate
for
the
individual,
good
or
service,
and
that
helps
us
control.
Some
of
those
costs,
but,
as
you
have
heard
from
budget
in
a
previous
presentation,
cpi
is
at
a
record
high
of
seven
and
a
half
percent
over
the
previous
12
months,
and
ppi
is
at
a
9.7
percent
increase.
So
certainly
that
is
a
challenge
for
us.
K
Some
of
the
current
challenges
that
we
continue
to
face
is
you
know:
inflation
in
the
cost
of
various
projects.
I've
highlighted
a
few
that
we've
recently
encountered
roofing.
We
have
material
shortages
in
that
environment
and
you
can
see
the
budgetary
estimate
from
our
engineers
that
were
involved
in
that
project
and
what
the
actual
low
bid.
I
won't
read
each
of
these,
but
you
can
just
see
the
numbers
of
what
we
estimated
and
what
we
actually
paid
based
on
the
low
bid.
K
We've
had
challenges
in
vendors,
having
labor
to
be
able
to
fulfill
their
contractual
duties
on
time
which
have
extended
the
project,
completion,
which
certainly
impacts
us
having
to
administer
those
contracts.
It
affects
the
end
users,
who
are
then
having
staff
to
manage
those
projects
for
an
extended
period
of
time.
I
highlighted
a
an
hvac
project
for
comparison.
Certainly,
there
are
it's
very
difficult
to
find
exactly
like
projects
to
compare,
but
these
are
comparable
in
size
and
scope
and
you
can
see
what
we
paid
in
2019
versus
2021..
K
I
want
to
end
on
a
positive
note.
How
are
we
responding?
Certainly,
we
have
there's
a
lot
of
uncertainty
in
this
area,
but
what
we
are
doing
is
continuing
to
improve
our
relationship
with
our
supplier
base.
They
were
instrumental
in
navigating
through
the
pandemic,
having
those
supplier
relationships
and
being
able
to
procure
those
hard
to
source
goods
and
services,
and
we
want
to
increase
our
collaboration
with
them
and
think
outside
of
the
box
on
ways
to
overcome
some
of
those
challenge
challenges.
K
We
want
to
increase
our
internal
collaboration.
Mr
durkin,
and
I
have
had
extensive
conversations
on
the
contractual
requirements.
What
cpi
and
ppi
indexes
are
in
specific
contracts?
How
that
affects
the
budget
when
we
have
escalation
clauses
for
volatile
commodities,
and
certainly
we'll
have
more
increased
discussion
on
that
in
the
future.
K
D
D
K
It's
very
hard
to
stay
right
now,
we're
hoping
that
it
will
level
out.
I
think
procurement,
as
we
once
knew
it
has,
has
gone
by
the
wayside.
We
are
having
to
think
proactively
be
more
strategic.
That's
certainly
my
plan
is
to
have
a
more
strategic.
That's
why
I
appreciate
being
involved
in
the
conversation
today,
a
strategic
partner
in
the
organization
and
and
how
we
are
creative
in
balancing
and
making
sure
the
budget
is,
is,
is
adhered
to
and
and
thinking
creatively
to
solve
these
challenges.
F
Mr
chair,
yes,
mrs
first
of
all,
thank
you
for
being
here,
you're
right,
it's
nice
to
have
purchase
income
forth
and
share,
and
I
particularly
appreciate
increased
supply
diversity
and
that
helps
with
competition
with
the
lower
prices
and
also
of
quality.
So
we
appreciate
your
working
in
that
area
and
I
hope
all
is
going
well
in
your
department
in
terms
of
staffing
in
terms
of
employee
morale,
I
hope
all
things
are
well.
H
K
K
J
L
Good
afternoon
mr
chair
members
of
the
board,
dr
casey,
to
assist
in
our
recruitment
and
retention
efforts,
the
county
conducted
three
pace
studies.
As
you
know,
the
two
were
finalized
last
year
for
our
public
safety,
as
well
as
our
teacher
pay
study
and
that
teacher
pay
study
included
some
other
school-based
positions.
So
the
third
and
final
study
is
for
our
county
employees
and
schools,
employees
that
were
not
part
of
the
first
pay
study.
So
today
I
will
focus
on
the
third
and
final
pay
study.
L
L
L
As
of
this
morning,
when
I
spoke
to
those
departments,
fire
had
four
vacancies
sheriff
and
police
both
had
five
each
so
that
that's
that's
great.
That's
tremendous.
A
competitive
compensation
plan
coupled
with
a
great
work
environment
or
work
culture
which
our
three
public
safety
leaders
have
certainly
created
in
our
county,
has
positioned
us
for
long-term
success.
You'll
hear
more
from
the
fire
chief
about
the
public
safety
compensation.
L
Workers
are
getting
15
dollars
per
hour
now
and
in
some
cases,
even
more.
So.
The
question
is:
why
is
that
the
impact
of
the
pandemic,
along
with
what
we've
heard,
as
the
great
resignation,
have
both
caused
workers
to
leave
the
workplace
in
record
numbers?
So
it's
really
now
a
matter
of
supply
and
demand
for
workers.
L
So
how
does
the
actual
market
pay
align
with
salaries
for
chesterfield
employees?
Approximately
300
of
our
employees
earn
less
than
15
per
hour,
and
that
covers
about
37
job
titles,
including
those
that
are
listed
here
in
the
bottom
left
of
the
slide,
and
with
today's
shortage
of
applicants
for
local
government
jobs.
We're
also
now
competing
with
many
entry-level
positions
in
the
private
sector,
who
can
offer
higher
hourly
rate
wages
and
that's
really
a
new
phenomenon
for
us
to
be
competing
with
the
private
sector.
L
For
many
applicants,
the
benefits
of
working
for
local
government
or
government
in
general,
like
retirement
and
health
care,
just
are
not
as
important
right
now.
