Planning District Commission Meeting   11/3/2022

McLean, here, Commissioner Buckle, here, Supervisor Andrews, here, Commissioner Smith, here, Supervisor Geary, here, Commissioner Wilkinson, here, Supervisor Barlow, Supervisor Jones, here, Supervisor Reed, here, Supervisor Rutherford, here, Supervisor O'Brien, here,

Here, stand by.

So we'll move right to item number two, Matters from the Public.

And we do have some folks here who will need to be invited to speak.

To be reminded, we will have two minutes per person with this in mind.

So staff will be timing that.

If you ask that your comments exceed the time that it leaves, stop the comments and when your set time is up and scroll through the information, if there's additional information you want to provide that we're unable to say, we'll be happy to improve those comments.

So with that, we'll be here to speak for the public tomorrow.

It's just barely recording.

Hi everybody.

My name is Lawrence Alperin.

This is a 3-D 9 operation plan.

And I don't have a prepared statement.

Some observations I've tried, told me to change back and forth, back and forth with a number of random balances.

My concern with what the low tide configuration is going to do is cause more congestion and more traffic issues than fuel emissions.

For example, I've seen many trucks disabled.

I think trucks have an accident within a traffic circle.

I can't tell you how many miles the back goes once a truck is stuck in traffic.

And I don't think that anybody's taking that into consideration.

People can't go.

Traffic will float, trucks will slow down, they'll navigate.

This isn't even an issue with a disabled vehicle, an accident.

It's going to wreak havoc in the traffic.

There are opportunities.

The other side of the thing is part of the situation, and I don't want to go into that.

Baltimore.

My name is David Eames.

I live at 325, third control lane in the Dyer Crossroads.

In fact, I'm the name of the spring group, and we're all a bit concerned, a lot concerned, about the bow tie configuration.

I'm a former member of the Spring Creek Land Development Board of Directors.

Two years ago I was one of them.

I was born in two years.

I'm a retired aerospace engineer with a 40 years experience in the early stages of the design process.

My concern about what's happening here is the design process and the lack of a rigorous analysis of alternatives.

In my experience, when you start learning science in my high school, you sort out using engineering judgment with obviously the wrong staff, but you justify by you.

excluded those configurations and gradually moved it down into more and more of our suits and didn't get where I think the train would be at this point.

We've got to spend a lot of time and money in this in this process.

My concern is that there are several configurations that have been abandoned from further investigation, and that is simplifying the Egyptian traffic lights, changing time, changing values, etc.

I still don't like that.

I'm, you played it so well, Adam, I felt a little bad about this, and either would have been, truly bad about, would be something worth studying, and I've not got any indication of that worth studying.

If it is in the general, I would like to hear them.

So anyway, I'm sad that Ms. Shackelford is here.

I don't need that on this afternoon.

We're live and strong with what is going on.

Thank you.

Thank you, sir.

Thank you, ladies and gentlemen.

for a number of reasons.

I think Sandy and some of you have received the written report from our 40 plus year VDAP veteran, Robin Antonucci, that gives a much more explicit and detailed report about all of the different ramifications and problems.

I'm going to summarize some of them.

First off, we feel the study was incomplete with faulty data.

The consideration of traffic was only taking place between the years 2014

2018.

When asked why they didn't do up to the current, they stated that, well, because of COVID, it did have implications on traffic.

However, they neglected to say that during 2014 to 2019, the double diamond was being built, which definitely had an effect on traffic also.

There was no input from any commercial, at least there was no input asked for.

Sandy, Buster Hart, she went out admirably,

with an email request to seek comments from everyone in the area.

Unfortunately, out of 758 homes in Spring Creek, only one resident got it.

Several people on the committee, Rachel, myself, and Robin, never got an idea of the email until we found out later on.

The design itself, if you really look at it, it comprises two single-lane roundabouts in which

Two or more lanes of traffic are trying to enter.

It just doesn't seem that that would be working at all.

SmartScale SORA is in rank 28 in SmartScale, yet it's being fostered in priority one.

Doesn't make a lot of sense there.

The legislative liaison

Sessin, every year with the Board of Supervisors through the county.

Thank you.

So everyone else who wishes to begin public comment, do we have anyone online who wishes to begin public comment?

I see Sean over here again.

Good evening, Sean.

All right.

Alright, very good.

We will move to item number three, our presentations.

Good evening, everyone.

I'm an automobile driver, a subcontractor,

We met with the audit executive committee, finance committee before this meeting and

Moore in detail, so I'll just hit the highlights.

So the audit that we do for the commission really has three main pieces to it.

One of which would be all the financial statements to make sure that the commission's financial statements have been prepared in accordance with a general set of accounting principles.

The other two

pieces of the art we do in the Court of the Government involving these acres.

One of which is, in addition to just looking at the numbers themselves, we reviewed the cognition in the criminal control and had some of the commission reporting on the federal controls.

And then the third piece of the art is the federal compliance piece.

So the major federal grant programs, there are various compliance requirements that you have to comply with when it's carried out and spent in its federal grants.

So part of the audit, we provide a compliance supplement that lists all the various compliance requirements when we go through that part of the audit to make sure that the commission is complying with the grant requirements.

So those are the main pieces of the audit

financial statement.

So there's three different reports from us which communicate the results of the audit.

The first is for the problem report and that's our independent auditor report.

In the report we did we did a proposed audit on the commission's financial statements and this is where we issue our opinion on the commission's financial statements and

We have issued an unmodified opinion on the commission's name statement, which is the famous opinion on the committee's long-term name statement.

Basically, an unmodified opinion means that the tradition's names and statements have been prepared in accordance with, you know, incentive accounting principles.

The other two reports are in the battery report and the compliance section.

The first report back there is our report over the Commission's internal control to have over the financial reporting.

This report was clean as well.

There were no significant deficiencies in the material agencies, other than the Commission's internal control to have over the financial reporting.

In an example of a computer control that had in place

statements are adjusted in accordance with GAP and a lot of times when you do an audit, you'll find things on the books that need to be adjusted.

So the things for standards and part of it's all that we had, we had no audit adjustments.

It was part of the audit that we did.

So many of my commission books were already adjusted and reported the way they should.

So, we're going to go through an audit and echo all of the adjustments made through the books, speaking to the perspective of any public involved in the commission and the use of the regular files given to them.

And then the third and final report from us is our report of the Commission's compliance with its major federal grant programs.

This report was claimed well on the sensitivity of deficiencies

Robert Deere, the weightless citizen, and many of the conditions combined with these major humanitarian programs on all but no other islands.

So, again, all the way to the end of this year.

That's all I have, but I'll be happy to answer any questions.

Williams, I don't know if they're here.

And I will say that we have a conversation.

We're getting questions and discussion ahead.

We have an English meeting and a conversation.

I think it's good to see you at the end of the month.

So moved.

Seconded.

Sara?

Please follow.

Commissioner Ruffle?

Yes

Commissioner Smith?

Yes.

Supervisor Herring?

Aye.

Supervisor Jones?

Supervisor Reed?

Supervisor Rutherford?

Thank you all for your lives and your service.

Thank you for being here.

The second I want to end the presentation, provide a quarterly presentation today.

It's all asked by you.

Good.

Hello, everyone.

My name is Lori Allshouse.

Longing Program Director, PPMB.

They're going to provide you with a quarterly update on our project and also a new grant application.

Many of you know about this project, but I'd like to give you a slide up.

This is our picture of the RISE project.

And this is a prior project, a regional internet strategic financial project.

You will see the 13 counties that this project covered and the very 6 month project in the wide number of library and coverage in the county.

To five numbers, again, just a reminder, you've seen the information before.

