Thank you. I'll call this meeting special meeting of the Esprace City Council of the Order Thursday January 28 5 30 Welcome everybody and as as we generally are on these special meetings. That's a very important meeting a lot of our pomp and circumstance goes out the door. So everybody just keep debating your dinner and listen along and we will start with human resource director, Stacy Griffin. Our county manager, Hal Johnson, our county engineer, public works director, Paxton Arters. I think everybody knows them. And from waste management, Randall Essex and Bob Peeler, I think everybody's seeing them before too. Welcome all of them. And then that will turn it over to Stacy. Thank you. You're leaving, Council Mayor. The purpose of this presentation tonight is to give you a little bit in the detail on some of the changes, particularly to the pay plenty. What I want to talk to you about is when November 30th, Mr. Auldberg sent out a memo, a communication to all employees. And he mentioned to them that we were looking to implement a new pay plan, so he wanted to give them a heads up on that. And he also gave another update that I just want to mention because this will be in your recommendations for policy changes next week. He also mentioned that every past year we had surveyed all employees, we had surveyed the personnel committee, and all the feedback they are suggested that our personnel committee, the way it exists today, is not necessary. That with surveys, with focus groups, with committees such as the wellness committee, that their recommendation, the current personnel committee's recommendation is to dissolve, to dissolve that. So we didn't want you to hear about that for the first time next week but there's a long memo, there's a lot of research, I'm happy to share that but it just didn't, employees just don't think it's necessary at this point so just wanted to update you on that. Moving along to the paid plan, why even change our current paid plan? Well, there's two key reasons. When I first came on board in October of last year, I met with every division in department head and basically did a watch working, what's not working, kind of session with each of them. And the one thing that every single person mentioned as a not working was our paid plan. And I'm going to be clear that nobody was saying it didn't work from a pay standpoint because we have done market studies and we've remained very competitive. What it didn't work from is people didn't understand it. And oftentimes managers have a hard time explaining it. Line employees don't understand when they're up for their next increase. And I remember when I was looking at implementing a new pay clean at the county, I called Myers. And I said, Myers, can you share your documents with me for your pay group? And is that worse than me? I remember at the time he said, I, can you share your documents with me for your pay for you? And is that worse than me? I remember I had the term, he said, I'm happy to email you anything you want, but you won't understand it unless we sit down and talk about it. And so having gotten that feedback, we want to put something in place that every employee can understand what it comes to pay. So that's one reason. The second reason is traditional step brain billions are really going by the wayside. They're becoming somewhat archaic because they don't allow for the flexibility that organizations need this day. These days, for example, if Randy Kervis works a retired tomorrow, chances that we're going to be able to bring somebody in with the experience that we want at step one of the beginning of the pay group, which is how our cleaners set up our suntanum. So we're looking at a clean that gives some flexibility to be more competitive in the market as well. Okay, so our current compensation strategy is going to be a very in the market as well. Okay, so our current compensation strategy does not allow for the flexibility that we need. Part of that is what I just mentioned with that example with RANDE. It results in unintended compensation consequences, which I have a slide a little later that I'll show you what some of that looks like. It results in unequal compensation. So we might get the same promotion but based on where I sit and pay plan that promotion may be 5% for me and it may be 10% for me. Okay so we'll look at some of that. It's asymmetrical. Typically, pay plans have 5% between the grains and step grade have 2.5% between the steps. Because some flat dollar amounts have been given since the implementation of this pay plan, some steps have 2.3% between them, some have 2.4. The grades are maybe 4%, maybe 4.5. So it's not symmetrical in terms of fairness and amounts and things like that. And it overly emphasizes longevity, meaning that years of service are built into the pay plan. So when you get to a certain years of service, you can't do anything else until you reach your next service unit. So in the proposed pay plan, we still recognize service anniversaries, but it doesn't stop you from getting other compensations, you know, just because you haven't reached a certain service milestone. And then it does not have a provision for work. So conversely all these things that our current pay plan doesn't provide for the pay plan we want to propose allows for. It allows for the flexibility we need. It allows us to build in a performance component which I'll get to on the next page which I know that y'all have discussed Mr. Argrouf said in the past. So moving right along, here's the additional benefit. This new paper here is easy to understand. Okay. Once we train on this, employees should know exactly what's going to happen. Okay. It will be based on fixed developmental pay increase amounts. So what that means is, and I'll show you that on the next slide, is that we can, it's much easier for Debbie and I to sit down and it's not percentage based. It's fixed on certain things. So from a budget standpoint, you know, real dollars, it should be an easier budgeting process for us to go through as well. And it does allow for a performance based pay concept, which as you'll know, we currently won't have. When