Good morning and welcome to the March 13th, 2025, Falkier County Board of Supervisors work session. Supervisor Gehrhard will be joining us remotely. Supervisor, do you hear us? I do. Great, thank you. For a gender review this morning, we have 1115 work session regarding the airport hangar development. 1145 we will have a work session to review the Alameda Solar Graying Center. This will be a very brief update on that. We will move our 315 closed session to before lunch if time allows and if you all agree. And then we'll break for lunch which will be back over at Hotel Street and then return at 130 for a work session to discuss the fiscal 2026 proposed budget. This evening we have on consent agenda. We have approval of the minutes. Proclamation designating March 2025 for American Red Cross month. We have the proclamation declaring March 2025 agriculture month and a proclamation declaring National Library week April 6th through, excuse me, 6 through 12. And then we have item E, resolution to authorize the revision of human resource policy number 2-B, annual leave. Good morning, Mr. Chairman, members of the board. This request is to adopt revisions to human resources policy annual leave number 2-B. This revision is not changing the current practice. It is updating the language to be more consistent with other leave policies that we have. And I'll just point out one specific change. The primary change is making it clear that employees who are separated for cause will not be paid out any unused accrued annual leave. So that is the primary change and again this brings it in line with other leave policies that we have throughout the county. Thank you. We have any questions. Thank you very much. Thank you. Item F resolution to authorize the Requestification of a project in Communications Administrator to an Assistant County Administrator position in County Admin. Yes, sir. I know Kim was coming back up for that. This was a request of the Personnel Committee, which was held last week, to provide additional support support to County Administration. It's taking the current project and cream vacations administrator job and reclassifying it. It would be a cost of about $12,712 for the FY26 reoccurring budget. Any questions? Thank you, Janelle. Any questions? Thank you And MG resolution of support from Falkier County for the nomination of the Pete Mont Memorial Overlook to the Virginia Viewshed register Good morning This resolution of support would authorize the County Administrator to submit a nomination of the Pete Mont Memorial Overlook a site accessible from of Skymeto State Park and the Appalachian Trail to the Virginia of Ushed Register. This program, which is administered by the non-profit scenic Virginia, provides an honorific designation to notable Usheds in the Commonwealth to highlight the importance of preserving key scenic resources. Such a designation is non-binding and places no legal restriction on the use or development of property. The views from Ashby Gap toward the Crooked Run Valley and from the Valley to Ashby Gap have long been identified in the rural and use plan as keyfocular county viewsheds. Given Focular County's longstanding dedication to preserving its rural character and honoring its natural and cultural heritage staff asks the Board of Supervisors to consider nominating the historic viewshed to receive this designation. I'm happy to answer any questions. Any questions? I think this is a fantastic thing, and thank you for sharing the picture. It drives that home. Rick, do you have any questions? No. Item H, resolution to authorize the execution of the right-of-way agreement between the Board of Supervisors and the Virginia Electric and Power Company, DBA Dominion Energy Virginia. Thank you, Mr. Chairman, members of Board. Resolution here is a right-away agreement between Falker County and Burickle Bridge at Crocket Park where you have a transformer in front of our maintenance area that we've underground the electrical line behind for vertical bridge to set up their communication facility which the board approved an easement for last June. So if you have any questions and it authorizes the County Attorney to execute the right way agreement which the County Attorney had approved to form. Thank you, Gary. Any questions for Gary? Thanks. Thank you. Item I, a resolution authorizing memorandums of understanding between the Falkview County Fire Rescue System and surrounding jurisdictions for training center use, Chief. More of Mr. Chairman, members of the board. This is just the MOU. We host a lot of classes here in F County, and this is for the other jurisdictions that come in and participate in those. It's just to signify some of the liabilities and whatnot for other jurisdictions and ours. Any questions? Is there a compensation sharing between the- Actually, it's not because we kind of, it's retro, so we go to their classes. Some of the state classes are state funded, so there's no fee for those either. But if we host our own, we do charge for students for EMTs for EMT class, because there's a cost to that. So we can get some of those, but state funded classes are open to everyone. Thank you. Thank you. Thank you. Item J, resolution consenting to the compromise and settlement of disputed real estate taxes do on Alice Allen Grieher parcel. Good morning, Mr. Chairman and members of the board. Today I'm requesting your approval for a partial exoneration to delinquent taxes on the property inherited by Alice Allen Grieher. The commissioner of the revenue determined that the landlock property was incorrectly assessed as having a home site. The commissioners already made the adjustments. He's authorized to make to correct the assessment administratively. According to the code of Virginia, the commissioner has the authority to adjust assessments for five years, meaning that the taxes owed for the years 2007 through 2019 are still due at the original assessed amount. I am asking the board to approve the correction of those back years so that I can proceed with a payment arrangement to bring the taxes current. The current a linkment amount including penalty interest is $37,369.34. The corrected amount of do, including penalty interest, would be $5,851.34. The difference would be, including penalty interest, would be $31,518. I'm happy to answer any questions you may have. This is very similar to what you did back in July 2024 with the Great Speed Property. Any questions for Tony? Thank you. Thank you. Appreciate it. Item K is a resolution to amend the FY 2025 adopted budget Mallory. Good morning. This resolution de-appropriates 117,141 from the School Division grants fund for the removal of Star Talk Federal grant funding. This has already moved through the school board approval process and is coming to the board of supervisors due to the dollar threshold that it reaches and I'd be happy to answer any questions. Question for now. Thank you. Item L is a resolution directing the county administrative to schedule public hearing to consider amending the sewer rate schedule application fee for the Catlett and Calvertons sewer system. Yes sir. The rate schedule for the Catlett Calvertons sewer system was adopted by the Board of Supervisors on August 10th 2023. The rate schedule includes an application fee for new service connections. In Bowdoin Environmental Services operates the Catlett-Calvaryton sewer treatment and handles new service connections to the system under the county contract. The increase to the application fee is to reflect actual time in Bowdoin is expecting or is it expending for engineering and inspection services for new connections. The county is not increasing any of its fees. The rate change is a time cost application fee increased to cover the cost of new connect to customers only. The board established an immense fees for the sewer system under county code section 1761. So this is to initiate the public hearing. Thank you. Any question? What is the amount of the increase? Great question. I'm going to look at Regina a dots in. So the fee increase is $165. $95. A little bit for $90 for engineering services for an extra hour. And then there's a little bit of an increase with inspection services. So once we're at the cost. Thank you. Thank you, Regina. And Regina, we're covering all our costs on this, right? Yes. So the. So nothing's changed from what's in our info packet for today's meeting? No, nothing has changed at all. There was a clarification on the cost. And she came up to the microphone and just said what the application fee is. I heard that. I heard that. Thank you. Any more questions? It's a nice background, Rick. We like that. It might be able to include that in the scenic application. Item M, the resolution directing the county administrator to schedule a public hearing to consider a commercial lease agreement with skydive, Maple Grove Incorporated. Yes, sir. The following lease agreement is to revise our current lease that is set to expire March 31st, 2025. The attachment is standardizing our lease format, and if approved, then we will be moved forward working on a lease rate with Skydive Maple Grove, which is also known as Skydiving center. Any questions? Any questions? No questions. On the regular agenda this evening we have item A resolution to authorize public hearing to consider energy storage facility, citing agreement with summer suite energy LLC. Thank you, Mr. Chairman. As you mentioned, this would allow staff to schedule the public hearing and begin evaluating the proposed citing agreement, a little background. In November, the planning commission found that the proposal was not in conformance with the COMP plan and recommend denial of a special exception. Since that time, the applicant has been working with the property owner to clean up a zoning violation and postpone the consideration of that appeal. If this is resolution is adopted this evening, we will bundle everything up for April for your all consideration. Any questions? I'm happy to answer them. Was that the item that needed to be met in terms of the denial or how did they respond to the denial? The denial for the special exception was just a recommendation. So ultimately the board would be deciding factor on that. The appeal was filed in concord with the state code. They have you have 60 days to act on that. They have waived the 60 days up until April at this point. And then if the citing agreement was scheduled for public hearing and the board was ready to act, the three would be bundled if not we would look to either front of delay or move on. Okay. You know what the concerns of the planning commission with location, scale, primarily concerned with being okay next to elementary school. Thank you. Any other questions? Yeah, I'm, my understanding from the red this back and forth a couple of times, the siding agreement is obviously, it's a negotiated deal for cash payments to the county. If I understand it correctly, the sighting agreement removes the need for them to appeal the comp plan compliance. Is that correct? That's correct. In the state code, if the board enters into that sighting agreement, the project is deemed to be compliant with the comp plan. So my fear concern about this process is that we're typically getting citing agreements. Well, the one deal I can recall that we've done, we've got a citing agreement on the solar by the quarry. And I think that that's a fairly standard practice. My fear or concern about this arrangement is it could set a precedent that people come forward, they get a non-compliance finding and they go, I had that matter, I can pay my way out of it. I'll just offer a little more than sighting agreement and that that obviates the need for me to get any kind of compliance finding. And that doesn't look so good, I think, to the citizenry to say, we don't really care whether it's compliant or not, as long as we get enough money out of it. That's kind of what it could be spun as or viewed as. So are we addressing the concerns of, I guess, we still have the SC, correct? We still have to get the SC approved, even if the site agreement is approved. Is that correct? And the site agreement doesn't bind you in any way to an approval of the special exception. I do, I am concerned about setting a precedent that, you know, that basically allows these kinds of uses to thumb their nose at the process at the planning commission level. So I'm not sure what to do about that, but either the concern. You know, I think you're concerned, like, sense that we do have an opportunity, of course, to deny the sighting agreement, which is our prerogative. So I guess that, you maintain that. Right. Could we condition the citing agreement saying that we still have to get a compliance review? No. The state code clearly indicates that once you agree to that, its project is in compliance with the company's plan. And if we were to know on the signing agreement, would they still be coming back in April? Or that would be high-end? They may be. If they don't withdraw the appeal and the special exception application you all would have to act, I think, would probably send a pretty strong message to the applicant. If you're not willing to entertain additional donations, you're probably not willing to entertain the project as a whole, but they would have the ability the authority to continue us with those two applications and that appeal. I don't recall having a public hearing on the citing agreement for the last citing agreement we did. Are these required? It's required. We did have one. It was tied with the SC the applicant was the only speaker I believe. Yeah, I don't recall. Well, for a long time, we put them both together right. Yes. So that way we did it all one night. Right. Okay. Yeah. We got a little, a little out of whack on the process. So you all think we authorized county attorney to go negotiate the deal, didn't we the deal you post-pone the special exception the first time to allow the site agreement to catch up okay and so in one meeting you authorize the public hearing for the site agreement and postpone the action on the special exception and the following meeting you approve both all All right, so this being on the agenda this evening, we would either vote to authorize the public hearing or not. Correct. If authorized, County Attorney would begin to look at it. Steph would work with the fiscal analysis team to make sure that we are understanding what was proposed. The board would then suggest any amendments if they wished and then we would work with the negotiated with the applicant bringing back a package. Ideally in April, if we're not ready, we won't be ready. Yeah, I do kind of feel like this is putting cart before the horse for me. I would like to see whether it's something we want before we negotiate how much we're paying for it or they're paying for it. And I have a number of questions about, you know, that were raised at the comp plan review about safety, both public safety and environmental safety. Those were, I think, legitimate questions that I don't think have been answered to my satisfaction yet. And I'm not saying I'm against it. I've generally in favor of the idea of these things and I think we need them. I think you know, you'd get something like this online and it might reduce the demand for overhead transmission lines which to me are the bigger scourge. So I definitely want to understand some of the details. I want to understand what we do about a fire. The fire present, if there is a fire someday, very small chance, but if there is one, does that present a danger, a real danger to the school nearby? Or is it a chemical reaction that we're worried about? Is it, you know, are all batteries, if they catch on fire, going to create toxic fumes? What about leaching and runoff? Is there any real data that anybody's done to look at these things around the country and to know What are the consequences of something goes wrong? Well, we have it we won't have a chance to look at any of that before This if we go forward correct Correct, I mean some of that information is in the staff report to the planning commission's all, which would be in your staff report, it probably does not satisfy all of your concerns. Yeah. All right. So as a part of the citing agreement, could we then negotiate some changes perhaps to satisfy what you're concerned about, which were many of them brought up at the planning commission level. Can we negotiate those in the setting agreement so that we satisfy both of these concerns? Is that, I mean, the setting agreement seems to deal only with money, monetary contributions. Can we deal with things related to sighting? You do have the authority to add conditions to the special exception. So at the planning commission level, we attempted to address those concerns through conditions may not be to the satisfaction of the board. We can work to either change those or tighten them up as necessary to the planning commission they didn't believe even with the conditions that the project was appropriate. So are we thinking that we would be looking at this along with the SE in April or would the SEB subsequent? If this is move forward we would bring all three to you likely in April. All three. The setting agreement, the over turning of the appeal which tends to be somewhat good if you ended up in the setting agreement. Right. And especially exception. All right. So really only two of those require a vote. Yeah. Okay. We could all do in one motion if it's cleaner that way, but yeah. Okay. On the flip side, that's to complicate matters, but you do have a clock to act on the appeal. So if you wanted to, you could overturn the planning commission's comprehensive compliance review and further negotiate on the site agreement and the special exception in April if that was the board's desire. Personally, I have no desire to overturn what they found on it. If it's not in compliance with the comp plan, then I think they may get the decision on that. And I'm a supervisor, washers camp on this as well. I'm curious for both of you, is the non-compliance having to do with the safety issues? Is it too big? Is it what about it is the chief concern? I mean, I think overall, I do have some concerns, shared concerns with safety potential. But from the findings of the planning commission, just overall noncompliance, it's probably the leading factor for me. Okay. So if those were met, would that be something you're interested in? I guess in terms of negotiate those? I guess in terms of proceeding with this, for I mean, this resolution is authorizing a public hearing. So I mean, at that point, we can certainly hear what they have to say and vote. I'd like to know what Supervisor Colbertson has to say on this, whether he is where he stands on this. I don't know, no problem. I have some of the same concerns. I think the battery storage facilities, I think there is going to be a necessity. I think we have an advantage, especially in the southern end with the transmission lines that are already here. So my biggest concern was just proximity to the elementary school, not knowing all the numbers. What are the odds of something catching on fire or reaching into the groundwater or the different things that could happen? That's just been my biggest hesitation on it. I think it was, and then just the in particularly the land site of, you know, them not being in compliance for so long and then you know to switch gears and then and then trying to, you know, get something in that. And I don't have enough community support or denial either way. They had multiple meetings. I was not informed in the first two. And I know they're one of the big turnout. And it's just really hard to make a decision when you don't have the people that live around there voicing their opinions. So for me, I'm really lean against it just because of just gut instinct with the elementary school, even though I do think battery storage in general is going to be something that we should support that maybe a location, not adjacent to elementary school. What the young know that we have. I'm curious how far people keep talking about being adjacent to. And I'm envisioning batteries, you know, a stone's throw from the building. But how far are the actual batteries from the actual school building? Anybody have any data on that? I don't remember. We can measure when