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From YouTube: House Appropriations Subcommittee- March 15, 2021
Description
House Appropriations Subcommittee- March 15, 2021
A
Thank
you
clerk.
Thank
you,
members
for
being
here
today.
Today's
subject
matter
for
appropriations
committee
has
to
do
with
capital
fund
capital
projects.
Obviously,
the
two
largest
areas
in
which
we
saw
the
governor's
budget
include
capital
projects
includes
higher
education
as
well
as
those
projects
for
general
services.
I've
asked
them
to
come
here
today
to
give
us
a
presentation,
as
it
relates
to
capital
and
capital
maintenance.
A
B
Thank
you,
sir.
Thank
you,
mr
chairman
members.
Good
afternoon,
emily
house
executive
director
of
tennessee
higher
education,
commission,
I'm
joined
by
a
number
of
commissioned
staff.
I
have
stephen
gentile,
our
chief
policy
officer
with
me,
paul
marshall,
our
chief
of
facilities
and
patty
miller,
our
chief
architect,
as
well
as
lou
hanuman,
who
you
all
know
very
well
happy
to
be
here
today
to
talk
a
little
bit
about
capital,
outlay
and
maintenance,
particularly
about
capital
outlay,
but
a
little
bit
about
maintenance
as
well.
B
Just
for
the
sake
of
absolute
clarity.
What
these
two
terms
mean
when
we're
talking
about
higher
education
capital
is
listed
here
on
the
slide
when
we're
talking
about
outlay
we're
talking
about
new
construction
or
a
major
renovation
to
a
building,
anything
else
would
be
classified
for
the
most
part
under
maintenance,
any
kind
of
repair
to
a
system
like
an
hvac
system.
Any
kind
of
accessibility
would
be
under
the
maintenance
category.
B
So,
for
the
most
part
today
I'll
focus
my
remarks
on
outlay,
though
I'm
happy
to
talk
about
maintenance
as
well
a
little
bit
of
historical
context
for
the
committee
prior
to
the
focus
act
in
2016,
higher
education,
public
higher
education
was
divided
into
two
systems:
the
university
of
tennessee
system
and
the
tennessee
board
of
regents.
Because
of
the
there
were
two
systems
each
system
would
provide
to
t
heck
a
list.
B
We
would
merge
those
lists
and
each
year
projects
would
move
up
the
list
year
over
year,
there
was
very
little
opportunity
to
pull
something
off
or
put
something
back
on.
It
was
sort
of
a
survival
of
the
fittest,
as
you
moved
up
the
list
when
the
t-huck
staff
did
it
that
way.
Prior
to
the
focus
act,
there
was
a
balance
always
prioritized
by
grand
division.
B
There
was
a
balance
by
system,
so
tbr
and
ut.
There
was
an
attempt
to
balance
as
well
as
geographically
across
the
state.
Also
just
this
may
be
relevant
as
we
we
go
on.
A
priority
was
often
placed
on
renovation
during
that
process
as
well
post
the
focus
act,
focus
act
passed
in
2016,
2017
was
the
first
time
we
did
the
new
process,
so
this
current
year
is
our
fourth
time
doing
this
new
process.
It
is
a
competitive
process
year
over
year.
B
The
same
way,
one
would
do
a
grant
competition,
so
the
institutions
and
the
systems
submit
proposals
to
tech.
They
are
read
and
scored
blindly
by
a
group
of
tech
staff,
and
that
is
how
we
put
the
the
list
together
the
list
resets
each
year,
and
it's
important
to
note
that
in
2016
2017
we
pulled
together
a
capital
task
force
with
representatives
from
the
institutions
across
the
state
to
really
make
sure
everyone
was
aware
of
and
comfortable
with
what
this
new
process
would
be.
This
is
not
something
t-hec
did
in
a
vacuum
four
years
ago.
B
So
I
know
many
of
you
should
have
received
not
only
a
copy
of
the
slide
deck,
but
a
copy
of
the
process
just
verb
narrative,
what
we
go
through
each
year
as
well
as
a
copy
of
the
instructions,
if
you've
had
an
opportunity
to
look
through
the
instructions
and
the
rubric
that
are
presented
to
the
campuses
each
year,
it's
pretty
thick,
it's
pretty
robust
and
it's
pretty
clear,
at
least
from
our
perspective.
It's
pretty
clear.
So
I
want
to
talk
through
that
just
a
little
bit
from
a
from
a
process
perspective.
B
So,
as
I
mentioned
a
second
ago,
the
projects
are
instigated
or
initiated
not
instigated
initiated
by
the
campuses
and
the
system.
So
each
campus
will
come
to
their
system
or
if
it's
a
locally
governed
institution
they
will
just
have
their
own
project
and
those
are
submitted
to
tech.
Each
locally
governed
governed
institution
can
submit
one.
The
university
of
tennessee
system
submits
three
and
the
tennessee
board
of
regents
submits
three
each
year
to
speak
a
little
bit
to
the
packet
that
you
all
received
before
submission
of
the
projects.
B
The
institutions
do
receive
the
instructions.
The
rubric
and
patty
and
paul
who
are
behind
me,
spend
a
lot
of
time
on
the
phone
via
webinar
talking
through
with
cfos,
with
the
facilities
staff
at
each
campus.
What
the
parameters
are
and
answering
any
questions
that
they
have
a
note
as
well
as
it
relates
to
banding.
This
is
relevant
only
to
the
systems,
because
the
systems
submit
more
than
one
project,
t-heck
defers
to
the
system's
priorities,
as
it
relates
to
their
capital
projects.
B
By
that
I
mean
they
can
band
the
order
of
their
three
projects
or
they
can
defer
to
t
heck
that
wherever
things
land
on
the
list
is
where
they
land.
So
by
that
I
mean,
if
a
system
submits
three
projects,
prioritize
one
two,
three,
the
scoring
process
results
in
a
two
one.
Three
scoring
that
item
two
would
go
behind
project.
One
project
two
would
go
behind
project
one
because
we
honor
the
pref,
the
preferences
and
the
priorities
of
the
systems.
So
that's
just
an
important
note
for
for
context
about
this.
B
The
rubric
that
you
have
in
front
of
you
demonstrates
the
assessment
of
the
projects.
The
projects
are
assessed
on
four
categories,
first
and
foremost
and
first
and
the
front
of
each
document
is
alignment
with
the
state's
attainment
goal,
as
well
as
state
goals.
More
broadly,
we've
talked
so
much
about
cte
career
and
workforce
readiness.
That
would
be
an
example
of
one
of
governor
lee's
priorities,
as
well
as
the
drive
to
55
the
state's
attainment
goal.
So,
first
and
foremost,
the
projects
are
assessed
on
that
further.
B
They
are
assessed
on
alignment
with
the
campus
master
plan
and
campus
strategic
plan.
So
it
is
not
the
case,
even
though
the
intent
of
this
new
process
is
to
introduce
a
little
bit
of
flexibility.
It's
not
just
projects
moving
up
a
list
over
time.
The
project
cannot
just
be
something
that
a
campus
thinks
of
today.
It
needs
to
reflect
the
strategic
priorities
and
the
master
plan
from
a
facility's
perspective
on
each
campus
also
project
description,
the
impact
on
the
campus.
B
What
will
this
actually
do
to
where
courses
are
offered
how
students
are
moving
across
the
campus?
What
is
the
project
itself
and
how
will
it
impact
the
campus,
as
well
as
a
detailed
space
analysis?
How
does
this
actually
facilitate?
Whatever
the
needs
are
on
the
campus?