I asked all the division department heads, how many of them have departments where every single employee performed the same, nobody raised for you, because everybody performs differently. So this allows for some differentiation in performance base pay. OK, quickly, the way this will look, there will be what we call proposing development ahead. So years 1 through 4, I'm learning, I'm developing, I'm training. So I get an increase of development will pay increase each of those years. Right now, I'm training. So I get an increase, a developmental pay increase, each of those years. Right now, we do that, we just do it with step breaks. So from a budget standpoint, I want to start out by saying we overlay this year on top of the seed plan and the difference was less than $2,000. So we're not talking about, you know, plan that's going to cost more than what we're paying right now. Then, once I get to what's called job rate, so I've trained, I've learned I should be proficient, the rest is on me, okay, on how I differentiate myself from everybody else who I'm applying to. Right now, the employee stops at the end of their year three and then at five years they get service, 10 years they get service, 15 years, but if they don't move to another job or have promotional opportunities, there are no opportunities for any different kinds of pay. So this will allow employees who want to, you know, who are performing or start with rumors to have the ability to get performance-based pay. Okay. So here's how this would work. I talked about development pay. This is for Matt Rees. If you wonder how I come up with 1444, I don't. Matveries has like a 15-foot long Excel formula. He comes up with that. And he puts all of our compensation data in. But for each grade, there will be an amount. So for example, right now, the estimate if you're at a job in grade 16, this is the development pay increase. It's flat dollar in year one so that we can align with our current plan. You get half of that, the completion of your probationary period, the rest at one year, and then two, three, and four are your development pay increases. After that is performance based. Okay? The new paint plan layout would look much like what you see up here with the fleet mechanic. It would not have steps and grades anymore. You'd have a minimum, a midpoint, and a maximum. Okay, so kind of more of an over-enraged type of paint clean. Okay. For examples of why we thought we needed to do this, just wanted to show you real quickly. With these examples, in the first side, these are two promotions that we actually had, and now it's kind of hard to see up here, it's also in your packet. We had two promotions in September, and these are the actual numbers from these promotions and you can see that you can see that even though and I feel like it's higher because I wanted to become the point that it wasn't a matter you know days are higher they could be similar they might not be you know, days of higher, they could be similar, they might not be, you know, but these two promotions, employee A, the total value of that promotion was like 9.68% of the time, and employee B, who had a similar day of higher, People into the same exact job, the value of their promotion and return because of what's step, they sit on the paperland, it's going to be 15%. But it's the same exact promotion, okay? So part of what's recommended in this new paperland is that the promotions are given is a percentage that's one topic. It doesn't, I think an unintended concept when it's on this pay plan is that some people might get it going on for a couple of years. Some might have one topic in it. And again, it depends on the mechanics of the pay plan and where you sit in there. Now imagine that's a part to explain to employees. And so it's an individual conversation each time. So, when we see the difference in that, if we have a specific dollar amount assigned to promotions, then where we use that unintended consequence money is to pay for that performance pay to pay. Because then we equalize the value of promotions from a percentage standpoint and we use those unintended consequences to pay for this performance element that we're proposing. So we don't see this plan costing anymore. If you look at re-classes, we had some January re-classes based on the last case study. In QIA, about a one time 4.6% increase in QAB, about a one time 4.7. And again, that's some of that asymmetrical on the pay clean because there's not exactly 5% between the ranges. But in QAC, it's going to get a 12.5% reclassification value with the current mechanics of our paper. So all of this is to just bring home that there are some unintended consequences of this paper right now and what we're going to propose in the language and the amendments that you'll see next week is that we're going to propose a commercial increase of 5% for one grade increases. And if it's a multi-grade increase, I'm going to, you know, 5% raise up, then Mr. Auburn will have, you know, be able to approve more than that, because, you know, if you're taking a significantly positive amount, you're going to 5%. but all of this kind of equalizes what people get when they get promotions from a percentage to. So this is just kind of wanted to show you how it is hard to understand and why employees in a particularly division has, right, that's kind of equalized to find people to get something that everybody can understand. And finally, our overall timeline, what we would like to do is next week, if you approved the changes that we are preparing for regarding the pay plan, which would go into effect March 1. We'd like to start what we call a transitional period of March 1st. And that would run for March 1. We'd like to start what we call a transitional period of March 1st. And that would run from March 1st to being period. What that would do is any new hires, any promotions that happen in that timeframe is come at the end under this new frame. We would process all employees that they are right, and they all up until June 30th under the O'Paypoint, which we wouldn't be transitioned in yet. I can tell you that Matt and I have looked at every