A
picture
on
the
right
side
of
the
slide
shows
you
some
retail
and
restaurants
in
our
area
that
are
offering
wages
higher
than
some
of
the
starting
salaries
here
in
local
government.
L
L
So,
in
each
case,
though,
in
in
this
particular
slide,
you
will
see
that
chesterfield
employees
earn
less
than
their
counterparts
with
the
same
type
of
tenure
and
I
won't
go
through
the
slide.
But
you
can
see
I'll
just
point
at
the
last
one
for
you
senior
plant
operators
here
in
our
utilities,
department,
there's
one
that
has
30
almost
14
years
of
service
and
same
position
in
the
neighboring
locality
same
tenure
is
making
about
20
000
more,
and
this
is
fy
22
salaries
for
both
localities.
L
So
this
chart
shows
you
how
those
salaries
will
change
after
the
pay
study
is
fully
implemented.
As
you
can
see,
the
salaries
are
more
aligned
with
what
we
are
accustomed
to
seeing
in
today's
labor
market.
I
know
mr
holland,
we
had
talked
about
the
accountant
right
now.
You
see
our
accountant
with
five
years
of
service
making
about
40
000
and
after
the
pay
plan
is
fully
implemented.
They
will
be
more
at
the
sixty
thousand
dollar
annual
salary,
which
is
more
in
line
with
what
you
would
find
for
a
professional
accountant.
L
So
the
next
slide
shows
you
how
actual
employees
I'm
sorry.
It
shows
you
our
pay
ranges.
We
looked
at
actual
employees
before
so
this
looks
at
our
our
market
survey
results,
so
our
consultants,
surveyed
16
organizations
and
they're
listed
on
the
right
side,
16
localities
in
the
state
of
virginia
and
the
way
they
selected.
The
localities
was
really
a
number
of
factors,
including
the
size
of
the
locality
if
they
were
a
known
competitor
of
ours,
the
proximity
to
chesterfield
and
then
also
localities
offering
similar
services
and
programs,
thus
having
similar
positions.
L
Also,
the
results
of
the
inquiries
that
we
had
with
department
directors
about
what
positions
were
high
priority
for
them.
There
are
434
job
titles
in
the
county
department,
directors
listed
222
as
high
priority
hard
to
fill
and
that
salary
adjustments
were
needed
immediately
in
order
to
recruit
and
retain
those
employees.
L
L
The
goal
is
to
get
tenured
employees
to
midpoint
or
market
employees
who
are
already
at
or
above
midpoint,
would
receive
a
flat
five
percent
increase
to
prevent
compression
and
also
to
recognize
them
for
their
tenure.
With
the
county
phase,
two
of
the
pay
plan
would
move
all
employees
who
were
on
the
twelve
dollar
minimum
pay
plan
during
phase
one
to
the
sixteen
dollar
minimum
pay
plan.
So
all
employees
would
would
earn
at
least
sixteen
dollars.
L
F
L
L
You
know
considerations
for
that,
but
that's
the
plan
is
to
get
folks
to
where
they
need
to
be
within
a
two-phase
process.
Thank
you.
Yes,
sir,
in
terms
of
a
bonus
you
know
we
can.
Certainly
we
can
certainly
look
at
that,
but
if
you
look
at
some
of
the
increases
that
we'll
be
making-
and
our
focus
really
has
been
on
the
lower
leveled
lower
graded
positions-
that's
that's
where
we
have
really
focused
our
attention.
L
H
L
L
Absolutely
we
saw
that
with
the
public
safety
pace
study
when
we
implemented
that
plan
and
some
of
the
retention
increases
that
we
did,
that
folks
decided
to
stay
and
are
staying
longer
to
get
those
three
years
that
are
necessary
to
impact
your
retirement
benefits
which
are
lifetime.
Yes,
sir.
Thank
you
absolutely.
B
If
you
will
so
when
when
and
if
there
are
tougher
or
tight
times,
you
know,
hopefully
we'll
never
ever
say
that
you
know
that
second
year
you
know
police
officers
making
the
same
as
a
first
year
police
officer,
because
decompression
we've
heard
loud
and
clear
once
you
have
it
once
it
is
so
hard
to
get
rid
of
so
to
keep
it
from
entering
the
workforce.
Even
when
there
might
be
flat
budgets,
we
are
building
up
reserves
and
fund
balance
cash
surpluses
per
policy
even
to
be
the
first
uses
of
dollars.
B
So
we
will
will
not
be
decompressed
going
forward.
You
know
we
are
hopefully
going
to
be
working
further
with
you,
whether
it's
the
liaison
committee
finance
committee
or
chair
and
vice
chair
meetings
to
again
work
with
our
school
counterparts,
because
part
of
our
challenges
is
that
we're
really
working
through
an
alignment
factor
of
our
entire
workforce,
where
we
can
almost
in
a
universal
way
say
we
want
to
be
competitive
for
a
starting
salary.
B
We
may
not
always
have
to
be
the
highest
paid
one,
because
sometimes
others
will
just
chase
and
create
higher
starting
salaries
which
lend
to
compression,
possibly
so
we're
working.
That
alignment
factor
out
with
our
school
counterparts
and
and
again
it's
going
to
take
those
various
meetings
over
the
next
month,
but,
first
and
foremost,
what
we
have
done
is
we
put
the
monies
in
a
balanced
budget,
so
we
can
have
those
conversations
in
earnest
and
we
positioned
our
financial
plan.
B
F
D
Discussions,
I
think,
about
trying
to
make
certain
that
the
people
who
need
these
increases,
the
most
are
getting
them,
and
sometimes
you
know
working
to
balance
out
other
considerations
that
maybe
others
other
employees
and
other
administrators
may
have.
So
I
appreciate
that
very
much
and
that
effort
that
is
ongoing.
So
thank
you,
dr
casey.