we get back to the office. I think the applicant may have an answer. Okay. I- measure when we get back to the office. I think the applicant may have an answer. I did the special exception. It's a part the enclosures I've shown on their concept plan were approximately 650 to 700 feet to the property line, which then has transmission lines that are along the school property in between the subject property. But on the school property it's about I think it was like 2000 feet from the actual school building. So a third of the mile. Yeah that that's to me doesn't sound like adjacent to a school. A third of the mile is a long way but I do still have the same same concerns. If I don't think the fire is the concern, I don't think the fire is going to leap over and endanger the school. But I do think that if there are off-gassing or other things that have happened in a fire that could blow over the school, like have happened in other places in the world. You hear about, I'd be very concerned about that. I just want to know the details. So when do we get to know the details like that? That, from what I hear Adam saying, those answers aren't clearly addressed in the SE application, are they? Not clearly. There's additional information with their application materials from the special exception as well as everything that was presented to the planning commission in terms of the comprehensive plan and whether or not it would be found in compliance. A lot of it is from working on this application and then working on the battery storage system text amendment that is scheduled to go to the planning commission next week. Or yeah, next week. There's a lot of unknowns in the timeline that happens with these systems because there's a whole queue process with the state in getting the power approved and the facility approved. and one of the planning commissions concerns with this one was they were asking for the special exception saying this is what we think the enclosures may be they don't know what technology would actually be installed because they wouldn't anticipate even thinking about construction for three years and there's a lot that could change in that technology both both good and bad in three years and more unknowns to the unknowns that you've already mentioned. And the current zoning for that property is what? Light industrial? Believe it's I-1 industrial park. And are there other uses that could be done there by right? Absolutely. Are any of those potentially hazardous? I think the ones that would be hazardous would be the heavy industrial uses that would require another special exception for heavy industrial use. Okay. I think the other issue which I talked to the applicant about that I had was this is something that's new. We don't have a lot of file on going about, you know, where's a good spot for it, what the, you know, to your point, the hazards are obvious. We're focused on data centers and solar and there's been so much research, good or bad, for both of those and trying to get through that. So I kind of informed the applicant that we're gonna be in the same, this is gonna get treated the same as scrutiny over trying to figure out every detail because we don't have 10 of these down the road to go look at and ask people to pin you in on them. So I think that's a little bit of a hesitation again for me. It's just not understanding and the community around it, not necessarily knowing what they're signing up for or what they're not. So I just think to the supervisor, brought his point, just more information, and I don't know how that works with our scheduling of this but I think the more information we have on it the better you know we'll all be for it for now this project and then also going down the road with more time. It seems though one of the conundrums that we as a county have we have said all of our development all of our industrial uses all of our uses shall be within service districts. Well, that means if you're going to have an industrial use, it's going to be somewhere near houses, retail, schools, churches. And until and unless we have some ability to say, okay, some uses shouldn't be in service districts. and we have some other place to put them then I think we're stuck with this we may never approve a anything that is ugly or messier dangerous until we find a better solution so I think that's just a comment there. That's all I've Thank you. Thank you. Can we move quick? Rick, do you have anything more to add? I did not. Okay. Thank you. All right. Then we move on to appointments. We do have a few committee appointments this evening to consider. And we will then proceed with supervisors time, announcements and public hearings. The first item on public hearings this evening is an ordinance to amend chapter 11 of the Fox County Code text 24-02368. Thank you, Mr. Chairman. The EQ has recently issued a guidance document to provide clarification on application exemptions for certain land use disturbing activities specifically associated with agricultural activities This amendment would incorporate the that guidance up from the document into the erosion's Incident store motor control ordinance allow consistency with the the DQ interpretation Any questions happy to answer them? Adam, do you have? What exactly would this pertain to? Yeah, it's kind of highlighted in the long form of the ordinance, but it's primarily related to non-ag fill. Any questions you would concern? I'm just surprised that we didn't already have this in there. Is this a significant substantive change or is it just adding a little more teeth? The latter. Adding a little more teeth and then keeping us consistent with the state agencies' interpretation. Okay. I do think that based on the activity we've been having in this arena and our own experiences and the recent SB 1422 just passed, I think that we realize we need to do a lot more. We need bigger teeth. We need bigger deterrence. We need bigger fines. We need criminal charges. We need all those things. So certainly this is a step in the right direction, but I think we're going to have to revisit the fine ways to tackle this problem more aggressively. Really questions? Thank you. And finally, we have item B in ordinance to adopt zoning ordinance text amendment 24-023-637, arbitire. Thank you, good morning. This amendment was initiated by you all in November 2024. Currently, abattoirs are permitted with approval of a special permit or special exception as an industrial use in the industrial park I-1 and industrial general I-2 zoning districts, or with approval of a special exception as an agricultural use in the R-A zoning district. There's been increased interest in allowing an abattoir which only offers wild game processing in other zoning districts with special use approval. With this amendment staff has proposed a definition of wild game processing to include the processing, cutting and packaging of non domesticated animals harvested in the wild, including but not limited to deer, bear, boar, elk, squirrel, rabbit, and wild birds. This would not include the keeping or slaughtering of animals and therefore would not require the large parcel size that is that of agricultural avatars. So it aligns more closely with the industrial use categories than the agricultural use categories. Staff has proposed establishing an abattoir wild game processing only as an industrial use for parcels up to four acres and parcels more than four acres. This is proposed to be permitted with approval of a special permit on parcels up to four acres in the industrial park and industrial general zoning districts and with approval of a special exception on parcels more than four acres in agriculture, village, industrial park and industrial general zoning districts. Staff does not believe the proposed use would be appropriate on parcels less than four acres in the agricultural or village districts due to proximity to neighboring property owners. The existing standards for abattoirs in the industrial districts don't encompass everything that would be needed for a wild game processing only facility. Therefore, staff has proposed additional standards for this new type of facility, including the definition for wild game processing in the additional standards. And the other standards included were derived from other use categories in the zoning ordinance, including major home occupations, kennels, and agricultural abattoirs. The Planning Commission held a work session on this amendment in January and then a public hearing in February where they unanimously recommended adoption of the proposed amendment. I'm happy to answer any questions. Any questions? Does this address the one we had one applicant for an avatar or somebody that's interested at least? Is this the address? This is in response to their inquiry. Okay, and if this is approved they would go through the special exception. They'd have to go through an SE as well. Okay. Yes Yeah, I would just wanted to express my support. I know this particular One is not in the more specific, but as a hunter and I know I could probably speak for a lot of hunters If this is going to be a very nice addition and if more of them happen to pop up I don't think there'll be much fight about it. Thank you guys very much. Thank you. I agree. Any comments, Rick? No, I have had no opposition to this whatsoever. And the party that has brought it forward, I mean, they seem to be doing it the right way, and they want to do it the right way, be forward, so I support this for you. Thank you. Thank you very much. We'll now move on to our first work session to discuss airport hangar development. You know? As the team prepares, I'll just provide a quick introduction. The work session will be a presentation from our engineers at RSNH. Chad Ackley and Jorge Gonzalez will brief the board on the demand study and analysis completed, and Kristen Hilton will discuss our next steps regarding the RFP process for developers. Mr. Chairman, Chad Ackley with RSNH, the engineer for the airport. The county admin approached us a couple of months back, I think, right before the holidays and asked us to do a little more of a study into the actual demand for new hangers at the airport. So we embarked on a study. We actually did a survey for both tenants who are at the airport today and prospective tenants who are maybe housed at another airport and so our Higgins Allys is our airport financial planning lead and he's just gonna break down the analysis from the study. Good morning and thank you like Chad said for Higgins Allys with our Senate. You'll see a presentation we put together with Madjuri and her team. I don't know, Madjuri, do you wanna have provides any background or which is move forward? I think you can move forward. Okay, thank you. So the full control, these are the slides. Oh The slides. Okay, sorry. Kiro. New to all of these technology. Okay. The agenda, basically what we did was a assessment of what would be the demand for hangers at the airport. And what we'll talk to you a little bit is about the background on what basically was done, the methodology that we used. A summary of the analysis that was done from the data that we collected and the conclusions after that, Karen, Kristen will be talking a little bit about the next step on this process. So let me start with the key. I think it's this way. No, go the way. OK, as background, that's why you can see the hangers you have currently at the airport. You have total of 126 hangers, or which to count to your own 51. Out of that 51, there used to be one more set of hangers, which was 10 that actually got destroyed in June 2022, what there was a storm, a weather storm, that actually destroyed the hangers. So, sorry, I'm kind of moving. Currently the airport has 53 people on a wait list. These people paid the specific amount of money to be on that wait list saying they're interested in having a hangar at the airport. We also have, like I said, the 10 hangars that were destroyed in the 22th storm. Some of your neighbors, primarily your bigger airports in the region, Manassas and Leesburg are pretty much full with their tea hangars. And they're also not too interested in that line of business. They're more interested in the corporate. So there seems to be an interest in there. So with the company we got together and decided, OK, let's look at what would be a real demand and how many handers should be needed. And the conclusions of these demand study eventually can be used for you when you go out for a request for proposals for the development of those handers. Generally, what we do is we use this document as informational. The county doesn't want to take the risk that those numbers are exact. So you provide it as good information and generally provides a good way to market your land for private developers of the hangers. So what we did is we actually started with your wait list. Like I said, you have 53 people in that wait list. We created two separate virtual surveys that were conducted for it. We gave them two weeks to answer the surveys. We conducted surveys for the people on the wait list. But we also heard that there was a group of people within the current tenant hangar that would probably be interested in new hangar. So we decided to create separate surveys for the people in the wait list and the other ones that are your current customers there. So we sent 53 surveys to all of the people that were in the wait list in 61 to those that are in the current, basically there's your current tenants that are in county, county hangers. Out of the 53, we got 27 responses, pooled responses for the 16 questions. Okay, and we got 50, what happened with my screen? Sorry. Okay, and 52 compete responses from the current county tenants. So we've got a pretty high response, over 50% from future tenants and over 92% on current tenants in the mix. See if I can handle this. A part of the methodology, what we do is we took all of the questions and responses that we received from the different survey responses and grouped them in three different categories. Eight of the questions were associated with directly with the demand and you can see there are lists of questions that were asked specifically associated with the demand. Others were the type of features of the handgirt that would be this group of people would be interested. The other one that we wanted to know is a little bit of the activity that they were conducting at the airport. It was business, if it was up for a pleasure, because all of that influences in how the man is conducted. The analysis kind of, we picked up a couple of key elements of the survey that the percentage of you today here. The analysis here shows that there's a big preference for tea hangers and for tea hangers. Well, for you that are not familiar with that. It's basically a tea where the aircraft basically is parked. It creates a pretty good use of land because basically you can commingle the teas in one direction and the other. So that the preferences for tea hangers was fairly high. You can see it's over almost 71% of the People surveyed and that responded would prefer a T-hanger 21.5 would prefer a box anger box anger is just literally a rectangle or a square where you can put you have Not not as efficient space wise, but you can put two and three or two or three hangers depending on the size of the box anger and And then about 7.5 percent said they didn't care. Good going to one or the other. The other one that we asked, okay, when will the hanger be needed? And this is really critical. We have experienced shows that the longer you say you're going to need your hanger, let's say you need your hanger five years, yeah, you're on the wait list, but you're there which is mainly just to save a place in case something happens or to sell your spot. Interesting. you hangar, let's say you hang in five years. Yeah, you're on the wait list, but you're there just mainly just to save a place in case something happens or to sell your spot. Interesting enough that happens especially when you have tight spots. So the people that were on the wait list, almost 52% said they would need a hangar immediately, but 30% said they would need it within one year and then the remaining would be two years or more generally when to say two years or more there's not that much interest in that so this is for for people in the wake list so you see about it's a almost 80% of people would be interested in in a hanger in a year within a year of your current tenants that basically already have a hanger obviously that number dropped considerably of who would need them immediately about 32 percent and most of the people that were in that immediate is that they're in a hanger that they don't like that. It's a little bit I need some repairs and things like that. So that was a little bit of a big difference between one and the other the one. The next one would be the length of the hanger at least. I would be the term that it would be willing to sign on the people on the wait list, the future tennis about 48% would say, okay, we would be willing to sign willing to sign a lease for more than two years. Which is interesting, again, that is a good response. 33% for one year, that's one thing that you probably, if I was a developer, I probably would not be interested in developing a hanger that you get just a one-year lease. When you contrast this with your current tenants, this is quite interesting. You can see at about 83% of the respondents said, OK, we will be willing to sign two or more yearly, which actually also helps a little bit define how serious the people in the wait list are when you look at this chart, when only 50% are willing to sign something over 50 of our two years versus people that are already there that you see an 83% that was an interesting contrast for us. We also, I mean, there is a bunch of other information here I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start with the first one. I'm going to start a couple in there. The current intent is that are interesting in one hanger. Again, there was a number of people that were actually one or two hangers. Again, there was a different interest in that. There's also important for the developer is were you parked your car, believe it or not? It's it. So we asked that question, were they parked your car when you fly? About 67% of the respondents said they parked it inside the hanger, which means, again, less parking space that you wouldn't be needing. We gather all this information and analysis and based on information we gather and talk with different people. Obviously, the preferences for T-Hangers, but like I said, based on the number of respondents and interest of people that actually were, we believe we're interested in this, we would recommend that you build between 24 and 30 T-hangers. And again, about six mid-size box hangers, again the box hangers are a little bigger and can hold more than, and this based on interest based on length of interest in length of the lease term and when would they would need that? The some of the characteristics of the hangers that might be shared with your developers is the size of the door in the front Which basically defines the size of the aircraft between 40 and 42 feet and 32 feet 32 foot in depth and the box hangers were kind of a little bit more varied. Again, a little bit of like 50 by 40 foot hangers with 14 foot jaw height. So that was pretty much the conclusions of the man's study. I'll let Kristen talk a little bit more about the next steps. Thank you. Well, you handled this better. Oh, no, I've never used this. So I'll see how it goes. Good morning. I know you all thought you were marked safe for me today, because I wasn't on consent agenda, but I snuck in on you today. In order to start the RFP process, what we did was we went out and explored some different airports how they had approached land leases in the past. We found three projects that were readily available that had occurred in the last five to eight years. Of those three, Leesburg was the closest to our once in need. Richmond was just too big and Suffolk, they had multiple parcels and their selection criteria was not a great place for us to begin. So we use Leesburg, draft an initial document, which is currently being reviewed by RSNH to update with our specific information, review the evaluation criteria, and