It is a 288-month-old project, of which the 209 counties provide a match from the utility to public counties.

So it's a very, very strong match for this project.

for 13 county partners.

We have four utility partners for participating in this project.

This is for three years.

And the end result will be 36,000 visitors in residential.

We will have five and capacity of both sites.

So it's a very exciting project.

Just some quick highlights.

Since we were here before this August 4th, we have provided a presentation on the opportunity for

We executed, executed, actually, all the agreements.

So, for the live, we had to put two paper and sign it for this project, which you can imagine.

So, we have our contract with the BHCD, which is the primary contract for the project.

We also have the green living with the fire department, and then the fire department and the TJPDC have 13, what we call three party agreements with all the counties.

So, they're all in place, they're identified,

what we're going to be doing together and those possibilities.

The other thing that we've done, on September, we had a stakeholder pick off meeting.

And we had everyone there.

We had BHCD represented.

We had our four partners from our utilities, we had our own utilities that we invited from all counties.

It was a great meeting with all the utilities, provided updates on their part of the project,

We talked to them about the administrative role and they can see what's coming next.

And it was follow up and see if we got a lot of feedback on our next meeting.

We're going to hold another one and send it to us.

We also now have made a webpage.

If you go to the first page of today's website and click on the word brought in, you will see a lot of information about this project.

It has information on the overview, it has the maps, resources, the interviews that you've done on the project, and most importantly, it has the entire project's website, which is where all the details of the project are held.

So, the most important thing that we felt we wanted to do was to clarify the website and put an asset in the product that they send to all parts of the county.

So that is going to be a new source of information for this project.

Another thing that was a lot of fun that David and I wrote, we went out on two cycles.

We would leave a site in each of the counties and a site in all of our counties to see the work.

And that's a requirement for us

By Ph.D. for our contract is to go out and go do a CVRHP and a CX2 party-wide screening.

But I will offer an invite as well.

I know a lot of our friends in the administration and those types of things.

Being on the field has been really exciting for me.

So we take pictures.

We make a lot of pictures and learn about projects.

We even do a lot of FEDI stays.

We went to be on huts.

We also learned a lot about the coal placements and how important it is about the electrical field to make sure that we have someone to stick around for that one.

It will be changing the environment also.

It's been a lot of fun.

We had a lot of schedule.

and every month we have to provide data to the agency and include their system wall plans.

And so we gave our first report in October so you can see the data on the slide.

You can see that the project's moving along by these milestone categories.

You can see the far-right vector here, 73-mile field data, 990-mile fiber design, 180-mile data-ready construction,

Nineteen miles of actual aerial fire replacement and 0.4 miles of underground placement and 13 miles of splicing.

It is a major construction project from the very large movement of the homeowners, moving on the railroads, these types of things, all the way down to very, very new splicing by specialists.

So it's a large project with a lot of different milestones in it and it's been along.

The next steps we're working right now are totally important for the DHCD.

We're also going to report on the county progress for the county where the work is actually being done right now and we'll be also building the DHCD and the county's finger match starting in November.

Just to touch on the 2023 grant, moving to an application that we have that we're going to be seeing with our Park and Flyers Live, which committed it on August 25th.

What happened was FIDI provided us with a little more capacity to change the eligible, unserved areas a little bit in addition.

So we were able to include some more areas for our FIDO projects.

So we requested routinely acknowledging the buying of a $23 million project, very small compared to the project that we currently have in play.

But it will also include some white grains from a home in Madison that weren't needed in the original publication.

We need to expect to hear our full application in December.

So that basically concludes my highlights for today.

Again, for additional information, we will be recommended to check out our site on the page on the GABE CVR site.

And again, always go to the Firefly Rise section on our site for information about our project.

So that concludes my information for now.

I just wanted to say thanks to all the partners.

They're super attentive.

They call us.

We've been kept up to date on the whole process and disconnected with our own belief and we're loving it.

Thank you.

Thank you.

All right.

This is a recommendation.

Okay.

There's a lot of action I'd like to make in this presentation.

I don't know if that's what it's all about.

To receive the information, I've been trying to find new orders and involvement efforts, and involved with that.

I don't know.

I don't know.

So thank you for giving me an opportunity to put that on the design roster and give it a try on the evening to provide a general good opportunity.

The TJPDC picked out the design roster to get a clean box out in July of 2019.

Most of them under way for the first time.

It was funded using a combination of the Louisiana County's per capita contributions, and then it was also programmed into the CJPDC's rural transportation work program.

In addition to the area of planning work that the CDC completed, consultants worked secure through VDOT's Transportation Mobility and Planning Division program to complete a capital transportation program in the south.

Two intersections within the study area, the U.S. and

250 and U.S. 15 intersections that you all are helping to learn about.

The U.S. 15 and Spring Creek Road, Camp Creek Parkway intersection both appear within a very short distance from each other as a potential for safety improvement needs on VDOT having the action plan.

And so the combination of these safety factors combined with the interest in the development of the agriculture in the area is committed up to any priority.

The purpose of the name we planned at the TJPDC development was to develop a unified vision for the black culture area that will share the experiences of the U.S. living in the county.

There's limited publicization for the development of the consenting test that kicks off when we were counting how to complete it in a five-year update of the compliance plan.

So what we did was we conducted a survey of Indiana County, so that we could receive similar feedback into the Indiana County to what we were trying to accomplish through their experimental planning process.

And then the TJPDC staff completed a number of other

levels of analysis to support the information that had already been collected.

So that is a review of previous plans on how to develop an existing condition, which is the things like zoning infrastructure in the area.

We've had stakeholder group meetings with the policy staff and the policy officials to develop recommendations.

And then, like I said, in parallel to this process, there were specific transportation improvements and recommendations about where the five projects that were being distributed were going to be coming from the Gate by Wind.

Through this process, we identified six high-level goals.

I don't want to go through all of these,

being both largely focused around creating a specific identity for garden cultures.

That activity included being a well-connected area that promoted a form of community and site thinking.

And then it was also important that the garden area did not include the character of the adjacent spring.

The one recommendation that I do want to spend a minute on is the recommendation around developing garden cultures at the Nixon Center and Gateway.

And the reason that I think that this is important is that one of the recommendations was to establish the county portion of that profit as an urban development area.

Urban development areas are specific urban areas that are identified by the localities and are referenced and designated under a direction of the state code.

And the reason that the state is interested in these is that designating these urban development areas helps

Duras, King Resources, to be basically efficiently allocated to reduce the overall cost of communicating with the transportation system.

While we've been showing how the identified buying culture is out of the growth area, it has not gone on as far as to formally meet the stakeholder requirements of it, formally designated as an EPA under the state regulations.

So in order for, the reason this is important is that in order for transportation projects to be eligible for funding through a program like SmartScale, they have to meet a need that is identified in the state's transportation plan.

So that means that for a locality like Bloomington County and LaValle County, a lot of the needs that are going to be eligible for SmartScale funding is related to safety.

Because they're outside of the MPO area, they're just not going to be able to compete for some of those plans that are more attractive for those MPO areas.

The other opportunity for areas outside of the MPO, then, is the death of these UDA's, where the county defines their growth area to define their multi-modal infrastructure goals for their growth areas, and then they communicate that by designating that UDA, and then the state adds that to their

Statewide Transportation Plan, making these additional local priorities eligible for scratch scale funding.

So because the way the county has already defined it as a growth area, there's a really good opportunity for you all to be eligible for additional funding by taking the next step.

So that's basically the work that

as far as this project.

This next session is just a review of the actual more technical transportation analysis that was completed by the Middleton Institute.