L
And
if
I
could
just
make
one
one
final
comment:
I'd
just
like
to
say:
thanks
to
our
budget
staff
and
mr
harris,
you
know
hr,
we
get
to
stand
up
here
and
deliver.
You
know
the
great
news
of
what
we
can
do
and
what
we
can
come
up
with,
but
we
could
not
do
this
without
having
a
budget
team
that
is
in
lockstep
with
us.
It
has
been
great
to
work
with
them.
They
understand,
you
know
the
the
people
part
of
it
and
it's
just
been
a
pleasure
to
have
them
on
on
our
team.
F
N
Mr
chairman,
members
of
the
board,
dr
casey,
I'd
like
to
start
this
afternoon
by
taking
you
back
in
time
to
last
fiscal
year,
the
county's
public
safety
compensation
package
had
become
much
less
competitive
in
the
region.
The
salaries
of
many
veteran
public
safety
employees
have
become
compressed
through
stagnant
wage
growth
in
the
years
following
the
great
recession.
N
During
a
time
when
salary
adjustments
were
focused
primarily
on
starting
pay
and
those
with
five
years
or
less
of
service
and
our
public
safety
agencies
were
experiencing
record
high
employee
turnover,
this
board
recognized.
This
was
not
sustainable
and
invested
over
thirteen
and
a
half
million
dollars
to
implement
a
hybrid
public
safety
step
plan
uniformly
applied
to
minimize
compression
among
tenured
employees
and
prevent
leap
frogging
by
those.
Similarly
classified
employees
with
less
experience
to
create
the
head
room
necessary
to
implement
the
new
pay
plan.
Public
safety,
starting
salaries
in
chesterfield,
remained
unchanged.
N
As
mary
noted
earlier.
The
new
public
safety
pay
plan
had
an
immediate
positive
effect
on
the
attrition
rates
of
our
public
safety
agencies,
especially
in
retaining
our
most
experienced
employees,
as
illustrated
in
this
slide
in
the
fire
and
ems
department
alone.
Our
total
turnover
was
cut
nearly
in
half
as
the
new
pay
plan
was
implemented.
N
There
have
been
no
normal
service,
retirements
of
firefighters
throughout
the
current
fiscal
year,
and
I
only
anticipate
one
more
before
the
end
of
the
fiscal
year.
So
this
has
been
a
great
retention
tool,
as
mr
carroll
pointed
out
earlier
now
fast
forward
one
year,
and
you
can
see
that
in
this
highly
competitive
market,
many
other
localities
in
the
region
have
raised
the
starting
salaries
for
police
officers,
firefighters
and
sheriff's
deputies
and
are
now
well
ahead
of
chesterfield
in
comparing
similar
size
localities
in
the
region.
N
Moreover,
the
starting
salary
for
a
chesterfield
firefighter
is
17
behind
henrico
and
one
third
of
chesterfield's.
Current
firefighters
are
below
henrico's
starting
salary.
A
new
firefighter
hired
today
by
chesterfield
fire
and
ems
will
take
four
years
to
surpass
the
current
starting
salary
in
henrico.
N
To
that
end,
the
county
administrator
has
included
13
million
dollars
in
his
proposed
fy
2023
budget
to
address
starting
salaries,
police
officers,
firefighters
and
sheriff's
deputies,
and
to
cover
next
year,
step
increases
in
the
new
public
safety
step
plan.
The
public
safety
pay
plan
work
group
continues
to
develop
an
implementation
strategy
that
will
achieve
competitive,
starting
salaries
for
our
public
safety
professionals,
yet
maintain
the
continuity
of
the
step
plan
and
avoid
compression.
N
The
20
positions
to
support
expanded
services
from
the
new
station
have
been
hired
and
are
in
recruit
school.
The
new
ladder
truck
is
being
outfitted
at
the
vendor
in
chester,
and
the
delivery
of
the
new
ambulance
is
anticipated
later
this
year.
The
fy
2023
proposed
budget
also
includes
just
over
a
half
million
dollars
to
hire
12
new
firefighters
in
january,
in
furtherance
of
the
department
staffing
plan
that
was
developed
in
fy
2017..
N
Now
you
may
recall,
the
goal
of
this
plan
is
to
reduce
reliance
on
firefighters,
working
long
hours
of
overtime
on
their
days
off
and,
in
particular,
mandatory
are
forced
over
time
just
to
meet
minimum
staffing
needs.
The
county's
five-year
plan
recommends
six
additional
firefighters
in
each
of
four
successive
years
for
minimum
staffing
coverage,
bringing
the
department
ever
closer
to
a
stable
relief
factor
for
ensuring
around
around-the-clock
operations.
N
N
N
The
cip
also
recommends
funding
for
key
fire
and
ems
projects
in
the
bermuda,
clover,
hill
and
mateoka
magisterial
districts
contingent
upon
voter
approval
of
the
november
bond
referendum.
These
projects
include
the
replacement
of
the
chester
and
electric
fire
stations
and
major
renovations
of
the
clover
hill
and
dutch
gap
fire
stations.
N
An
important
responsibility
in
my
role
as
fire
chief,
is
to
not
only
assess
current
fire
and
ems
needs
in
the
community,
but
to
also
look
ahead.
5,
10
and
even
20
years
into
the
future
as
such.
My
last
few
slides
today
are
intended
to
give
the
board
a
sense
of
the
needs
that
may
lie
ahead
as
our
community
grows
and
fire
and
ems
demands
continue
to
increase
in
the
short
term.
There
are
several
outstanding
operational
needs
that
may
require
additional
attention
by
the
board.
N
First,
the
fire
and
ems
department
has
applied
for
a
federal
staffing
for
adequate
fire
and
emergency
response
or
safer
grant.
That,
if
approved,
will
support
the
employment
of
20
firefighters
for
minimum
staffing
coverage.