Any
kind
of
match
that
is
not
state
funds
will
be
disclosed.
That
is
not
true
for
tcats,
and
that
is
not
true.
A
gift
disclosure
is
not
necessary
for
a
renovation.
B
That's
that
little
asterisk
there.
So,
where
applicable,
any
external
funding
is
taken
into
account
as
well,
but
that
is
not
universally
applicable.
So
the
t
heck
staff
receives
these
proposals,
usually
in
early
fall.
We
do
the
blind
scoring
process
that
I
mentioned
before
the
list
comes
together.
We
bring
the
list
to
our
t-hec
commission
at
their
fall
meeting,
which
typically
occurs
in
early
to
mid-november.
B
So
at
that
meeting,
paddy
or
stephen
or
another
member
of
our
staff
will
present
those
projects
to
the
commission.
They
will
vote
on
that
slate
of
projects
and,
at
that
time
the
the
projects
are
submitted
to
fna
to
the
fna
commissioner.
At
that
point,
tech's
statutory
charge
is
fulfilled
so
statutorily
once
we
submit
to
fna
for
inclusion
in
the
proposed
budget
the
following
spring.
That
is
where
our
statutory
authority
and
statutory
charge
ends
just
for
another
note
about
process
there.
B
B
B
The
rank
just
to
be
clear
about
the
rankings.
The
rankings
reflect
those
dimensions
that
I
mentioned
a
few
slides
back
alignment
with
state
goals,
alignment
with
the
attainment
goal,
alignment
with
campus
strategic
plans.
What
is
the
actual
project
and
what
is
the
actual
footprint?
So
this
ranking
of
1
to
12
reflects
how
closely
these
projects
align
to
the
rubric
aligned
to
those
dimensions,
as
well
as
just
the
completeness
of
the
questions-
and
you
know-
alignment
with
everything
I
just
mentioned.
B
The
six
projects
at
the
top
were
included
in
the
governor's
proposed
budget.
So
when
the
budget
came
out
about
a
month
ago,
these
were
the
six
projects
included:
tennessee
tech,
austin,
p,
mtsu
columbia,
state
in
the
williamson
county,
campus
knoxville
and
the
ut
health
science
center.
As
to
why
these
six
were
chosen
from
the
12,
I
would
defer
to
commissioner
ely
in
the
administration,
but,
as
I
said
as
far
as
t-heck
is
concerned,
all
12
are
fundable.
These
are
the
six
that
were
chosen
for
inclusion
in
the
proposed
budget.
B
I
haven't
said
much
about
maintenance
recently,
but
we
have
a
lot
of
need
on
campuses
to
maintain
what
we
have
built
in
the
past.
So
the
proposed
budget
also
includes
about
150
million
dollars
for
maintenance
projects,
and
you
can
see
the
distribution
of
what
that
would
look
like
campus
by
system
by
system,
considering
the
lgi's
a
system,
so
just
a
note
about
two
phenomena
that
often
take
place
and
have
taken
place,
both
under
the
old
process
and
the
new
process,
since
the
focus
act.
The
first
is
that
of
planning
funds.
B
B
However,
if
projects
improve
and
the
planning
monies
are
used
to
improve
the
project,
it
may
improve
the
chances
as
well,
but
nowhere
does
it
say
if
you
get
the
planning
funds
you'll
be
on
the
list
next
year.
Nor
does
anybody
say
that
further
some
conversation
about
skipped
projects
since
2017,
when
we
put
together
this
new
process
in
collaboration
with
the
campuses,
the
list
has
only
been
followed
top
to
bottom
one
of
those
four
times.
B
So
there
is
a
precedent
for
the
administration,
as
well
as
the
general
assembly
skipping
around
the
list,
based
on
what
priorities
they
deem
to
be
the
highest,
so
just
to
make
clear
that
there
has
been
instances
in
the
past.
There
have
been
instances
where
planning
funds
are
awarded,
as
well
as
skipping
around
the
list
so
moving
forward.
When
I
was
in
front
of
the
full
committee
a
few
weeks
ago,
I
spoke
a
little
bit
about
this.
B
What
we
are
doing
in
the
immediate
term
is
engaging
with
two
national
experts
in
this
field.
The
dlr
group
and
scupp
dlr
group
is
a
research
and
planning
firm
out
of
the
midwest.
They
are
an
architectural
firm
that
has
a
large
research
arm.
The
state
of
tennessee
participated
in
this
research
related
to
responses
to
covid.
What
do
footprints
need
to
look
like
what
is
the
role
of
online
ed
and
because
the
state
participated
in
this
research?
B
We
have
access
to
the
information
that
they
collected
in
the
reports
that
they
put
together
related
to
other
states,
which
has
been
a
tremendous
resource
as
patti
and
paul
primarily
have
facilitated
these
discussions
with
our
campuses
about.
What's
going
on
nationally
further
the
society
for
college
and
university
planning
scupp
is
a
very,
very
highly
renowned
trade
group
for
lack
of
a
better
word
in
this
space.
B
They
will
be
coming
to
tennessee
virtually
the
end
of
april
to
work
with
our
campus
representatives
to
talk
about
the
intersections
of
academics
and
facilities
and
how
strategic
planning
can
kind
of
be
integrated
in
that
way,
particularly
given
the
second
point
here,
what
do
we
know
about
online
learning?
Best
practices
learned
from
kovid,
and
how
can
the
academic
side
of
the
house
talk
to
the
facility
side
of
the
house
in
a
way
that
maximizes
student
experience,
as
well
as
efficiencies
on
campus,
so
scup
will
be
very,
very
helpful
in
that
regard.
B
Just
spoke
to
this
a
second
ago,
as
we
think
about
what
we've
learned
this
past
12
months
about
online
learning.
How
does
that
relate
to
the
conversation
about
facilities?
I
think
any
conversation
that
centers
around
like
well.
Why
do
we
need
buildings?
Anymore
is
a
little
bit
of
an
over
correction
to
say
that
perhaps
we
don't
need
any
buildings.
I
think
that's
very
much
an
overcorrection.
B
However,
I
think
there
are
important
conversations
to
have
about
what
that
needs,
to
look
like
from
an
efficiency
standpoint
and
what
types
of
facilities
are
the
most
useful
given
what
we
have
learned
about
online
learning
and
finally,
from
the
state
perspective
from
the
tech
perspective.
In
addition
to
the
update
to
our
agency
master
plan
and
the
long-range
financial
plan
that
dr
gentile
and
his
colleagues
put
together,
we
are
thinking
through
a
long-range
capital
plan,
acknowledging
that
the
list
in
the
process
reset
each
year.
B
B
B
The
proposals
will
be
expected
to
include
some
mention
of
that,
as
well
as
well
as
a
formal
evaluation
of
space
need
to
that
third
bullet
point:
there:
space
need
what
common
spaces
need
to
look
like
what
offices
need
to
look
like
for
faculty
and
staff,
etc,
and
continuing
the
discussion
about
maintenance.
We
have
about
500
million
dollars
in
deferred
maintenance
over
the
next
five
years.
If
you
go
out
ten
years,
that's
about
a
billion
dollars.
B
A
B
A
Dr
house,
I
really
appreciate
that
I
had
two
quick
questions
just
for
clarity:
the
153
million
dollars
for
capital
maintenance.
It
says
some
of
that
money
is
we're
using
recurring
funds.
This
is
the
same
recurring
funds.
We've
been
funding
for
capital
maintenance
over
the
last
several
years,
correct.
A
B
C
Thank
you,
mr
chairman,
dr
house,
good
to
see
you
again.
Thank
you.