So basically they were making specific recommendations for improvements that could alleviate some of the transportation deficiencies that were identified within the study area.

They reviewed 19 intersections and there was a much more substantive public engagement process that occurred around the development of these transportation improvements.

The transportation analysis included a virtual open hub, a public survey, a virtual webinar, and a set of two in-person public meetings.

In addition, public comments are currently being collected on the final transportation improvement recommendations, and those will be provided to you via our public staff.

The process that people have been using to complete their analysis involves evaluating the existing positions, which means they look at the number of crashes that occur at each intersection and evaluate the level of service at each intersection, which is a measure of how efficiently the existing intersection is operating.

The consultant says these actors will find no general analysis, which is a modeling exercise where they assume that they are helpful on the road.

in this study year based on historic growth rates.

So in this case, they assumed that the traffic would increase by hours and increase the global ownership for a year based on historically commercial traffic that increased over the years.

And then they confirmed the department and how the system would operate in the year 2040.

There's no additional pay for each of the programs that were made.

Two intersections showed both a high number of crashes and a disparity in the level of service.

And those were the two that had already been identified by VDOT

Spring Creek Parkway, and the 250 US.

In addition to those, there were four other intersections that did not necessarily meet that same level of having a high priority need, but also showed that promptly needed to be monitored for future conditions.

They were showing that in the volume window,

Not necessarily high priority states or operational needs at those intersections currently.

Based on the no-build analysis, it was likely that conditions would continue to deteriorate.

What that means is that these two intersections at the top, US-215 and US-115, those were the only two intersections that were currently eligible for any sort of state funding for the state programs based on their social needs.

The other intersections were basically saying these are intersections to watch if they become these in the future, but would not currently be eligible for first aid funding under their program.

Kittleson first developed some wide improvements, so they did some recommendations about health care mental infrastructure, including adding

I shared these paths along the east side of US-15 when you put transit stops.

And then they also, these round out of lines are new roadway connection recommendations.

So what this does is that helps create alternative ways for people to circulate throughout the local commercial area without having to rely on getting back on US-15.

So those were some of the systems I recommended.

The next thing they did was they evaluated a potential option to make intersection improvements at the 19 intersections that were reviewed.

And so there's a process that they go through, and I realize that you all may not all be interested specifically in all the intersections, but I think it's helpful to understand that this is a pretty consistent process that they go through in order to make a recommendation about what kind of improvements

would be helpful at different intersections.

The first thing they do is they determine which solutions are potentially feasible, what kind of intersection of solutions are needed.

Then they use a free rule for R2MD jobs to estimate the impact of different solutions on our intersection safety operations.

They then take those estimated

impacts and projects them to the future year of 2014 based on what they believe that traffic counts are going to be in the future year that you're using rear go-go analysis.

They get these inputs or outputs from all of the different alternatives that they evaluate and they compare them against each other.

They'll find which ones are more likely to improve the both current and projected efficiency

And then they'll make final recommendations that also take into account any land use preferred context that maybe won't be captured in the technical analysis.

So for example, if they know there's already been a fight being approved, then one of the recommendations might be impacting where there's already been approved development.

They might have to remove that recommendation and there's nothing else.

So that's the process to go ahead and make recommendations.

So based on what they did, the one that we heard about tonight is the vote tie in respect to Spring Creek Parkway and Canton Creek Parkway, which is probably the most innovative intersection that they recommended as a solution to the operational concerns at the Canton Creek Spring Creek intersection.

The way the bow tie intersection works is that any traffic that is traveling either on US 15 in either direction or on either of these five streets would not be able to make a left turn.

So if you would be traveling, let's say you're traveling north of US 15 and you want to turn left onto Spring Creek Parkway, instead of turning left across the intersection, you would make a right onto

can't read part by, you'll go round and round about right here, and you'll go back up to the traffic lights.

It's not necessarily completely obvious why this works, but one of the reasons why it works is that you're removing a signal phase, which are not

having to accommodate the left-hand lane, so there's a signal thing that you don't have to accommodate, which reduces the number of transitions in the circles.

And then you're also eliminating one travel pattern.

So it eliminates an opportunity for that type of conflict in all four directions.

So when they ran the analysis, they actually found that this improved both the travel time compared to the future no-build conditions with the current configuration at that intersection.

and also improve trajectory conditions at that intersection.

Now, we've heard some public comments tonight, there have been a lot of public feedback that it's not in favor of those high intersections.

And so there are some alternatives after all, if you consider that we're discussing the room first.

The recommendations for UF-15 and UF-15 was a roundabout which had pretty strong support.

And then the other recommendations were,

A couple more roundabouts, so we've got Spring Street Parkway, Stone Gate, Liberty Trail, U.S. 15, Crossing Point JAG, U.S. 15, and then the last one is a right turn lane going westbound on U.S. 250 on the Poynarks Road to accommodate some of that additional traffic.

So really, the reason we did all this is not because we're asking you all to take action, right?

I'd have to provide a gallery and point it out.

But really it was just to provide information to the localities to help them inform their decision making.

So, you know, just to clarify a few things, there was not anything that PDOT will do.

They provided a potential permanence that could be considered in any sort of future funding application that either the localities want to.

to contribute in the work with the TJPDC that could be used to help inform comprehensive plans, development of current variables, or essentially evaluate policies that implement goals such as looking at a government ordinance to determine if they can incorporate any of these recommendations into any of their goals.

But that was really just for advisory purposes that would be provided to the localities for their

No, one of the alternatives is what they call a, so one of the alternatives that was considered was what they call a

Roadway, which is basically you're building a grid of parallel road systems or parallel road segments.

So one of the alternatives could be that they refer to you as a hybrid.

So you're building the bow tie.

You're building one of those roundabouts.

The bow tie has two roundabouts.

You're building one of the roundabouts out to Camp Street Parkway.

And then you're basically building out one quarter of the quadrant.

redirect traffic in another direction so it's not all being directed through that one intersection.

Yeah, but in the report, there was a lot of public feedback about preferred grade separated interchange, and there were a number of reasons why that wasn't really going to be technically feasible, which included the proximity to being divergent guidance, which is another grade separated interchange.

It didn't meet that physicist's requirements.

They would have had to restrict some of the commercial access

to prevent people from having to change lanes quickly, which would prevent additional safety concerns.

And then also, cost has escalated pretty rapidly.

There wasn't really a clear method of funding for a project that would be very substantive.

Yeah, we expect that as our supervisors and the county staff, and that particular option does not

financially, the space we have in that area.

I think the key to that was Liz said it in the recording, but I will say is that I think

I think it's just here from the residents.

It seems like what I've been getting is we want to call them.

So it is not new.

But the biggest fear of elimination will come first.

The other fear is there's nowhere in the world from our understanding of this particular habit pattern as a urban design.

And because we have an emergent island, which is, you know, also experimental, it will be a wide and wide crossroads being any big curve.

Country, World, in some cases, so the two back-to-backs will be experimental.

One thing that I do like about it, and this is one thing, is if they might have had both of them, they have assured us that if it fails, it is easy to put back and look, the intersection is still there, and they can still develop it back into a regular intersection that we have a fall back.

But the community as a whole, I think there's been a lot of pushing out to look at other options.

So, you know, I think it would be best to lay it down, like you said, and start with the Cadillac and try to figure out what...

Some of those system-wide improvements, like kind of building out more of a network, similar to things like the Berkemar and sort of places, I mean,

What strategy is that considered for the vote by or would that help alleviate some of that traffic?

Yeah, so we really have to, from things that will work together, so all of them will work together really well to create a short leadership system, but you also have to think that we have had our funding on a project that we each also have to have our own ability, so I think

The more you can spread out the traffic and not concentrate on a certain area, that certainly is going to give you some sort of restriction, because you can distribute it over a wider area.