see how it fits our needs. So our next step would be to finalize that RFP, get it in the hands of interested firms, and run through the full process. I help you get a feel for that full process. We drafted an RFP timeline just so you can see what that looks like from start of RFP to signature. You can see on the left there the left side has a high confidence level of timing based on our most normal RFP processes. We can pretty much guarantee you that's a good solid lock-in. On the right more of an estimate because there are different moving pieces there. Who do we want to involve the stakeholders in the process at what point how do we organize meetings, et cetera. Additionally, there's also some time allowance in there for needed FAA and DOAV reviews, lease negotiations and other legal reviews. But based on all that, we felt it was safe to really sort of put your final approval of the lease agreement in August to September time range. As far as any action goes for today, we would take the board's agreement with the approach presented to you as an approval that's to move forward with the RFP and begin this solicitation process. At this point, there is no cost to the county to move forward. And so with that, we're happy to answer any questions you may have regarding any of the discussion point presented by RSNH. You have an estimated completion date. Should we decide in September to push forward? That I don't know. Do you all have an estimate on what the completion date would look like? How long does it take to build? The construction process, you know, the procuring materials for the buildings is probably the longest there's lead on that but I would say getting the FAA to to bless and lay out working with the developer and with us to get one that meets all their standards. It's difficult to right now working with the FAA to get answers out of them because they don't want to give us any answers on anything, whether it's planning environmental any of that stuff. So, which is, I understand that, but I would say the construction, the site that we actually selected is very easy in terms of site work. It's flat, it's pretty much ready to go. So I just think that we'd have to spend probably a few months working with the FAA in the state to get them to approve whatever the developer's actual layout. It's probably the biggest part of this to get through. So then, so soon that's done how long does it take to build a hanger? To build a hanger, the hanger, yeah, I would say probably four months, they can be finished. And it depends on utilities and all that stuff. But like I say, the site works actually pretty straightforward. Thank you for the other questions. A couple of questions. One is, is this being done on currently impervious or pervious surface? A mixture of both. So so more stormwater would be required? We would have to investigate that. I mean, I believe there's some stormwater that had been done previously, but I don't, I don't, I don't, I don't. That may accommodate this. That may accommodate this. Okay. We have been having early discussions with Miss Mead on community developments involvement in the process. And they have been a part of that from the beginning. So there would definitely be parallel discussions that we can tee up so that we ensure those stormwater management needs are met. Okay. Have we, it was part of your assessment at all looking at what the, what people would be willing to pay for that? Yes, actually. Yeah. Yes a matter of fact, in the survey we said to future tenants, we put ranges of prices that actually be updated based on information from competing airports in the region. And yeah, I mean, there was probably one out of the 27 in the future tenants that complained that, well, I will never pay that much for a T-hand. But again in the prices we're market-market-driven we gave them ranges and like I said for different types of incisors of hand or so. And the price ranges that you found to be market how do they compare to what we currently are charging? They're higher. Double what we're currently charging? I'm counting to remember, I think it's 40% higher. Higher than that. Okay. Bye. what we currently are charging. They're higher. I think double what we're currently charging off. Time to remember, I think it's 40% higher. Higher than that. Yeah. But keep in mind your actions. Given our waiting list, that supports it. Yeah. I would mean our waiting list supports the fact that we're not charging enough. And also, when it comes to that survey, I want that one detail I'd like to know is where do these individuals rely? Those who are not already at the airport are outside the airport looking to come to fuck here. I mean, where are they coming from? They're coming from Prince William County. My guess is they are because of everything that's going on at the necessary airport right now. It's getting extremely crowded there. There's not a lot of space. And with the Neeter traffic, that's about to hold there. The mass is just going to probably start shedding tenants, I would think anyways. So with respect to that survey, was there any effort to sort of tap the massive market in any way she performed to see how many of those possible tenants are interested in flock here because of the proximity and the fact that it's a lot more convenient to fly a flock here giving me a separate, etc. No, no, it was not done, but again, Myassas still is, like you said, they are tapped. But they're still developing something. And they do have lines to develop. So again, we didn't include that in the assessment. We said, let's go with what we know. It's probably a little more certain. Leesburg just built a couple of rows of T-hangers. And Manassas has some room and has some area that probably could develop. So it would not be an immediate demand. We do have. Yeah. Yeah. Yeah. Yeah. Yeah. Say that again. I missed that. About half of our waiting list is from the mic. Yeah. Yeah, no, say that again I missed that You have to see the mic Yeah, no, I did hear that just for the word guy We did my other question goes to procurement Sorry now my other my other question just Goes to procurement I didn't hear Call pepper and I didn't hear manassas for comparisons. I heard Richmond and I heard Lee's bird. Right. Just curious why we opted to exclude those two. And what's there nothing available? We did not opt to exclude. These were the ones that were reasonably available. We couldn't find call peppers information in a reasonable amount of time. So we got what we could quickly to flip it around. But we can certainly explore those and share that information with no problem. I have more. Have we looked at, I mean, this is, we're looking only at a land lease option. Have we considered a county owned option? And how that compares from a financial standpoint? We have definitely gone down that road of the two options, whether or not, the pros and cons. There absolutely are pros and cons. You take on more of the burden as a county to manage the hangers, to manage the actual leases themselves with those tenants. There's a higher amount of revenue that you obtain when you manage your own with the zero dollar cost to issue the RFP and with the demand that we know of developers that are knocking on our doors to build those hangers, at least two to three any given week it seems. We think it's worthwhile, at least for this first phase, there are definitely going to be many phases of hanger development at the airport to go this route initially, just saying that there's zero dollars tied to the issuance of the RFP. But absolutely, we have a combination of that at the airport currently, and that is a big revenue generating item. But it would require a significant amount of money upfront. I think that a one row of ten was about a little over a million dollars if I'm not mistaken. And this would be more significant than that. I think on a per-tea hanger basis, I think the cost of just the building and the slab is about $175,000 per unit. Do we have any approximation of what revenue would be generated from the lease agreements? We have not yet looked into that. I guess part of the conversations as we finalize the RFP could be, again, that's part of the work we want to start with the company. Okay. And just to add the, yeah, we're going to, go ahead. We would need not just, yeah, we're not just from the tax perspective, but obviously from the revenue generating aspects from fuel sales, et cetera. So we got to take that into account when we come up with that number. Okay. Any more questions, Rick? No more questions, but at the very least we should start thinking about increasing these cost release releases out there because clearly all indications are we are we are well below market and that needs to change. Yes agree. Okay thank you very much. The next work session is to review the Alameda Solar Grazing Center interconnection applications, Adam. And the intent here is to keep this very brief and present the recommended changes. Yes, sir. Last month, the Planning Commission found that three applications associated with the Alameda Solar project are not in conformance with the application. The applicant has appealed two of those three. Those appeals would be before the board at a public hearing next month. The applicant did request the ability to present to you all briefly this morning, which the chair has authorized. Mr. Mike Volpius here representing the application team. And if there are any questions for me, I'll answer them if not, I'll turn it over to Mike. Thank you. Good morning Mr. Chairman, members of the Board of Supervisors. My name is Mike Volpy. I'm a co-founder and senior vice president of Open Road Renewables. Open Road Renewables is the company that's developing Alameda Solar. And what I'd like to do today is spend 10 or 15 minutes providing an overview on the project and why we think the board of supervisors should seriously consider the project given all the improvements that we've made over the last two years. Is there a way to go full screen on this? Okay, bottom right in the corner. Second button. So we've been working on this project for six years and we've invested over $3 million of hard cash into the project. We've also posted a $10 million interconnection security with Dominion that gives us the rights to interconnect to the line. We're now at the point where we've gone in front of the planning commission and we'll be appealing to the board because the time is up on the community engagement and improvement side. We have to be online by a certain date or our interconnection rights evaporate. That's how this works. I want to talk a little bit about our company in terms of our methodology and then we'll get into the project. So we take community engagement more seriously than any other company and what we try and do is show up here the concerns and then be responsive to them. We also try and find wind winds and grow the pie and structure outcomes that are good for everybody and Overla... here are the concerns and then be responsive to them. We also try and find wind winds and grow the pie and structure outcomes that are good for everybody. And over the last two years, we've really leaned into regenerative ag, rotational grazing and permanent ag preservation. This book that I have on the right is written by a guy named Will Harris who's one of the thought leaders on regenerative ag. It's a great read that talks about the opportunity to have ecosystem benefits through regenerative ag, highly recommended, and a lot of the concepts in that book are core to the Alameda project. So this slide is a bit of an eye sore. This talks through all the community engagement we've been doing over the last two or three years. The first two or three years of the project, we lock up the land and study the lines. And then once we know that we've got the interconnection rights, we then do the field studies and really start knock indoors and meet with people and see how we can shape the project to be in line with the community's interest. The community engagement has been great. This is part that some company shy away from. We love it. I feel like the character in the book, the places you'll go by Dr. Seuss. We've been at the County Fair, Dave Hustler Director at HWI took me up on an airplane because there was questions and concerns about turbulence from heat island effect. We were fortunate that the conclusion was that there's not that concern, but we really lean into this stuff and don't shy away from it. As you guys probably know, we presented in front of the Planning Commission back in 23. They denied the project 4-1 and we then really said, can we be directly responsive to the concerns? We came back in late February with a far improved project and their views were emboldened that they don't find it substantially in the court with a comp plan. In your packet, I had passed out, there's a summary of the changes that we've made from 2023 to 2025. And the keys to those changes have been highlighted here. And these changes are directly responsive to the concerns from the Planning Commission back in 23 in the conversations we've been having with the community. I'm not going to read through all of these, but the heart of this is that we've really heard that taking Ag land out of production for solar is a non-starter in the county. We understand that. We really really understand that. And what we don't like about the solar business is that it can be a zero-sum game where if you put solar on land you take an Ag Land out of production. So we said how can we be as innovative as possible and change the mold? How can we break the mold? How can we do something different that makes it a non-zero sum game and that's what we're here to talk about today. In response to the February Planning Commission meeting where honestly it was a really unfortunate evening the way it went down and the way the discussion took place but in response to that we dropped all of the Southern acreage adjacent to Lake Richey. There was a structural problem with the project where if the project and its previous vintage had gone forward, it would have displaced a tenant farmer, David Gray and Bill Ritchie. In response to their concerns, we have removed all of that acreage from the project footprint. So now the project is only being proposed on the Kettle Wind and Timbuck II property, all contiguous land directly south of the airport with an interconnection parcel as well buried in the woods in the right of way with the overhead Dominion transmission line. This is shrunk the footprint and we're able to do this by going from single axis tracking to fixed tilt. The economic profile is better with single axis tracking. This is a material concession by going to fix till. But the reason that we're staying in the saddle and you can talk to Jacob about this is because there's a very real opportunity for land access for a local livestock producer. The next four or five slides go through my arguments for why the board should seriously consider Alameda Solar. I'm going to provide this framing. I'm a Ronald Reagan Republican in the Solar Business. I believe in everything that's in this slide here, as this is something that's good for the county and the board should seriously consider this. This project will generate $20 million in tax revenue over its life, 40-year life, with no services provided by the county. Zero. This is a windfall. Most economic development projects result in a permanent change in the land use. This is a temporary change plus permanent ag preservation. This project also provides an opportunity for potential of the HWI runway expansion and what's been proposed in the Sighting Agreement. in the setting agreement we have proposed $100,000 in hangar funding on top of the HWI runway expansion and what's been proposed in the Sighting Agreement and in the Sighting Agreement we have proposed $100,000 in hangar funding on top of the $20 million of the life of the project. I'd like to have a brief conversation about property rights as a conservative. We understand that property rights are not absolute. I get that. However, solar on RA zone parcel is a permitted use by special exception. Up to a thousand acres can't be more than 8.5 percent of the land, 8 percent and a two and a half mile radius, et cetera, et cetera. This Board of Supervisors said that solar on RA is a permitted use subject to special exception. So when I think about that, I say, okay, can we address all of the concerns that are raised through conditions to mitigate the impacts and address them such that none of the neighbors are bothered. The community at large is not impacted and this project has all the conditions on it to address the concerns. In your packet as well is the 45-some-odd draft conditions that we've worked very hard on. You'll see in another slide we actually have harmonized with PEC staff on these conditions. These are the most robust solar permitting conditions that have ever been proposed in the commonwealth of Virginia. We really care about the neighbors as well. Prior to any of the public hearings we've knocked every door of every neighbor, we've held four community events, and we've listened and tried to take that feedback into account. We've also engaged with the farming community. The farming community that we all think highly of and know is so important to the cultural heritage of this county. And we know the farming community that's under threat from all the economic pressures of development. On Monday night, the Falkure County Farm Bureau board took a position that we acknowledge that if the proposed Alameda project does not move forward, the land is unlikely to remain in agriculture. Both of these landowners families do not have the next lineage that's going to farm this land. It will be sold and with Alameda, the land will stay in permanent agricultural preservation. And a farmvere is you, if the product don't go forward, it's likely that it will not be an agriculture going forward. We also have full alignment with AFT American Farmland Trust, which is a conservation organization protecting, that's focused on protecting Ag Land and keeping farmers on the land. We all know that Ag Land lost is land that's lost forever, and we believe that this project is directly responsive to that interest that we all have. So as a conservative, why am I in the solar business? I've been in the power business for almost 20 years now. All technologies, coal, gas, wind, solar. There is portfolio theory behind fuel supply diversity. Supervisor Wash, I know you're in the financial business. And we know that diversity of assets is to the benefit of the riskiness of the portfolio. The same exact theory applies to utility planning. We want nuke, we want coal, we want gas, we want solar, we want hydro, you want batteries, you want all of the above, and you want all of the above for a few reasons. We need more electrons on the grid for economic expansion in the Commonwealth. You want all of the above because it helps hedge against rising natural gas costs, escalation. What's happening in the power sector today is we're building a lot of gas and a lot of solar. If you are overly reliant on gas, the price of gas will go up and rates will go up. We just opened up some LNG terminals down in the bayou. That's a good thing for the gas industry, but that's not a good thing for ratepayers. So, really that can get this here. So, beyond those arguments, I spoke at a Patriot bonfire in the county maybe two years ago that the clouds hosted, and I brought out the book, The Prize by Daniel Jurgen, that talks about the geopolitics of the oil and gas business. And it talks about how the world history has been shaped in the pursuit of hydrocarbons. I believe that solar is good for our geopolitics by warehousing natural gas so that that is a geopolitical resource to use in the future. This is a conservative argument that many of you guys have never heard before. It's authentic to my views. And I believe that if we burn gas in an unfettered capacity as the resource do your and we don't have other resources contributing to the grid, then we're going to deplete our gas supply faster than a more strategic mind may use it. Additionally, having zero carbon resources on the grid is a hedge against increased losses that the insurance industry is seeing. We are