5-5-26 Special Meeting @ 10 a.m. - May 05, 2026

two items on the agenda uh unless there's any changes any changes madam manager if not i'll take a motion to approve so moved second yeah motion a second to approve the agenda any discussion anyone from the public which speaks to the motion seeing them back to the board all those in favor say aye aye any opposed all right we've got ourselves an agenda so the first item is a discussion between the board and the department staff to review the components of the first pilot strategic guide focus area recommended action is just to facilitate the discussion between the board and departments any action requiring a board motion resulting from this discussion will be brought to a future board meeting and i think to kick us off we have miss donna bradbrook who is leading the charge for our county um miss lieberman would you like to introduce the item other than that here's donna donna welcome thank you okay thank you all right miss bradbrook you're recognized yes thank you mr chair commissioners manager my name is bradbrook i'm here from budget fiscal services today um and what we're going to be doing is um we're going to be discussing the progress that we've made on the build out of the recently adopted alachua county strategic guide and we're going to be seeking some guidance and input from the board today to help us determine the best next steps as we continue to involve uh the department staff in the build out and um how we want that information brought back to the board in the future and i know mary and chuck are on their way they're going to be a little late so i know they're going to be but go ahead all right um so uh introductions you all know me um but sitting here uh to my side is mr keith scott from klsa keith scott and associates we the county has contracted with keith scott for more than 10 years in various forms and capacity most recently he was the consultant who helped us actually build out the strategic guide that was adopted by the board in 2025 and now he's helping to facilitate our department implementation portion um so he'll be here to provide any guidance or clarification as we move through this process good morning mr scott thanks for being here um so again as i mentioned our purpose for being here today is to better discuss to discuss and better understand the board's expectation for the department implementation plan of the strategic guide and um one of the first items that we're going to talk about is the actual strategic guide language as we were working through this process in our first couple of focus areas and working with the departments that are responsible for those focus areas we identified some language as part of the strategic guide that needed to be updated and i'll give you an example previously we had referred to our transportation planning organization as the metropolitan transportation planning organization mtpo and that was that acronym was specifically referenced in the strategic guide language they have had a name change recently after the strategic guide was adopted and since the board did adopt the entire contents and the specific strategic guide language we did want to bring it back to the board in case because there were going to be edits to that adopted language so i have provided you a hard copy of the track changes that we are recommending at this point in time for the existing strategic guide our plan is that with your guidance we will bring this forward either on the consent a future consent agenda or a future regular board agenda for approval but in addition to that approval we do want to know how the board would like any language changes brought forward in the future because as we go through the remaining nine focus areas we do anticipate there will be some additional language clarification or language changes so for example do you want all language changes brought forward to the board either either on consent or regular hold on one second do you want to ask questions as we go is that what you said i can wait okay okay go ahead that's what i was asking is do you want us to wait yeah i'm open we can go as we go if that's easier that i i'm okay with whatever works probably as we go as we go okay um do you only want significant language language changes meaning those changes is up changes that might impact intent brought forward to the board or do you want to defer approval of all language updates to the staff and then we'll bring back a final version for adoption um as we conclude our 10th focus area so i will leave that up to the board um to evaluate on that i mean i give mine mine is this is a ever evolving document it it never ends so i'm okay with things like changing of the name being on consent because they don't have any in intentional kind of impact but if there's a change in wording that changes the meaning of the plan then i would say that should be agendated you know once or twice a year whenever whenever you think it's not a sure presume yeah i guess i i'm okay with language changes going on consent as long as they're just you know basic i mean things like a scrivener's error where the name of an organization changes i don't even think needs to come to the board that's literally a scrivener's error it's like it was this now it's this right you you can't there's nothing we can do about that but anything that's changing the language that we adopted that's about the actual programs the substance of the document i think should be on consent and then if any of us have issues we can pull it off or we can bring it forward for a right for a regular discussion it means now that maybe launching this okay so so moving from mtpo to gnc tpo don't worry about it right until we do the next update but then other changes on consent uh and then if we wanted this unless unless it's significant enough that we want to discuss it right yeah i'm good with that you're good with that mary ellen yeah i am good with that and it might be too that could draw attention to the fact that there is something significant that somebody may want to pull from from the agenda so maybe we're just having those stuff yeah like yeah when like you did with us already where you kind of give us a quick heads up when we're making those changes so we can determine if it's something we think we need to pull or keep on consent so mary we're we're just getting started and we're going to kind of workshopping it we'll go through what they want we'll give our feedback so the first one is that any changes will be made um on consent if they're significant then they'll bring it up at a board meeting otherwise we'll just do it with don't let it miss bradwick is that what you're looking for yes so just to confirm um any minor correction scriveners type stuff we're going to do that at staff level and then any language changes we will bring forward on a consent item but brief you so that if you want to pull it in regular you can and what i'll do is i will wrap that into the consent agenda item for these specific changes perfect and then uh as you move forward with that consent item that will be adopted and we'll use that as our direction going forward sound good commissioner yes all right so what about the current language that's in front of us what is that well we're gonna i thought we're gonna go through that okay well she's saying it will be on a future consent agenda yes okay yes unless we want to talk about it now so let's let's go through the thing if we want to make the changes we'll make them now okay if you'd like to go over them right now we can let me again that document so our language changes