But there's still going to be a significant amount of traffic that is coming on and off in the next 15 years.

It would be probably harder to get the right old way for some of those new growers that aren't existing.

Sometimes you're not building off of it, this is an incredible idea.

And just as a frame of reference, this is starting from the emotions of actually what I mean.

In 2019, before, they go back to both jurisdictions to see if we could have more and more designs for growth growth.

You know, start doing the planning for growth design growth growth.

I'm reading this

Ellington, Pierre, you know, it was never going to end this fight without anybody wanting to do.

The board of supervisors are the ones that choose it, isn't complaining about it.

I know in our county, what we get a lot, we get a lot of feedback, the commission's dictating things and we don't dictate anything.

The board of supervisors, we just give them information, make the best decision that they can make.

I'll be careful.

And I know you've taken some meat recently, and I apologize to them.

I know that they just used to be members.

Thank you.

Yeah.

This is the worst.

So it's a pleasure to be here today to share this brief presentation about the vision I am presenting to you.

I'm Lucinda Shannon, a regional, inter-regional parent in the PPC, and a project manager for the regional head of the home.

Today I'll provide a brief overview of the project and share some of the results, which are two transit networks,

that are being proposed and they were designed to be community schools and the slides that you have in your packet are longer and they put that like the hour long presentation, I condensed it, but I'm skipping through the slides.

So this was a 28 month, 300 and something thousand dollar project.

It was supported by the PRPT, the City of Charlottesville, Albemarle County, and the DDAPC.

We used data and community engagement to establish a single, unified, long-term vision for transit services in the Charlottesville area.

We used multiple strategies to engage stakeholders and the public.

Early on, we heard loud and clear that state stakeholders wanted more engagement with transit-dependent populations.

So we added focus groups, public intercept events, and surveys distributing the trending federal populations among all the communities.

And I'm happy to report that the final survey responded to 25% of all, and about 50% before the fall, and 16% had one year of welcome home.

Some of the themes that we heard from the community were that equity,

We also heard that people wanted more services and buses to arrive more frequently.

So we have a draft final vision report that includes sections on why the region needs more transit, the community's goals and vision for improved transit, data studies identifying area that supply transit needs,

Two service network scenarios to meet the region's transit needs, and a summary of the sensitive engagement process and its steps.

So this is kind of why we wanted to invest in transit services, the health care community.

First, there's a real need for it.

On average, people in this region spend about 25% of their income on transportation and another 25% on housing.

That's 50% of somebody's income.

And the U.S. average for households spending on income from transportation is 16 years old, so we're a little higher than the average.

So how many people here think they're going to drive the most in their lives?

They're both fine.

But we can't drive anymore due to age, disability, income, et cetera.

Public transit is a social safety net.

It also increases the trafficness of the area.

As I see them in the beginning, it's investing in transit and systems that give workers more access to employment.

It also gives people more access to the community.

Transit can help reduce individual car trips, reduce greenhouse gases, and mitigate congestion, also reduce the need to widen roads and update intersections, which are quite possible.

Chances supports physical activity and encourages people to connect with their community.

People are walking, they're walking bus stops, they're meeting their neighbors on buses, and seeing more of their environment.

One of my best friends, I know a bus.

And it also provides all members of the community with personal liberty, empowering everyone to fulfill their individual goals and be a part of the community.

So with our current bus system, only 17% of jobs can be accessed by bus, and we've been going on time.

I spoke with people in the focus groups who told me that they took three hour bus rides to get a minimum wage job.

Also, people in the service industry would get out of work after the bus has been running.

and they had to walk around on dark busy streets for paper taxi which also sometimes was not available.

So that's when people walking down 29 and trying to get home from work and then some of them have to cross that street and it's very dangerous for them.

So based on all the feedback from the engagement activities, we pretty much followed my vision statement.

develop, design, and provide transit in the region in a manner that reflects collaborative, inclusive, and equitable concepts, representing the needs of both urban and rural communities.

This transit system expands opportunities for all residents' equity, reduces reliance on automobiles, multi-modality, and helps protect the environment, which is climate change communication.

So the consultants worked both at John and the University of Canada to develop two kind of scenarios of transit services, and they call it a network, so transit network.

And the first one is the unconstrained network, and that includes all the services that were needed to meet as many as possible.

The Cadillac.

Yeah.

And the constrained network

works within the reasonable budget of $35 million a year.

The current pre-pandemic transit budget for this area from John and Pat is about $20 million per year.

The consultants recommended that we conduct a governance study to identify revenue sources and the structure to manage and be accountable for the increase in standard revenue.

Using the model that Central Virginia Transportation Authority

and the area we generate an additional $26 million a year by New Yorker Foundation.

Okay.

So creating a mutual credit recovery, is that additional funding just existing legislation in the state or

Federal level changes.

It would be a new revenue stream.

So the better consultants said that we should look at the central version of the trip in Detroit, which kind of just started well.

They're in Richmond and they completed a lot of the rural counties surrounding them.

And they used 1%, a 1% sales tax that would increase the sales tax in this region.

And then there's also a wholesale gas tax.

That is already being selected, and right now it looks like a fake general pot.

And something I need to add is there's already, we already have the ability to have an authority.

That's already there, but there's no funding attached to that authority, so it would require new legislation in order to levy these.

So putting a plug in for Shrain Depot in Nelson County, we love Shrines.

We're pretty much ready to play for Shrain Depot.

I'm all over the place.

So this is the ultimate strength at work.

The ultimate strength at work would expand services for several days a week

DuBois is running one free company and service is starting to work later and engineering is starting to work.

It also has an elevated extract service from the rural jurisdictions, through micro-transit zones.

So in the rural areas, these blue lines would run every element and the extract flowing into Charlottesville.

And then these sort of yellowish areas are micro-transit zones.

So people could get from their door,

to the bus stop becoming Charlottesville.

And then the urban area with unconstrained vision proposes a bus traffic transit corridor, which is like a light rail.

It's like more bus-sized.

It looks like people and then requires the travel.

But it's not just the bus.

It would be like a three-mountain that would go faster than the traffic, and it would be easier to board, and the stations would be further apart, and it would be sometimes intense to use.

So, and bus rapid transit would start at the airport by approximately nine, across town, and then there are also microtransit zones,

in the storyline and handouts area.

So the constraint that we're, expands service hours and increases frequency in both the rural and urban regions, but it doesn't do that as much as the constrained version and it doesn't have like the hourly service at up to the jurisdictions to the rural counties.

So this chart shows, compares the increase in accessibility to employment.

We have a lot of charts, but I think there's one that.

So earlier we said that 72% of jobs in the area are accessible by transit within a reasonable amount of time.

If you enacted the straight vision,

That would increase the amount of jobs along with transit by 33%.

And the unconstrained network would add 140% more units.

And then the blue and the orange, the orange is 30 minutes and the blue is 45 minutes.

And the typical commute in this area is 15 to 25 minutes.

So, URI buses, bus or bus

It's not reaching an additional geographic area, though.

So I think that the analysis of Tommy Johnson's reach was based on the geography, but it would provide a lot more perspective service, which would meet needs in a different way, I guess.

So we all have that same link.

So the next step is recommended from the study.

are investigating funding sources and developing a structure to manage funding decisions and accountability for how the funding is spent, which is the government study.

Continue the work of the Regional Transit Partnership to foster collaboration and plan to develop different types of drivers, include transit and end-use planning and safety designs, support transit and the struggle to hire drivers,

So the report, there's a link to the report in the agenda and we will be accepting comments through the November chat and then we'll incorporate the comments into the report and have it out by the end of the month.