It's
encouraging
to
hear
all
the
work
that
you
guys
have
done
over
the
last
month.
So
thank
you
for
the
the
thorough
report
and
it's
good
to
see
it's
good
to
see
you
so
close
after
that.
First
time
you
were
with
us
to
be
able
to
see
the
progress.
That's
been
made
quick
question
related
to
some
notably
large
capital
projects
that
are
to
be
funded,
the
school
bonds
and
institutional
funding
sources.
C
B
Sure
so
I
would
actually
ask
steven
or
patty
to
come
up
to
speak
to
that
in
more
detail.
Those
projects
that
you
mentioned
are
out
of
the
scope
of
what
t-heck
would
work
very
closely
to
include
in
a
process
like
this
anything
related
to
residence,
halls
or
athletics
is
outside
of
this
process.
So
I
would
be
speaking
very
much
out
of
turn
to
speak
to
that
in
any
detail.
D
Good
afternoon
stephen
gentile
chief
policy
officer
of
the
tennessee
higher
education
commission,
sir,
we
do
review
all
institutionally
funded
projects
disclosed
projects
that
come
our
way.
We
disclose
them
to
the
administration,
to
the
general
assembly
quarterly
and
those
that
are
funded
specifically
by
tssba
bond
funds.
E
D
D
A
Thank
you
just
as
a
follow-on
to
something
else.
You
said,
dr
howes,
I
think
it's
really
important.
We
looked
at
to
enrollment
growth
in
institutions
of
higher
learning,
and
I
think
it
was
no
coincidence
that
those
institutions
who
had
some
form
of
in-person
learning
had
a
better
rate
of
enrollment
increase.
It
seemed
to
me,
as
though,
and
so
I
think,
you're
correct
in
saying
that
an
over-correction
because
of
covid
may
be
in
order.
A
B
Oh
yes,
sir,
and
I
think
that's
true-
I
mean
enrollment
across
the
board
declined,
particularly
in
our
two-year
institutions,
but
for
the
most
part,
any
increase
in
enrollment
that
we
saw
was
in
the
graduate
space,
but
your
point
is
well
made
so
that
the
experience
is
quite
different
for
a
student
of
any
level
in
person
versus
hybrid
versus
totally
online.
Yes,
sir,.
F
Chairman
hicks,
thank
you,
mr
chairman
and
director
house.
It's
certainly
good
to
see
you
see
you
back,
I
hate
to
go
back
and
I
guess
continue
just
harping
on
this,
but
so
I
just
totally
don't
understand
the
priority
list.
I
I
still
don't
understand.
Well,
let
me
ask
you
this:
how
long
does
it
take
you
all
once
the
list
has
been
sent
over
and
those
those
projects
have
been
funded
and
then
I'm
assuming
you
guys,
start
pretty
much
immediately
to
compile
the
list
for
the
following
year.
B
I
would
sir,
so
typically,
we
send
out
the
instructions
around
this
time
of
year.
We
receive
the
proposals
back
from
the
institutions
in
the
summer
or
early
fall.
We
read
and
review
them
toward
the
middle
of
the
fall
and
it's
in
november
that
our
board
approves
the
slate
and
then
the
process
starts
again
pretty
quickly
following
the
holidays
to
hear
patty
and
paul
tell
it.
B
F
B
F
So
a
process
that
takes
a
year
long
with
all
the
work,
the
due
diligence
that
you
and
your
staff
put
into
that,
and
then
we
still,
we
have
a
hard
time
still
following
that
list
with
all
the
work
it
just
confuses
me
and
I'll.
You
know
total
transparency
back
in
my
neck
of
the
woods
etsu.
Is
there
an
etsu
since
2017,
I
think,
is
the
only
university
that
has
had
a
project
on
that
list
since
2017
and
still
yet
this
year
we
find
it
outside.
F
You
know
we
find
it
outside
of
of
what's
being
funded.
Yes,
sir,
and
so
I
guess
my
frustration
is,
is
if
we're
going
to
charge
you
all
with
coming
up
with
a
list
and
doing
the
due
diligence
on
it
that
I
think
we
should
really
look
at
making
sure
that
we
follow
the
list.
I
just
think
it
makes
it
makes
so
much
sense
to
me
that
I'm
confused
and
why
we
don't.
B
Yep,
yes,
sir,
so
thank
you
for
that
feedback
and
the
t-hec
staff
would
say,
and
I
would
say
that
all
12
of
these
projects
are
fundable.
I
would
have
to
defer
to
fna
as
to
why
they
chose
to
skip
around
the
way
they
did,
but
from
our
perspective,
the
etsu
project
and
all
the
other
11
on
this
list
are
are
fundable.
I
would
defer
to
commissioner
ely
and
his
team
for
why
they
made
the
choices
they
made.
F
So
has
there
been
any
sense
since
they
do
jump
around,
except
for
one
time?
Has
there
been
any
conversation,
maybe
going
back
and
looking
at
kind
of
how
you
all
prioritize
who's
on
that
list?
Has
there
been
any
communication
there
maybe
going
to
administration,
and
you
know
looking
at
well
what
are
they
looking
at
when
they
prioritize
and
maybe
getting
together,
so
that,
because
I
just
hate
seeing
these
universities
and
that
have
put
all
this
work
in
it
to
getting
on
the
list?
Doing
everything
that's
required
and
then
so
and
I
understand
that
priorities
change.
F
I
understand
administrations
change.
I
understand
people
change,
but
my
goodness
well,
for
what
it
just
just
seems
like
there's
a
lot
of
hard
work
and
we
don't
follow
it.
And
so
I
guess
that's
my
question:
are
you
guys
looking
at
maybe
changing
the
process,
because
so
that
we
can
have
just
a
little
more
consistency
of
who's
going
to
be
fun.
B
So
I
can't
speak
for
my
predecessor.
I
can
only
speak
for
myself.
I
have
not
engaged
in
any
conversations
about
process
with
the
administration.
I
think
we
could
have
those
conversations.
I
think
it's
worth
noting
that
t-hec
prioritizes
this
list
because
way
back
when
t-hec
was
chartered
as
an
agency
we
were
in
1967.
B
B
Absolutely
we
can
absolutely
talk
the
administration
and
I
would
welcome
any
feedback
from
the
general
assembly,
but
you
know
we
prioritize
the
list,
as
we
have
based
on
that
rubric
and
the
instructions
just
with
an
eye
to
equity,
minimizing
duplication
and
just
kind
of
keeping
our
eye
on
the
footprint.
But
your
your
comment
is
is
well
received,
sir.
F
A
Thank
you.
I
don't
have
any
questions,
but
a
follow-up
to
that,
and
then
I
think
we're
going
to
be
just
to
follow
up
to
that
real
quick.
If
those
12
projects
you
say
they're
all
fundable,
I
I'm
assuming
your
definition
of
fundable
means
they
have
the
local
money
on
hand
in
order
to
do
that.
Is
that
correct.
B
Yes,
sir,
so
whatever
match
funds
would
be
required
are
are
included
so
so
yes
oftentimes.
This
reflects
local
buy-in,
local
collaboration,
local
partnerships
as
appropriate.
Some
of
these
are
more
shovel
ready
than
others,
but
they
are
all
shovel
ready
enough
that
the
t-hec
staff
is
comfortable,
and
I,
as
the
the
t-hec
leader
tech
leadership,
as
well
as
the
tech
commission
itself,
are
comfortable
with
all
of
these
being
fundable.