um as i mentioned and i'll go through these pretty quickly um again the focus areas on the strategic guide are in alphabetical order by focus area the um bullet pointed areas are the different board level objectives under each focus area and as we go down uh the first item we're coming to is environment and conservation in this case we were looking at this originally it said sensitive lands you can see the word over here that was removed sensitive and we determined um through talking internally that that was more of an internal language choice that our departments use but then when we looked outside of our agency they were like oh you mean environmentally significant lands and and so we decided in this case to go with the more common term that would be understood both inside and outside our organization so this is just one example um we made some uh clarification here to make the language flow a little bit better um and then we talked about dependence on costly fuels and utility and fuel efficiency um obviously that has an impact on our budget and we are always looking at cost savings measures even when we're looking at environmental changes i did some formatting uh all these formatting changes over on the side are related to the footer so that i added a revised date uh so that we could keep track of the changes some scrivener's errors under the waste management category uh we did make reference to waste management and resource conservation milestones um can i ask why we took out the word circular economy here um there was some perception that circular economy had to do with uh like a net zero effect of positive inflows versus a negative outflows and um that was a term um that i don't know covered all areas of waste management which is reduce recycle reuse repurpose um as part of the waste management strategy are they like trigger words i don't think that's a trigger you know i had a suggestion when we met yesterday about adding something about money in this thing because a lot of our waste management um philosophies have to do with um conserving conserve conservation which does often result in monetary savings to the county if we reduce landfill things and all of that so what if we were to tie the word circular economy into a financial um a financial decision well i think it's not just that well it's not just that but if we added that well i guess what i was going to say is it's also about the way in which we're driving our economic development decisions so it's not about it's not just about us saving money for our taxpayers it is about that but it's also about addressing our economic development and wanting to make sure that we're bringing industries into this community that are focused around these types of um opportunities which it says and that says exactly that in the economic development section but you know i thought that if we brought second bullet past circular economy food system circular economy and airport gateway yeah yeah under economic development that's why i said in the waste management thing which is actually a very expensive part of just saving it's is talking about uh cost savings as well as the circular economy just like we do in that first sentence gotcha so advancing the county schools by emming well then the waste management is also an enterprise increasing diversion rates and reducing reliance on landfills and improving or reducing costs or something like that yeah yeah reducing costs for the county and increasing diversion reducing costs increasing diversion rates and reducing reliance on landfills all right all right yes so um we don't have um the we did not realize uh that we were going to get into the exact specific language today i thought that um we understood that commissioners wanted more time to review and so we did not bring the department directors we told them don't worry about coming this morning so um gus is like freaking out well run down here and say so i would i would hate to wordsmith some of this language without the department director's input as to maybe the why or good good move miss braver yeah we're getting into the weeds we'll come back on that all right let's keep going but i but my suggestion i think might go might work but they're listening but they are i'm sure watching this so you know they're hearing your comments and concerns and i think that'll help when we come back to okay bring it back with some of those changes yeah okay i just to anna's point i don't mind sugar company i think that's i think that says a lot of things it says resource um efficiency it says reduce costs it says resilience as a county and a community and um obviously we are all focused on minimizing taxpayer costs at every level and i think it adds to it this is an enterprise fund we've got lots of reserves and waste management and how we use them is important uh commissioner it would it make sense to actually just define terms at the beginning of the document um we could do that or i don't even do that at the end we do have a department guidelines at the end of the document like for example here um where things apply to the entire document including like consideration of budget communications efficiency effectiveness um you know we could add words there but remember our strategic guide right now is five pages which is significantly longer than well the previous one or really um even benchmarked uh jurisdictions there's usually one to two pages um you know we obviously have very robust discussions on this and it's important to us um so we can always add an additional page now that everything's pdf'd and available online um that's pretty easy for us to do without uh having to go through print copies replacing print copies okay let's go next slide let's all right beat this one uh so we will bring this back back when we have uh the departments in the room sounds good okay somebody want to close that or bring back changes oh yeah put it on consent yeah put it on consent yeah put it on consent brief us and we'll be good all right good all right so next we're going to talk about the department build out um i do have this in hard copy um and then we'll go over it on the screen also is it the same as the one you handed us yesterday yes this is the one that you guys had the preview on so just to go over a little timeline um electrical county has previously adopted two strategic guides before the most recent version the most recent version kicked off in february of 2025 involving um information gathering from our departments our advisory boards the citizens the county commissioners and then we did have a workshop in june of 2025 then the information gathered from that went into a draft document we then circled that document back around to the commissioners individually and the departments for their input and you know to express any concerns on language and then it was adopted at a board meeting september of 2025. so we are now taking the words that were adopted by the board of county commissioners and we are doing a department level implementation and as we got into this we picked the transportation focus area as the first focus area that we were going to look at and again oh i ramon just walked in in the back of the oh yeah there he is hi ramon thank you for joining us um so our intent today you know as as we determined from talking to each of the commissioners yesterday was that we are providing you with a lot of information today and we want to give you time to digest and absorb that information before we have that feedback loop with the departments about specifics of the plan moving forward but we did pick transportation