Do you mean like the areas?

Yeah, so my question is, it's kind of like the birth relive, and in this plan the response time is about an hour, so they, that's the windowing, and we will not wait more than an hour.

and it has its own constrained boundary and it will give you a little bit more service within that boundary but then we've also made sure that it connects to fixed route services that go outside.

So some of our equipments in the NOPs that you don't have are the freight systems on the streets and it's really hard to serve someone that has any developments with fixed routes.

So running in the zone, people can, we can serve or absorb and connect them to Monstro, which is kind of a smiley thing.

No, it's operated by the transit program.

So there's a couple different ways you can do it.

You can contract with a private company that serves, that does this across the nation.

And then, you know, set a system up in our area.

It's mostly dependent on the software.

That's kind of a new thing.

And then, the vehicles.

So right now, we previously did a setting around Lincoln County, like what she said, and put two areas together, which are the,

the areas in the urban areas of Tlamor and North, and the Panama exterior, and have received a, a demonstration grant from the American team, and Albemarle County put a lot of money in to help manage that.

So, there are plans in the works to implement that in this area.

We're able to look at some of the programs that we've been able to get involved in, but other than that, we can't do it.

Yeah, we do, but I don't know what we have to do.

I was happy to do that, but not again.

You're just saying, yeah, I'm going to go over there, relative to the newspaper.

Yeah, I think where the alcohol company

So both the constrained and the unconstrained networks, the budgets are based on the services.

If that's the main expense for the champion, if you're going to go all around and pay twice as much for the drivers, there is a lot of capital money in the new grants available.

So the vision study is kind of like what we want to buy and the governance study is how we can come forward to buy it.

So the governance study is going to look at what types of revenue sources are available to us and if additional resources

and also to work with each jurisdiction.

We have a steering committee, we have representatives from each jurisdiction, and we'll be working with them on one-on-one and different needs to develop new census for the entire region of what will be an acceptable learning source, and what levels everybody agrees with.

But then also, it's also very important that the region

the leaders and also the public feel confident that that needs to be managed correctly so the consultants are also looking at other areas and how they govern transit revenue and they'll recommend a structure that works so that all of the jurisdictions they're getting their people share and

There's actually a little bit more than that.

And if I can brag on this for a second, the engagement of the project, as you guys know, never entered into a regional engagement.

I think a lot of people have answered it that TJPDC is small, but by the amount of after hours, weekends, community activities, small groups, one-on-one conversations, you know, the front porch conversations that she did in this project was very impressive.

Ayes have it.

Ayes have it.

And we'll move to number five, which is our new witness.

And the first one, TJPDC, Florida, we have 10 minutes before you.

Thank you, Mr. Chairman.

This item is in your pocket, I guess, as a result of the conversations that we've had at the staff level.

We received some feedback from staff and several of the jurisdictions in the region about the COVID report that was going to be released.

This report has been around for a long time.

I think originally it was tied to going out with the COVID enforcement, or CAPTA, with allen users.

You know, there's kind of morphed quite a bit, you know, over the years.

We still thought it was important to update the commissioners and others on the activities that are going on in general.

The feedback that we've gotten on this report recently has been that it would certainly be nice if it were able to be readable.

If you recall what you typically receive,

There's the paragraphs, there's narrative, and it's four pages, and I write it, so I write it along with the white paper.

Yes, it's a one page.

The other suggestion was that it probably would be nice if there was some more specific information as it relates to the work that's going on with each individual and how these specific activities that are taking place.

So we had several meetings here, staff to talk about that feedback.

And I think we're able to come to the conclusion that from a capacity standpoint, to be producing something in an upward and more affordable basis that was very specific to all of the roads on each of the individual paddles was not something that we would call something that may be more appropriate to be an annual report, which we have had in the last year.

and TJPDC require a lot of this.

So anyway, what you have before you, and again, we wanted to bring this to you and share this to you and see if you had any feedback for us.

It was kind of this first staff that came and had it.

It's what we hope is a more visually pleasing document.

We tried to use some different coloration, fonts, and font settings.

I think the most important thing that this tries to do in response to the suggestions that you got is if you look at the person that had the mediation or you can go to whatever.

and what does it do?

And I really see if we continue something like this kind of point, that's going to be the number one.

And then those bullet points would be used to provide updates to those activities.

And certainly in backing up into those descriptors, we would want to say this is something that all the localities are impacted by involved, or this work is being done, you know, like the NPO in Charlottesville,

We wanted to bring this to you all and give you a little background on the feedback that we've gotten

We know that the localities use it differently or not at all.

We know it shows up at some point for the supervisors, but we certainly want it to be something that everyone seems to be that is efficient and effective and easy things to use.

If there's any feedback that you have or that you don't like in the suggestions, we'd rather hear that or give them something new that they want to share with us.

That's not a scary one.

Oh.

Well, that's when I got to pay for it again.

You get a lot of good folks.

I'm good at it.

I think that changes every quarter, so I don't know why I especially agree with it.

Does anybody else know that or does not?

We pursued it.

You were not going to make it in.

It's got a relatively short history.

It started putting individual accounts and how it got done.

It ended with the first one.

And they did it a couple of years in fact at the great sign, Charles Wooten making the meeting after the last year and there was also a statewide effort.

And we also had an email that now we put it in the record.

Last year was the first time we looked at this legislative priority, I would say probably in the year.

Both our legislators,

knew that and fought hard for it, I believe it died in the late party lines.

But if there are any other surrounding with how we can trust in Charlottesville, what we joined together by having a five-foot program, our argument was how we're going to get to run for it.

You know, the only reason why I bring that up, and this is good to grab everyone's stuff, but Seattle, I mean, that's such a huge piece of where we're struggling.

Okay, so that does exist.

Yeah, and there's a position in support of that.

I like the city of Los Angeles State Program, and I'm bringing the warehouse as well.

And I think it would be a renewed effort in this whole assembly

whether it's statewide, whether it's in a shop or it's in an individual bill or something like that, it'll be expensive.

Do you know if it's in the BACO program?

Yes, I believe it's in the BACO and Vietnam.

So the BACO and Vietnam are just four of those.

Ah, okay.

You just play through it that hard, play through it and calculate it.

I'm sure it will be different.

Nelson and Charles Logan came from New York, which was a food collar

Yes, as for the chairman, I believe this was a topic that you brought up

I drafted a letter that speaks to the success of local governments in advancing the article of public participation

We'll be using electronic meetings as well as benefiting those who actually are sitting on those bodies in the field of business.

We noted particularly the advisory boards and committees, the jurisdictions, the local jurisdictions have a number of meetings that they have and are also renowned.

As you have identified, I'm sorry, a number of virtual meetings that have been after a year or two

And then, you know, simply, you know, make a bottom line request that the government should have authority to determine how to reduce white confidence.

Flexibility, you know, while still following the laws.

So, you know, the chairman, take a look at the letter.

I wanted to follow up with my mother.

My name is Barlow.

That's what she was doing, but it kind of inspired me that one night.

And then my ward had to leave that room by the next week.

We're bringing this up.

We're bringing it up.

Albemarle has everything.

We'd love to be able to say that it's fine.

This is a chance.

Very good.

Thank you.

The next thing we're going to be doing is seeing what we're supposed to be doing.

This is also in the executive director's report if you want more detail.

Network assets have increased by $7,993.

We have 8.4 months of available operating expenses.

Our current goal is five.

Anything in excess of the five months of operating would be capital reserves.

We have just over 380,000 capital reserves.

Unrestricted cash on hands.

If you recall last month, we were in the concern level, which is under two months of unrestricted.