Grant
awards
should
be
announced.
This
fall,
and
if
we
are
successful,
we
could
be
hiring
the
new
firefighters
as
early
as
january
of
2023.
N
N
N
We
are
now
well
into
our
fourth
straight
year
of
slow
declining
coverage
by
the
manchester
volunteer
rescue
squad
from
their
main
station
at
courthouse
and
hole
street
roads
based
on
their
average
weekly
staffing
levels.
Thus
far
this
year.
This
ems
district
is
now
uncovered
often
on
short
notice,
for
up
to
30
hours
per
week
on
average
on
weeknights
and
weekends.
N
N
Finally,
consideration
will
need
to
be
given
to
adding
the
phillips
fire
station
on
the
list
for
future
replacement,
as
this
limited
facility
has
transitioned
from
an
all-volunteer
operation
in
the
past
decade
to
a
fully
career-staffed
around-the-clock
operation,
no
outlook
on
the
future
will
be
complete
without
consideration
of
the
implications
of
population.
Growth
on
service
demands,
both
the
weld
and
cooper
and
the
county
demographers
projections
for
cumulative
population
growth
in
the
county
over
the
next
five
years
are
somewhat
tempered.
N
However,
the
recent
release
of
population
estimates
for
virginia
and
its
counties
and
cities
shows
that
chesterfield
county
grew
by
5
395
residents
between
april
1
of
2020
and
july
1
of
2021
an
amount
higher
than
any
other
locality
listed
in
the
study
in
the
commonwealth
and
a
shift
that
bears
watching
in
the
coming
years.
In
many
areas
of
the
county,
construction
is
well
underway
of
large
single
family
dwellings,
townhomes
multi-family
apartments
and
mixed-use
developments
that
will
create
many
new
and
unique
risks
to
which
public
safety
must
adapt.
N
As
we
look
beyond
the
next
five
years,
it
will
be
important
to
consider
service
level
enhancements
that
may
be
necessary
in
the
future,
as
the
county
continues
to
grow.
Now,
this
slot
is
a
little
busy
right
now,
because
the
transition
doesn't
work
on
this
particular
presentation,
but
the
map
before
you
presents
our
current
fire
station
shaded
in
black
with
future
fire
stations
that
are
listed
in
the
public
facilities
plan
shaded
in
red.
N
The
gold
shaded
areas
on
the
map
represent
a
four
minute
drive
time,
which
is
a
consistent
standard
for
spacing
fire
stations
in
more
densely
populated
areas.
Some
of
the
new
stations
likely
to
be
recommended
first
for
future
consideration
or
as
follows.
In
the
dale
district,
there
is
the
proposed
five
forks
fire
station,
a
project
that
was
approved
by
voters
in
the
2004
bond
referendum.
N
in
an
area
of
the
county
where
the
dale
matoaka
and
bermuda
districts
converge,
there
is
the
proposed
highlands
fire
station.
This
station
has
been
in
and
out
of
the
cip
in
recent
years
and
once
opened,
this
station
will
address
fire
protection
needs
for
the
highest
concentration
of
homes
in
the
county.
In
an
iso
class
10
area
where
homeowner
insurance
is
often
difficult
to
obtain
and
premiums
tend
to
be
much
higher
than
other
areas
of
the
county.
N
It's
important
to
note
that
the
basic
cost
estimates
provided
for
these
stations
have
not
been
fully
vetted
by
the
department
of
general
services
and
were
developed
before
the
current
inflationary
pattern
set
in
standing
here
today
is
difficult
to
predict
what
these
costs
may
be
in
five
or
ten
years,
and
these
estimates
may
change
based
on
the
timing
of
construction
and
any
unique
site
development
challenges
encountered.
Nonetheless,
you
can
still
get
a
good
sense
of
the
magnitude
of
the
future
investments
that
may
be
necessary
to
keep
up
with
growing
service
demands
and
the
firing
ems
department.
N
D
F
I
just
want
to
say
thank
you
for
your
outstanding
service
and
the
entire
fire
department.
You
all
do
a
tremendous
job
of
protecting
this
county
and
you're
so
highly
valued
and
appreciated
by
all
the
citizens
that
I
talked
to,
and
I
appreciate
your
service
in
regards
to
one
question
in
regards
to
the
sites
you
mentioned.
I
appreciate
your
forward
thinking
particularly
firefox
and
the
highlands
in
terms
of
purchasing
the
land
for
those
sites,
since
we
know
we'll
need
them
in
five
to
seven
years.
Is
that
something
we're
contemplating
doing
or
well?
N
Area,
sir,
sir,
those
two
stations
that
you
mentioned
we
already
have
the
site
secured.
There
was
land
profit
as
part
of
the
highlands
development
for
a
fire
station
and
elementary
school
future
elementary
school
at
that
location,
and
then
courthouse
in
288
may
recall
that
we
had
property
transitioned.
We
extended
the
water
line
for
the
church
and
in
turn
we
got
the
property
probably
about
10
years
ago,
but
we
have
both
of
those
sites
right
now
we're
working
on
a
site
in
chester
and
trying
to
get
a
site
secured
there.
J
We've
worked
hard
to
increase
public
safety
compensation
and
looks
like
we
have
some
more
work
to
do,
but,
as
I
always
say,
to
schools
in
the
liaison
meetings,
what
are
the
other
issues
that
affect
employment
and
I'm
not
sure
on
the
fire
side?
But
I
know
on
the
police
side,
we've
had
a
lot
of
lateral
moves
from
other
departments
coming
to
chesterfield.
J
Even
when
I
look
at
some
of
the
challenges
we
have
on
compensation
which
to
me
says
that
we're
doing
something
we're
we
focus
on
compensation
as
a
piece
of
the
package,
but
our
public
safety
system
is
so
highly
sought
out
that
we're
actually
filling
roles.