as our first focus area so that we would give you something concrete to look at to kind of evaluate how the process is going and what will work for the commission in the future so just to remind you the transportation focus area has three board level objectives primarily dealing with roadway maintenance public transit options and then transportation planning and what i'm going to do is i am going to pull up the hard copy document that you just received and we can make this available electronically after the meeting also okay um on the information page page one we took a look at what departments primarily impact transportation within the alachua county operations and that included public works growth management and community support services related to some of our transit options some key information is gleaned from all of the materials that we had from last year so it looks at different things that basically cause transportation in these objectives to boil up to a top level concern and then what we found was as we were going through the meetings with the departments that potential barriers to implementation these four were identified over and over and over again so instead of including them on every row of information we just wrapped it up into that information page budget availability staff capacity and when we say staff capacity we could also be talking about vendors or contractors and that conclude turnover knowledge base and skill set availability legislative judicial preemptions mandates delays adverse policy and or holds and decision approvals and delays conflicting or uncoordinated changes changes change in direction or other and in the case of other we did have some very specific items identified by the departments related to a single topic and we did detail that in the document um i know you were just saying like sort of how the prop like you're kind of going through the documents how they're laid out what you were what your considerations were and then like but i guess are you so are you saying we'll like digest this and bring back substantive like thoughts and responses at our next iteration of this meeting if you have something very concrete you want to talk about so right now we're looking at the template the format and the information that we're essentially going to use as our template going into the other nine focus areas but knowing that this is a very new document to you guys certainly if there is something you want changed moving forward we can also discuss that at the next meeting okay i mean my only comment is under the focus area departments i think environmental protection is probably a really huge one given that transportation is such a huge part of our climate action plan and some of our other planning documents that we're thinking about in terms of impacts it seems like they would be another critical department in this area but other than that that that was my only substantive comment in this on this page and um while i know it's not necessarily a a under the county department but it is um the um tpo is i think of enough importance to list here yeah and that we're all members of the dgo and the tpo is becoming more and more relevant as we've um reorganized one maybe that's something to for each of these strategy areas is maybe there's focus area departments and focus area partners oh that's a good idea you know and then we have like like for example under economic development the cra is a big piece of the city needs to be you know what i mean like listing the community redevelopment area partnership with the city like i'm thinking very strategic partners not like every non-profit or consultant we partner with but those really sort of ones that end up having policy implications um i mean why would we say that focus area departments and strategic focus area partners yeah yeah i like that okay and i have that noted and we'll wrap that into the template moving forward and we'll wrap it into this template but then we'll add it to all future ones okay so the first section um and again we're still on the portrait uh uh pages um when we talk about transportation we had identified through our achievement software system um over the years performance measures by department but within the departments those measures also aligned with specific focus areas so in this case we pulled out all of the performance measures so these would be point in time performance measures related to these objectives and when i look at the first objective related to roadway maintenance uh it looks like we have eight point in time performance measures that are reported through achieve it and reported in our budget documents related to roadway maintenance and it looks like the majority of them are owned by public works but then we also had um you know some discussion as we were going through the department meetings considering that we have a new work order management system in public works so as they continue the implementation of citywide we may end up with additional measures new measures um potentially even some dashboards which we'll talk about later um but then there may be others that you all are particularly interested in um going forward so we wanted to leave that open again you know this is relatively new to you guys so that may be something to think about as we go into the department meetings because while i think you can measure anything we also don't want to spend so much time measuring that we're not doing operations so when we bring the departments back in for that interactive discussion um that would be where you guys could recommend measures that you're interested in us tracking or reporting and then we can have the dialogue with the departments on whether they think that is something that's doable immediately doable in the future or potentially if there's barriers to making that happen um i have a comment and i guess it and it also kind of relates back to that focus area departments um one i guess on all of them uh i'm assuming this comment will go for all of them but i definitely for this one i think um like costs uh is definitely something that i i would love for us to be able to look at like you know what are our overall costs what is our overall spend you know on different types of um projects like how much are we spending on maintenance versus repaving you know so we can start to sort of like prioritize um and make sure that we're being efficient with the taxpayer dollars and i know that may not be uh public works and that may end up being like budget and management um that provides those feedbacks and i don't want to again i don't want to create something that then is a lot of work to generate so i'm just interested to understand how costs are tracked in this city-wide or in budgeting for projects so that we could like be kind of showing you know how much of the infrastructure source tax did we do in this year versus this year how much did we spend on filling potholes from this year to this year you know those sorts of things and i don't have all of those ideas in my head so i'm just putting that out there for ramon and and your department to sort of machinate on and think about um in terms of measures and i would say that across the board for all measures like you know efficiency with taxpayer dollars is always a key component so um and then that brings me to just like the core departments i know we don't need to say this um in in each one but i do think it's really important for us to continue to remind um ourselves and our overall um county staff that like our legal department and our budget and management department and our