seeing real economic losses as a result of extreme weather and the insurance industry is absorbing those losses. That's part of the real economy that those costs will be affected over time. Now clearly, Alameda is not going to put a big dent in that. We can all be clear on that. But I do believe that zero carbon energy has a role to help hedge against rising loss in the insurance business. I'll point out this last point. So the main ideological opposition to solar that we find is twofold. One, we don't want to take Aguiliana out of production. We understand that and we're aligned with that. Two, we don't like the subsidies that the solar industry gets and we don't think it's right. The chart on the right shows all the different forms of fuels over the last 50-some odd years and the subsidies that they've received. All energy resources receive some sort of tax-based subsidy from the federal government because domestic energy production is a public good just in the same way that food supply is. We want domestic food supply. So the argument against having solar have tax credits, the interesting thing or the notable thing is that those arguments have come from some of the largest recipients of USDA subsidies in in the county. Food supply, energy, domestic production, there's a reason that these resources and that these uses have federal policy support. There was a poll that we did last summer that shows overwhelming support for utility skill solar if it's done properly. The keys to it are continued aguse and natural reversion post the project. These are things that Alameda contains. These are elements of it. I'm going to close with this. We're a serious operator. We have invested tremendously in this community. I want to say thank you to the chairman for allowing the opportunity to present. It seemed that at the Commission on February 20th, the position of that body was already taken before we had the opportunity present. So I really appreciate the opportunity present today before the public hearing on April 10th. If this project moves forward, you have my personal commitment as an officer in the company that every single commitment that we've made to the community, we will stand behind and we will follow through on. Be happy to answer any questions. Thank you very much for the opportunity to present. Thank you. Sugar, how do you have any comments? Not this time. I just have one thing to say. And this is just a critique on the renewable industry as a whole. How can you, in good conscience, with a straight face say that solar is zero carbon? When the sun is shining and the electrons are flowing, there's no carbon emission. I understand that, but what about the creation of them, the disposal of them, the upkeep of them, all that stuff? There's carbon spent all along the way. You have me, and I like a lot of your points that you may. I don't disagree with some of those. But when I hear this zero carbon thing, it's impossible. And I don't think that that's a fair argument to say about solar. I appreciate my personal position. I appreciate that if I can have the opportunity to ask the question, does this body care about reducing carbon emissions? I'm not going to answer for everybody, that's for sure. Does supervisor washer care about reducing carbon emissions? It's a very loaded question. This is an answer from it. We'll ask the questions, but thank you. Thank you. Any other questions or comments? I've got one quick question, Kevin. Sure. Kevin? Yes. Go right ahead. Have any of the local groups endorsed this project? I mean, fully endorsed the project. Has PEC come out and said they endorsed it? Has citizens before your county come out and said they endorse it. Did the Farm Bureau endorse the project? That's a great question. Thank you, supervisor Gerhardt. We know along the way you've been very clear that you care about three groups, the neighbors, the conservation groups in the act community. My understanding, well let's talk about PEC. We have full harmony with PEC staff on the binding conditions. My understanding is that there's a board meeting tomorrow for them to review this project and take a position. With regards to the Farm Bureau, my understanding is that there was a real hardy discussion on Monday night and that what came out of that was their position that we acknowledge that if the proposed Alameda project does not move forward, the land is unlikely to remain in agriculture. So whether that's tacit support, implicit support, or a position that we care about ag, we care about keeping land in production, we care about the farmers, but the project don't go forward, the land's not gonna remain in ag. I think people can choose their own conclusions from that position. Thank you for the opportunity. And CFFC? How about CFFC? We've been working very hard with CFFC. One of the challenging elements that we've experienced is good faith engagement on our end. And then a few of the senior leaders of these organizations that are unwilling to engage directly with us. So to lay it all on the line, we've been working very hard to engage directly with some of the folks that have concerns within these organizations and we've had some challenges engaging directly to fully understand their concerns and see if we can be responsive to them. My understanding is that both PEC and CFFC will be taking a formal position in the run up to the April 10th public hearing. Thank you. Anything else? Thank you, Mr. Volkney. All right, that concludes our work session. Time allows. You all have an appetite for going into closed session before lunch. I'll pun intended. Do you have a read out for the closed session? Mr. Nicholson? Give me. OK, please. Accept a motion to consult with legal counsel and briefings by staff members pertaining to actual litigation or such consultation or briefing and open meeting would adversely affect the negotiation or livigating posture of Fuck Your County. Subject matter relating to the closed meeting is the litigation with Mr. Hawkins. Nice to move. We have a second. All those in favor? We need a roll call. I roll call. I'm sorry.. Is that a aye? Yes. Okay, Mr. Watt. Aye. Aye. Mr. Cobbards. Aye. Aye. I have a quick question. Can we add to this a personal matter? Or is it too late for that? Mr. Nicholson, can we add a personal matter to that? We'll need to do another motion to include that subject matter. But we can right now. Let's do that. We'll go back and open. I entertain a motion to go into closed meeting to discuss the employment of county staff. We're assuming to Virginia Code Section 2.237-11A1 of the Virginia Code. So moved. Second, we'll do a roll call vote. Mr. Gairhart. All right. Mr. Washer. Hi. Mr. Gairhart. All right. Mr. Washer. Hi. Mr. Colbus. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. 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I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to go to the bathroom. I'm going to do it. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to do it. I'm going to make sure you're okay. We're coming out a close session. Okay. We're back at the open session. I need a motion certifying that as to the just concluded closed meeting that to the best of each members knowledge only public business Matters lawfully exempted from the open meeting requirements by the Virginia code We're discussed in the meeting to which this certification resolution applies and two only Public such public business and the motion convening the closed meeting were heard, discussed, or considered by the Buckier County Board of Supervisors. So move second. All those in favor, Mr. Gehrhard? Call, please. Aye. Aye. Aye. Aye. Aye. Thank you. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. I'm going to go to the next room. 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I'm going to go to the EFACU County Board of Supervisors of Work Session. We will now begin our final work session. We were fortunate to be able to move the closed session. So our last session is on the budget. We as a collective body have worked hard to try to find the best possible solutions we can to balance a budget. We have a lot of more work ahead of us. And we had published a tax rate as required by code. And now we've worked to try to do better than that to deliver a little bit better on the tax side. So each of us had input. We'll continue to have input. And I encourage you to, when you all leave, continue to be in contact with the County Administrator and Mallory. So today we'll go through kind of where we are, where we've been and talk about the next steps. So over to you Mallory. Thank you. The agenda for today's work session is follow-ups from the March 4th work session. We have a number of questions that were asked during that work session that we plan to follow up on. Sheriff Falls will discuss the Sheriff's Office budget requests. Chief Smith will speak to the fire and rescue system. And Miss Mead will speak to community development as well. There is a question from Supervisor Broadess at the work session last week regarding school division funding year over year, specifically around the recurring funds that are appropriated to the school division through local transfer. This sometimes gets confusing when we're talking about health insurance and two years ago when we discovered a gap in funding from the school division to health insurance. We identified that one time funding would be needed over the course of the next few years. And so we've broken that out so we are not talking about the one time funding that is specific to health insurance. And we're purely talking about recurring funds which was your question last week regarding what is our year-over-year increase to the school division and so the equation up there is that 3.4 million dollars and additional funds has been proposed by the county administrator and that's 3.4 percent increase. Is it being displayed? Yeah, that'll be a good one. Wonderful. Also another question from Supervisor Broadess was around our capacity with debt service over the course of the five year CIP and the question was around what limit we would be able to reach in order to not be impacted by our policy thresholds, and specifically it was the revenue to debt service threshold. And it's around 10 to $11 million additional each year, which would be about $55 million over the course of the five year planning period. Mallorca, is there, is the timing of that critical, or could it be 55 somewhere up front? We're down the line Timing is definitely critical. We have a peak over the next two years as we take on the Taylor middle school debt into our debt service fund and then it starts to decline During that three-year period, so we could absorb a couple 20 20 million before that peak and another 30 million after the peak or something along this line We would be flexible. Yes with the projects and certainly with project timing with capital projects They don't all start on July 1st in terms of when the funding needs are so that would also be a part of the Discussion so yes Health insurance fund for the current year FY 2026, a question was asked approximately how much over budget would we possibly be based on spending. We know that the spending from the school division compared to what their recurring funds are is exceeding budget. We're at about 6.2% over budget and the health insurance fund should expenses continue as they are currently. And for that fund, it's a $40 million fund, so it's about $2.5 million. So what that means for this fiscal year is that at some point between now and June should the expenses continue as they are. We will need to transfer funding back into the Health Insurance Fund. That would come from the school division or potentially from this board, but that would need to be a discussion in the future. No, that's that's that math to claim less premium. Yes. Just a note on terms of what we are required to maintain in the health insurance fund. It is a 25% reserve. Also the incurred but not reported, not yet reported claims. And so for this fiscal year, that's $8.5 million. And we do have that reserve intact. We are not touching that reserve. And we have actually a little more than that available. So some of that two and a half million or so could possibly be absorbed by the excess that we have. It could. Extra. Yes. And as we go into budget development, well we are in budget development time. but as we complete our P process with the medical and dental providers, that we also have to just keep in mind that that reserve may need to grow as well. So the recommendation for where those one-time funds would be coming from would be something we'd be bringing back to the board, as well as in very close coordination with the school division. Do we have any early indication as to what the increase in health insurance might be over the next fiscal year? I'm hearing numbers from other businesses of 6 and 7%. So with us doing the RFP, hopefully that will help us alleviate a double digit increase. And I think we haven't finished the RFP negotiation. Ms. Hilton's going to talk just a little bit about contracts as a follow up. We should have more of this information that you've requested by Mark up Markdown. Okay, so I'd hate to have us. I think we only budgeted a 1% increase. The schools put in a 1% which is 240,000ish in their budget because we were hoping the RFP would save us money. So that's where we were going into the budget season. Will we have to make our budget decisions before we actually know what number will be from the health insurance? No, we're getting ready to finalize our RFP contract and then we'll be able to have that as part of our budget new finalization. Okay. Thanks. Generally speaking, the medical claim, the medical is looking like there is a seven or so percent increase, but the RFP process would hopefully just stabilize where we're at. So that is, you know, that in terms of negotiations to stay where we're at. We may have to redesign plans to make that happen. And I think our claims experience is such that we should expect them. But with how we mitigate that, I think it's really a big question. Ms. Hilton, we'll give a preview to what help mitigation we have. Next, we had a question from Supervisor Culbertson on the breakout between on personal property and on real estate in terms of commercial versus residential. So I'll pass it off to Mr. Maybach and I can you can just let me know when to flip the slide. Perfect, that'll work. So hopefully this won't take too much time but I wanted to go through the numbers that Supervisor Colberton asked us for. And what you see on this slide is a breakdown between commercial real estate tax revenue and the residential real estate tax revenue. So if you see we're looking at about 9% total is the commercial tax revenue and 91% of our real estate tax comes from our residents. And how does compare? Do you have any historic numbers in here? Do you know is that trending up, trending down? I didn't bring the historic numbers with me. However, I can tell you we've stayed overall and I'll go through this slide about the same total commercial tax revenue versus residential across the board. On a percentage basis. There has been some slight movement. I think when I first took office and don't quote me, and I think we were 13 and a half, 14% total. And that's not this number. This was total tax burden. And so we've trended up a little bit from there, but not a lot. And the total of the difference is the personal property. Yeah, you'll see. you'll see as I go through this. So if you wanna flip the next slide, this is gonna be a breakdown of our business, personal property. Yeah, you'll see, you'll see as I go through this. Should we go on to flip the next slide? This is going to be a breakdown of our business personal property, which is called BTP, business tangible personal property, as well as our personal property. The business obviously born by the commercial side. And the personal property is, you know, the residence. And again, you're looking at 77% of our taxes are paid by our resident with 23 coming from commercial entities. Out of that 23% what I broke down further, we can slip that slide around. We have almost 8 million dollars being generated by two data center locations in this county and out of the 5,000 businesses that file BP generate 4.4 million. So if it wasn't for those few entities that we have, our BTP would look drastically different. If you flip to the next side, you'll see where I break it down based on tax type. And this is where I did a little something different. The reason why I did is I chose to break down percentage of commercial tax and residential tax for personal property real estate. But I wanted to add in our trust taxes, our pass-through taxes. I think it's important that we have sales tax accounted for along with the new food and beverage tax, everything's in there. So food and beverage and the trust taxes are about 6.7% of our overall tax base. So between sales tax and food and beverage, it's a pretty good mover for us. And if you go to the next slide, you'll see how I broke that down. You're gonna see the same, as you see with personal property and commercial, but the pass-through taxes, I wanted to make sure we actually accounted for both. You're going to have brick and mortar, and if you don't have those brick and mortar industries, you're not going to get the trust taxes, right? But you also have to have the residence. So I didn't want to apply all 100% of that tax base to the commercial side, and I felt like even though it's a trust tax it's coming from our residents I didn't want to apply it all to the to the residents side because it's a 50-50 if you don't have both entities you're not going to generate the tax and I think the reality is it's the fact that the business is located here is what brings the that trust tax in because that consumer could just as easily go to Costco and NASA's and we wouldn't get that tax money. Yes, but you also have online entities that now, you know, if you have, you know, things that are located here or have a big warehouse here, you get a percentage of that. So that's why it's a little different now. Yeah, but yes, for the old school brick and more. I thought about that. I've got a quick question on the online purchases. So the other day I bought something and it actually broke down in the tax. It's about your county tax, but not seen that before. Are we, as a locality, collecting that across the board with all online purchases, or is it only specific? No, that's sales tax. Typically, it's sales tax. It gets sent to us. It's our 1% that we were able to maintain through I think two two years, the budget cycle when they reduce the sales tax amount, that's what that is. Okay. And then if you go on one more slide, this will show you where we have the overall tax. The typical tax burden right now is about 15% falling on our commercial entities. A really good thriving locality looks to be at least 30 to 35%. If you have a little more density, you'll be closer to 40, 45 at the most. But we are tragically low in our commercial tax base based on how much burden we put on our residents. And when you say compared to other entities, I would, that makes sense to me when thinking about North of Virginia, NDC, and the metropolitan areas. But in terms of if we had to compare ourselves to Clark, Warren, Rappahannock, I would imagine that. So OK, but if you compare ourselves to our neighbors, Rappahannock would be one to call pepper, we are way below call pepper. Call pepper is probably 48% to 52. So, the last time I checked, Prince William Loudon, obviously through the roof. So, sure, we can all pick who we want. That's why I just said a healthy one is 30%. Okay. Any questions? Yeah. they have some bigger industries there that they brought in. You're looking at that. This is what we act about with our opinions. We're looking at, you know, if not acting for other times. For, you know, how all things are, how love can be the most painful. Like, if we're here, you're going to be alright. Whether it's going well, or if we're here, we can go think about it every year. I mean to me you're you're you're putting a lot of burden on residents and if there is an opportunity to get a larger diverse tax base from a bigger entity, you can alleviate that stress from our