employee and I think you might have in two situations in these work new hires, because they're in that aggressive thing where people would be worse off in this, in the new pay plan, then in the old one. And so the commitment, and the key thing that went on in that man, that from Mr. Auburn was nobody is worse off in this new pay plan. You will be made whole, or you could be slightly better depending on how the grades come out that nobody is worse off. So we will ensure that. And then what we would do is we make a full pay plan to allow one we make sure everybody's trained in Jan and July and then for the whole next year we want to train on the performance element because the city has never had that and that takes that's a culture change that takes a while in from it so we want to make sure all of our managers understand that So we want to make sure all of our managers understand that. I will have engaged employees focus freaks in that on helping us come up with simplified process. We don't want to make this thing worse. And I have a single school management system that are super super powerful. So we don't want to do that. So we will engage employees in that process. We will train the whole next and July 1, 17. We're proposing that that would be the first year from a budget standpoint. I implement the payable performance. So maybe try to bring it on that. So that's what we're proposing from a payable standpoint. And just wanted to give you all a heads up. So it wasn't a surprise It's all the language you know in the last three or four years, you just saw that council made the move in the flag at the time. So we're bringing up a whole new group of employees including a whole new man. So I think this is a key piece for us. And we talked about that we didn't have a way, have a little have a way to reward games and albums for building the council challenge. There's no way to do it. The good job. Appreciate it. Councilor McKenzie, what you do. Thank you. Thank you. Hey, by the way, we have to come forward to the other part. That was all right. Thanks. And how's that very last time? I I'm saying first, about a year ago, 90 to 90 notices. I'll give you an information piece. A senior person, annual organization, and I think you're going to see it on the same page. You're the top of the people. So we came out of the community, and have all three, have an electric and mechanical development in the general license, and we named them all suspension. We particularly need this in our department, whoever sent your notes, our people came in today and turned visible. So we've seen another fire person with fire. So, so, just a nature of the beast. We are a long-term employer. I'm proud of that, but we're part of people's book of the organization. And, life is a life. David, killing Pam, I'm not going to be a victim of that. I'm not going to be a victim of that. I'm not going to be a victim of that. I'm not going to be a victim of that. I'm not going I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. I'm trying. We've got some oddities that will say, there's really a no-go, and we'll take a hand that says, before we get flat-down, we've had some of that's compression in the system, and some of it's just where we've been one time check, which is a bit of a check, so it gets in the whole year Thank you, Stacey. Next item on the agenda, John, Michael Rowney and Michael Leonard are going to tag team this presentation on the Great Oak landfill and we're a good opportunity to raise our attention. So, waste management. Thank you guys for making it. We're trying to not do this in the fall and then go to the first level. We're working on this. We've been a lot about the length of the length of the length of the length. We do, um, we do feel like the wall is all cracked and right now. We do thank you so much for the for a for the banks of the bank about a 100 person, or something like that. If you can build a board, so let the Michael and Michael put technical aspects and then I'll come back in this policy information. Thank you, John. Mayor Council, glad to have you here tonight. Recently, or a few months back, Randolph County and Waste Management both requested sanitary sewer to the site for the city of Asheboro from the city of Asheboro and acceptance of the Leachate from their site. This is just showing a picture of their site layout. In order to supply them with water and sewer, it would require 1.5 miles of water extension and 2.5 miles and a little over 2.5 miles of sewer extension along with another pump station that would be feeding into an existing pump station we have on old Liberty Road. This is just a cost estimate for takeoff cost estimate for the water line. They're looking at putting in six inch ductal iron. It's like I said, a little over 1.5 miles at a cost estimate of $572,980. And this is a map showing, I know it's hard to see, you have in your packets as well. You can see here looking at the cursor on the screen. Our existing water comes up Laughlin-Pon Road from 64. It'd be going up Laughlin-Pon, the extension, and then on to the site with the proposed six-central water line. Michael, is this a map on the wall here? Yes, sir. The map on the wall here? Yes sir. The map on the wall here actually shows water sewer and transportation. The map in our packets will hard to read too. Okay. The waterline, I don't know if you can see, can you see the cursor very well on the screen up there? Right here is where our existing water line ends. Right about where John's got the marker, and it would have stand up Laughlin-Pond to the site. The existing line we've got is the six inch, or I'm sorry, a six inch earth I'm sorry a six inch up or it's eight inch up lawful and pond to that point and then we would extend it with the existing six inch or the proposed six inch. The cost estimate for the sewer like I said it would also require the installation of a new pump station this pump station. This pump station as well as 2.5 miles of force main and some sanitary sewer or gravity sewer as well comes out to 1.3 million. And you can see here it comes off the site. My cursor is not working. The existing pump