procurement departments like these departments that are kind of behind the scene departments are key departments that are partners in making these things happen for everything that we do because i think oftentimes they get thought of as just sort of the box that gets checked and i think that having that kind of attitude can create a lot of like silos and and barriers around like collaborative teams that could otherwise move things forward more strategically um if they were thought about at the outset rather than like it's just a department that has to check a box um because they may have ideas or thoughts about ways to structure things that would make it easier to move through those systems so i just want to point that out and i don't know where that goes in sort of this overall documentation but just reminding ourselves and the public that those departments are there and that they're really critical to making all the programs that we do possible good comment um yeah i i tend to agree with you there i feel like there's um you know measures that could be measured by the department you know our budget department just based on money spent on in various areas or whatever but anyway um my my question or my comment has to do with um quality and i i know ramon recently addressed this but i had you know residents reported potholes and um the department went in and filled the potholes but then there were more more potholes that weren't reported like over there and over there and they weren't filled but that that maintenance uh service request got checked off because the specific potholes that were mentioned were dealt with so um i don't know how to measure quality in this respect i think you know ramon made it very clear in his communication with staff that that wasn't acceptable but if you go out and you fill a pothole you should deal with that whole like section of road stretch of road but um you know that's today right now i don't know how that the same exact thing happened yeah same exact thing they had a service request they filled like the four potholes and literally 50 feet down the road there were three others yeah yeah yeah so i don't know exactly how to um measure that but i mean considering how bad some of our roads are we'd probably be measuring it cannot cost yeah right i mean i i feel i i feel i feel for the guys i do but on the other hand i want to make sure that whatever we're measuring is meaningful um so well we could you know the subset right of what the priority measures should be like if it is potholes you know then we would isolate it to that as a report that could be like individual potholes still that might be well that'd be crazy right and i know that this would be much further down the line and um ramon's gonna be throwing jolly rancher candy at me shortly but um with the new work order management system there's a possibility that we could look at some sort of arc gis map that shows uh work order frequency based on the road segment yeah and you know that i think also kind of goes in line with pavement condition it goes in line with um your driver satisfaction you know if if the citizens and the stakeholders are complaining about certain stretches of roadway much more frequently and then that's a more i think objective than subjective right like number of potholes it depends on what you call a pot like i feel like yeah that makes a lot right or somebody's mad and they you know go on a rampage on facebook and they basically start reporting you know the potholes that they've reported and encourage other people to report report potholes on the same roadways um you might have a spike in a single area or you know horrible uh perception of a certain segment and certain segments are horrible and they're just going to keep getting reported yeah and you know every time it rains more potholes are going to pop up and especially if we're scheduled to do that road like next year yeah you know then they're all happening this year uh i i just i i just want to make sure though that our measures make sense you know my only two comments here were the previous comment about strategic area partners so when you have key departments like you know we have we outsource a lot of our road reconstruction so like how's hosting doing how's whoever whoever our partners are for for sort of under budget quality uh under budget and timing you know it's supposed to be done in six months and it takes 12 or it takes five you know so timing quality and cost and then i would also add um we're doing a lot of in-kind work i think especially on our landmark roads with our small cities and it seems like that's something we should be tracking get something that's kind of new that we've started so i would have that as a as something that we're measuring so that when we have our annual meetings we can say you know we did this number of projects yeah yeah so that would be those would be my two comments and that would be interesting when we do have the detailed meetings with the departments to see if that's something that they maybe track in the work order system yeah well as i understand it maybe ramon can add to this but um on the lime rock roads they kind of rotate um around the county so north they're doing the northwest they're doing the southwest and northeast southeast and sometimes that happens sometimes it doesn't and then sometimes it's well they're going to be out there this week but then it rains or whatever and so it gets pushed back and so the frequency of the lime rock roads is something that i i hear a lot about and typically it's just an email to the department and then they're on it relatively quickly but that's that would be one that i would and i think you already have it here number uh four number of miles of unimproved roads graded report quarterly you know um as scheduled or or how many times a year two two four and eight are where i get all the calls i thought all lime right and then mowing and do you think that to your point though there is something to you know part of what we built into our our infrastructure short tax dollars for roads and and our road improvement and road payment plan was places that were underserved in areas places that got less attention and so i do think that making sure that it's not just the number of miles of roadway but like the locations of those roadways so that we can see if they're you know if it pops up that oh wow like this one portion of our county like hardly ever gets attention not for any specific reason not like intentionally but it just you know it could kind of if we have those gis capabilities to be able to map um those things and maybe that's not a dashboarding thing maybe that's more of an internal metric but it's something that we have to be able to sort of identify where those underserved areas and with the other thing that i get calls on is shoulder maintenance like um you know shaving down the shoulder so that the road drains properly and things like that there's a few roads out where i'm at that tends to be a lot you know we don't we can't list everything no i know exactly i know we don't want to create a situation where all they do is measure things instead of actually getting work done you know so i think just him hearing us helps to them have a conversation about what things actually make sense to measure that we have we could automate or that we have automated in the systems um that we have and what is easy to add into those systems that would be efficient but when it talks about though when it talks about service maintenance service requests my point was it's not just potholes it's that kind of thing as