We're back out of that concern at 2.97 months of average funding operating expenses.

Four months is our target.

It's something we're consistently looking at.

So this is something we monitor very, very closely.

But as I shared with you guys last month, our larger grant programs are creating larger receivables.

We're using more cash.

Our net gain in September was just over 7,700.

So we've had a good month of September.

Our year-to-date net gain is just over 24,000.

So we're in the green so far this year.

We did have a budgeted net gain of zero.

So we're in good shape.

Our profit and loss total income for September was 325,000.

We're about 25%.

Through the year, we have received 13% of our revenue.

That's because a lot of our revenue is not anticipated to be received in the first quarter, especially related to the body.

We knew that there would be some time before we would be doing that.

And also, Omar, that's another one that was standing up that program and you can get them ready to submit annual action plans so we won't receive revenue until the second half of the year for that.

As of our balance sheet, current assets are at just over 1.869 million total fixed assets, 35,000 new solo assets, 1.7, not a lot of change there.

Total equity has increased by 91,564.

So that's a year already, so that's now.

Let's see, accrue revenue, each month we put in the accrue revenue reports, you get some hours spending down, future fitness grants over time,

We have 1.64 million in grant funding remaining this year.

The remaining nine months we have an average of 182,000 just over that available per month.

Our 12-month average of expenses is 112,000 so that shows we have ample resources to be able to pay our operating expenses.

The difference between those two is pretty large because a lot of our programs right now are more than a year.

And then that's all I have.

The Regional Housing Partnership is a 21-member advisory board.

8 of those members are appointed by the UALCS Commission.

There was staff turnover at the Workforce Investment Board, so there's a new recommended workforce development representative on the board.

So we would recommend the same as Kenny Allison, who's the vice chair of the Workforce Investment Board, who has attended several meetings.

And so we would ask you all to welcome Tim to the Regional Housing Partnership as a workforce.

Mr. Chairman, I would like to have a motion.

All in favor, please say aye.

Aye.

Opposed?

Very good.

Mr. Chairman, this is Dr. Wilkerson.

Thank you for that.

Also, the Regional Housing Partnership Executive Committee, as part of their strategic plan, is going to be doing a really close look at the membership of the Regional Housing Partnership to see who is not at the table, what should the makeup look like, should there be more balance between the different pillars of the private, public, nonprofit, and citizen sectors.

And so, likely within the next year or so, we'll be seeing a revision to this, and there'll be new appointments in a lot of different areas that could change the membership of that partnership.

Thank you.

Thank you so much.

I'll just put a thought out there.

If there are folks interested in getting a feel for it, that there are two other committees that work

Williams, and Mr. Smith is the data committee, and I'm having fun with it, whatever, but most of it is in communications today, so that idea that committee was to not limit membership in a just partnership members, but they were people that were outside of the technically appointed folks that wanted to participate if they can for their expertise, and then our hope was that by the time we get the feedback from

They could already be brought into a fold and then be made members if they decided to do so.

So it also will be a way to increase some of this situation.

Just thought I'd do a quick follow-up.

TJPDC is going to share that we filled our house meeting well at Grant's position.

Hot off the press, as of yesterday, we have also filled our body support staff positions.

So two of our three-day positions are filled.

We're very excited for both of them to be starting in November and are still in the second round portion of the transportation program.

So we are hoping that by the end of November, we will fill all three positions and we will be full, which would be helpful.

We're really trying to pay attention to our compensation practices.

One of the practices of the TJPDC has been to offer VRS after the six month probationary period.

That is not common practice.

None of our members' jurisdictions and none of our other EDCs in the U.S.

And so, you know, we intend to remove that as a practice.

It was never a kind of a policy.

It's just kind of what has always been done here.

So the SAT internally has been looking at that really closely, and we do intend to provide VRS retirement moving forward for all new hires upon the recognition of those benefits the moment they support these gifts.

And then the next administrative one.

We giggle because I asked them, should I take this one out of here?

But staff is going to gather for some fun holiday stuff.

We're going to be doing some team building activities, and we're going to actually decorate gingerbread houses.

So at your next meeting, we're going to bring them here, and you guys are going to vote on different efforts.

So like, that's urban design.

So it's just a fun item that hopefully you guys can come in person and we'll bring some holiday treats and support some of the fun that we're having.

I did want to highlight that the December meeting will include delegate salad judgments and an effort to engage our record officials on how to talk more about some of our local regional state housing issues.

So I think that's an important conversation to highlight.

HomeArt, in the name of your staff, have been working with us.

Some of your boards have heard from us.

HomeHub just recently released a notice that they are setting a definitive deadline for the receipt of the allocation plan in order to be able to draw down on home funds.

That's in March.

And so we are working to get from all of your

Staff, what your priorities are for spending them on your home park funding so that we can create that allocation plan.

It'll come back to you all as a commission likely in a February meeting with a public hearing so that you all can review the draft application plan and make sure we have a public meeting.

Housing Preservation Plan, very exciting.

We were able to pull them out that we have left for, which has never happened here.

because it depends on how many applications they receive, how much funding directionally awarded.

And so generally our own funding is somewhere in the 130 to 150,000 range, we're awarded 215.

So that's exciting to be able to put some more resources out into some of these emergency home repairs and funding into our community.

For transportation, Safe Streets for All, the only thing I wanted to highlight on for that is as a part of our application, we were working with VDOT to see if we could get some state support for their highway safety improvement program to kind of lower the cost a little bit.

They were willing to dedicate funding to do some of the crash analysis.

And the exciting thing is that even if we're not awarded a Safe Streets federal grant, we will still move forward with that work with VDOT.

So that's really exciting for us.

Do you know anything about the

Mommy transportation plans, I will put notes to them.

No, I'll shout out to both Albemarle and Charlottesville because I contacted both of their economic development offices this afternoon and they both confirmed my emails within like half an hour.

And then the Rural Transportation Program, staff here at the PPC support in Alton County, actually, in the Boynton Grant competition, so that they can do that to a smaller community.

Mobility management, this is new for us.

There is funding out of the FTA through the RPT for 5310 funding, that's what they call it.

It's to have a mobility management program within a region.

In the past, John was recently on some 5310 money,

We have learned through John and through the state that it was never really a robust program that took off.

We are exploring that funding.

John is no longer going to be applying for that.

And so it's really on time for mobility management to be funded to direct transit agencies generally as a community services board or a regional planning body like the Council of Governments or Planning District Commission.

So we've had a couple of conversations with the state to kind of look at

what the program could look like in this area and what type of flexibility you would have to receive grant funding and build the program over time rather than seek a lot of funding and then hope the program works.

So I'll come back to you guys likely in December with a draft application to see if it is something that you all would support the TJPDC pursuing some of that mobility management funding.

I will say this much about it, but you'll get a lot more information next month.

Mobility management can do a lot of different things.

It can fund operations and capital.

Some regions use it to help get, you know, buses or vans to help folks with disabilities or seniors that, you know, are operated by, like, community service boards and what you can tend or something.

Other regions use it for operating funds to create, like, a one-call center to try to get really streamlined information about transit and transportation options so folks wouldn't have to call John or call Pat or call

you know, whatever, you know, their church to find transportation instead they would have this one place where they could go and then you'd have either a travel trainer or a mobility management specialist help them find what is the best way for you to access what you need to get where you're going.

So it's something we're pursuing and then we'll bring more information back to you guys.

It's just new.

Title VI plans require a component for the MPO.

We recently had our Title VI plan approved.

We expanded the Title VI plans and also

include the full TJPDC, not just the NPO, so we'll be bringing to you in December a draft of that.