E
B
B
E
B
A
Thank
you
and
in
full
disclosure
there
representative,
miller
university
of
memphis
was
sixth
or
seventh
on
the
list
last
year
and
I
think
they
they
were
funded
so
last
year
for
the
new
engineering
building
yeah.
So
dr
house
and
team,
thank
you
guys
for
coming
here,
appreciate
your
quick
overview
and
your
willingness
to
be
here,
but
thank
you
for
your
testimony.
I
appreciate.
A
Since
we
didn't
use
the
other
side
and
we're
always
limited
on
time,
we
have
up
next
general
services.
If
you'll
come
forward,
we
would
love
to
have
you,
commissioner,
branscomb
and
deputy
commissioner
hull.
You
guys
are
going
to
be
testifying
today
and
we
are
still
out
of
session,
as
discussed
members
they're
here
to
talk
about
the
general
services
they're
oversight,
as
it
relates
to
the
other
capital
projects
that
compromise
a
large
portion
of
our
budget,
and
so
with
that
being
said,
commissioner
deputy
commissioner,
you
are
recognized
for
your
presentation.
A
G
Okay,
thank
you,
commissioner.
Yes
thank
you,
chairman
williams,
distinguished
members
of
the
committee,
I'm
christy
branscomb,
commissioner,
for
the
department
of
general
services.
I
have
deputy
commissioner,
mr
john
hall
with
me
today,
and
he
is
the
director
for
the
state
of
tennessee
real
estate
asset
management
group,
which
we
also
call
stream.
G
I'm
pleased
to
have
the
opportunity
to
review
our
capital
budget
request
for
our
department.
We've
had
some
great
things
going
on
in
real
property
and,
if
you
don't
know
we're
being
recognized
across
the
country
for
some
of
the
innovative
practices
that
we
have
in
our
real
estate
division
for
those
of
you
not
familiar
with
general
services.
I'll
give
you
a
quick
rundown
of
what
we
do.
We
work
daily
to
support
our
sister
agencies
in
delivering
their
missions
to
the
people
of
tennessee.
G
We
have
four
external
service
divisions.
Central
procurement
office
is
responsible
for
the
procurement
of
all
goods
and
contracting
of
services
in
state
government.
The
governor's
office
of
diversity
business
is
also
a
part
of
this
office.
They
call
it
the
go
dbe
office
and
this
past
year
we
spent
almost
740
million
dollars
with
diverse
business
enterprises.
G
Our
vehicle
and
asset
management
division
is
met
responsible
for
the
state's
motor
vehicle
fleet,
including
all
motorized
equipment,
from
lawn
mowers
to
tractors,
to
cars
into
heavy
trucks.
We're
also
responsible
for
the
distribution
of
the
state
of
tennessee,
surplus
property
and
federal
surplus
property
within
tennessee.
G
Our
document
solutions
divisions
provides
a
wide
variety
of
printing
graphics,
scanning
photographic,
videography
services
for
all
branches
of
government.
We
also
have
a
distribution
service
where
we
keep
items
that
many
departments
may
need
in
bulk
and
we
process
incoming
and
outgoing
mail,
and
we
have
a
variety
of
smaller
internal
service
offices
that
support
the
work
of
our
division
or
our
department.
G
G
G
General
government
has
34
million
square
feet,
which
is
35
percent
of
the
real
estate
portfolio,
the
other
two
colors
there
represent
properties
that
are
all
higher
education,
so
two-thirds
of
that
belongs
to
the
higher
education
institutes
within
general
government,
our
general
service
services,
real
estate
division
or
stream.
We
have
about
6.5
million
square
feet
of
owned
property
and
about
3.3
million
square
feet
of
leased
property.
So
that's
slightly
less
than
the
third
of
all
general
government
properties
and
the
other
two
thirds
you
see
there.
G
It's
probably
also
a
good
time
to
talk
about
quickly
what
facilities
revolving
fund
is,
or
first
many
of
you
are
very
familiar
with
this
term.
Some
may
not
be
as
familiar,
but
it
was
established
in
1988
for
the
efficient
and
effective
management
of
general
government's
office
and
warehousing
facilities.
G
The
state
agencies
char
are
charged
a
rental
rate
for
the
space
they
occupy
and,
in
return
fir
for
the
facilities.
Revolving
fund
manages
and
pays
for
the
operations,
maintenance
and
debt
service,
if
applicable,
on
those
owned
and
leased
facilities,
and
then
stream
is
responsible
for
managing
and
maintaining
those
properties
within
ferv.
G
G
There
you
see
it
within
general
government.
This
includes
94
projects,
totaling
495
million
dollars.
This
is
both
for
properties
again
directly
managed
by
general
services
or
in
firf,
and
for
properties
outside
of
first
and
managed
by
other
properties
or
other
agencies.
I
should
say
of
the
94
projects:
34
are
capital
improvement
and
that's
a
value
of
212
million
dollars.
60
projects
are
capital
maintenance
projects,
and
that
totals
283
million
dollars,
and
this
is
in
keeping
with
the
themes.
G
We've
had
the
last
several
years
of
really
trying
to
invest
in
capital
maintenance
projects,
first,
capital
improvement
projects.
We
all
know
it's
much
much
more
efficient
and
cost
effective
to
maintain
the
projects
we
have
versus
running
them
to
the
end
of
useful
life
and
just
building
new.
So
we've
really
tried
to
focus
our
maintenance
dollars
to
those
projects
that
need
it.
G
So
we'll
talk
about
the
facilities
revolving
fund
on
this
slide.
You'll
see
some
highlights
of
the
capital
outlays
again
proposed
for
facilities
revolving
fund
or
ferv,
and
so
these
are
some
highlights.
The
first
is
the
war
memorial
renovations.
It's
going
to
be
an
upgrade
to
this
building
and
return
it
to
a
fully
functioning
condition
for
state
government.
G
G
So
we're
going
to
be
building
that
new
building
at
rs
gas
and
it's
going
to
be
built
specifically
to
make
sure
that
we
take
care
of
our
state
artifacts,
we're
also
requesting
funding
for
the
next
step
of
the
construction
of
the
multi-agency
law
enforcement
training
academy,
and
that
will
be
for
the
campus
design
and
infrastructure.
We're
going
to
request
funds
for
design
and
work
to
renovate
legislative
plaza
as
well
and
convert
it
to
functioning
space
for
government
and
finally,
we're
requesting
25
million
for
our
office
space
reduction
plan.
G
We
are
calling
project
tetris
as
many
members
of
this
committee.
You
may
remember
when
we
were
here
before
we
discussed
project
tetris
at
the
last
hearing.
Lots
of
employees,
of
course
went
home
during
coven
and
those
agencies
that
were
not
already
using
aws
began
using
aws
or
if
they
were
using
it
in
one
division.
Another
not
another,
they've
expanded
the
use
of
aws,
so
that
allows
employees
to
work
outside
of
the
traditional
office
space
and
it
makes
that
for
happier
employees
it
certainly
aids
in
our
recruitment
and
retention
I
can
attest
to
that.
G
It
reduces
the
use
of
sick
leave
and
it
keeps
customer
satisfaction
high.
It
also
provides
a
tremendous
opportunity
for
us
in
reducing
the
amount
of
administration
straight
up
costs
that
we
have.
We
have
expensive
office
space
and
we
can
reduce
the
needs
for
that,
and
our
agencies
have
contacted
both
me
and
john
and
other
people
in
our
division
to
talk
about
reducing
that
because
they
want
to
reduce
their
rent
as
well.
G
G
So
stream
manages
our
general
government
office
buildings,
as
I
said
before,
and
while
in
within
months
they
can
eliminate
a
building
or
a
lee.