well so some things can be a lot more time consuming than others like take you know doing shoulder maintenance on two miles of roads is i don't know it sounds like it takes a lot longer than filling four potholes so i don't know i just it's it's it's just a recognition that it's not all the same okay anything else questions are you good on this one mr baubert all right get your feedback on that one um the next set of measures related to the board level objective uh for transit options and in this case on the um left hand side you can see it up on the screen uh we have no internally reported point in time measures related to transit options um started to hear some of that last night from rts yes at the tpo meeting yeah now there are in the case of rts they do have some pdfs that are loaded to uh their website or city of gainesville site but there's nothing specifically that uh gets reported with our budget document or our public facing websites related to transit options currently i guess i would yeah i guess i would be interested to hear from our transportation planners um about what data and information would be helpful with regards to thinking about how we strategically plan things like you know bus transfer stations where they're located or you know um where we're seeing ridership um intensity and where we wanted to see it you know related to our activity center so how if they would be willing to chime in um to provide some ideas about what they think re good measures would be that would actually help us with decision making and driving i'm sure there's some things the public want to know too like how much we're spending versus how much we're getting which i think in this instance is a really good deal because we don't spend very much at this moment on public transit for what um our community gets but i do think like having some input from growth management on this would be really helpful and i just wanted to mention on the right hand side i did reference or we did reference uh the contracts because currently we do have a contract for rts services and we do have a contract for uh disadvantaged transportation options so as we're looking at potential for performance measures especially when those the data points are being obtained from a vendor or contractor we need to make sure that they're either going to willingly cooperate with us or anytime we come up for a contract renewal or a contract amendment we should consider wrapping that into the contract so that we can guarantee reporting going forward and that does matter i mean i gotta nail it right like like what are we getting for the writing paper with rts and now we have mb that we're dealing with that we're expanding what are the contract well there there's a lot that is actually already tracked with transportation disadvantaged um stuff uh we get a chart every month that uh regional planning council that reports a lot of data there so um i think that's an interesting thing to track and then looking forward into the future you know our goal is to take cars off the road and so things like park and ride utilization as we're looking forward to adding park and ride options i think looking at park and ride utilization might be a measure that we'd want to consider because even though uh you know we don't have that much public transit that reaches into the county where it does is where those parking rights will will be and that will be um i think a fairly easy um you know we could do point in time measurements um i mean i think aren't we aren't we asking our staff that's what i was saying i think like like what do we want growth management and community support to be tracking right that we are either outsourcing to the city or outsourcing to a private contractor and how do we build that into this well i do think that this also is there's there may be questions there may be things that we're tracking here that are about like that are helping us drive decision making like that may be about capacity on roadways where we have impact mobility impact fees where we want to do bus rapid transit and like what are the like how how close are we to the brt you know what i mean like i'm not being very articulate but my point is like there may be things in this that we want to track that don't have to do with exactly the contracts that we have for existing transit right now but that are about are we at a point in capacity where we need to add transit right or where we're ready right road capacities or in mobility fees like because those are by area like you know like those sorts of things i'm not because i feel like right now we collect those mobility fees with a goal of trying to use them to it better impact it's not yeah road capacity but also transit capacity right we just mean moving people from place to place right well if traffic is stopped in newbury road you're not getting there any faster in a bus than you are in a car right so i think um you know we we got that great map yesterday that showed the like usage but um you know that was um i think that's useful in in looking at something like we don't have to ask staff to go have cars in a parking lot because we could look at it's that dot where the parking right is and once you get bigger and see the utilization right so i feel like there's some easy measures that would that could be that could measure our our success in doing that but um i think that uh i think that's harder to measure i mean the objective road problem right that's harder to measure so the objective is the partner to enhance and evaluate existing and new public transit options to increase accessibility reliability and ridership right and then it's especially for our underserved and elderly population employment focused areas and population centers that's what i guess what i'm saying is like we have the like we can get the usage and the like what are we getting for our dollars and like where where are we seeing gaps in the system as it exists right there but then it's sort of like those gaps in the system like how how do we prioritize those like how do we think about the needs this talks about new like evaluating the opportunity for new routes and like how do we identify you know or types of um transit and like those kinds of questions like if we're gonna as we get into those conversations i think we need to have good data to be able to prioritize like for an example if we had a park and ride yoga that actually took the bus off of newberry road and they went all the way around and down archer to shands or whatever it would be a longer ride for that person but if it was you know it might be faster it might be faster it might also be um you know they save money on parking they save money on or they have the opportunity to read a paper and have a cup of coffee rather than driving you you know there's that kind of subjective thought process on how we get people into buses but it's it's i don't know how you measure that like how do we get people off of you know newberry road is what we were discussing yesterday so how do we strategically get people off of that road and measure our success that's it's really hard to do yeah yeah i was just going to say similar to the other we'll we'll take the comments and thoughts on what we can measure for some of these and then let the departments that way if they come back and say it's just not it'd be too difficult to measure that or you know or we're not sure or we're not sure it's going to capture what you thought you would capture here's a different idea so um again take take these ideas and um understand what you're trying to identify and then if there's