residents and small businesses. I consider them the same. Is this a sales pitch for data centers? Oh, I could give you some information on that. Yeah, I think it is a question of what do we want to look like when we grow up? Correct. And I think most of us like how we look right now. I 100% agree. You know, just because you asked, I'm going to tell you something. Not a sales pitch for data centers, but I will give you some information on data centers, okay? We have a ton of beautiful land in this county, and I don't want to lose any of it. But looking at that previous slide, where you saw the, you know, 67% of our BTP coming from data centers that are here currently. That's one in vent hill and then the ones that are upon the hill will be don't get the real estate revenue and this is only dealing with the personal property. I used round numbers of $20 per square foot of tax revenue which is very low. Okay, very low. The industry standard is $25 per 30 dollars a square foot. If we did 3 million square feet, which sounds like a lot, okay? But it's not that much. Currently, I think Ben Hill's 80,000 square feet to one. And I don't know what's approved for that new location. Whatever that is. If you did 3 million, you're looking at our potential publicly. Just make sure it's all potential. That could allow us to bring in the same amount of revenue at a real estate tax rate of 52.6 cents per hundred. Just to give you an idea of how small amount of a footprint you have to have to bring in the revenue. Well, we'll see how good your prediction is because I think we already have that much approved between Dent Hill and Remington. And so by that prediction, we can all take a vacation, right? We just, I hope salaries are going up and taxing. No, no, no, no, no. You see, I didn't say that. I said we have to limit our expenses. You'd lower the rate. But anyways, any questions? Just a comment really. I guess these numbers are not surprising because when you look at the zoning account, we're still what, 95% zone of early, the rest of the 5% is, if there's this residential stuff like that. So I don't think it's too surprising to see these numbers. I'm not saying,'s good or bad, but really I think it's a fair representation of the amount of land that is currently in commercial use or some sort of business-revenue generation. We're not far off if you look at it compared to another locality that might be a similar structure of undeveloped land to develop land. I think we have to be careful. And we all do this, but the language we use was the burden you're putting on the residents. I'm not saying that you're pointing a finger. I'm saying, I think if we did an assessment and really analyzed what are the services each sector is receiving and what of the contributions each sector is Providing to the the bucket we would find that the residential sector gets the vast majority of the services So I don't disagree with you to give you an idea though I broke that down not in this one because I was in part of this presentation Every house and this was based on based on, I think, two years ago, every resident that we build, and every tax dollar we bring in, from a residential taxing purpose, it uses about $1.25, $1.26 in services, so 100%. But that also says that's why we need to grow the commercial because the commercial sits about 48 cents. Well, I mean, we're making the assumption that, I mean, that language implies that we have to grow the commercial so that residents don't have to pay for all the costs that they generate. And I would just, I would push back a little on that and say, well, if residents get the benefits, shouldn't they pay the taxes? You know, what we, what we're asking to sacrifice when we say we must bring in more business revenue, and I don't know, I mean, I'm a business guy. I like business, I like business revenue. But when we say that, we are suggesting that we're going to have to make some sacrifices in land use. We're going to have to accept industry in places where we have U-sheds. We're going to have to have sign a John Road. There are downsides and I think we just need to be very careful about the language we use and the assumptions that we're making on that. I don't think that's very good. I don't like likewise, I think the suggestion that you know, everybody's happy is probably an exaggeration I think the constituents that I deal with don't like to have their taxes raised so I think it's our responsibility to find a balanced commercial growth and that doesn't have to be right far more and that could be in the service district so I think we need to be focusing, which we talked about in our strategic plan, focusing on what to say yes to. And we traditionally have not been very good at that. We like to say no more than we like to say yes. So within the confines of our current zoning, I think we can say yes to more things. And it doesn't have to be a data center. In fact, data centers make me nervous because it's unsustainable. Clearly, we have a lot of our annual budget is reliant currently on data centers. It will become more so in the future. I don't want to be like Latin County. When technology changes and we don't need data centers anymore, how do we pay the bills? So I think the balanced commercial is really the key from my perspective and I think the residents would appreciate that providing it allows them to have their quality of life that they're accustomed to. And when we think of commercial, the other kinds of commercial, you know, we've had presentations day or discussions about battery and solar that provide the potential to provide pretty significant personal property tax to the county through citing agreements or otherwise. And you're right, we do have a history of saying no to those things. And I think we need to be open to all kinds of businesses. Well, and I congratulate you on bringing some innovative ideas on how to create infrastructure in advance of development in the service districts to create commercial zones. I think that's a wonderful path forward. It's smart for us. I just want to say, one of the reasons why I was curious on the break down into the point of this right about saying you know the burden is the issue I had and kind of looking at a commercial growth to try to take some of that burden off of the residents. Yes all the services that we have up here are for the residents and that's what they should be that's why our county is here. The issue I had is when we have a budget and we have 65% of the item we're saying no to and then we still have to raise the tax. It'd be one thing if we were raising taxes and they're like, well, what did we get at this? Everything. We gave you everything. We got this project going, we got this project. Then you can people can swallow it a little bit more if they're paying tax. If you say you cut half of the stuff and then you're still raising their tax, they're going to start to feel like what will be gaining. And instead of having to continue to raise their, I think just looking at the charts there, Kat, it's an opportunity to make a lot of tax revenue on little pieces of property. It doesn't mean you stop trying to grow in other areas or Cut spending or be more efficient, but there's opportunities there that I just think We should look at in every direction As opposed to just coming back every year and just saying well, it's only three more cents only two more cents, you know Question for both Mallory and Eric if are there You encoded to like a buck 26 or something like that for dollar receive and I for years I've heard those numbers I've never seen a study. Do you have studies? Do you, where do we have I have a whole spreadsheet I put together two years ago I think for the board? I can do the new numbers. I would love it. I mean, sure. And I think there are, you know, as much detail breakdown as can be generated, I'd love to see it because it's also, I know an ongoing discussion about, well, land use taxes, you know, if we, a farm on land use, are they, that are paying very low taxes relative to if they weren't on land use. Are they still tax positive? It's much detail. So I broke that all down before I'll do it again. I would like some direction and here's the direction I'm going to ask for what I did last time because I just want to make sure I'm the same page. I, fire, and rescue, and I applied that to residents. I took fire and rescue, and county, so I'm sorry, county, schools, fire, rescue, went to all residents. County, fire, and rescue, proportionally to the number of parcels we have. It's all broken down. I'll show you went to commercial and then land use was also in there. I broke it down. I removed every home site from every farm, open space, anything because that's taxed at the normal value. And I broke that down and then land use only had their breakdown land use true land or moved home site of county, fire and rescue. Is that fair to break it all down like that again? Or I've also been told that really you don't have too many hay bales calling 911. So do you use that? I felt it I clearly believe it doesn't need to pay for any of the schools, but I felt attributed for bond fire, a barn fire or some of that nature. It should have public safety in there. Good question. I'd be curious to see what fire rescue would tell us about the breakdown of their, the calls they receive. And I can do it both ways. I just would, if you really want to see that, put that together because it's a lot of work. I can have it done probably by next week or whenever we have our next meeting, but I just wanna have some direction, what you guys wanna see, and I'll lot of work. I can have it done probably by next week or whenever we have our next meeting. But I just want to have some direction. What you guys want to see, and I'll get to work back on that. Yeah. If we could take offline a discussion about those assumptions, so we can dig into the details a little bit. I'd love to provide some feedback if I could see it on. During the cycle or by next month or is it during the budget cycle? I saw him. Yeah, the next few weeks would be great. Okay. Perfect. I mean, I If you all would like that data as well. Yeah, I think the data is helpful. The question is can we do anything about it in this cycle? So if that's if we can't and I suspect we should do that after the budget. And we can't at this point. I can't change any values until reassessment will be next year. So is that, you know, I just see more reason. I just, whenever it's appropriate to get it done for you, I don't mean to add extra work. No, it's worth it. I mean, it's a great thing to get it before. I've no problem doing it. I just didn't know what your direction was I don't think it's going to influence any decisions we're making the next three or four weeks but But I'm just anxious to see it. Yeah, that's great. It'll be interesting. Thank you. Yeah, thanks Eric All right, thank you. Our next slide here Mr. Repeki is here to provide an update on the work that parks and reparation continues to do with the melanin state and in order and part of the county. Good afternoon. Is this about the pool? Or? This is just a follow up in regards to our work session last week where we were not quite equipped to answer those questions. I think to bring the entire board up to speed is the real goal. Because I think you've had conversations with two. I just went since they were all were here. Yeah, thank you. OK, so we've been working with the Melon estate, even prior to when I was here six years ago, to make improvements to a Northern Falkyre Community Park. They have spent over a million and a half dollars in the last several years to improve the irrigation system which we didn't have, do some work on the wells, put baseball fields in, sand volleyball courts, and make improvements to the trail system there to make repairs and stuff. They also have about 60,000 left in their budget of money they've given us. They still have to work on the memorial area for Paul Mellon that's still hanging out there as well. So they were able to give us that additional funding because of the amount of work we did improving the maintenance on that property. So we still have some other things they also paid some parking lots that were gravel before that also reduced a lot of maintenance issues and it made the parking spots ADA as well. So during that process, Barry Stark was involved in that and we were also improving the tree plantings that we did on site that didn't make it over the years. So there was a lot of additional tree planting done as well, and then premier turf was contracted to improve all the baseball and rectangular fields out there. So then the county took that over after three years. So they have put a lot of additional money into that. There was an original agreement that a pool was going to be built somewhere in the Marshall area at the time going back in the late 1990s, early 2000s, and was working with the last Marshall superintendant, supervisor, and she had actually helped raise some funds to go towards the pool, and there was also some skateboarders who raised some funds that they would like to see a skate park as well. And so the supervisor went to PNC bank, took out the money, so we would have that money for our master plan, and that's when we decided to design the pool and other amenities based upon public input for the Marshall Community Center. So we located the pool in Marshall Community Center because it was the best place for us with the least amount of rock. There was another site that was proffered on Clifton Street that had unsuitable soils from a geotechnical report over six years ago and the cost differential at that time between the two properties was about $100,000. So it was $100,000 more in theory to build a pool at Marshall Community Center. We also have the shortage of parking in Marshall and it made more sense to put the pool at Marshall Community Center center because we'd also give us that additional parking we need at that site plus all the other infrastructure we already have at Marshall. When you go to the Clifton site it's cut up with all kinds of easement issues and makes it very difficult for parking and to put a pool there as well. It's also right in the middle of the neighborhood there. So that's kind of an overview of how we ended up with trying to go to that route. So we do have a master plan. The next phase to kind of help satisfy the melanous state requirements would be to kind of do a schematic design, which is another element of getting closer to construction documents where we could actually analyze phase one where the pool would go. So we could figure out where all the water, electricity, all the grading impacts to the other sites would be. So that was our original plan. And then once that was done, we would revise the estimates for each phase. And then we could see if we could build and move forward on what construction documents would be for phase one of the pool and the parking associated with it. We're pretty darn lucky to have had such a generous benefactor. And they've been, while they're generous and even gone beyond their original request, would they do more? If we were, I assume that pool like that's going to be similar to the cost we talked about with Remington around 6 million or so. More and more. Okay. Is, I guess, because it's a pretty complicated site if you're just using existing you know parking and all the things that are there you have to work around. It would if we got closer got schematics done is it likely that that the Melon state might come back with some additional funding? I would approach her on that. I think I mentioned she does have some health issues and she hasn't been in communication with us as much. And the person in New York that I used to also work with unfortunately he passed away. So I'm trying to, you know, preach out and not getting some responses. So I'll continue to try. Barry Stark was also trying to reach out to her, and he hasn't been able to get in touch with her as well. So that group is completely unrelated to the Oak Springs Foundation group. Correct. Yes, this is kind of separate, yes. All right. Well, I shouldn't say that. I mean, it could be under the whole umbrella. The derelis. Yes, but we dealt with her directly. Yeah, okay. Thank you. Well, good luck. Well, thanks. Thank you. Well, I shouldn't say that. I mean, it could be under the whole umbrella, yes. But we dealt with her directly. Yeah. OK. Thank you. Well, good luck. Well, thanks. Thank you. No budget impact on this thing, right? No. I've just needless to say, this was just follow up. There were questions last week that we were unable to answer. Mr. Effect, he was able to come back. and we wanted the full board to hear those. The Northern work is in the future years of the CIP, so it is not in a planning year. It just remains there as there was, that continued commitment that we have. Just to follow up to that. The next item that we have is in regards to procurement. So last year this time one of the questions through the budget process was to do a deep dive into our purchasing and our contracts and as you all know because we've been working with you individually and updating you all along since last March. We have been able to hire an outstanding procurement manager and today she'll be bringing us a brief overview of where we stand a year later. So thank you Miss Halton. So. Sure. So last year at this time, as Ms. Downs said, we started this deep dive of contracts. The intent was to look at current renewals and where we could find money savings, where we were on negotiations and things like that as we got into that. We found that there were some areas of compliance we needed to work on at the time. We had 265 listed as active in those almost a hundred were out of compliance as expired or out of compliance with the BPPA. So we focused on that when I came on in September. We picked up this task full time. We set a comprehensive list of prioritization, had some weekly meetings. I spoke with Ms. Downs and Ms. Stribling, and thought it best. I wanted to address the three-pronged approach to seeking some success with procurement, starting with the contract review. Not all contracts age equally or age well, so we wanted to make sure that we took that into account. The team and I work together setting priorities, and as of today I can tell you, we are down at 228 active contracts. We were able to remove 28 through the updated procurement process that you all helped us do the updated thresholds and we no longer have any out of compliance so we have everyone up to date newly contracted or on the way to do such. Simultaneously with the second pr of that, we started to look at processes and efficiencies within the department. We had some basic efficiencies we were able to fix that helped things move more quickly. And a major efficiency, again, was the update to our first-hold limits. All the while, the department continuing daily work. So in addition to the 100 contracts that we updated since July 1st of last year, my group has also processed 1,800 purchase orders, 365 edits and 80 CSA contracts and renewals in addition to the other 100. So we're getting some work done in there and having success. And then third prong, which I think is really the most beneficial to this group and our taxpayers as a whole, is the work towards strategic development of savings and opportunities as a result of both those efficiencies and those process changes. So those first two just give you the background of what our main focus is. At an earlier finding its committee meeting this year we saw some savings and from September to January and I'm happy to report since that mid-Jan we have been able to find another $116,000 in actual savings and then additional savings that will be able to be documented forward as we look at CPI renewals we will always go back we try to negotiate if folks come in at 4.1 we'll go back at 2.9 and we try to save. So we won't realize that until next year, but it is on the books. Additionally, we've been using each new RFP process as an opportunity to look at larger savings. Currently, as Ms. Stribbling and Ms. Downs mentioned, we are negotiating the contract for healthcare. Well, nothing has been finalized. That negotiation is estimated to bring us over $10 million in savings during the next