It's not a draft, it's been approved, but that Title VI plan so you guys can see what we're doing with that.

Commonwealth Transportation Board, we have the health care district has a new CTV member, Mr. Daryl Byers, and so staff here met with him and also with other members of VDOT.

Williams, the person I'm seeing.

Well, I would, um, and, um,

And to me, just continue this as a formal discussion, highlight the challenges around educating board members to the real needs around creative housing and the idea of the sessions that are being offered here, which is, in essence, a program in the middle of less than a million members, which is one kind of broad scenario, eight, 600 square foot,

Folks that are maybe 50 or 30 percent on the line and create as well, too, if you're not willing to potentially date their existing home and get there and then have one for the next few days.

So it was here.

And in the discussion with the board, the comments such as, well, wouldn't it be better off to allow them to have their homes here separately?

But let me fix that so I can't afford to deteriorate some more.

And by the way, I can't go up the stairs.

Yeah, and I'd go to the, I had some hobbies out there, you know, rents out, you know, just really cashing out the Charlottesville rents and breaking out of the store for a long time, almost two thousand dollars.

So I mean it's true for me, but it highlights the problems that are happening to people who are looking for help and certainly talking to prospective heads to see the struggles that they have in order to meet those requirements and so a lot of it keeps continuing to say that we're going to be

I'm really excited about what

What Ned and I have been doing on these road shows is to help chat with the elected bodies about the Regional Housing Department and also maybe help a little bit with education and what we do here.

There seems to be a little bit of a disconnect, at least in our opinion, about the commission telling people about what they're doing.

We really don't know who this is going to be.

And to talk a little bit about travel and just do a little personal anecdote through the student recipients and transportation

My wife and daughters, she just came back for two weeks in North Carolina.

The little village that she's from, that is our home base, has a very great housing there.

The brewery celebrated its 750th year in operation.

My wife and two and a half year old boy flew into the end of the Godfather train to get to the village that was ten miles away to the bus in front of our mother's house.

It was so long.

Never got in the car.

I needed to get into a car, I was a mom of a boss, and oh by the way, I'm in a white body.

And Wall Street has seven million people.

We believe that Virginia has seven million people.

I just never owned a show while we were there.

But literally, I'm happy to see that we worked in and met in the car.

It was pretty expensive, but we'll teach you how to roll through walk-throughs and zoos and never got any more.

So, you know, we can do this, folks.

We are going to do a salary or compensation study

It has brought to our attention what you may have heard when we're sitting in the news, we're sure we're on behalf of our client, our staff, and that really hits our website.

In May, we did point out the fact that we have a lot of compression going on in our ranks, meaning that people are starting at zero, even no matter what their experience level was.

And so we're going through a salary study through a priority board and a budget cycle

And I trust individuals that know who you position on in relation to border authorities than you are in the county.

Because if we were to go through the process, we'd be funded.

Now I understand that a lot of the counties have this condition.

And we're going to lose DNA to a lot of our deputies that are in training.

And once they're in training, all the localities in someone's room will coach and our deputies will be paid for training and now they've got experience and they need to coach.

So that's one thing.

We're also working with

We know each part of those services can go over their needs.

And obviously for us, this small world community, you know, getting to, we'll get that call out on one call.

We've got to make sure that people are answering the call.

The problem remains is that most of the virus has been volunteered, so we're trying to find a way to kind of assist the volunteers to make sure we maintain

and volunteer service as long as possible.

We know that's going to be better.

We know that's going to have a lot of work to do in paid service, but we need to spend the rest of our community when that happens.

So we're trying to assist the volunteers as best as possible.

We did our thing.

Someone added to my what could be done and then where to present the next board meeting relating to compensation for the volunteers based upon certain things.

I think we ran some legal issues, certainly in the county court, certainly pushed back enough for the world to do that.

And what our authority?

We're moving forward.

Start across the power people.

So hopefully we'll be in charge of our authority next month or two.

I heard December.

I've heard much since then, so I'm hopeful we'll be in charge for a while.

And maybe we never are.

So that's our hope.

So over the years, we've probably seen light in the tunnel.

So, are there any other movements, or whatever else?

Oh, I think we just started sharing, and you all heard a little bit about the Western edge, some of the hot topics, I think.

We have another project going on out there.

Getting a lot of negative anti-interest to make our move on that.

We are looking for that progress there.

And we are looking to do something about communal land.

And one of the thoughts that we need to know is doing it at two levels.

The bottom level is interesting.

The top level, I'll bring it for our

I'm not sure how we would name it, but our emergency service personnel working for our institution.

So I could try to bring all the generations together to serve to help each other in this world of housing.

And we would be using the money that is currently being stand-burner money.

Yeah, that we do need to use it with that font of data to get a similar font in Brooklyn, in a little bit different direction.

Belverde.

So now we're going to take that money and this model that can be put up and come up with some successful work.

I can't say it myself.

Our work is in fact obvious, but we are in support of it.

I haven't heard anyone say it before.

We were not as supportive as it was before.

I think that's especially true, especially at the front.

Like, where do we go from here?

And I'm just going on board at that point.

And how do we carry this forward?

Keith has obviously saved that much of something for us too.

So I'm excited for this to kind of get some room and market it, I guess.

Yeah.

So if you're talking about a single woman or a state who's just having to lose social security, that would be $3.40.

Yes, sorry, I was using the real estate.

Let me check the data.

Yeah, that's awesome.

Yeah, so I'm about to report that we're very hard to see in this past Friday.

We had Ian and I, we filled in a lot of phone calls, made some really cool connections.

I thought that was a way of fundraising

I think I overwhelmed them a little bit with my first album.

Let me give you a report.

So I was easily raised on Friday and even today.

I raised most of the eighth grade probably on Friday.

I was good to the death.

The finest Nelson County change in the net.

I was hoping you could do that as well.

So that was actually a lot of fun.

I think we're going to do a good job, but I'm going to put in my easier, I'm going to be asking the Nelson County Board of Supervisors to do a contribution as well.

I will say I'm going to ask for a thousand dollars at least from our board.

And I hope you all can do the same.

We're, this is really,

Lining up, this conference is lined up for y'all.

I've already, you know, the commentary that I've had in the past, we actually found these developers, other outstanding, things like Virginia Housing, banks.

I think I got a couple of banks lined up, which is really neat to see them kind of like, for example, Truist and Wells Fargo.

I put a lot of pressure on this conversation and impact a lot of what happens.

Any really good responses?

So I'll just put them up like there.

I'll be asking our board.

I hope you all can do yours.

If not, I will shoot by them in the air as much as you should.

Shannon, you would need to eat that.

And sponsorship of web letters have gone out to all.

Right.

So, it's worth that.

You know, in terms of comp plan, we are rolling with that.

We've had at least like three joint meetings felt like last week.

Ernie's wearing me out.

He's really wearing his chair really hard.

He's using that on my pay and all that.

I'm only glad that we have more.

So, beyond that, we're excited.

We have a great new administration.

We have a great building code official, which is one of the most

Hunter talked about positions that have a huge impact on the informal housing conversation.

You get a guy who's going to be difficult, guess what?

Yeah, but I think that's pretty much right.

I think we've got a whole list of things to report, so I'm going to refresh the open mic.

Jesse and I are with our County of Miss Graver staff and VDOT reps on

A 151 corridor study was going to be going on in terms of data and time.

Hopefully it ended up being decided.

Thank you for assisting with the grant application while we were in the Delta area, which is what we talked about in our lab.

So thank you for that.

The

I think that was one of the bad things.

Let's see.

Again, I guess I might be dealing with this from everybody else on the board, but dealing with, we have compiled consultants from the Berkeley group that compiled the public data that came into the public comments for our comp plan.