station, which will be maintained by us after completion of the project, it comes off of the site here and goes down to, is that Henley Country? I can't even read it. Henley Country and then Old Liberty Road to an existing pump station we have on Old Mills. Old Cedar Falls right now. To an existing pump station that was the tronger investment proper station Get pump station the tronger is it complete now? There is the basically the punch list is all this left. It is pretty much as far as we know with the couple of punch list items operation. My correct and saying that one. It hasn't been preserved tonight. Next we wanted to kind of show you a cost benefit of right now we're hauling round trip 81.4 miles. As you know, goes the transfer station is loaded on large trucks. And then goes to URE Environmental. The cost for hauling is $10.45 per tonne. And the dump cost is $27.88. Then you have a $2 state tax. Our estimated annual Refuse tonnage is 15,000 tons for a total of 644,950. Holland to the proposed grade oak landfill would drastically drop the Hall time and the distance to approximately 7.6 round for it, for around $1 a ton, for haul, 25 for dumping, and then $2 for the state, which would be a savings, what comes up to 420,000, that would be a savings of 184,000 roughly. Are you thinking of dumping directly, still going to run the transfer? I think we're looking at at we're probably going to look at dumping direct for most of our stuff and maybe using the transfer station for other stuff maybe recyclables something like that. the concrete We got a lot of options. I kind of... Second thing on the job, I have to know that the bar of the one and a half means being a transverse station. I probably would have gone back to Lawrence Field that day. Well, it benefits a lot. Many parts cost $1.5 a leg reload, but if you... If it takes too long to wine in and out of service, so, I mean, it can be efficient again at green offers. Paying on the trabeze and stacking times, but still, it's good to have the option. Yeah, and the transfer station, we've learned about 15 years of operate, just to think that's the way it's been told. Which, again, when we're running those, we're doing 700 plus from minus stops a day with our one-on-banks. We don't have much downtime, we don't have much. So we've avoided a lot of that. This is substantial savings. It's both the savings on the travel as well as the tonnage. Now these are, you know, these are today's numbers. and both the savings on the travel as well as the tonnage. Now these are, you know, these are today's numbers. There's that, if we, we still have to know, landgills.hobbin, so. It may be, when they give it a second that you worry about, they'll be coming out of 30 bucks. It's a pretty successful little bit in a year year when I see the PI and all that. The state taxes as well should be no time. That's been on a few years ago, the state decided to do it. They're going to fund the environmental volume of the government through taxes. Not income taxes, but for fees and all. We have to stop that on top of everything. We do just for your numbers about 15,000 and 15,000. About 1,500 times a recycling. Now, I'll show you the North Davidson. We'll talk about it in a bit. Well, this map shows the transportation for incoming vehicles going to the landfill besides our own. It could be coming from Raleigh or from Charlotte, Greensboro area. It also shows the proposed 64 bypass down here and it's just transportation route going up Henley Country to Old Seater Falls. The red line is after a new bypass. The red line is 64. That's a chance for the seat. Go away. Right below that. It's a dashed line below it. You see the loop. Right. Oh, the line is not there. Yeah, right here you see it. The dot. Now you all just play with my poise. Clark's got an extra paint. Yeah, I'm going to go out. So we had, we were quite quite a little concerned about the tractor. This is our, this is our sea limits in gray. And so I think it's pretty obvious for haulers. Now that we're not talking about people who search if you do that in county, or as J.S. or somebody, for haulers that become, they don't want to go through neighborhoods and all of it, but the county will mark this as their travel route, so they're especially used for mid and their planning includes that. And that is actually, even if I'm coming from up here in Gilbert County, that is actually the most direct group. Do the thank go through, actually put this on. And then you do one thing for your reader down there. So that will come right down here. You think we have something like that? Pretty good. It's for the chat. Chat them over here this way. Now this is a regional accident. It was served more than Randolph County. The same as you are served more than the government. So they're not going to take off John. I'll 73, 74 have come on the press conference. No. We, APD works press conference pretty good. You can't get the garbage. And then you go through down there and you get down it. That was the Eastern end. And you can start running it as soon as it's full. It's $1,000 or $1,000. It's only $25,000 an hour. We're aware of that. We don't even let our... We try to keep our own trucks up there. Step up, of course, I have service trucks right there. And next, I'm going to turn it over to Michael Roni to speak about the Leach 8. Good evening. Just some numbers that you have here in the spreadsheet show the estimated Leachate, which is the runoff that's going to be coming from the landfill. And let me stress, those numbers are estimated. They were provided by SNME, the environmental firm handling the permitting process for waste management in the county and you'll see that there are estimates on certain cell numbers being opened. Let me explain that the waste management is going through a permitting process right now. Hopefully you have that soon and it is a 10-year permit that will be renewable for a certain amount of time when the 10 years is up. The renewal period is estimated too, as well they can do another 10-year permit, another 20, you know, it's really up in the air is to how fast the landfill develops. And each of