Even
when
we're
not
exactly
where
our
competition
is.
So
I
think
that
that's
a
testament
to
all
of
our
public
safety.
Yes,
sir.
D
M
D
H
I
know
we
didn't
get
to
have
an
official,
open
house
or
grand
opening
at
company
25,
but
I
know
that
a
lot
of
people
from
the
community
have
stopped
by
taking
a
look
at
the
station
very
impressed
with
it.
I've
been
there
several
times
myself,
but
I
want
to
echo
what
my
colleagues
just
said,
and
I
do
especially
the
last
part
that
mr
angle
said,
which
is,
I
do
believe
that
we
have
created
an
environment
in
our
public
safety
system.
H
That
is
very
enviable
to
everyone
who
hears
about
it,
and
I
think
that
is
about
a
lot
of
things:
leadership
at
the
top
all
the
way
to
the
bottom.
So
it's
not
just
the
top
leadership,
but
our
your
first
line
supervisors,
who
actually
have
to
keep
the
employees
happy,
are
doing
a
great
job,
and
you
know
it's
amazing.
H
N
M
Good
afternoon,
mr
chairman,
members
of
the
board,
dr
casey,
how
are
you
great
to
be
here
tonight
really
excited
and
honored
to
present
to
you,
the
department
of
utilities,
fiscal
year,
23
budget
before
we
get
started?
I
did
want
to
thank
the
board
for
your
continued
support
of
the
department
of
utilities
and
support
not
only
for
our
financial
plans,
but
also
support
of
our
employees
as
they
strive
to
provide
exceptional
service
to
our
customers.
M
Your
support
plays
an
integral
role
in
our
success,
and
your
leadership
really
inspires
our
employees
to
try
to
better
serve
our
customers
in
new
ways
on
this
slide
is
our
mission
statement.
Our
mission
statement
and
goals
in
the
department
of
utilities
truly
sets
us
aside
from
other
utilities
across
the
nation,
as
demonstrated
by
an
array
of
notable
accomplishments,
including
some
of
the
most
competitive
utility
rates,
recognition
for
a
high
quality
water
and
a
staff
dedicated
to
continuously
improving
our
business
and
operational
processes.
M
In
chesterfield
county,
the
average
residential
customer
uses
7ccf
that's
about
5250
gallons.
As
this
board
knows,
we
have
long-term
financial
rate
models.
That's
that
recommends
very,
very
small,
but
regular
rate
increases
to
avoid
rate
shock
and
smoothly
those
out
so
that
we
can
meet
our
obligations
for
replacement
of
infrastructure
as
it
continues
to
age
this
year.
Our
cost
of
service
analysis
indicates.
We
need
a
slight
increase
to
our
commodity
charge,
which
is
our
volume
charge
for
both
water
and
wastewater.
M
If
you
do
the
math
that
converts
out
to
about
a
penny
increase
for
every
68
gallons
used
so
for
the
proposed
rates,
our
average
residential
customer
that
uses
seven
ccf
will
see
a
monthly
increase
on
their
combined
water
and
wastewater
bill
of
a
dollar.
Fifty
four
we
are
proposing
no
increases
in
the
connection
fees
for
both
water
or
wastewater,
and
on
the
slide
to
the
right,
you
can
see
we
plotted
out
the
cpi
index.
M
The
top
line
shows
the
cpi
index
for
all
categories
and
again
that
was
ending
in
december.
It
almost
reached
seven
percent.
There
was
a
presentation
before
that.
It's
currently
at
seven
point
five
percent.
That's
a
forty
year
high
for
the
for
the
twelve
month
average.
We
also
another
indices
that
we
track.
Is
that
one
that's
specific
to
water
and
wastewater?
It's
a
subcategory
of
the
total
cpi
and
it's
water
and
wastewater
maintenance,
and
that's
currently
at
2.83
ending
december.
M
So
you
can
see
our
proposed
rates
are
very
competitive
and
with
the
cpi
on
this
slide,
we
benchmark
with
localities
in
the
region.
This
is
using
chesterfield,
county's
average
usage
of
seven
ccf
and
applying
that
volume
to
each
of
our
rates
on
this
slide.
This
is
chestfield
county's
proposed
fiscal
year,
23
rates
so
that
the
proposed
new
rates
compared
to
those
localities
around
us
using
their
their
existing
rates.
M
We
also
proposing
an
increase
on
water
service
line
charges.
As
you
know,
most
water
service
lines
in
chesterfield
county
gets
installed
by
developers
in
new
development
and
they
are
donated
to
the
utilities.
After
completion
of
the
project,
we
do
have
some
customers
that
need
water
service
lines
installed
if
there's
a
customer
whose
well
goes
dry
and
they
need
to
connect
to
the
public
system
or,
if
they're,
building
a
single
house
on
a
lot,
we
do
offer
that
service
for
our
crews
to
come
out
and
install
that
service
line.
M
Our
customers
always
have
the
option
to
hire
a
contractor
if
they
feel
they
can
get
a
more
competitive
rate.
The
most
the
the
most
residential
customers
use
a
three-quarter
in
service
line
with
a
five-eighths
inch
meter.
That's
that
top
line.
Our
current
rate
is
nineteen
hundred
dollars.
We
are
opposing
the
rate,
go
up
nine
hundred
dollars
to
twenty
eight
hundred
dollars
and
we
are
seeing
increases
similar
increases
in
the
different
sized
service
lines.
M
I
will
tell
you
that
we
haven't
had
a
rate
increase
in
this
category
in
five
years
and
again
it's
just
to
cover
the
increased
cost
of
labor
materials.
We
also
are
proposing
increase
in
our
companion
meter
charges.
A
company
meter
is
used
for
outside
irrigation
for
our
residential
customers,
and
that
is
going
up
from
620
to
800,
which
is
a
hundred
and
eighty
dollar
increase.