Excuse
me
move
people
from
a
building.
They
can't
necessarily
eliminate
a
building
or
a
lease
within
months
that
takes
a
little
bit
longer,
but
project
tetris
is
really
going
to
be
a
plan
for
permanently
reducing
our
real
estate
footprint
and
producing
some
significant
recurrent
savings.
We
probably
won't
see
those
immediately
in
fy
22,
but
those
savings
will
continue
on
and
compound
as
time
goes
on.
G
G
We
had
representation
from
the
executive
branch
from
the
judiciary
and
also
from
the
legislative
branch,
and
we
all
worked
really
hard
for
about
a
year
on
the
first
phase
of
the
master
plan
about
midstream,
though
you
guys
know
what
happened,
cobit
happened,
and
so
we
had
to
just
pause
and
take
a
step
back
and
consider
how
coveted
was
going
to
affect
our
master
plan
and
what
we
had
determined
so
far,
and
so
there
were
a
lot
of
factors
going
on.
We
had
revenue
concerns,
as
all
of
you
know.
G
We
also
had
cobot
happening
and
we
knew
that
there
would
be
a
long
term
effect
of
covet
on
our
office
space,
and
so
we
took
all
that
into
consideration
and
what
we
really
realized
is
that
the
first
few
steps
of
our
master
plan,
because
of
all
of
this,
we
call
it
the
perfect
storm.
The
way
it
happened.
We
could
go
ahead
and
implement
the
first
few
steps
of
our
master
plan
and
that's
what
we're
calling
project
testers
are
those
first
few
steps.
G
H
Thank
you,
commissioner.
I'd
like
to
start
with
a
slide
to
just
talk
about
our
master
plan,
so
the
goal
we
have
is
to
do
a
master
plan
for
all
general
government
buildings
across
the
state
of
tennessee,
and
what
this
slide
shows
is
we
actually
started
in
middle
tennessee
a
little
over
a
year
ago,
and
so
in
middle
tennessee
area,
the
grand
division
we
have
about
10
million
square
feet
and
in
that
10
million
square
feet
we
already
had
680,
000
or
so
square
feet
of
vacant
space.
H
H
It
also
says
that
two-thirds
of
that
is
in
three
buildings:
it's
in
the
james
k,
polk
building
it's
in
legislative
plaza
and
it's
in
the
and
it's
in
the
war
memorial
building,
and
so
that's
why
we
brought
some
of
those
projects
forward
this
particular
year
now
out
of
that,
as
the
commissioner
noted
and
through
the
pandemic
for
this
last
year,
we
all
figured
out
that
we
could
work
from
home.
So
we
created
project
tetra.
H
So
we
looked
at
that
10
million
square
feet
and
the
project
that
we
have
that
we're
looking
at
is
on
this
slide
is
4.2
million
square
feet
and
that's
in
20
own
buildings
and
in
10
leases.
It's
right
here
in
davidson
county.
Why?
Because
those
are
the
the
big
buildings,
it's
the
tennessee
tower.
It's
the
andrew
jackson,
building,
it's
all
those
big
buildings
where
the
agencies
have
told
us
that
they
do
not
need
all
the
space
that
they've
been
occupying
and
so
we're
focusing
our
project
tetris
on
those
buildings
to
save
space.
H
When
it's
done
in
the
next
three
years,
we
plan
to
save
upwards
of
a
million
square
feet,
just
in
that
four
million
square
feet
we're
going
to
have
vacant
space
still
because
you
know
agencies
change
and
things
change
over
time
of
roughly
130
000
square
feet.
So
we're
going
to
reduce
our
vacant
square
footage
as
well.
Now
there
is
a
financial
impact
to
that.
H
So
we
do
need
funding
so
you'll,
see
in
the
capital
project
list
that
there
is
a
a
project
of
roughly
26
million
dollars
to
move
these
agencies
around
so
as
they
don't
need
certain
floors
and
buildings
or
we're
going
to
relocate
them
and
move
them
to
a
different
building.
So
we
have
to
buy
furniture
put
up
some
walls
or
things
like
that,
and
that's
what
that
funding
is
for.
H
I
just
wanted
to
share
one
more
slide
for
this.
I
want
to
just
show
you
what
the
financial
results
of
this
will
be
so,
as
I
noted
we're
going
to
eliminate
state-owned
space
of
672
000
square
feet
of
space,
we're
also
going
to
you
know
by
doing
that,
we
eliminate
the
operating
expenses
for
that.
So
that's
a
recurring
amount
of
six,
almost
six
and
a
half
million
dollars
just
on
that
space.
We're
then
going
to
reduce
our
deferred
maintenance
by
more
than
100
million
dollars.
Much
of
that
is
in
the
james
k,
polk
building.
H
We're
then
also
going
to
sell
some
properties,
so
citizens
plaza
has
been
vacant
for
the
last
three
years
at
this
point,
so
we
want
to
this
year
go
ahead
and
sell
citizens
plaza.
We
also
have
a
couple
of
properties
on
second
avenue
here
in
town,
which
is
right
across
the
street.
Frankly,
from
the
ball
field,
very
valuable
property
next
to
germantown,
so
it
is
up
for
sale
currently,
so
we
want
to
sell
that
so
those
two
properties
alone,
we
think,
is
at
least
65
million
dollars
to
the
state.
H
Just
want
to
show
you
a
quick
slide
of
what
we've
done
over
time
and
what
we
expect
to
do
in
reducing
square
footage
for
the
state,
which
saves
us
a
lot
of
money
so
back
in
2011
when
we
started
this
process
all
the
way
through
2025.
When
tetris
is
done,
we're
going
to
save
more
than
2
million
square
feet
of
state
space,
and
that's
on
that
10
million
square
feet
that
we
started
with
in
the
end,
so
1.4
million
of
it
is
owned
and
over
750
000
of
it
is
lease
space
as
well.
H
Here's
just
a
a
slide
about
capital
projects
as
we're
referring
to
so
so
this
year,
fy
22
that
we
are
looking
at.
We
have
a
slide
that
looks
back
over
time
back
to
fy
15.,
and
so
on
this
slide
we
are
looking
at
94
projects
for
this
year.
That's
that's
what
this
is.
It's
the
total
number
of
projects.
H
34
are
improvements
and
60
are
maintenance
and
you'll
see
that
you
know
the
blue
part
are
the
maintenance
projects,
which
are
the
ones
that
we
really
want
to
focus
on
and
you'll
see
that
last
year
too,
and
the
year
before
of
how
we
focused
more
on
maintenance
number
of
projects,
and
then
this
slide
is
dollars
for
that.
So
what
the
capital
outlay
is
for
that
so
you'll
see
again.
Capital
maintenance
here
is
280
million
dollars.
It's
the
blue
part
in
fy
22
and
212
million
dollars
of
improvements.
H
I
may
note
on
this
particular
slide
in
the
blue
section.
The
maintenance
part
of
the
283
million
106
million
of
that
is
just
for
the
war
memorial
building,
but
by
doing
war
memorial
that
building
alone
has
74
million
dollars
of
deferred
maintenance
by
itself.
So
we
will
eliminate
that
off
of
the
list
just
wanted
to
give
you
a
couple
of
slides
just
to
tell
you
what's
going
on
in
our
world
as
we
bid
projects
these
days.
So
what
we're
seeing
is
you'll
see
over
time.