any concerns or issues we can bring that that to other ideas as well like here they hear the comments but i think you know when i when i look at that that's what i think yeah like how are we gonna well actually the next one is sort of that same thing it is like so yeah i think we it's sort of those two the four levels of number three and the transit one kind of merge right it's very important one of the key things that we really wanted to make sure to do was to get the the measures that mean something so that one that the there's something we can measure because some of the things that we had previously were not really measurable things that we could come back and say we've achieved it or we're getting close or so important that we have things that we can measure and what those measures are and that we all agree that those are the measures that give us the answers but that we can actually get there so these are very important parts of the conversation okay robert you good i am and i i think as we move into this third section and i'll just uh summarize this one it has a very similar concept to the fact that we don't have any measures that we report on the board side but uh through tpo there are a lot of reports available through their website with various graphics resources and information so keeping that balance in mind is if the resource is available and out there somewhere else versus what are we then going to convert potentially to track internally and report through our official um sources and documents so a little bit of a balance there and again when we meet with the departments that may be something that they'll be able to help us with with regard to um ensuring that there's a good balance of resource utilization um yeah i guess i would the only other thing i i would add on this one um is i do think it would be it could be really interesting and important like our whole comp plan and like our transportation planning a lot of it is sort of like focused around creating these activity centers right where people ideally live work play and move and then we have these networks that connect between those things but the idea is that they're working right that people move into an area and they live close to where they work and then they're either able to walk or take the bus or bike or maybe they drive but they don't have to get on our big our tail roadways to do that and so i don't know if we are able to count trips in those or if we're able to look at like how well those activity centers are doing at that or are people still living in yoga and driving all the you know what i mean like because our major employment centers tend to not be in those activity centers our major employments are all concentrated in one part of our our county but like are we seeing that start to happen are we seeing those those activity centers work the way they were intended um and i don't know that there's a measure that works well for that or if there's counts that we get that could help us with that but that's a question that i'd love to know if it's possible if it's something even if it was something we did you know when we do the ear even if it's like not every year or something but i don't know if that's something that's possible so i just throw that out there for growth management to hear and bring back and i i see mr hayes in the back in his head yes so noted um and the next part is a lot more detailed but i do want to before i go any further with this i do want to recognize that as we were going through the process and building out this template with the consultant and the departments the departments were very forthcoming with information and being a part of this process um and so what we did was we you know we tried to make things as simple as possible without overwhelming you with information but also making sure uh the information that we had was available in a lot of cases in this report there are references to urls or links to websites where information is contained so it's not that we're going to come in here with a copy of the comprehensive plan or a copy of uh the pavement the tcip transportation capital improvement plan but we've made references to those in here so that we know that there is something in progress or being worked on ultimately though when we come back and talk to the departments is are there gaps are there significant pieces of information that you want that you are not receiving um so to go through this process here on this form again we've broken it out by objective um and then we went down and under the outcomes these are basically parsing out the wording that was in the objective or it is taking the words that the commissioners relayed during the workshop last year if you remember the whole entire afternoon was sectioned out to ask you what you thought success looked like and how you would measure success in these key areas so those words were taken into consideration in this document and that's where you've got board so that would be part of the strategic guide or potentially the words that came out during the workshop and then uh towards the bottom of each section there are ones related to community and this is where the community had completed the community outreach survey again we had more than 500 typed in responses regarding to what our citizens wanted to see as part of our strategic guide so where we saw themes in responses those were also wrapped in here to make sure that we were not only addressing you know what we had identified as the county but then also maybe some items that were heavily identified by the citizens that weren't already wrapped into the strategic guide document um just one comment here like on uh section 1.4 it talks about public works follows the florida green book which we all recognize as the standard for road design but one of the major problems with florida green book is it's not very context sensitive in terms of recommendations for for instance our urban areas that we have a road designed for suburban quick transportation right through areas that we have designated as activity centers for instance so that context sensitivity i think is um you know just i again we can't solve the problem today but i think that's something to recognize as we're looking at um uh what the condition condition and experience is if we're looking at that i think we need to recognize that you know looking at roads within the context to consider the road condition experience is important well this is uniform minimum standards so maybe you're what you're saying is that in addition to those minimum standards of the green book holds perhaps there are standards based on what we have in terms of expectations in our comp plan and codes yes exactly yeah and are they are they performing the way they were right so so so the roads are context sensitive is really i think the easiest way to say so just to kind of highlight the deliverables here where they are linked or referenced these are products or services or documents that we currently produce or services that we provide in the pink highlight here we indicated that there is something new uh this i had mentioned earlier psd citywide is a new work order system that public works has migrated to um so public works themselves identified that we would be able to generate reports out of citywide as we gather data in and that system is refined and utilized more so that is something they specifically identified that is a future action um and then they also identified as these items as being in progress um in some of the items they are identified as having gaps meaning that there potentially