M
We
also
are
proposing
a
slight
increase
to
our
strong
waste
surcharges.
These
surcharges
only
apply
to
our
permitted
industrial
customers
who
send
stronger
than
normal
residential
waste
to
our
wastewater
treatment
plants,
and
it
costs
us
more
money
to
treat
that
waste.
So
we
regularly
calculate
the
cost
to
treat
that
stronger
waste
so
that
our
industries
pay
their
fair
share
of
their
discharges
to
our
wastewater
treatment
facilities.
We
actually
have
four
strong
waste
categories,
we're
proposing
a
one
penny
increase
in
our
bod
category.
M
Bod
is
biological
oxygen
demand
and
our
tss
category,
which
is
our
total,
suspended
solids,
we're
proposing
no
increases
in
our
total
nitrogen
or
total
phosphorus
surcharges
and
the
average
we
have
35
permitted
industries
right
now.
The
average
increase
would
be
about
1.6
for
those
35
industries
and
again
this
does
not
apply
to
residential
or
your
commercial
accounts.
Just
those
those
large
industrial
permitted
customers.
M
M
Our
operating
category,
is
by
far
the
largest
category
at
54.9
million
dollars.
We
are
seeing
a
two
million
dollar
increase
in
our
operating
category
and
listed
here
are
some
of
the
reasons
why
we're
seeing
that
two
million
dollar
increase,
as
previously
indicated
one
of
the
challenges
we're
having
is
timely,
deliver
of
treatment,
chemicals
and
also
cost.
This
is
a
18
increase
from
our
current
budget
or
900
thousand
dollars
for
treatment
chemicals.
We
also
seen
purchase
water
increased
by
250
000
and
there's
two
reasons
for
that.
M
We
also
see
an
increased
cost
in
our
purchase
wastewater
treatment,
we're
one
of
five
members
of
the
south
central
wastewater
authority,
and
the
majority
of
that
150
000
is
increases
at
that
facility.
We're
also
seeing
across
the
board
increases
in
raw
materials
and
services
about
500
000
there,
and
that
accounts
for
about
1.8
million
of
the
2
million
dollar
increase.
J
M
Our
customer
rate
in
chesterfield
is
lower
than
the
city
of
richmond's
customer
rate,
but
the
way
the
contract
is
set
up,
we
contractually
pay
for
the
services
they
provide.
So
it's
a
contract
that
our
staff
go
through
every
year
to
make
sure
they're
charging
us
appropriately
in
accordance
that
contract
that
was
set
up
in
1989.
M
In
addition
to
that,
we
also
pay
our
fair
share
of
the
infrastructure
that
feeds
chesterfield
county.
So
one
of
the
benefits
that
we
that
the
city
has
with
chesterfield
is
we
contribute
to
their
capital
cost
of
their
infrastructure
in
the
neighborhood
of
three
to
four
million
dollars
a
year
to
replace
aging
infrastructure
that
serves
us.
So
that's
it's!
A
mutually
beneficial
agreement
with
the
city
of
richmond
they're
glad
we
have
the
contract,
we're
glad
we're
glad
to
have
the
water
in
the
area
of
the
county
where
we
have
the
highest
demand.
M
It
is
by
far
our
largest
most
expensive
cost
per
water
per
gallon.
But
again
when
you're
in
the
water
industry,
diversity
is
key
and
reliability
and
redundancy
is
key.
It's
still
a
good
rate,
but
our
other
supplies
do
are
a
more
affordable
rate,
but
this
does
allow
us
flexibility
on
how
we
operate
the
system.
M
Thank
you.
Next
category
is
capital
outlay.
That's
the
smallest
category
in
operating
budget
at
1.7
million
dollars.
That
category
does
fluctuate
depending
on
what
vehicles
and
equipment
we
need,
and
you
can
see-
that's
increased
430
thousand
dollars.
You
can
see.
We
have
a
replacement
tandem,
dump
truck
for
service
vehicles,
a
trailer
mounted
valve
operating
unit,
replacing
some
of
the
closed
caption
tv
cameras
that
we
use
to
inspect
the
sewer
system
and
putting
some
security
cameras
on
our
administration
building
the
last
category
operating
budget
is
our
personnel
category
at
28.5
million
dollars.
M
This
is
a
3.3
million
dollar
increase
over
the
current
budget.
Those
increases
include
that
2
percent
merit
increase,
that
we
anticipate
to
happen
in
january
and
we're
also
mirroring
the
general
funds
methodology
on
how
to
plan
and
budget
for
the
county's
classification
and
compensation
study.
We
are
requesting
two
additional
positions
as
well
as
a
four-man
water,
repair,
maintenance,
crew
and
these
positions
are
really
to
continue
to
maintain
and
operate.
Our
growing
system.
M
Our
capital
project
spending
10-year
plan
is
125
million
dollars.
This
is
by
far
our
largest
long-term
financial
expenditures,
and
this
is
the
number
that
really
drives
our
rates.
If
you
talk
about
what
drives
your
rates,
it's
really
your
capital,
just
because
of
the
large
expenditures
you
have
you
can
see.
You
know
this
board
knows
we
have
very
strong
financial
policies.
We
have
a
very
strong
rate,
stabilization
reserve
that
we
continue
to
comply
with.
We
have
a
10-year
rate
model.
A
lot
of
utilities
may
have
a
two
or
three
year
rate
model.
M
We
go
out
10
years
so
that
we
can
avoid
rate
shock
and
smoothly
transition,
the
rates
to
meet
our
financial
obligations,
so
extremely
well-run
system
and
the
envy
of
a
lot
of
the
utilities
in
the
region.
I
often
get
calls
from
other
utility
directors
on
how
we
have
this
set
up
and
we
gladly
share
our
financial
policies,
as
you
can
see
on
this
slide.
About
half
of
the
cip
is
really
it's
about.