H
So
since
the
last
great
recession,
which
certainly
affected
the
real
estate
market
way
back
in
0.809
you'll
see
the
number
of
bidders
on
our
projects
have
continually
gone
down
over
time,
because
there's
lots
of
other
commercial
private
sector
work
going
on,
especially
obviously
here
in
middle
tennessee
and
so
you'll
see
the
last
uptick
this
year,
we're
a
little
over
three
bidders
on
average
for
our
project.
So
it's
a
little
better.
H
I
guess
because
the
private
sector
market
has
softened
during
this
past
year,
certainly
with
with
the
pandemic,
and
then
this
slide
shows
you
the
number
of
successful
biz.
Now
what
a
successful
bid
means
to
us.
As
we
turn
in
a
budget,
we
obviously
have
a
bid
target
of
what
that
project
is
going
to
cost
and
then
we
add
a
contingency
factor
on
top
of
it.
H
So,
if
we're
going
to
build
a
new
building,
it's
five
percent,
if
we're
going
to
renovate
a
building,
it's
10
percent,
so
a
successful
bid
to
us
is
by
the
time
it
actually
bids
from
the
time
we
put
in
a
budget,
it's
probably
more
than
two
years
later.
So
if
it's
successful,
that
means
we
got
a
bid
that
we
can
hold
in
what
we
call
the
maximum
allowable
construction
cost,
the
mac,
which
is
what
our
architects
are
paid
off
of.
H
So
at
this
point,
we've
gone
way
up:
we've
learned
from
the
market
the
last
couple
of
years,
because
it
it
it
really
has
escalated.
Frankly,
middle
tennessee
costs
were
going
up
10
a
year
on
average,
and
so
we've
had
to
change
what
we've
looked
at
in
doing
that
and
so
we're
up
to
84
in
successful
bids.
We
like
it
to
be
a
hundred
percent,
so
when
we,
when
it's
not
a
successful
bid,
that
means
we've
got
to
go
back
to
our
architect
at
that
point
and
make
changes
in
in
the
plan
of
the
building.
G
All
right,
thank
you,
john.
So
I'll
conclude
the
remarks
here
quickly
in
the
presentation,
we'll
answer,
questions
that
you
have,
but
this
last
comment
I'm
going
to
make
is
really
related
to
the
entire
capital
budget
and
and
the
theme
that
we've
carried
through
for
several
years
now.
But
some
members
may
have
heard
me
tell
this
story
before,
but
the
very
first
budget
hearing
I
attended.
The
governor
asked
me
what
the
value
of
deferred
maintenance
is
for
all
of
the
properties
within
the
general
government
portfolio.
G
G
We
got
all
that
done
this
year
and
and
last
year,
when
we
talked
about
this,
I
said,
do
not
be
surprised
if
the
number
starts
with
the
letter
b,
so
we
have
the
numbers
back
and
for
the
general
government
portfolio
we
have
a
2.2
billion
dollar,
deferred,
maintenance
value,
and
so
that's
a
sizable
number
and
keep
in
mind
that
that
does
not
include
higher
education
facilities.
Of
course,
I
was
here
for
the
hearing
earlier
and
heard
that
number
as
well.
G
Another
significant
point
that
I
think
is
should
be
made
here
is
that
when
we
did
those
facility
conditions
assessments,
excuse
me
what
we
found
is
what
we
expected
to
find
is
that
the
properties
that
are
in
the
facilities
revolving
fund
are
much
better
maintained,
are
in
much
better
condition
and
have
a
lot
less
deferred.
Maintenance
and
then
those
properties
being
held
within
the
jurisdiction
of
the
agencies
and
departments,
and
and
it's
understandable
I
get
that
their
number
one
focus.
Those
other
agencies
and
departments
is
on
serving
constituents
fulfilling
their
programs.
G
G
So
I
just
want
to
say
that
we
have
a
law.
It
is
a
massive
debt.
We
have
a
lot
to
figure
out
here,
there's
a
couple
of
ways
to
affect
deferred
maintenance.
As
I
said,
you
can
invest
more
money,
we're
requesting
an
additional
10
million
dollars
this
year
for
our
facility
facilities,
investment
for
deferred
maintenance.
G
We
are
also
going
to
be
disposing
of
properties,
but
it's
a
lot
and
you
either
got
to
pay
it
now
or
you
got
to
pay
it
later.
You
can
run
your
buildings
to
the
end
of
useful
life
and
build
new,
or
you
can
go
ahead
and
start
investing
now.
So
the
legislature
was
wise
and
far
sighted
in
investing
monies
in
the
past,
but
we
do
have
a
request
for
an
additional
10
million
dollars
to
add
to
our
deferred
maintenance
as
well.
G
G
G
So
it's
a
big
plan,
but
without
such
steps
that
deferred
maintenance
number
is
going
to
continue
to
grow,
so
we
have
to
be
aggressive
in
how
we
attack
it.
But
frankly,
with
our
facility
conditions,
assessments,
our
real
estate
master
plan
and
project
tetris,
we
really
have
laid
the
foundation
for
the
next
several
years
of
general
government,
strategic,
real
estate
decisions
and
projects.
A
I
I
We
all
know
that
you
know
like
construction
costs
in
middle
tennessee.
Nothing's
getting
cheaper
in
nashville
and
rents
continue
to
go
up.
They've
been
increased
multiple
times
in
recent
years
and
there's
a
fur
reserve
balance
that
was
12.3
million
dollars
in
just
as
close
back
as
1516,
and
now
it's
95.5
million
for
1920.
I
G
I
will
start
and
I'll,
let
john
finish
up,
there's
several
reasons
as
the
first
reserve
grows.
First
of
all,
you
have
there's
projects
that
are
in
there
right
the
money
that
is
for
facility
revolving
fund
buildings,
that's
where
the
money
that
is
allocated
for
those
projects,
that's
where
it
goes
so.
Some
of
that
some
of
that
money
is
probably
obligated
on
projects
right,
so
somebody
it
flows
in
and
it
flows
out
when
there's
residual
funding
there.
G
If
a
project's
finished
and
we
have
a
residual
funding,
it's
designated
to
stay
in
the
facility
revolving
fund,
so
there's
leftover
funds
that
stay
in
there.
We
also
have
disposal
of
properties
when
properties
are
facility,
revolving
fund
properties
and
those
are
disposed
of.
Then
the
sale
proceeds
go
into
the
facility
revolving
fund
to
continue
to
maintain
properties.
What
else
john?
I
know
there
are
several
other
reasons
there.
H
Sure
some
of
this
have
to
actually
come
from
fna.
They
help
us
with
that.
So
as
we
build
that
reserve
balance
because
we're
not
spending
it
on
other
things,
they
will
then
use
that
money
on
capital,
maintenance
or
capital
improvement
projects.
I
think
over
the
last
year
or
so
you'd
have
to
ask
them
they've,
just
chosen
not
to
come
into
the
first
reserve
to
be
able
to
do
that
and
they've
allowed
that
to
build
up
several
years
ago.
H
I
We'd,
like
us,
we'd
like
you
to
have
the
kind
you
don't
have.
Obviously,
if
it's
low,
we
want
it
high
if
it's
high,
we
know-
and
so
my
second
question
I
think,
you've
answered
it.
If
we
can
anticipate
those
reserve
levels
to
continue
to
fluctuate
in
either
direction
depending
on
decisions
made
and
this
pending
sale
or
we
have
some
properties
for
sale
so
that
could
conceivably
if
that
transaction
was
completed,
then
that
would
be
in
those
funds.
Okay,.
G
You
might
also
consider
debt
service
because
I
know
that,
for
example,
our
debt
service
we've
kept
it
the
same
budgeted.
But
you
know
debt
service.