is more we could be doing um but that doesn't prevent the board from coming back and saying we are already doing pavement management but do we want to dedicate more funds to pavement management you can always self-identify a gap to do more than what we're supplying um yes but in this case you know the departments felt that they were doing fairly good with the resources and capacity that they had yeah and i think you do in 1.6 talk about the overlap between you know the overall road safety but i think that you know if i'm a if i'm a citizen and i'm driving from point a to point b i'm not differentiating between what's a state road what's a county road and what's you know a private road it's all about the whole entire experience i have all in my car and so i don't know how we you know put that into things like i will say the signs that we've been putting up about this improvement as well as i'm starting to hear folks recognizing that that's really important i've heard one yeah but that's one still you know well so you've heard one person but two years ago when you were campaigning you heard lots of people well i'm hearing yeah that's true yeah my my only comment on that one above is just that i think that we when we in the earlier one when we were just talking talking generally i think this one under t dash 1.7 where it talks about the speed of repairs that's where having something about the thoroughness of the repairs would also be so speed and thoroughness of repair um would be something that would be worth completeness yeah just like sort of how thoroughly do they actually address the issue once they go out because like you said someone might drive on the first 100 feet of that road because of their drive they turn in the driveway but then 200 feet down there's more so anyway that's just mentioning it in the act looks like that might be the place to put that yeah um okay all right um so the next couple sections are a lot more of the same i did however want to jump all the way to uh section t 3.2 before you make a comment about 1.6 sure so one of the things that we talked about at the tpoac that a few um tpos have done is they've had you know how we've recently had summits on things like um family homelessness and things like that they had a vision zero summit in a couple of um tpos that were extremely successful and they were shocked at the number of different folks that showed up to have like a community conversation about road safety i think we just did that with all of our community outreach on our safety plan i mean we just did our it wasn't really the same kind of this was like one big giant like hundreds of people showing up event yeah so i don't feel like we did that no we didn't i think we intentionally i guess i i guess i'm i'm just pushing back a little bit on that we just went through the process of developing our safety you know plan and i feel like rather than doing like one big thing where all the people who have a lot to say always show up and the same people always show up we tried really hard to go out into the community to get all of the input i hear what you're saying but i do think that presenting our overall well that's what i was just about to say like they had like all the ptas showed up for instance and things like that i thought it was a really interesting idea for school yeah i just wanted to say that before i forgot it yeah okay sorry so uh going back to t3.2 um in this case we've got a large yellow area that's highlighted and specifically there was a barrier identified during the departmental discussions that we needed more direction on this desired outcome to determine a best path forward this was something that was identified as part of your guide process but we wanted to have a better understanding of you know what was the intent of the wording to improve future planning and updates of unplanned roadways um and maybe that's this maybe that's a roadway thing but maybe it's also a comp planning and infrastructure discussion um well i've had multiple discussions with people there's something going around around saying that we are spending seven million dollars of taxpayer money to extend parker road to benefit two developers and oh really yeah i've i've gotten several emails about it i don't know what how that's going out there but you know i've tried to correct it but none of them seem to recognize the fact that the long-term goal of that road is to add connectivity and take people off of newberry road they're just saying that development is bringing more people on to newberry road and so that to me is a communication plan issue and i feel like this whole section is about how we communicate what our long-term plans are to the public yeah i mean communication is different than the actual planning but i agree with you yeah like it is a hard thing because because of the way our plan works it's incremental right it happens as we get the funding as the developments come in as we have the impact these pay for them come in and we and so i think that that that story is something that we just we all have to be continuing to tell right we need to take that future road through way that's at the end of pale boulevard and move it to the end of the new road that's coming out yeah so are you saying so are you saying mr bradwick that this is about new capacity because i've heard the comment of and i've seen ramo's email about i understand your complaint about that road it's we still have a deficiency and it's not scheduled to be done in the next you know seven years i think that's that's how i read this right and that and that was the question that the departments had was when we went back and reviewed the notes from the um gathering the information gathering last year the workshop this was just one of those items that we weren't really clear on the board's intent of the language i mean so it may involve just additional dialogue and clarity on whether we're actually talking about unplanned roadways and planning them and is that a transportation issue on mary's issue that she just brought up on unplanned roadways and how we're planning increased capacity we have an answer for that which is we are attempting for growth to pay for itself through impact fees and as that growth develops those fees will be collected and we will expand the capacity that to me is that kind of answer the more challenging one is your road is important to us but based on the fact that we have 250 million allocated over the next 10 years and we need 450 million allocated it's currently not scheduled to be repaid so it will continue under our road maintenance program which is filling potholes so when you hear unplanned roads you mean roads not planned to be repaid you don't hear roads that don't exist correct well that's what i heard initially but then until mary talked yeah that's an impact fee i think we have that answer with impact fees growth pays for itself through impact fees and we have the answers we just have to get you know communicate that i think i think that the road network maps like having those on this dashboard like we have some pretty decent maps of our our like it's not unplanned planned roads they're on a road network map of like what our ideal scenarios are now sometimes those change like the road hail through to parker road like that road's no longer gonna happen it sounds like so sometimes roads come off of that network but by and large we do have a sort of long range plan for our road network and having that to your point out there so people can see it yeah parker road's going to 23rd and let's go to 39 right so that's the long range