these cells will open as needed. You could have one A open and have to open one B in a half a year if the volume is that large. So once again all these numbers are estimated based on volume that is supposed. But with that, if you look at the total of for a ten year, this is the estimate for a ten year period by the environmental firm, we're looking at 198,000 gallons per day in a tinier up to a tinier period. Looking at the data over to the side, basically what will happen is we propose the plan we propose to waste management is to give them water and waste water service for their domestic use. The scale house, their restrooms facilities and any truck wash they would use is about all I need for for their domestic use. That'll just be an inside rate water and sewer straight straight bill. I really don't have an estimate on how much water they're going to use at this time. With that we have the added wastewater discharge of the leachate coming off of the landfill. Right now the proposal is to give them a special rate of one half of our sewer rate inside rate which comes out to be a $1.39 per hundred cubic feet of leachate. That will be pumped through the proposal of station on their site. It will be metered from that site, what they pump will be metered so we can have a proper way of measuring the leadchate. Actually, they're domestic. It will be a complicated building process because we'll have to deduct out what we're building them for domestic and then build in the remainder for the leachate. Using the numbers they've given us at 8,000 gallons per day, the first year it's going to be a revenue stream on the leachate alone for about $14,600 a year. Once again, rough estimate. And the way we're looking, now as cells are complete, they'll be capped in bleach eight from those cells will drastically reduce because there's no more rainwater getting into it. Their water tie, the only thing coming out of those is what's leaking out of the waste. But up to a 10 year period, it could be up to $198,500 gallons a day, which comes out to about $410,000 a year and revenue just from the leechate. Those are the numbers we've gotten so far. That's really all I have to present on that right now. Okay. So the question I think is all false of course in the picture, actually. So we can demonstrate that this is a financial dream again. We're out of 185,000 dollars in fact, they need to be in the civil government. The pictures are more, that's an important policy, excuse me, of the council. And there's also an issue of environmental issues. That's a big piece of it. And we have the capacity in our sewer plant to take this as a customer and we have the treatment capacity. We have tremendous investment in our sewer plant. We can run not being gallons a day and we're working on a treatment plant. We just spent around half a million to put the new cap on the digest. But we should be looking on it here to see how much it's going to be. I don't even remember what the club was champagne dye. Me and Gail were there. So there you go. Well, we're now running. What do we have in Gail? That's annual average around 3.3 million. We're ranging from 3.2 to 3.6 million a day. What was our peak? Our peak, we were a little over 6 million a day and our peak in around 2000, 2000, 2004. Is our percentage we hit before we have to get into our expansion development? I do have a capacity plan and when we get to 80% capacity is when they start doing so on the plan. We need this version, we need to be aware of that. Spending it for sure, but I guess the point is is we've operated it very comfortably at these levels at many times in the past So it's not really straying at any point probably making more efficient literally and then what depending on what's happened we had a snowstorm and it's a leach in there pretty good like we had last week or any man they leach in there some would go like 2004 and have a drought or have hard to meet so it has to be me but there's also the pollutants in the waste land field. Now this is my, I had this waste land field, it is not construction in the Bredland field, it is the MS-Dubbed Municipal, the Column Municipal Solid Ways, which is basically another domestic in business. And it's not a medical waste facility. So none of that goes into waste drink. The haulers certify they don't carry that in there. We certify that. And most quality, most specialty haulers picked that up. And if you're in the construction business or the hazardous waste business or the medical business, you're extremely regulated and all of this. We have a land land built in the city limits. Those, they already exist. So these waste land is not complete. I'll get to actually work in. So we have the capacity, we have the tree capacity and the flow capacity likewise on the water side We need, we run it for me in a day. We're a really good day. We run for me and we have a 12 me in gallon a day, not mine. 12 me in gallon a day capacity or water. We have a slitching of kil here to support a large textile industry. We don't have any. How many died operating year down to now? In a career? Anybody else? Also, I'm not as a little. And wills? What was that? Yeah, we probably used to have 20 died operations now we have a career for. I mean, it's enough that. Yeah, we probably used to have 20 dollar operations now we have the rear-port. I mean, it's enough that we can count on it. We have to have to grid the downward. So we've lost a tremendous amount of revenue, a tremendous amount of money. So we have that capacity. We have the treatment capacity. And our highway system, which is the other capacity that you talk about, now it's not our highway system, it's not your idea of the system, but our highway system, Cleveland, and the VICE will support the traffic. Now we're not recommended that we add extra land to you. A mainly because our police and barging are important service. We should. But how far out is it at the city limits? It's, that force of name was helpful and you've been able to buy one from five miles. But that's one that I have in this. One and half miles. There's sitting limits. There's satellite annex out there's way open. It's