three years for our county and schools, from a strategic perspective, additional things like our vendor outreach program and other out of the box thinking is going to help to continue to move us forward in these ways. What we're expecting is an unknown upcoming economic time and we expect that the near term is going to continue to be challenging for the residents businesses and us as well. Agreements like intergovernmental service agreements, they are public public partnerships that can open doors for unique savings, reciprocal and cooperative contract usage are also available to the county. We were recently approached by Kwanakoma Reembase to discuss the potential for that. Those have the ability to create possible new revenue streams as well through work that we already do so there's a lot of different opportunity there so we're ready to explore a kinds of different opportunities like that. Prince William County has enjoyed the results of those types of contracts for many years so we can speak with them as well. It's a good opportunity. That's basically what we've been working on and all of our different approaches. I'm going to wrap it up here and I guys have had a long morning. I just love this stuff. Really, this is fun for me. And at the end of the day, all of these pieces are reviews, our process improvements and things. We hope will continue to support the goals that you have and look forward to obtaining for the Can I answer any questions for you? Just a comment. Thank you on behalf of the taxpayers for your hard work saving money and having good contracts that are fair. Thank you. Appreciate that. I want to echo that. This is a very important topic to me especially. I mean all of us but you've mentioned something about a hundred thousand dollars savings from September to now. No from January 15th to now. Oh January 15th, yes. Yes, September to the January we went about the $750 to a million range. Yeah, okay. So I didn't quite out of that together so perfect. That answers all my question my question. Thank you very much for that hard work. Mila for you. Thank you. On that note, I do have one more slide here to discuss. But before we discuss it, I want to walk through a couple of initiatives that in collaboration with the board supervisors prior to even looking at this budget process county administration along with all of the department heads and constitutional officers we look inside our budgets yes I would love that That was a thank you absolutely So we look at what is the expenses incurring inside and I would like to report on those efficiencies that have been identified through this process thus far and as we're continuing to move forward, hope to seek more. 104,000 dollars was transferred with Intuit codes within across departments negatives exist. Some departments were able to help out other departments in that case. And what that resulted in is four departments in this operating budget are actually decreasing in operating funds because some of their fleet funding was able to go to another department. In projections for benefits with the county, our VRS retirement projections, we ran analysis through all personnel as well as what the trends are with our hybrid employees and what our local match would be to provide and we've decreased that projection. We were able to find $216,000 through the process. We had about $300,000 through requests from departments that were contractual binding that we identified within existing operating budgets could be absorbed. We did not bring forth as supervisor Colberton noted countless requests about $8.6 million worth of requests across the county. So we continue to scrub our budget and to look inside first before we were bringing that forth to the taxpayers. Second, I want to discuss just a state update regarding the state budget process. their countries have developed their budget, has now gone on to the governor, the governor will likely adopt the budget or sign into the budget after we actually adopt our budget, which is normal process. The Conferrey budget did add significant funds to the school division that is not currently in their budget that they submitted to us. What the key component of that was that the Conferries recommended the House and the Senate recommended that there was no cap on the SOQ positions, support positions. And so we were able to add a large number of SOQ positions for reimbursement. And right now that's around $1.8 million. The budget has not been signed. This is not, you know, this is not, you can't report on that right now today. But it is something that just like last year, as we move through this process, should be an important item to track and watch as we're discussing our needs as well as school divisions and what that looks like in the budget. In discussions with the board, we've also made two amendments, I would say, to our proposed budget. And right now, we've calculated that if we were to amend our compensation for general workforce to be in line with right now the school division at 3 across the board and if we add in projections that we were just We just received this past week from compensation board funding We're now down to a 2.6 cent increase so as we continue to knock away at this that is now Starting or a new starting point Mallory the first bullet there of the reduction to 3%. I thought that we were at 3% before, but we had some, what was the earmark, it was for merit. The merit. But do we not have, so I guess what you're saying here is keep 3% but eliminate the merit? We were at 2.7% with the average 2% merit. This now reduces that down to just a flat 3%. So everyone gets three, there is no merit. That is correct based on just these numbers and what that would look like. Do we have the ability in there? I would prefer to see some amount of the general workforce compensation increase be flexible enough to give us ability to target it. And it doesn't need to be merit. It could be market adjustments. Because I think we know that there are, you know, some jobs we just can't fill because we are way under market on those jobs. And or we have higher turnover. We lose employees to the town of Warranton, for instance, because they pay more in certain places. So I hope we are preserving the ability to make those market adjustments we're needed. Yes, sir. We currently have a process in the county where we do one-third of the workforce a year for a three-year cycle, where we are able to make those market adjustments. If at a time a department needs it more, then we resort how we're gonna do the one-third. But yes, they're still in this. They're still opportunity to help those positions that may need it. Where do we find that is there actual money allocated to that? Yes. About $450,000 is just not been done. That's the number that has not been changed for probably close to a decade now, but it just is a standing line. I for the market adjustments. Okay. It doesn't sound like very much. Well you have one-third of the population, it's doable. Okay. I'd be happy to answer any questions or if there are additional follow-up items. Or additional mark-up mark-down. Yes. Let's ask Mr. Gehrhardt has any comments or any Proclamation he would like to make. I do not at this time. Okay. Thank you. And a lot but Formulating it so half of this moment. Okay. It's brought us to you. Anything more than it? I think I made my comment. Yeah. I would like, the numbers you rattled off, I was looking at the slide thinking, you're talking about a different slide. Something you got in the other. No slide. Can you share that? We'll work on this the last couple of days and just the publishing of the the PowerPoint on here. No delay, but I will be able to provide that written out for our next session. Great. Thanks. Our next session is. Oh, our next yes. March 20th. March 20th. Very good. Okay. So we can now move to the sheriff unless there are other items that you'd like us to discuss here. Perfect. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you board, thank you for the opportunity to be here today to talk about some of the specific needs that we were requesting from the Sheriff's Office. The first thing I'd like to say is that we continue to have a great work relationship with the County Administrators Office and obviously with each of the Magisterial districts and the areas that you represent So we just greatly appreciate everything that you've done for the office, but obviously as things change in areas grow, the need for our services grow. You know, we answered somewhere over the neighborhood of over 80,000 calls for service just in the Sheriff's Office of London last year. So if you just paint that picture for just a moment. But we're going to cover a couple things today. First of all, we're going to talk about salary increases, traffic positions, the body, more camera program, operation requests, and then just kind of give you a quick overview of the animal control. For salary increases, our men and women in uniform dedicate themselves every day to protecting the serving of this community. They do so not for recognition of financial reward, but because they believe in the mission to keep them from your county safe. However, we must recognize the sacrifices they make and ensure that their compensation reflects both their dedication and the rest that they face. Every time the deputy puts on a uniform and steps out the door, they will only put themselves in harm's way. Whether it's funded to dangerous calls, intervene in volatile situations or confronting threats, most people will never have to face. They do so with professionalism, courage, and unwavering commitment to this community. Their service is not just a job, it is a calling it is one that deserves our support. We understand that our salaries will never match those offered in large and northerative jurisdictions. However, we must remain competitive. If we allow the pay gap to widen too far, we risk losing experience, dedicated deputies to agencies that can offer significantly higher salaries. Retention, recruitment become increasingly difficult in the quality of our service, a residence expect and deserve could suffer as a result. But let me be clear, what we offer in Folkier County goes beyond just a paycheck. We offer a supportive community, a sheriff's office that values its people, and an environment where deputies feel a true sense of belonging and purpose. Our deputies are not just employees, they are part of the law enforcement family. Committed to serve in a county that appreciates and respects their work. That said, commitment alone is not enough to keep with good deputies here. We must also provide them with fair competitive salaries that reflect their value. Investing our deputies is an investment in public safety and it's sure as we continue to attract, retain the best people and those who will uphold the standards of excellence that our community expects. I strongly urge your support of the recommended salary increases as statement that we value those who put their lives on the line to keep us safe. For our traffic enforcement, the County Administrator has put in request for one additional deputies, by specifically requesting your support for two additional deputies. Dedicated to traffic enforcement and monitoring, as we all know, the safety of our roads directly impacts the wellbeing of our families, our neighbors and our visitors. Over the past several years, we have seen a continued rise in traffic volume across Falkyre County. And with that, an increase in unsafe driving, speeding, reckless, and distracted driving. Our deputies are working tirelessly to keep our roads safe, with our current staffing, we are stressed then. These additional deputies will allow us to be, take a proactive approach to traffic enforcement, enhance invisibility, reducing crashes, and ensuring their aerobase remains safe for everyone. They will also help us respond more effectively to citizens' concerns about speeding and dangerous driving in our neighborhoods. Investing in traffic enforcement is key to reducing traffic crashes and traffic-related deaths. I ask for your support in approving the two additional positions so we can continue to serve and protect our community effectively. We currently have three deputies assigned to traffic enforcement and they're covering over 2,200 road miles, which is the equivalent to driving from Warranton to Key West and back. And staff will help us provide more effective enforcement. Body War and Camera Program, transparency and accountability of foundation of trust between law enforcement and the community's we serve. Body War and Camera's play a critical role in strengthening that trust by providing objective record of interactions between deputies and the public. They not only help ensure transparency but also protect both citizens and deputies by providing an accurate account of incidents. Beyond transparency, body-worn cameras will allow us to continually evaluate and approve our services. The regular oversight and review of recorded calls we can identify areas where additional training is needed, reinforce best practices, and ensure our deputies are always operating at the highest standards of professionalism. This commitment to ongoing training ensures that we are not just responding to calls but delivering the best possible service to the people of Falkyre County. Our goal is simple to provide fair, effective, and community-focused policing by leveraging bodywork, camera footage for oversight and training. We demonstrate our dedication to accountability, professionalism, and the safety of all of our residents. We will continue to invest in the tools and training necessary to serve our community with excellence. The longer we delay, the cost will continue to escalate. If it were to be adopted, we would also see it realize or realize about $100,000 of savings from other programs that we currently use to help offset a little bit of that total dollar figure. Additional operational requests. We remain committed to ensuring the safety and well-being of our community while maintaining physical responsibility. As part of our ongoing efforts to provide high quality public safety service, we request an budget increase to address essential operational needs. These requests include funding for contractual obligations that have increased due to inflation and service demands, as well as the replacement of critical SWAT equipment to ensure our deputies have the necessary tools to respond effectively to high risk incidents. Additionally, rising water and sewer costs require appropriate adjustments to maintain essential operations of the adult detention center. These increases are necessary to sustain the efficiency and effectiveness of our agency while continuing to meet the expectations of our residents. We appreciate the continued support of the county leadership in the community as we work to uphold public safety at the highest standard. As part of our own going commitment to improving public safety and community services, we'll be actively exploring ways to provide more efficient and effective animal control services. Our residents rely on us to respond to a wide range of animal related concerns from lost pets to wildlife issues. And we want to ensure that we are meeting these needs in the best way possible. One key area we were evaluating is the potential benefits of having our own dedicated animal control services facility. Will we review in the factors such as cost staffing and overall impact to our ability to serve the community? This process will help us make informed decisions that enhance the well-being of both our community and the animals in our care. Our goal remains to provide professional, compassionate, and effective service, and we look forward to keeping you updated as we explore this opportunity. with that being said, instead, open for any questions? Any questions? Sure. Just one fun question. That last picture was about animal control, but it was in front of an ice cream store. I was the picture of the truck, is what I was going for there. Good catch. There are falls. Would you talk a little about the contract, the $100,000 contract? Oh, the contract will increase. Increases, yeah. What kind of contracts? Generally, I know. So these are just typical, any type of our contracts that we, we're just seeing increases in one for a computer-related type, programming, things of that nature. So we're just seeing increases the one for a computer related type Programming things of that nature So we're just an increase in that Just wanted to on in terms of the animal animal control I just wanted to add that the SPCA which was formerly funded out of the contributions section of the budget book and in our financial system, we shifted the funding towards to the Sheriff's Office under an animal control major where that contract is managed. So I just wanted to call that for FY26. So that's why you see that increase in the budget line, which is not actually a specific request. Yes. Yes. Thank you. What is the overall requested budget relative to the prior year requested budget in percentage terms? I will get back on that. Yeah. Yeah. I don't have that on the top. I don't have spreadsheet. Thank you, sure. I'm not sure. I don't have the spreadsheet. Thank you. Thank you. Good afternoon, Mr. Chairman. Thank you for this opportunity to come before you today to talk about our proposed Fire Rescue budget for 2026. I'd also like to thank the county admin and budget team for helping us prepare this. Obviously without them, we would not be able to do this. So thank you for that. For FY26, our Fire Rescue Levy proposed for 26 is coming in at 30 million 997 811 for which is a 1.25% increase from last year and that's from just normal growth really from FY25. The Amelist Recovery Fund ARR we refer to it for 26, is at 2.7, 6.5, 6.86, which is 33.76% from FY25. Primarily, and we'll get into this primary request for that as an ambulance for, as one of the requests for that. We started, approximately eight years ago, we, purchasing amulets, three amulets every two years, uh, just out of ARR because it was the EMS building. They thought it was appropriate to buy amulets out of that fund to take the burden off the volunteer organization so that they wouldn't have to purchase amulets as they could purchase fire equipment. So that was the primary purpose for that going forward. The fire rescue levy fun is proposed to remain flat this year. This includes a 1.5% salary adjustment and a step increase for uniform staff. One thing we are coming and asking for asset replacement with self-contained breathing apparatus. This is something we talked about back at the retreat also. It's the apparatus we wear on our back. We have about 350 sets of them to go in and fight fire. SCBAs. And also as we talked in it linked several times the work sessions are ready to replace and conjunct with the sheriff's office. So that's two of the asset replacement items that we're focusing on and coming forward. A 3% increase for the volunteer contribution funds, which is obviously there are a partner in this. And is that 3% goes to their contribution? Just keep in mind that is critical for our operation, because we basically were in their station, we're riding their trucks. They're keeping a lights on. So keeping that partnership and keeping that alive as long as we can is so critical. Because they can do it a lot cheaper than we'll be able to do it. So 3 3% doesn't sound like a lot and I know it does add up at the end but keeping that partnership with them is so critical we cannot express that enough. Operating expenses are increasing by 272,000 for contractual increases such as the sheriff just alluded to him his says and some of those are for also for convention and educational needs. We mainly on the EMS side of things, we're trying to promote our folks, we're trying to get EMTs turned into medics, paramedics school right now. If we send one student as we write it $10,000 per class. So that's part of the educational needs we have going forward. Just career development. Sorry about that. Fine rescue levy fund and the ARR fund are making transfers to the asset replacement fund for FI-26 for offset the $30,000 for one ambulance. We have been requesting three aml per budget cycle, but working with the budget team, we're