M
52
percent
of
the
cip
is
for
the
replacement
of
aging
infrastructure,
and
that
includes
the
maintenance
and
rehab
category,
as
well
as
our
obligations
under
that
city
of
richmond
contract.
We
just
spoke
of
as
our
systems
as
as
the
demand
continues
to
grow
in
chesterfield,
we're
also
spending
about
48
percent
of
our
cip
over
the
next
10
years
on
expanding
our
existing
facilities.
This
would
be
increasing
sizes
of
pipes,
expansion
of
our
practice,
creek
wastewater
treatment
plant,
as
well
as
that
fourth
water
supply.
M
In
our
10-year
capital
plan.
We
do
have
a
lot
of
exciting
projects.
I
always
like
to
highlight
some
of
our
more
significant
projects
across
the
county.
There's
five
highlighted
here,
one
for
each
district.
We
do
have
green,
represent
sewer
in
my
business,
so
we
do
have
a
fairly
large
wastewater
plant
project
in
the
bermuda
district,
and
then
we
have
four
water
projects
that
we'll
briefly
go
over.
M
M
This
is
the
size
of
a
football
field,
51
feet
deep,
so
just
massive
facility,
in
addition
to
the
actual
basin,
we're
actually
constructing
a
pump
station,
some
coarse
grit
room
and
grit,
remote
caution,
screens
and
grit
removal,
as
well
as
we're
going
to
have
to
relocate
dominion,
powers,
primary
and
secondary
feeds
to
that
facility.
In
order
to
construct
this,
what
equalization
basin's
doing,
if
you
all
have
ever
been
to
our
fallen
creek
plant,
we
do
have
a
equalization
based
on
falling
creek.
We
don't
currently
have
practice
creek.
M
This
does
a
number
of
things
during
normal
flows.
This
not
only
acts
as
a
shop,
a
shock
absorber
for
the
flows
coming
into
the
plant,
but
also
we
have
mixers
in
those
basins
that
so
so
it
you
have
homogeneous
loadings
within
that
wastewater,
that's
fed
into
the
plant,
and
if
you
talk
to
any
plant
operator,
they'll
tell
you
if
you
can
feed
in
a
constant
flow
rate
and
a
constant
loading
rate
makes
their
job.
So
much
easier
they
can
really
dial
in
and
get
that
efficiency
up,
so
we're
saving
money
for
our
customers
operationally.
M
The
other
thing
that
this
does
is
during
high
flow
events
like
high
rain
events.
Our
staff
can
empty
these
basins
and
they
act
as
a
huge
shock
absorber
to
take
those
high
flows
that
can
slowly
be
fed
into
the
plant.
What
this
does
is,
if
you
didn't,
have
these
flow
equalization
basins.
You
have
to
spend
a
lot
of
money
on
capital
to
get
your
permitted
capacity
to
plan
to
meet
that
peak
flow.
M
By
doing
this,
you're
shaving
off
those
peaks
and
you're
pushing
out
the
need
to
spend
that
significant
amount
of
capital
which
you
save
on
debt
service
and
operating
and
again
a
huge
cost
savings
for
our
customers.
The
project
is
currently
on
design
it'll
take
about
a
year
and
a
half
to
construct
and
we're
hoping
by
march.
25
we'll
be
done
with
that
project
in
the
clover
hill
district,
mr
winslow,
we
have
two
projects
to
present
to
you.
One
I'm
sure
you'll
be
happy
about.
M
One
of
the
challenges
we've
had
over
the
past
years,
especially
2018
and
2020,
with
the
massive
flooding
the
in-house
design
cart
barrier
that
we
had
just
gets
totally
inundated
and
the
loss
of
the
the
carp
in
the
reservoir
is
unknown,
but
it's
increased.
So
it
makes
it
more
challenging
on
how
to
predict
how
many
carp
to
add
to
the
reservoir.
M
This
car
barrier
will
be
more
robust,
we'll
be
able
to
withstand
additional
flooding
and
will
help
us
better
estimate
on
how
many
carp
to
introduce
into
the
reservoir
each
year.
So
we
can
keep
that
hydrilla
at
bay.
Is
this
like
a
net?
So
this
is
on
top.
This
is
on
top
of
the
dam.
It
will
be
some
netting.
It
will
be.
M
Some
steel
with
netting
in
between
the
carp
area
is
designed
so
that,
if
there's
any
debris
that
comes
down,
we
only
lose
one
section
instead
of
the
entire
section,
and
then
you
can
also
see
in
this
slide.
There
also
be
a
debris
boom.
One
of
the
challenges
we
have
during
high
flood
events.
If
you
get
a
tree
or
something
that
goes
into
the
reservoir
or
in
the
past
we've
had
customers
docks
come
come
come
out.
The
the
netting
during
that
2020
flood.
M
This
debris
barrier
will
push
the
debris
to
the
side,
as
opposed
to
to
focusing
mainly
on
the
car
barrier.
So
this
project
is
already
designed
is
complete.
It'll
take
less
than
six
months
to
complete,
we'll
have
this
done
by
the
end
of
the
year.
The
other
project
is
the
flocculators
and
effluent
launders
replacement.
This
is
part
of
our
treatment
process
that
removes
sediment
from
the
from
the
treated
water.
That's
a
five
million
dollar
project.
This
is
replacing
original
equipment
from
1967.
M
design
is
complete
on
that.
We
anticipate
that
project
to
be
done
by
may
24.,
mr
holland.
In
the
dale
district,
we
have
another
reliability
and
a
resiliency
project
on
the
hopkins
road
to
root
one
water
line.
That's
a
8.5
million
dollar
project.
We
have
two
miles
of
16-inch
water
line
going
in
there.
We
basically
have
two
feeds
from
the
city
of
richmond,
currently
hopkins
and
drank
road.
This
hopkins
road.