And so one of the challenges that looks like we have in short term is take a look at that data now, and we're going to do it in the meantime, but an old time plan that changes obviously the priorities of the public have, and that is a real question for them.

And then we're going to do this in several ways.

Certainly no one would know that problem in the past, but that's what we're looking at a lot.

Back in 98, the TJPDC, I guess they probably started three years ago, created a state accountability council, and Delia Clark came out of that and served on that body with me five years ago.

And here, the 25th anniversary of this has been closed.

So I'm going to do my part and make sure that I file and submit them

Williams, and other staff.

Used it in the past, but we've got that stuff.

We're all thinking that people revisit how hard we've come to the future.

And I think that's probably what I think.

We're busy.

And we have investment in the high schools.

The man spent $72 million on the school.

You know, the same $50 million is probably not going to happen.

That's the scary part.

Especially if you're really not in separate law.

The last three or four years, every elementary school goes on.

Oh, great.

for schools in the middle.

And back then, when that happened in Savannah, the square footage cost was pretty much spot on.

So we spent $72 million over the census.

I think the scariest thing was this past cycle, we were very ambitious in having a lot of that capacity.

And for a county of 14,000, we thought $50 million was pretty impressive.

and also any cost estimates we got in the last 12 months were off by 50 to 100%.

So you're sitting there and every project that we had dreamed, you dreamed and went above the dream with the number and then we were just wrong.

And this is very, very scary reality and the costs did not come down.

We have a new home for our department of social services that we're talking to realize that they kind of messed up on their analysis a couple of times.

They didn't ask people if it was worth it how much work they were doing.

The irony is that even when you get a conservative board and you say okay well Rachel we don't want to spend money, we don't want to borrow it,

What are we saving?

Well, we don't want to save you.

We're tax-free.

Got to find that out, which has been a lot more sensible, I want to see if we can have these expenditures.

Yes.

And I think one thing would be, as a region, after the net, you know, we go to bank for the market,

Where should we have our throws?

Then they have the same elevators going to be $19.5 with a coal furnace still.

The coal donated from the little mine.

We have, I don't know, a lot of mobility.

There's not too much being used about what's happening with Charlottesville.

There are two reports, if anyone hasn't checked them out, and would be interested in the news, one is about what's been done with Charlottesville's inequality and poverty.

Not as surprising as it seems to me, is the growth of those trends with Charlottesville's

Bottom 3rd was the top left in the world of the country.

In Charlottesville, Albemarle, Association of New Yorkers, which I just pulled out as interesting.

This isn't just Charlottesville, but homes there were down 14%.

The listing was around 37%.

The median price of a home is now $205,000.

and interest rates last year were 6.9 to 10.

Other than that, I mean, with local stuff, the biggest conversation calls for it.

We don't find this situation related to the news.

I think we use more to follow the lender on the TV sale of the Canvas spot, which is just off the gun terminal.

and there have also been shootings on the parking lot, on the drive-by shooting, and then some others.

One of those murders was recently solved.

And we had a four, a little bit of a down tunnel, I wasn't able to attend it, but it was a scary conversation, but you can see clearly overall, Ryan's still down, that's been a trend for several years, but in 2020, reports back to the shooting of the double,

and that trend still continues into this year.

Shields are still a lot of troubles, a lot of people in that level and the level of murders is still up and that's obviously a huge systemic issue that we don't answer to, but the criminal atmosphere of murder, the facts, and the conversation.

Much less important, trees, there's not gonna be trees in the net from all that we need and so

They're dead or dying.

It's all down.

There's a tour this afternoon.

There's information available online.

There's a book at all on the mission.

The next year, there's a mine on the ground.

One thing I would add, sort of from the planning commission side, is

staff started work on the new zoning ordinance for all of their homes planning option one theater.

So that is happening with the ambition goal of staff following the draft ordinance for review beginning of January or February.

We have been continuing to follow the planning process through this program.

One of the things that's been most about that process is, I looked at the previous year, and the number of

Forgive me.

Forgive me.

We're having tomorrow a meeting with voice speakers about what's going on already, which is hopefully more detailed for the school.

A lot of things that will be going on after, but they can't be found in the program, so we really want to figure it out.

We're also going to talk about things that will be spoken about tomorrow.

There's a lot going on in the program, so we're really looking at the fashion.

It is then taxed.

You're not required to be registered.

But once you get registered, then they can be taxed.

Well, if you lose $200 and you get a $1 tax bill, that's kind of part of the idea of that.

$15, I think it's still about $30,000.

You have to afford to get an administrative savings.

I'm willing to probably hold things in the interest of time.

I know that my district in Erie Lane, the town, would also be amongst the hearings and some of that, same type of criminal activity.

So it was something that was concerning.

I know that the two things that I often speak of is one, the area that the hearings occurred is the area that was in front of one of the pensions for the law.

The two big laws, the pensions for the law and a little help,

is that one, we are putting in police operations in the convention store mall and fire operations, mainly maintenance, releasing the old days of annual release, the upload, the entire facility, all of that, so that we can store evidence or things like that, and also move on to vehicles.

But then, since evidence storage would be there, there will be a lot of activity, a lot of police presence, an area that has some of those concerns,

and then second I believe you know Home Depot has purchased the, there's three owners, property owners, fashion store, the mall, the bigger the mall.

So now a little individual on the adjacent pennies, now Home Depot owns the bulk of it, including some outlying rental areas that were lost for since.

And then the only item allowed for the third is the women's section of the belt, it's the third property.

But Home Depot is not just

They look beyond just building a box store.

They also have rental, they also look at other types of redevelopment.

And I think they are, and hopefully they're looking for a smaller area of employment we have there in what we're hoping to turn the redevelopment of and small use that happens.

Those types of things could really help.

So, as Supervisor Van Andrew mentioned, we're in the depths of a strategic plan going out to the public, and five years financial planning, and we're rounding third, we need to confirm school board, dealing with our PIP issues in the coming month.

We have the need in the next five years for two-year-old schools in town.

Eves, the vegetable center models that we have to build that.

So this is the other feed conversation, so that will be our allies.

So our soil system is constrained.

It's about 140 microns.

So they have to look at that.

and a number of markets in some way.

So they're being, and they're estimating elementary schools in 38 to 40 million when public lawyers are already reporting to them.

And when the operating costs that come on top of that can be anywhere between $100,000 and $120,000 for a $500,000 school.

So, that's that.

Jim, do you want to?

Yes.

and Ingrid today with National Association of Realtors put out.

It's one of the interview profiles of all of us and some of us.

It's a hundred and twenty-two pages and we're reading the record a little bit.

So it's a national data.

There's some really interesting stuff.

I'm going to look at it.

It just came on one slide, which is kind of shocking to me.

Last year when the discussion was asked for every closing, there's like an exit poll kind of scenario where they compile

It's better than the length of a 10 year old purchase.

First time you're going to need buyers and you're going to need construction.

Anyway, all buyers, it's now about the median of 15 years.

So people that are buying homes now are expecting to stay in their homes for 15 years.

And why is that important?

About three years ago it was five, 20.

So it's only going to make what we're trying to tackle about how we keep that

We're interested on even more people to buy and stay and where they are.

First of all, our call guards are the highest they ever see.

They plan to stay in that boat.

You know, it's a place you've spent.

Did you ever look at the date?

The next couple of years, the next effect will come.

What are you looking at me?

Thank you very much.

We appreciate the updates.

The next meeting is December 1st, and we're going to head out in mid-January for your anniversary.

And with that, we're going to move to Saturday.

All in favor say aye.

Yeah, and this is your way to find them.

They're remarkable people.