a continuous city map. There's satellite annex out there's way open. Yeah, it's a continuous signal. It's a continuous one. Yeah, it's a. Yeah, this is the RV park. Yes, RV park. There's been region to it. Yes, been. It's one and a half or two miles. That horse maintenance is one and a half miles to the existing horse maintenance. Now that brings up the file piece of this. We participated with Toronto, and some Toronto development to get the Subaru Alp present straight right here on the opposite of Baltimore. That Silver State, the Chrome station is there. There's needs to be, as Michael said, the most early incident put into service. So that adjacent to the city limits is the development area right there. And this is our transfer station in this piece right here just to give you some reference to where you are. So the other thing is it is an existing landfield so it has been monitored in test oil and it has been properly closed and will be properly opened so it's been out there a long time I guess it's the 60s. How does it affect us as far as what we decided that if you wanted to put in water and sewer you had to be annexed. Is that going to affect us Jim with Other things coming in that don't want to be annex maybe but they want water and sewer laws of governing board Articulates why it's making a specific decision to make an exception to that general policy Just didn't want to run into something. No, your points very well taking you do need to articulate this. Somebody coming out here. Exactly. It could be anywhere but that's just. Yeah. Obviously, the end, you know, I think that the fifth one is, as a regional land field, there will be a job supply. There'll be a site manager and probably a site engineer, there'll be trains picking, run backpots and trackpots and burials. And there'll be, we may have some spininoff or trucking and that kind of thing. So, the question for us and the staff, I recommend to the council, was the committee that capacity is you could, could we safely and properly have a modern landfill in Randolph County? The answer is yes, we have the water capacity because we made that investment. We didn't make it for the land. We made it for other industry, but for those reasons. We have the sewer capacity. And now we're in new biose. We have the new 64-bit. We have the transportation capacity. Well, we're going to go. On your three capacities, do you have the matching? I'm thinking on the list of point turns in the green, the rough observation. Of course, the county owns that property that it was planned for to create an improvement to have equipment there. That would be taxable, and I don't have any registered banks, et cetera. But there's probably a negligible consequence over all of the facility itself. But in a presence, you mentioned like a truck in deep over something under. If they wanted to acquire land and be outside there and they wanted water and so other than they would have to be an end. That's my concern. How could you say that we won't be? The key distinction is our cooperation with Randolph County. Just like we have other interlocal cooperation agreements with the county. It's a very justifiable distinction to say when we're partnering with Randolph County City Council will authorize connections to that county. No matter what, it's like change. There's my other. So that's the point I was getting ready to make. This is the county asset. We all live in the county. It's like that the county manager doesn't see you too. So it's an important policy decision of the commissioner to convert this through a asset to the capitalized network account. We do think that if you do seek this as a long-term game for experts, we do seek a long-term game for the account. And it may be that we grow out this way. You know, there's always been some push, you know, sorry, I have to get out here with my glasses too. This is, this is Preschool Street. Here's the transfer station, so this is Preschool out to whatever the long, long, long, long, tiring, and this is the new bypass. Now, most of you remember that the bypass is swinging out way out here to Blue mist They're redesigning that and you'll see that Blue mist is back back back toward the other way where that blue street line comes down Off with on right there Jordan the other way. It's where that blue street line comes down. Off the climb round for a moment. It's right there. Right here. Yep. Now they're readjusting the bypass back this way. So we'll have a map and show you guys that. That's a substantial savings to us too. There's a lot of our water lines. And people working with the AT of that, a while. There's a lot of water off. There's that way a part of the wild. You know, and then you notice what I was pointing, this is what I've seen is though, here is the tractor supply place right here at the John Deere Place. This area becomes available in this prostation gets on and that is one of the areas we talk to you. Once again, when we talk future we we're talking 20 30 40 years and 120 year old city something like that 20 years from now Franklinville and Ashbro could possibly be meeting'm out there all from Pond Road somewhere in that area. And I'm proud of the job of the current Williamson. And now, Rusty Turner, Megan Hutchinson, Bobbi Kid. We're pretty innovative and entrepreneurial in our sanitation. We make a lot of it. We're picking up 15,000 tons a year at the bottom of the country. I think that's something that we do. We're picking up 15,000 tons a year. It's about a few miles away from the same jet. So the year group, then we've filled this is the no if it were to be for us to be locked in order to continue. Compacity and everything as they are. My concern too is, what, as we've just not quite finished the such project and got it up running. But what else are we going to need to do to fix anything that's out at the wastewater? What else is on board our capital project that's going to actually need to be moved out because of the capacities that we're going to be doing? We'll have our other digester will need a cap, one of these days. But other than that, than plants have heard of this shade. Obviously the