asking for one to help offset and keep things flat. Other vehicle replacements, such as staff vehicles, training vehicles, and what not, is about 250,000 for those. And for the public safety radio, we're at 4.4 million, and and this obviously a shared portion with the sheriff's office and right at 5 million for the self-contained breathing apparatus. The one thing I can speak of we just just past weekend we had an evaluation team working on our self-contained breathing apparatus which is we've been trying to reach out to about four or five different vendors. And the same brand we have currently is it's called Scots. The one nice thing about that is right now there in FY26, the ones we currently have are 15 years and they're done. So we don't have ability to extend that life. But the new Scott coming out is 30 years for a placement. So that's huge for us. Obviously the only other thing would change that would be technology for the most part, but that is a huge part of technology way. It's coming forth and helping us. It's going to save us going down the room. The county would be seeking debt for the majority of the public safety radio projects as well as the SVA replacements. This is just an overview of the asset from the placement plan and as you can see right at the bottom of 26, it's going to be right at $10 million. And that's primarily for the animals, other fire vehicles, SABA, and the radio system. Amos recovery fund includes personal expenditures suggested to relate from the FY25 additional two full time employees that as you remember, we had to implement pharmacy programs. So we have two full time additional folks for that. The increase of which you can acquire an increase of 186,973 which is an ongoing cost that we're going to incur on that. And just a second here I'll show you some of the savings that will help offset some of that I believe. That's a transfer increase of 573,372,430 of that from county asset funds for the purchase of one ambulance for 170,000 to find a risk system to increase a salary from the expenses from the AR fund. As you know last, when January we were able to put together our own pharmacy there's a quick snapshot of that what it looks like it's at the end of basement of a 30-gymarshal with the HIFI headquarters that's what it turned out to be which has turned out to be a huge asset for all of our providers as well as citizens because basically um our turnaround time from being able to get the unit back in service where it's equipped. routinely for years we've seen an animals from the northern end of its upper-veil marshall, they transported to Winchester Hospital, they would drop off the patient, they would have to return to Faulkier Hospital out of service, get the drugs and medications that you need to go back to upper field to provide service for the community. So there was times we had three to four hour out of service times for units. Now we have what the hub and spoke is considered that. The hub is obviously is it in warranted but the spoke is we have these medications and locked up cabinets in every fire station so when they return From the hospital and Winchester back to overfuel They can restock their unit and the back in service. So turn around time the wear and tear Just fuel calls in general have I think it's gonna be offset there as far as the save as I know it was a Obviously it was a federal and state mandate. We didn't have a choice. I know many, many folks didn't like that. I didn't like it either, but I think it's going to work out for the benefit of our citizens. And I think we're going to be, it's a lot of liability, obviously, but I think it along where I think we're really happy that we didn't. 22% of our e-mouse calls involved transports, As I said, to the outside jurisdiction, which historically made that return back to another hospital. 22% of our e-mouse calls involve transports as I said to outside jurisdiction which historically made that return back to another hospital So I think one of the biggest things I had with the turnaround time a unit being out of service that was not able to provide service to our customers apparatus obviously with y'all support with the past we've been able to Purchase ambulances and pupp units as well. It ages, it's not cheap, but it's obviously imperative that we're not asking for any fire trucks this year, but just kind of keep on your radar that it's something that's going to have to come forward in the future. This is a snapshot of some of our apparatus and the condition that it's in, if we go about NFPA standard, National Fire Protection Association, we normally, and Ann Wants is good for about five to seven years. And that's based on obviously wear, tear, mileage and whatnot. We have five currently in our system that meet that range right now that could be needed replacing. Our engines, 10 to 12 years is what we consider a frontline unit that you see running up and down the road, the majority of the time. And we have 13 to 17 year, or we put in reserve status. So the ones that are kind of in the back of the station to get pulled out when the front line breaks down. We have five of those in need to replace them. Amelstons are right about 400,000. Fire trucks are right about a million and we don't we really can't negotiate much on that. Our heavy rescues and we have four of those in the county or three are I'm sorry we have three in the station of one north central and south we have normally the the where tarot knows we'll go about 20 years and we have two of those that need a replacement at this time. The latter truck we have one in warranted as you know and that's it we in that one. That's about a two and two point two million dollars have replaced that. And as of. As of now all all stations have a tanker. Water hauler and their station. And as the remit them was the last one to get theirs. Now we have one in each station to take water to the scenes with us on any kind of fire. We have four of those pieces of apparatus that are need to be replaced based on the recommended cycle. And they're right about 800,000. We have several of those actually on order. Real quick, I'm staffing in the work schedule. we're going to continue to focus on reducing our overtime cost. Some of that came from vacancies. I'm happy to announce today we've filled all of our vacancies last Friday and we have our school starting next week. That's on the's on the next lab, but I was excited about that, so I'm going to tell you about that. So, we want to try to work on some work schedule enhancements. Our current work schedule, I feel like it in itself, it creates a lot of overtime because we allow our folks that way, what we call a Kelly Day. So we're going to look into our, we're're gonna dig into our schedules we have some ideas already on the horizon so we're hopefully be able to come back and show you how some some progress to that for saving some cost also our current staffing matrix we have to have a person in every seat every day we can't we can't forward that phone from that seat to someone not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We're not going to be able to do that. We need to work on our staffing majors. We don't have a true number for that. So that is going to work in progress. Public safety committees, you know, direct us to come up with a staffing plan, which we have a draft at that. Hope they'll be able to present that in their future. Currently, two volunteer stations have asked for additional staffing. And we did not put that in this year's request. We wanted to try to make that part of the staffing plan as we go forward. And obviously the staffing plan will give us a roadmap versus when the volunteer companies come forth and ask for staffing, we didn't have it budgeted for. This way with the well, the staffing plan will be able to budget for those accordingly. So hopefully it will help offset some of the burden. On an average, we're gonna probably be just just a, I guess the way it looks like from the staffing plan, we're gonna probably be needing from 15 to 18 people for the probably for the next five years to get us to wherever we need to be adequately and safe and providing service for our community. This is just a quick review of what we have. We have a total of 168 positions for a fire rescue. 152 of more filled and like I said, 16, we had 16 vacancies that have occurred over the last year. And staff and breakdown is what we have. Mainly the technicians of the highest part of our group. Our turnovers, it did surprise me just to admit there on our 13% for last year. So the 24 folks that we hired back in January and March, we've had 13 already separate from our department You may ask why that is I don't have an exact Many folks left to go back home. We hire a lot of folks from West Virginia Out that way so a lot of them found jobs closer to home I didn't know it was probably out of that 13. There's probably six or seven of them that did that Some of of them we hire, this is just a real young group of folks that we hire. So they haven't figured out what they want to do for a career. So they try this for a while. We invest a lot of money into them, obviously, and they're gone within a year. Very disappointing, but that's... Everybody is like, everybody is in the fire service pretty much, we're not the other ones. I talked an over-cheese meeting on Monday, Alexandria, they got 30 vacancies, Orange and S 25 vacancies, Loudon has close to 60 vacancies, Fairfax has a hundred point of vacancy. So we're all dealing with and we're all competing with each other, which is part of the problem, right? So it's like a global problem for everybody. So we all need the same type of qualified person, but money, shift work. I don't know what else to attract them at that point. But like I said, I was happy to say we did find 18 folks to fill our vacancies. And that allows to have one over hire. That number should be 17. We had one quit last week. He's going back to Winchester. That's where he came from, Winchester Fire Department. We can't stop that. Retention, we have 79 uniform employees that work with the county for five years or less, 51% of that. In the average length of our service, some employees are seven years. We did a market study just to see where we were at with our competitors, loud and Prince William, Arbor Marl, Spots of Aneus Stafford. We're at about 90% of the, of the, walkers at 90% of the market. And like I said, there's the, oh, hourly rate on the scale there. Oh, the average hourly rate is at $23.16, and we are right at 21.36. We're the second lowest in the market. I guess the two things is obviously is money in the shift work. So we're closely examining some of the schedules, as I said, to as an alternative to pay that would include some potential need for staffing. If one schedule that's out there, we could need a potentially in order to convert what we have now to, that schedule may need 8 to 10 people, which it's not a huge, but it's still an increase. But that's just one of them. There's several amount there. And the capital improvement plan for 26 to 30. We're not asking for any kind of increase in this area, obviously, for FY 26. And then as all I have, if you have any questions, I'll be glad to... ...tempt to answer any questions. What is the percentage of increase between steps typically? So 0 to 5 is 3% between step and then once you get to year 6 to I think for our scale goes to 30 it's 1.5% between step. Okay, so the average person, the average person, the first three or five years would be getting combined four and a half percent increase, and beyond that would be getting a three percent increase. That's correct. Okay. The same with the sheriff's office pay scales. Okay. The toughest percent. The debt for the SCBAs and the radios. I think total is about 14 million between the two the parts ringers and sheriff's department. And I'm wondering if it would make sense to apply whatever repayment of that debt is to the fire and rescue levy. We can definitely bring that back to the board. So the debt service for those items that the fire and rescue levy would be taking on is around $750,000 a year. Right. Due to the timing of existing projects, that would be funded under our existing drawdown that we took about close to, I think, $45 or $15 million out this past fall. Those were for Taylor Middle School, the Opel Water System, and then the second phase of central sports complex. We can be creative in the drawdown for that. There are some steps that I would have to put forth with Janelle. We would need amend our existing CIP and such it can be done to shift the burden from the general rate to the fire rate for the debt service for those in this budget. I think my hunch is that long term we are going to need a higher fire rescue levy as we evolve more and more towards a professional and all professional and less and less reliance on volunteer. Is that it? Would you guess that as well? I would, yes sir. Unfortunately, that's the reality in the country at the moment. So I think I think even if we don't need it there for for a long time for that debt Moving in that direction helps us For what will eventually be our reality She Smith I got a question. So I know it's a very tough thing to combat and I don't know if we have anything in place But when we we have new recruits that come, you know, do our schooling, all that stuff, then leave within the year. They're unfortunate. And I forgive me, I do not know if the industry very well. But is there any sort of, you know, the lack of a better word, handcuff agreement that can be put on people like the company? You got to stick with us for a year, you know, or something like that. Is that not common in that in this industry? It has them. agreement that can be put on people like the country. You got to stick with us for a year, you know, or something like that. Is that not common in that in this industry? It hasn't been for the new recruits coming in. We've done that, or we haven't done that yet. There is talk if we take a, you know, a tenured employee and send them to take the paramedic school for the $10,000 investment. We have been talking about trying to contractualize with those to say, hey, you will give us three years of service prior to leaving. Otherwise, you ought to pay us that $10,000 debt. Sure. So we have played with this probably for the last 10 years. If this is something the board would like to pursue, we can dust off those employment contracts that states that we're investing in you. You have X number of years to give back to us, but every time it's been put out, it's been, well, they could go other places and not have to repay it. But it's something we can. If we put a clawback clause in these contracts, which I think is reasonable, frankly, I would not have heard it really. I'm doing so. I wouldn't prohibit them from doing so, but basically we get our best on our back if we set those hours out for these guys. And all of a sudden they go off to another county. It's only fair that we be repaid. And it could be a sliding scale. you know, if they stick with us for a year, then they only was half back. If it's two years, they're all paid or something longer is lined. Just something that kind of helps us get back, recoup some sort of the investment that we made in them for their career. I would expect it's probably because maybe the localities that they live in don't have as adequate of training or maybe it's not free. I don't know, but I would be open to looking at something like that to try to help us. And then to jump to another thing that Supervisor Brott has mentioned, the volunteer side, do we have any recruitment positivity in that arena that you have seen since you've been here? It has not had. It's not been great. No sir. I mean we bring folks in. We'll get them in the door but as far as getting a return for lack of a better work on my investment it takes several years. We'll bring them in and they just want to do something in the fire side. They just want to do something on EMS side or they just want to be a support member, which obviously we need all those. But to have a member come in where they can give us 100% doing EMT work, doing fire work is less than what we were like, yes, sir. Okay. Figure that to be a case, unfortunately. Unfortunately, yes. Yeah. One more question. Thank you. Great. Thank you. Thank you. Good afternoon, Mr. Chairman, members of the Board. Thank you for this opportunity. Today I'd like to talk about amending our fee schedules and community development, what that looks like, where community development stands and looking at market assessment and turnover, and then concluding with our staffing levels and needs and recommended approaches on how to get there. Okay. Okay. Okay. Okay, let's speak to him now. Okay. on how to get there. Okay, let's be doing something now. I'll have to go in the wrong way. Sorry, David. Apologize. Is that it? That's my name. Okay, should I click it now? Okay. Background on fees. Our land development and building fee schedules have not been updated since 2018. And at that time, it wasn't a comprehensive update. Prior to that, it was 2012 for the land development fee schedule and in the 1990s for our building fees. These proposed updates were put as in line with surrounding jurisdictions and would have to note that inflation and rising personnel costs are also driving expenditures to increase which we will look at in a minute. To keep pace with inflation, personnel processing and requirements, our fees need to be updated. We performed a comprehensive review of fee schedules and surrounding jurisdictions. With the increases we are proposing based on last year's service volumes, we are projecting over $550,000 of additional revenue. With that said, for budgeting purposes, the county is using a more conservative figure of 318,000. Just if you've heard another presentation, so we don't know what the market is going to bring. In neither case, do these figures include passing the full cost of studies that we have to have contracted out onto the applicant. These could be traffic impact analysis, hydrogeologic studies, could be sound studies with the data center applications coming in. This is something that we've heard from several of you as important, which is passing the cost of review to applicants, which we've included in our latest fee schedule. And looking at revenue versus expenditures, fee increases will put revenue back in line with the FY23 levels. As you can see, revenue growth has stagnated while expenditures have continued to rise. FY adopted is 1.6 and FY26 proposed 1.9. Staffing review, turnover. Turnover is not a new concept in community development. Turnover and long-term vacancies have been an ongoing issue in our department for many years. Currently, there are five vacancies in the department. Some of the turnover trends we are seeing, typically, they are mid-level professionals leaving us for higher pay, less geographical area, as supervisor brought us indicated. We've lost several employees to the town of Warranton versus being responsible for this much area. They're responsible for this much area. Moving to specific areas of responsibility versus the wide range of the knowledge that's needed here with our staff. Looking at our vacancy trends, we're having trouble finding experienced professionals, thus underfilling many positions, putting more pressure on the senior positions, having to pick up the extra work. We're also having trouble finding specialized professionals, building review, senior planners, that's one we're also under filling, stormwater reviewers, environmental manager. We currently have 21 employees that have worked for our department for less than five years. That's half of our staff. You can see on the screen a few of the key positions that have been hard to fill or had high turnover since 2020. Some of them being filled more than once in the 12th month period. This slide demonstrates that the hard to fill high turnover positions are distributed across the divisions of our department, not just in one area. And looking at market assessment compared to the Loudon, Prince William, Warranton, Culpepper, Stafford, and Spots of Aignia. We raise... And looking at market assessment compared to Loudon, Prince William, Warranton, Culpepper, Stafford, and Spots of Aignia, we range from 