We
paid
off
a
lot
of
debt
in
the
state,
and
so
our
debt
service
has
gone
down.
That's
allowed
us
to
accumulate
more
funds,
but
the
library
and
archives
of
course
project.
G
Well,
I'll
give
you
the
general
answer
and
I'll.
Let
john
do
the
details.
The
general
answer
is
yes,
I
mean
we,
we
are
seeing
rent
increases
we
just
every
year
we
do
a
review
and
then
every
third
year
we
actually
hire
a
consultant
to
come
in
and
do
the
review
just
to
check
everything
that
we're
doing
and
evaluating
in
davidson
county
we're.
Definitely
seeing
the
rental
rates
increase
in
shelby,
county
we've
seen
an
uptick
and
then
also
some
in
hamilton
county
as
well.
G
H
Certainly
we
have
we
do
a
market
study
every
year
and
so
right
now
what
we
look
at
is
we
look
at
class
b
office
space,
so
class
b
office
space
here
in
nashville
is
about
25.50
or
excuse
me,
26.50,
a
square
foot
and
so
based
on
building
commission
policy.
They
want
us
to
adjust
our
rates
frankly,
every
year
to
be
more
market
competitive
and
and
make
sure
we
are
one
thing.
H
I
would
note
about
what
the
firf
pays
for
compared
to
you
know
a
normal
rental
rate,
so
the
facilities
revolving
fund
actually
pays
for
all
the
furniture
they
pay
for
our
state
agencies
to
move
those
sorts
of
things.
So
so
the
ferp
is
actually
run
more
efficiently
than
what
you
would
find
in
a
regular
market,
rent
rate
to
compare
apples
and
apples.
I
So-
and
we
talked
about
this-
the
aws
and
all
those
solutions
and
the
folks
that
we
have
so
many
people
working
from
home.
That
is
evidently
in
many
cases,
if
not
all
proved
to
be
productivity,
has
not
been
impacted
or
sometimes
maybe
impacted,
positively,
correct
and
so
going
forward.
We
could
hopefully
expect
that
to
continue
to
occur.
I
So,
as
you
know,
departments
will
then
downsize,
and
I
I
know
I
believe
it
was
26
27
million
dollars
you
had
in
there
in
the
fur
fund,
for
what
you
just
said:
furniture
relocation
moving
these
people
around
as
as
they
downsize,
but
once
as
that
happens,
what
impact
is
that
going
to
have
on
your
department,
both
financially
you're,
not
going
to
be
collecting
those
rents?
You
could
conceivably
have
more
empty
space
and
how
long
are
departments
held?
I
G
So
I'll,
let
john
answer
that
question,
but
I
will
say
part
of
what
we're
doing
with
project
tetris
is
try
to
accumulate
those
vacancies.
First
of
all,
on
leases.
We
want
to
get
out
of
leases
as
long
as
we're
all
committed
to
taking
care
of
our
state
office
buildings.
We
want
to
get
out
of
leases
and
then
also
to
accumulate
as
many
vacancies
as
we
can
in
those
buildings
that
we
need
to
dispose
of,
and
those
are
the
buildings
that
have
the
big
deferred
maintenance
numbers
on
them,
and
we
mentioned
them
today.
G
Citizens
applause
has
been
sitting
there
for
three
years
and
we
paid
about
a
million
and
a
half
dollars
to
sit
there.
We
haven't
needed
it,
we
don't
need
it.
We
need
to
dispose
of
it.
The
polk
building
has
a
tremendous
amount
of
deferred
maintenance
in
it,
so
that
would
be
another
building
that
we
will
be
disposing
of,
so
the
goal
again
is
to
get
out
of
leases
and
to
create
vacancies
in
those
particular
buildings
we
need
to
get
rid
of,
which
is
why
we're
paying
for
all
these
different
moves.
H
To
finish
up
yeah
well,
the
worst
thing
we
can
do
is
just
leave
that
empty
space
out
there.
So
our
goal
here
is
to
move
people
around
so
friends
I'll
just
give
you
an
example.
So
the
department
of
education
is
in
the
andrew
johnson
building.
They
have
four
floors.
They
called
us
up
last
summer
and
said
you
know
we
can
let
people
work
from
home
and
when
they
come
in
they'll
just
collaborate,
so
they
say
we
can
reduce
by
two
floors.
H
So
we
so
we
have
two
floors
now.
Our
challenge
is
to
take
another
agency
and
put
them
in
that
space.
If
we
want
to
keep
the
andrew
johnson
building
long
term,
which
we
do
and
so
we're
going
to
wind
up
all
of
these
moves
going
on
around
downtown
in
order
to
in
the
end,
get
it
out
of
a
lease
or
sell
a
building,
and
that's
how
we
save
the
money
ultimately.
H
But
in
the
meantime,
the
way
we
do
that,
if
an
agency
vacates
a
floor,
we
try
to
keep
this
by
fiscal
year,
so
they've
committed
with
their
budget
to
pay
rent
for
a
fiscal
year.
So
if
they
move
halfway
in
the
fiscal
year,
we're
probably
still
going
to
charge
them
rent
for
that
fiscal
year,
ultimately,
but
starting
the
next
fiscal
year.
We
won't
so
we're
under
a
time
pressure
here.
A
Thank
you
just
follow
up
to
the
question
she
had.
You
said
ten
million
dollars
is
what
you've
asked
for
capital
outlay
as
it
relates
to
renovation
projects.
I
know
there
was
another
25
million
that
was
going
to
be
moved
for
renovation
somewhere
else,
so
that's
35
million
dollars.
Why
not
spend
furf
money
for
that?
H
A
G
Yeah
right
and
we
do
rely
on,
obviously
the
funding
in
there
for
different
maintenance
projects.
Definitely,
but,
as
I
was
explaining
before
part
of
it,
is
just
the
money's
sitting
there,
but
it's
obligated
for
a
project
and
sometimes
it's
just
residual
funding,
but
it
has
built
up
for
the
last
little
while
we
will
see
it
come
back
down,
though,
as
soon
as
the
debt
service
kicks
back
in
and
other
things
happen.
So.
B
G
First
hearing
I
had
with
the
governor
and
that
question
was
assume
we
have
the
running
inventory
of
all
of
our
properties
and
the
truth
is
we
did
not
again,
we
know.
What's
in
the
facility
revolving
fund,
we
don't
know
all
those
properties
that
are
held
within
the
jurisdictions
of
other
departments
and
agencies,
but
we
are
working
on
that
and
we
are
getting
ready
to
actually
present
what
we
call
steps
to
the
governor
in
steps.
John
you'll
have
to
tell
me
what
the
acronym
stands
for.
I
can't
quite
recall.
G
So
another
another
project
that
we
will
roll
out.
So
I
mentioned
the
three
today
we
have
another
one
we're
going
to
be
rolling
out
and
we
have
been
working
on
this
diligently
and
we
have
now
really
good
records
of
all
the
property
that
we
own
in
the
state
of
tennessee.
It
also
includes
tdot
right-of-way,
so
that's
the
first
time
we've
had
that
in
one
central
location,
so
we're
going
to
have
that
and
what
that's
going
to
allow
us
to
do
is
start
identifying
properties
that
we
no
longer
need.
G
The
process
that
we
would
like
to
put
in
place
and
that
we
are
advocating
for
is
that
when
departments
come
in
and
present
their
budgets,
we
also
sit
down
and
go
over
their
properties
and
if
they
do
not
have
a
long-term
strategic
plan
for
a
property
and
they've
had
that
property
for
10
years.
It's
time
for
them
to
let
go
of
that
property.