rep that the folks revenue comes to get to that number. Yeah well that's 14,000 that that takes 10 years. We're trying to be real innovative and entrepreneurial out there. We just have to. This is the tree. We think this is a good moment. Why have a different big shape in the same set of shape? That's a good question. We don't want to leave you to the right one. That question on that edge. Most of that's right. about the megastatic literature teaching plan. The megastatic literature plan, if Ashburden did not do that. It may be that our industry serves the megastatic, that our metal working industry or our Ashburden-Lactic meg systems, which I always find. Something like that. It may be that this and our airport over here on the west side of town is a really big winters. We really believe our airport will be significant traffic from that backside. We'll be on there. We're watching from the Griggsburg and a lot easier to get in the out of. Merlingtonville too, I'm sure you have a regional airport that's bigger than us. But we didn't think that. And then those people that have got over to make a site more of a comeback and spend living in Asher Brothers, they don't have any. That's the big one. That's a job. This is a job. This is a job. You know, 3,500 is a lot of jobs. A lot of jobs. That's why we give you this. Now, the lead judge, who makes it, who makes it, is mostly a rainwater. You do that like a... The product can get us a competitor to the rate of two. So it's been about a year studying this, you know, the mayor, Michael, Michael, Mike Wiseman. Thank you for your time, thank you. We flew down to Turkey. Turkey brought in Georgia to the summit in the exact same thing. Remember we showed those pictures that brought up in the garbage. Same one on the top of the, it's glued down there, it's for the day. But that facility is very clean. Most of this 600 plus acres, that do some structural amount that will happen to remain as it is, which is proper. They're going to have to do their final coming in. So, there's a pretty substantial capital to prove a thing for this project. They've got to build a bridge. Of course, that's a good bridge. They've hired local engineers to design and manage it. They fully intend to hire local contractors to build it, except maybe not the bridge, but the water and sewer property local contractor that promised to double contractors forward. They constructed it up like they're got from a student in the county. Again, one of the striking in my lifetime when the biggest change is in Randolph County this, and I bet the county's worth it. But me up, if we see that 50% of the workforce in Randolph County, in the county, we work somewhere else, 25,000 years. Yeah, so if there's about 80,000 people in the world who worked that about 100,000 to 5000 people have probably been counted in order to go to work in that. Because we were all growing up, that number would be nearly there. So we're there. We were all growing up that number would be never been here. And if you think about Randolph's population to work, you know, if this is the southern blue pier, a lot of the populations that I could deal with count, you get spars as you go below the southern. I think I'm, gee, I think that's so far out of school, yes. get as far as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the sun as you go below the process may or may bring the council to juvenile miss, off with their constituents here from a search shift. We can check the whole document, so I'm sure you'll do a whole spread of it. And then when we get down to the budget, parts will set the rate of the council. Again, we feel really positive about in your packet, you also see that what is management, I think the last year, I think that fact sheet is a total of $20,000. There are big large, I think that 14 billion revenue and all international companies, some very well funded publicly held companies. They're fully committed. This is not a project they intend to start and sell anything once later. They're not here to do that. This is not a start of a project. They have land bills all over the county. They have customers coming all over the county. They have customers all over the county. If you leave here and go to this look around, their boxes and their dumpers are green. They're green. And they recycle all over the county. So they're the major player in this nation. So the county should be good at branching. We could go through that by coming. I can't ask one more question. What's this going to do to tax this? A will it? We have to increase our taxes. No, we have no importance for us. Okay. I mean, we've known in T and I mean, I mean, I mean, I just either yes or no or it could. No. No, that's what I'm all about. It's a revenue generation, not an extreme question. And the water soot, we're going to ask that, and that increases our sales. So asset yeah approximately 1.9 million water so that asset but I want it spanked yeah with your permission John and Mr. Mayor just as a procedural note those rate that special pricing just certainly understandable the pricing and going to your point about the connection without annexation, all of that can probably most adequately be that way during the budget process and incorporate all of it into the budget amendment, excuse me, the city code amendments that we always ask you to adopt at the conclusion of the budget process that way if anyone asks and has any concerns about what the expectations are going forward. The special pricing is built into the code itself for this unique project. The authorization to connect without annexation is built into the code, so make any clear that if you're not mentioning the code is getting an exception to standard rules apply. That way it's all on the record and available for everybody to see and that would fit with your budget process. If somebody comes in, the state they started up 24 months from now, and somebody comes in and is in the code of code, so it's a good look at it. Something that I would like to just observe here, observation for the record is that while we're talking about this being a revenue generator it is in the water and