66 to 100% of market. To adjust all staff to 90% of market would cost approximately $100,000. Staffing levels. This was somewhat a surprise to me when I put this slide together. I often have senior staff say if we could only get back to when we had a full staff, not meaning having all the positions filled, just having more employees. So in 2008, we had 47 employees and that figure does not include running our storm water management program. In 2014, we added six positions to run that program. We'll talk about the FY26 column in more detail on my next slide with what positions are being requested. But here, I think it's important to note that with current staffing levels, we are having difficulty keeping up with demand. We have five fairly senior employees in the hearingirement, and I've already mentioned the number of employees who have less than five years in our department. As part of the budget, we requested four positions. Two of those have not been addressed and they're highlighted on the screen. As a result of the Board's budget retreat, community development staff was directed to implement and staff an expedited review team process. To stand up that program, we are looking at an additional six positions. In addition to direction from the Board at the retreat, the personnel committee this month also asked that we put together what it would take for community development to be successful Recognizing how thin our staff is stretched What we are requesting two positions in building permitting to keep pace with the required inspections We're required to inspect within 48 hours of a request We're currently doing everything we can to meet that, but many times inspections are rushed and not of the quality they could be. And oftentimes, our building official is running inspections to keep up, which is not a good use of his time. We're asking for an additional administrative, administrative position in our environmental program to insist with inspections and reporting. A planning associate in the zoning division devoted to permit review and two positions in land development to provide an additional review team for those commercial and industrial projects wanting to take advantage of an expedited land development process for which we could charge an expedited review fee. increasing revenues as long as this fee is weren't waived for incentives. And finally we're asking for an assistant soil scientist. Our soil scientist is anticipating retirement in June of 2027 and we'd like to add an assistant to our team for succession planning with the ideal he would train under or they would train under and then take this position. Our senior staff meets regularly with a group representing some of the development community and yesterday we had said meeting and we talked about this expedited review process. And there are the ones that mentioned an expedited review fee is what some other jurisdictions do. So, as we look to stand this program up, we will explore that in more detail. This organizational chart shows the two original budget requesting green with additional staff requested in yellow. And here again, you can see that these positions are distributed amongst the division to build up the team. So where do we go from here? I've been working with the county administration and budget on recommended approaches. We've hit on the fact that our competition is making more doing less, we're short staffed, we have difficulty meeting deadlines, we need to allow for succession planning, do more cross training, and create development review teams with multiple levels. We have difficulty meeting deadlines. We need to allow for succession planning, do more cross training, and create development review teams with multiple levels of experience, and have the same team provide service throughout the life of a project. So how do we do that? Step one, address the market assessment for all staff, with a price tag of $100,000. to addressing the remaining two positions as part of the original FY request. $232,000. Three working with an outside partner to review process flow and make efficiency recommendations. And then four is standing up and staffing an Exhibit Died of Review Program. And then finally, succession planning for the county sole scientist. I'm happy to answer any questions. Before your questions, the two positions, environmental specialist one and planner two, in the proposed budget that you currently have, we have money earmarked for that, because initially there were thoughts about hours of work. So instead of adding hours to employees, it was thought let's use it for these two additional positions. So if you want to put those in the budget, there's already money in the proposed budget, just a different plan. Thank you. Holly, you're the, I was shocked to see that in the market assessment that we're as low as 60% of market on some of those numbers, but all we have to 100,000 or 100% in some numbers, when you looked at bringing it to 90 across the board, the folks who are at 100, when it's not a lot of people, you wouldn't be asking them to come back down to 90, I suppose. OK. And the number that was only $100,000 to get everybody to 90? Yes. We initially thought it was more, but in working through it. OK. And you figure yesterday. That sounds awfully low, because I think your overall budget is a few million bucks. the bulk of that is people. So if you're trying to get some of those folks 10, 20, 30 percent up seems like that would be a much bigger number. So there were two different markets. The first market was comparison to Prince William and Loudon. And the second market took Town of Warranton, call pepper, staffer, and spotty. And we took 90% of the full market. And so that's what made Leveled out the 300,000 to 100,000. But we went into it in depth yesterday. And I think we have a handle, but open to options, if you would like to put more. I think when we do these market studies, And you can always get the number you want based on how you choose the data that you're selecting from and if we look at the reality is we're not losing people to the south and west. We lose them to the Dada Warnton and East, maybe Colt Pepper, maybe adjacent counties But I think when we, if you put, and I saw once that he recently for the schools, it was, they'd used nine counties. Well, two were more expensive counties, and seven were less expensive counties, and by pulling data like that, you're pulling the market down. And if we're at 90% of that number, that means we're under the market. We're not even competitive with those two artworks. That is correct. So the direction was to compare, I think by several members of the board, when working with them to look at what Prince William and Loudon were, because we had people going there. But then the next piece was that wasn't where everyone was going. They were going to the town of Orton. They were going to call pepper. So we got exact salaries from there, and so we could make a better presentation comparison. If you want to go 100% of that market, we can definitely go back and sharpen our pencils. It's definitely a decision of the board where we want to be because we are losing employees for, as she said, higher pay with a less focus, yes, of their job. I don't think we need to be 100% of Prince William and Lallaghen. Any business that's out here knows you should and can hire for some, there's a gradient. And if you're comparing to DC, you should be 30%, 40% less. If you're comparing to Arlington Fairfax, maybe it's 2030. Prince William Loudon, maybe it's 10 to 20. Below those pay grades, but I think we need to be 100% at least of Count of Warranton and at least that of the call pepper. Yes, this does take in the consideration of both of that. And we can get it done for people that need adjustment because when we've been hiring one of the processes that the county administration is doing and we're looking at the people that need adjustment because we've been hiring one of the processes that the county administration is doing. We're looking at the people that need adjustment because when we have been hiring one of the processes that the county administration is doing, because when we've been hiring, one of the processes that the county administration is doing is we review every hire and we make sure that we're putting people in market positions. So that's one of the reasons that we've been taking a very thoughtful approach for the last three years on making good hiring decisions in placing them approach. Because I think if you were to hire and have your full staff and then everybody's at the 90% or whatever, then all of a sudden that number's a lot bigger than 100, which is great because then you get a full staff. Holly, I've got a question on the fee schedule. That bar graph or line graph was just atrocious. I mean, not insulting anybody, but just the revenue to expenditure. We've been flat revenue since the 90s and the expenditures have gone up. Do you have those? Are you guys currently working on that schedule so that we can have an idea of what anticipated revenue we might get if we move forward with those two fees? Yes, sir. That is calculated. It's the... I look at it. 3318,000 is the very conservative estimate. I understand. If we look at what the levels we did last year with the V increases, 550 is what we come up with. So it's going to be somewhere in that range is our expectation. And you believe that would meet the full revenue, I mean, the full expense. Oh, no, not at all. I mean, yeah, why aren't we shooting for full expense coverage? There has been pushback historically for making a drastic increases in fees. We could certainly look to. I mean, studies we haven't raised the price in 10 years. During this review, we did benchmark with localities, benchmarking seems to be the theme of this discussion. Yes, but we did and made sure that they are in line, if not more competitive with our surrounding jurisdictions. This is in line. We've also added categories. I'm going to call them categories, but different like the technology fee. The technology fee. One of the big things we added that's, we've really been seeing such a gap in is these studies that we have to have reviewed by a consultant. Traffic impact analysis is an example. We charge $1,000, B dot charges $1,000. We have to pay a consultant to look at so now we have put a line in the B schedule to pass all that to the applicant 100% whatever. Yes, I'm big Yes, all for that Another thing that might already be in the works is some sort of Time limit right because there are some people that will bring a project, you know, community development. And then it's basically just, you know, they go back and forth a dozen times, hundreds of hours of staff time, and it's the one time. We've considered that in the fee schedule. We have up or raised the fees for resubmissions with the idea that that's an incentive to get it right the first or second time instead of the fourth or fifth time and then charging for as bills. Same kind of thing to encourage and incentivize them to get it right and get it through quicker. Because in theory then if that's the case and you know we're able to bring this to fruition then the expenditures that should come down since we're not having three feet, three feet brief for the one-time cost. You're correct. Of course the driver to this is volume also. Yeah and we controlling that is a challenge. We can't really. If we had to make it a value that doesn't mean that more people are coming. Right. Being equal to others I think makes a lot of sense. And I think looking at the dark programs requiring more people, I didn't realize when we were discussing it back in December that dark was a whole new team. I assumed it was revamping processes and policies so existing people would prioritize certain applications over other applications for finding ways to streamline those applications. And I certainly think that dark should be a high priority. And I guess you have in there this idea of a consultant coming in to, I think that's a great idea because it's always healthy to get outside perspectives. If there's a way that we can make progress on that dark and maybe this consultant can help with that. Yeah, I'd love to see if there's a way to do it without adding a lot of staff. But I hear you loud and clear that your actual numbers have shrunk over the years. And I know as a customer of your department, I know that I feel the pain sometime. And that was eye opening to me. Yeah. Supervisor Spragas. If you look at the recommended approaches, the numbers on the left-hand side are kind of where we were prioritizing. Take care of existing staff first by getting them market adjustments. Holly feels the environmental specialists and the plan are too important to the zoning and land development arm. And then third was, which we can do now, is hire the third party review process. And that's why it's before creating the support staff for the DART program because we were hoping to get their insight on efficiencies and then to hire. So that was the plan process. And am I correct in remembering that we already have added in the budget a deputy or I'm not sure what we're going to do. And assistant director and then we have upgraded one of our permit texts in the building office. So that's why my first other two requests were taken care of are addressed. And I assume some of that is some succession planning at a new at a different level than just so they'll sign this. Yes, sir. Yes. Item three, and thank you for putting it in. I think it's an important part of this. I think it's maybe the most important part so that we know that we're as efficient as we can be. There may be some creative ways to expedite processes and do it with less people. I think an outside look would be refreshing. Thank you. The questions, comments. Thank you, Holly. Well that ends our work sessions presentations. What items do you all have? Would you like questions for follow-ups or? I guess so we've had a lot of discussion around the handful of points. What's the next step on those. When do we take action on those? No action really is taken until the last day. But what's the next iteration in this process with respect to the things we talked about today? So at this point today, if you all have items that you would like to see removed from the budget, whether it's positions, whether it's something that we discussed. You can throw that on the table for discussion or we can take questions with follow-up. Our next follow-up meeting is not until March 25th, which is two weeks away, and then you could just send questions and we could start that presentation with follow-up and then go from there. Our goal would be to start to get to your vision of what our budget will look like for FY 2026. I've got a request. So obviously, you know, we are in the 21st century. We use a lot of technology across various departments and just, you know, kind of running through some of the general government expenditures by department information technology. I would be very curious if there's overlap or essentially duplicate utilization of software that we're paying between departments that could be consolidated or obsolete. That's just one thing that jumped out at me right off the bat. I think worth at least looking into it. There's a $6 million budget for IT itself and I wonder if, you know, there's duplication across things. So our new CIO, Mr. Savage, has had to identify some areas of opportunity that he is still pulling the gathering information and one is our phone system, moving to a team's platform phones versus the handsets. I think that is going to be a significant savings. And I think he's also examining departments and what areas can be better managed by satellite programs and continuity of, so I'm a toss it to you because I'm just now saying some words but you are looking at that currently. Before. I mean it was just kind of a broad you know broad idea that I had on my part just from the technology side specifically just kind of of, I'm just probably speaking on the telephone system then. What we're hoping to accomplish is to, in technology terms, really kind of have our cake and eat it to improve the service and safe money at the same time. What I've done in the past, what I think we can adapt and do here at the same time involves implementing team phones and replacing a lot of our current phone systems. This will kind of all started, back when COVID got started and there needed to be the, there means to be very mobile, very somewhere else in a pinch, you know, so that you can maintain your communications, but not the office bound when you weren't able to be in the office and awful lot. But the technology's involved in such a way that it's also become a lot cheaper than what we're currently doing with the phone systems right now. So what this involves us doing is leveraging exactly what you have in front of you right now to become a phone, for example, wherever you log in to a device, any kind of device, a tablet, a laptop, a desktop, a Macintosh, a PC, no matter, that becomes a telephone. You still have the ability to have handsets. you still have the ability to use your cell phone device, basically, if you wish to, but anything you log into becomes your phone number. It goes with you. So if your office is out, if you lose power, if you just need to be somewhere else, your device rings, basically, with your office number. You can make calls from your office number wherever you're at. but at the same time, it is a lot less expensive than what we're currently doing with the previous voice over IP network phase systems. If we lose power in a building right now, your phone is just gone. Yeah, we have to get it back up and running. That presents a few concerns for safety services on for critical services for the county. You can't just go somewhere else and instantly be back in business again. That's something that we'd be able to address with this solution at the same time. But when we add up all the cellular services, we might not need all of the standard handset phones that we might not need, all the hardware that supports all of that, and you add all that up and compare it to the alternative. There's the potential for an awful lot of savings and of course those savings can go to solve an awful lot of other problems without having to ask for money to go fix those problems at the same time. But we're in the middle of assembling all the numbers right now to make sure that all the assumptions that have worked everywhere else in the past work equally well here and so far it's looking very, very positive. should be be able in pretty short order to finish that information up and get you something very specific to look at but looking very, very positive right now. That sounds like you are exactly in the direction that I was up and forth. Absolutely. Supervisor Washer. In terms of purchasing technology across the county and the process that we go through. IT approval is required before any software is purchased. And when the procurement team reviews POs, anything that hits a specific IT code, we go through a process. The IT department budget holds licenses for like Adobe and Microsoft for all of the county. a number of others and we can provide follow up to you on the software that the county purchases. I'd be happy to do that and where that's coded. Okay. Now, very good. I think, you know, with Miss Hilton, I just, you know, with certain technologies that are proprietary thing, I'm sure there's always room for negotiations and you're already sniffing them out. Much more to come. Yep, thank you. Thanks. You're hard to do everything more to add. I do not at this time, but thank you, coming. So we have Mark up Mark down on the 25th. I'd encourage you all to continue dialogue with Mallory and Janelle, ask whatever questions you need answered, gather the information you need, and we'll do a markup, a markdown session on the 25th. Hopefully. We have school and public hearing. The school, we're in discussion with the school now, and we have been to determine whether or not we even need that. I think we've made much progress in that negotiation. So we may not need that meeting. But we'll keep you posted on that. We do have the public hearing next Thursday at 7 p.m. I've talked your answer. Absolutely. Yes. Thank you.