Let
us
declare
it
surplus
and
get
it
into
a
higher,
better
use,
possibly
collect
taxes
on
it
or
let
that
work
with
the
local
government
somewhere
to
create
another
amenity.
For
that.
E
Couple
follow-ups:
what
does
it
cost
to
hold
and
secure
these
properties,
and
I
know
back
home
where
I
am,
of
course
we
got
one
building
is
on
the
registry
and
I'm
sure
we
probably
gonna
keep
that.
I
don't
know
how
we're
gonna
do
that,
but
what
does
it
cost
to
just
hold
and
secure
some
of
these
properties?
G
Well,
let
me
say
first
of
all,
some
of
those
properties
once
we
get
through
this
process
is
what
I
said
earlier.
You
know
government
and
the
federal
government
we're
all
famous
for
this,
and
that
is
running
properties
to
the
end
of
their
useful
life
and
leaving
them
there
and
then
building
new,
and
when
I
came
in
here
and
toured
all
these
different
properties,
you
see
a
lot
of
that,
unfortunately,
and
they
do
become
attractive
nuisances.
So
we
have
to
deal
with
taking
some
of
those
properties
down.
G
So
once
we
figure
out
what
properties
are
there
and
it
can
be
declared
surplus,
we'll
figure
out
how
to
address
some
of
that.
As
for
what
it
cost,
especially
with
the
building
on
a
historic
registry,
I
mean
you-
and
I
have
toured
that
building
over
there
in
in,
for
example,
in
knoxville,
it
had
the
same
kind
of
health
institute,
mental
health
institute,
and
it
ended
up
being
a
private
funded
and
the
city
funded
project
to
renovate
at
lake
shore
park.
H
It
gets
back
to
that
annual
operating
expenses,
you
know
so,
if
it's
purely
vacant
and
we
shutter
the
building
sure
we
we'd
like
to
turn
off
the
utilities.
But
you
really
can't
turn
everything
off
or
it'll
deteriorate
quickly.
So
there's
always
some
level
of
utilities
and
maintenance
that
you
should
do
on
the
buildings
or
the
roof
starts
leaking
or
other
things.
So
you
know
think
back
to
that
9.48
cents.
It
may
not
be
quite
that
high
for
a
building,
that's
completely
vacant,
but
I'll
give
you
a
number
citizens.
H
H
Yes,
sir,
we
have
going
forward
yeah,
we
have
one
final
tenant
in
the
building,
it's
the
arts,
commission
and
so
we're
going
to
move
them
up
to
the
rachel
jackson,
building
to
the
first
floor.
So
that's
a
capital
project
for
us
this
year
that
we're
going
to
move
forward
with
and
then
sometime
mid-year
and
beyond,
we're
going
to
sell
this
building
for
citizens
plaza.
Okay,.
E
G
Actually,
john,
I
was
at
the
city
and
john
was
actually
at
the
state
at
that
time
and
we
worked
on
that
and
we
got
it
funded
and
the
building
was
to
be
able
to
be
restored
and
it
worked
out
very
well.
So
that's
a
situation
where
it
can
work
and
benefit
all
parties.
The
state
did
not
need
the
facility
any
longer
or
the
office
space,
and
so
the
city
took
it
over.
A
Thank
you.
I
had
a
couple
quick
questions.
We
talked
about
the
six
million
dollars
in
design
planning
for
legislative
applause,
old
legislative
plaza.
Some
of
us
have
been
around.
We
love
that
place
even
the
mold,
but
but
what
is
what
is
the
purpose
of
the
six
million
dollars
there?
I
know
it's
for
design,
but
who
do
you
hope
to
put
there.
H
This
go
ahead,
john
sure,
well,
no
offices
that
someone
will
be
there
every
day,
so
the
thought
is
probably
more
conference
space.
Things
like
that
touchdown
space,
so
think
of
people
awsing
a
lot,
and
I
need
to
come
in
town
and
come
to
hearings
or
other
things
on
on
capitol
hill.
Then
they
would
have
a
place
to
come
to.
A
H
Yes,
sir
plus
we
you
know,
as
we
said,
we
don't
need
a
lot
of
other
office
space
in
town,
so
we
certainly
didn't
need
to
put
offices
back
underground
again
at
legislative
plaza,
but
it
has
a
purpose
of
being
there
and-
and
we
think
it
is
important-
we're
also
thinking-
maybe
a
visitor
center.
That's
been
talked
about,
and
so
that's
why
we
want
an
extended
time
to
design
it
and
get
lots
of
input
as
to
what
it
should
become.
H
H
Yeah
that
that's
for
the
war
memorial
building,
so
I
think
we
had
said
in
another
hearing
the
the
plan
is
to
renovate
that
it's
a
historic
structure,
it's
on
the
on
the
registry,
and
so
we
would
like
to
re.
Remove
the
attorney
general's
office.
That's
currently
in
a
lease
at
the
ubs
building,
move
them
back
down
the
street
and
long
term.
Then
they
would
be
in
the
war
memorial
building
as
their
offices.
A
I'm
just
obviously,
maybe
I
should
ask
the
state
architect
this
question,
but
why
would
you
move
the
attorney
general's
office
there
when
you've
got
legislated
plaza
here
and
the
attorney
general's
office
is
right
beside
of
it?
I
guess
the
reason
why
we
originally
moved
here
is
because
we
saw
that
it
was
too
cost
prohibitive
in
order
to
renovate
that
building,
but
now
we're
going
to
go,
spend
106
million
dollars.
I
really
don't
get
that
so.
Tell
me
why
the
streamed
reason
for
doing
that.
I
guess,
would
be.
A
G
A
Yeah,
I
guess
the
the
my
my
reason
for
asking
that
question
is.
It
sounds
to
me
that
that
space
and-
and
I
recognize,
commissioner,
this
predates
you,
but
I
recognize
that
that
space
lends
itself
more
for
legislative
duties
there
than
it
would
this
space,
and
we
moved
this
space
here
with
the
idea.
If
we
knew
there
was
such
a
great
demand
to
use
to
move
attorney
general's
offices
back
downtown
and
to
get
out
of
ubs,
because
we've
been
talking
about
this
for
the
same
10
years.
I've
been
here.
H
Sure,
well,
the
attorney
general's
office.
That's
in
the
ubs
building
was
in
this
building
before
they
went
there,
so
they
so
they
left
here,
because
this
building
need
renovated.
Ultimately-
and
it
was
at
that
time
that
I
I
just
recall,
you
know
the
legislature
just
decided
to
come
over
here
now.
The
legislation
space
grew
by
quite
a
bit
when
it
left
war,
memorial,
legislative
plaza
and
came
to
the
cornell
whole
building.
It.
A
E
E
E
A
Thank
you
guys
for
coming
today.
I
had
a
couple
other
questions,
but
I'll
send
them
email
to
you,
because
I
realized
that
we
are
running
out
of
we
already
run
out
of
time.
I
can't
see
that
clock
back
there
anyway
yeah,
but
commissioner,
I
really
appreciate
you
and
your
staff
the
hard
work
that
you're
doing
you
have
and
your
team
have
come
a
long
way
since
you
walked
in
the
door
and
it's
to
be
commended.
A
I
I
would
love
to
talk
to
to
mr
hull
off
the
record
about
my
thoughts
about
the
number
of
bidders,
but
I'll
say
that
for
another
time,
but
I
really
appreciate
your
all's,
hard
work
and
diligence
for
the
people
of
the
state
and
making
it
way
more
productive
than
it
was
when
I
came
over
a
decade
ago.
Great
thank.