sewer and our one of the greatest difficulties that municipalities nationwide are facing is aging infrastructure so this money we're saving and this money we're making will be piled back into this 20-year plan that we saw just a few You know just last year a 20-year water and sewer improvement capital needs plan so Ultimately, this will help help Keep us up to date. We still have water lines are 100 years old almost a hundred years old. We still got galvanized water lines or 100 years old, almost 100 years old. We still got galvanized water lines in the ground. So. The mandated sewer infiltration programs is where I say this will help fund the vast. You know, there are any kind of water makes money, but sewer is just, that's just the experience of the We've been in consultation with how and how and when we've all really worked together on this staff. So the council is good about it. It's not an thing that they should have done. So it's great that the staff that just offices will be able to go through a pretty hard part of the process. This is an opportunity for us. So. We appreciate for the opportunity. To never not change the quality of, um, it's not traditional. You cannot develop an opportunity. I'm not saying that to don't believe in it. You cannot say it. Well, just remember, three years from now. It is. I never thought we would be able to see if I could be our first law officer on the matter. I would like to make it out for you. Hey, who has water and sewer winds? See, he has wind. 20 years from now, people are going to be fighting over water. If we don't do it. I see the advantage just as you saw in the numbers up there. If it comes, company has a choice an option to drive seven miles as opposed to 80 miles. What are they going to do? So this can be an economic engine for us. All right, we'll move on. Thank you, fellas. And John's next only agenda. All right, now, I think there's something pretty complex something pretty simple. We walk down the hall, you know, we're rebuilding our health line. You know, we're going to work on that, is that right? We're rebuilding our employee, Edison. So we're making some actual progress. We're going to be in the, but pulling some of our guys off and we're making some actual progress. We'll be in the, but for some of our guys off is starting on our airport, which we'll be going up in, at least in the end of 2000 standards. Our, our back grocery. Right, we can get in a couple of months. Carried things. My call for mine to be about that. The ride that he would call, label. So we're out there moving, that's something I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question. I think it's a good question I'm sitting outside having my blood drawn here before. I'm serious. The barn rosh would let us off by Halloween. That was our first. So, uh, when somebody had... You've read the doctor like that, is you? It's not here. Can you see the sand from all over? Yes. I'm not here. the the I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a little bit of a conversation. I'm going to have a go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to go to the bathroom. I'm going to have to make a warning. There are risks like the recent. Yeah. It's not a small, very random thing. Anyway, I'll give them a hand. It's not a big sign. Oh, okay. It's a work well. I have a problem with it. I have a problem with it. Yeah. I told the... I told the... Get a pay back. I told the... I told the... Yes, ma'am. Right. Right now, I... I didn't tell the professional. I don't know. I don't know. I've been in prison for a while. I've been in prison for a while. I can't leave you in prison. I don't know. I didn't tell you. I can't leave you in prison. I got You got drama? Yeah. You can set to plot. And I usually get a six and four way. I'm a seven, seven, seven, seven, seven, and one, two, three. And I'm a two and a half. And I'm a three. And I'm a three. I'm a three. Really excited about this. I'm very excited. I'm very excited. You want to go ahead excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. I'm really excited about this. It's not Thank you. You're a's on the I don't think I can sit. the I'm going to go back. Yeah. I was saving you the calories. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going to go to the next floor. I'm going're about to be a part of the conference for Dale. We're going to be a little further. D. She is, we pay it and I ask for her. It's not like we have the end of the conversation. It's not like we have the end of the conversation. It's not like we have the end of the conversation. It's not like we have the end of the conversation. It's not like we have the end of the conversation. It's not like we have the end of the conversation. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the next slide. I'm going to go to the I'll work about the graphics. I'm going to go to the other other other other other other other other other other other other other I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go to the next meeting. I'm going to go over there. I'm going to go over this. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm going to go over there. I'm sorry. I'm going to put it in place. I think we can see the work in the construction. Yeah, we're, we've got the work in the FNNN. We're going to put it in place. Okay, everything is going to be okay. I think we're going to put it in place. Okay, I think we're going to put it in place. Okay, I think we're going to put it in place. Okay, I think we're going to put it in place. Okay, I think Yeah. I'm I I'm going to go ahead and get the staff. I'm going to go ahead and get the staff. I'm going to go ahead and get the staff. I'm going to go ahead and get the staff. I'm going to go ahead and get the staff. I'm going to go ahead and get the staff. I'm going to go a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient. I'm going to be a little bit more patient All right. All right. Okay ladies and gentlemen, everybody listen up for one second. Anything else to come for the board? Councilor. Meeting is adjourned. Thank you. Thank you. Oh, good to see you again. I'm ready.