M
It's
going
to
increase
the
transmission
capacity
from
our
central
to
our
centralia
and
bellwood
zone
and
that's
going
to
help
us
not
only
provide
our
customers
great
water
pressure,
but
also
provide
for
fire
protection
and
also
have
added
capacity
for
redevelopment
in
those
areas.
So
that's
that's.
A
great
project
coming
design
is
complete
they're
doing
the
easement
acquisition
right
now
we
plan
to
have
that
project
online
by
june.
24.
M
Mr
carroll,
the
in
the
metoa
district,
we
have
the
audio
road
interconnection
project.
I
know
you're
very
familiar
with
this
project.
It's
a
3.1
million
dollar
project.
Again,
another
reliability,
redundancy
project,
it's
about
a
mile
and
a
half
a
16
inch
water
line.
Right
now
are
one
of
our
facilities
planned
about
many
years
ago,
identified
that
we
have
over
hundred
customers
west
of
the
swift,
creek
reservoir,
that's
fed
by
one
16-inch
water
line
on
the
genito
bridge
crossing.
M
If
we
lose
that
water
line,
those
customers
will
be
out
of
service
until
we
can
get
it
repaired
and,
as
you
know,
it's
a
bridge
crossing.
So
that
may
be
a
difficult
repair,
so
we
may
be
an
extended
period
of
time.
This
project
runs
about
a
mile
and
a
half
a
water
line
up
otter,
dale
road
from
wool
ridge
road
to
westerly
and
brings
in
a
second
feed
to
that
area.
So
if
we
were
to
have
a
break,
those
customers
would
remain
into
service.
M
The
other
great
thing
that
this
project
does
is
it
the
area
that
it's
tapping
into
is
appomattox
river
water
authority,
water,
the
property?
The
areas
west
of
the
reservoir
right
now
are
fed
by
addison
evans.
So
it
actually
has
a
second
supply.
So
it
gives
us
flexibility
on
how
we
can
operate
the
system
if
we
have
any
kind
of
emergencies,
which
is
always
a
great
thing,
design
is
ongoing.
It
should
be
done
designed
by
july
22..
This
construction
on
this
project
will
follow
closely
behind
cdot's
bridge
construction
project.
M
H
M
There
are
no
plans
right
now
right
now,
they're.
It
reminds
me
of
where
we
were
back
in
2009
they're,
trying
to
assess
the
footprint
of
the
hydrilla
and
the
density
of
the
hydrilla.
I've
been,
fortunately
asked
to
also
sit
on
that
hydrilla
group,
so
I
gladly
volunteered
to
also
sit
on
that
that
hydrilla
group
and
I
think,
they're
bringing
some
experts
in
including
some
folks
from
lake
gaston
who
have
some
experience,
so
they
haven't
determined
what
the
action
will
be.
M
M
Last
but
not
least,
in
the
lothian
district,
mrs
haley,
we
have
the
province
and
woodward
road
water
line
project.
That's
a
3.3
million
dollar
project.
Again
another
reliability,
redundancy
project,
it's
just
under
a
mile,
a
16
inch
pipe
we're
replacing
16
inch
pipe,
that
is
over
55
years
old
and
at
the
end
of
its
useful
life
and
we're
placing
a
larger
capacity,
20
and
24
inch
pipe.
This
will
go
on
south
providence
road,
basically
from
midlothian
turnpike
to
woodward
road
and
then
it'll
head
east
to
our
elkhart
elevated
tank.
M
M
We're
really
excited
about
our
10-year
cip
and
some
of
the
state-of-the-art
projects.
We
have
a
lot
of
project.
Canadians
really
excited
about
it,
but
we're
also
really
proud
of
our
past
accomplishments.
Some
of
them
shown
on
the
slide,
and
we
do
appreciate
the
board
support,
because
we
really
need
your
support
and
appreciate
your
support
for
not
only
our
past
successes
but
our
future,
and
with
that
I'll
be
more
than
happy
to
answer.
Any
questions
you
have.
D
Questions
from
board
members-
george,
thank
you
outstanding,
as
always,
and
we
so
appreciate
the
effort
day
in
and
day
out
of
of
our
folks
at
utilities,
and
I
think
people
just
don't
realize
when
they
cut
on
the
water,
where
it
all
comes
from
and
how
it
all
works.
But
you
make
it
seamless
and
painless
and
effortless,
and
so
we
appreciate
you.
We
appreciate
your
staff
and
appreciate
this
presentation
and
bringing
us
up
to
speed
on
where
you
are
on
these
projects
that
are
serving
all
of
chesterfield.
F
F
I
Mr
durkin
headed
to
dinner
so
I'll
I'll
wrap
this
up
for
you
all,
but
so
this
kind
of
transitions
us
into
the
the
community
portion
of
of
the
budget
season.
So
we
begin
tomorrow
night
in
this
room
with
with
dale
district,
and
so
these
are
hybrid
events,
so
we
have
capacity
for
people
to
participate
in
person,
but
the
you
know
even
right.
I
At
the
beginning
of
the
pandemic,
we
transition
this
over
to
facebook
live,
and
it's
worked,
you
know
very
very
well,
so
we
have
a
dedicated
night
for
each
district,
but
there's
no,
you
know
we
don't
check
any
papers
at
the
door.
It's
welcome
to
the
entire
community
if
they
want
to
come
out,
can't
make
one
of
the
the
dates
for
their
specific
district
will
wrap
that
up
on
the
22nd.
F
I
That's
tomorrow,
thank
you
and
then
you
know
as
as
always
we
do
have
the
the
blueprint
portal
is
up
and
we,
you
know,
we
take
a
lot
of
questions
there.
Really
it's
it's
established
itself,
and
so
we
get
inquiries
year
round,
but
certainly
this
time
of
year,
that's
another
great
way
to
reach
us
and
get
information.
If
you
need
it.