plan for the unplanned roads and we'll pay for that through development agreements impact fees and future funding sources so i'm not sure that we have to improve what we're doing with planning of those versus we've improved communication of that planning by sharing those things on the dashboards that people can see like oh this the idea is to create this connected network of roads over time and development it helps pay for that yeah i had a communication that's like hey you know you guys when you build neighborhoods you really should connect them to other neighborhoods and i was like well you know that's actually our policy so we just highlighted in here some of these barriers as they were identified just to consider as we move forward and then another one was on t3.6 where the community echoed largely in their survey responses that their desire is to maintain the character of alachua county the word character causes that to be very subjective how do we evaluate the character of alachua county and everybody's vision of what they want the character of alachua county to be could be very different um so this may be something we have to consider as like a guidance as we move forward in other areas but not necessarily something that we are going to um actively measure because again the subjectivity of a measurement yeah character to me and character to anna different all right commissioner alfred and commissioner well i will say that one thing that i was thinking about this since we talked about it yesterday and one thing that has come up over and over um with conversations that i've had with folks with respect to character of alachua county and transportation is can is maintaining canopy over roads and that's something that is you know always a struggle is having these you know beautiful rural roads with this lovely canopy and yet being able to maintain things like the um uh power line easements and you know hurricane prep and all of those things and um i don't know i kind of wish we had shorter or shorter distance between the road that can't be to discourage discourage some of the bigger trucks but i don't think we're allowed to do but um i uh i think that is what people with respect to to character and transportation i think that's the number one thing people are thinking about is that i guess i just wanted to say that again i don't i don't want us to put a lot more pressure on our departments with regards to how much extra work they have to do in reporting i think that we have a lot of the information that we need but to the extent that we have a department like donna's whose entire job is about sort of how we tell the story of the county and we begin to look at it i do think that qualitative measures are as important as quantitative measures but qualitative measures are a lot more difficult to get to because you have to do focus groups you have to do surveys you have to collect that data in different ways but i do think that thinking about once we have all these quantitative measures and we have the departmental measures looking at overall like what are those qualitative measures that we might want to integrate into our overall strategic planning so that we can capture things like character we can capture things like people's satisfaction you know we did some of that in this initial phase and i think thinking about how we incorporate that in over time is important because i think we can capture those things they are they are possible to capture it's just a matter of having the right social scientists there to do that qualitative data collection you know it's funny it's one of the things that i i when whenever we designate a scenic road it's always about character blood right and so i wonder if that's a measure that we use here and that is something um i know brandon and i spoke about this um again during this process leading into this discussion and we do have that product zen city which does allow for some surveying um but that would again not be a scientific survey it might be a very brief survey like what do you consider to be the most important attribute for the character of a actual county and is it trees is it lower uh housing density is it well we're just talking about transportation here i guess i'll say this if we are going to do qualitative measures i think we have to do them scientifically the same way we do other measures because it's really easy in a qualitative situation for one person to dominate the conversation on those websites where it's not done scientifically because you get like the it's kind of like we come out on facebook where you get like the noisiest person that just like yells the loudest and they end up being the one that dominates so we do have to be careful about if we are going to do it not just using those sort of anecdotal things but trying to actually collect that data in a way that's going to be like something we can count on to say like this is how the residents feel and not just like this is how x and i'll tell you a good example of what we're doing right now is our core focus there's a lot of qualitative and when we when sean reported out on that at hawthorne um it was very well received by the community and by by the commissioner so i think we have the skill set to do it but i i like how it's it's we're developing it as we go yeah so i think that's fine and so and i know i already removed it from the screen but that's something that we could through those department discussions identify as a future opportunity would be to do a scientific survey related to transportation and then that would be something that we would have to work into our timeline going forward yeah that's the thing that i'm missing out of this whole conversation is the bike pet oh bike pets there right right like that plan i mean that's that's largely because it's primarily not exclusively but primarily a city there's a and and in our urban core incorporated as a foot outside here right and mr i do think we have tools at our disposal now that we can collect qualitative data and you know maybe it's a function of you know um once or twice a year we may collect qualitative data as it relates to things like you know our road program or certain other key areas but i also think that even annually we can look at a quality some kind of qualitative survey or something that we can send out and say you know how did we do this year what do you you know what is your focus this coming year or how is it so i think there are things that you can do and we've done some of those baselines through the the program that that donna mentioned um we have you know we can um you could survey everyone on 23rd yes we can we can say how do we do before during and after this road project we're able to to get down to certain areas and send you know even through phone systems um and send out you know some brief questions and be specific so i think even to the point of how's the county you know some even just very general questions outside of the specific topic areas even to just get that feel even if we were to do something like that annually um to get that kind of measure of are we going up are we going down where are we at and we can do that as well i do i do think you're right though i mean yes i i i do think you're right though that one thing that's missing out of this is the bike and pet it's not here anywhere well it's on 2.1 i think um but uh oh okay but you know when i think about things like just for example our um activity centers like when we talk about bike ped we're often talking about getting people from point a to point b three miles away and really what it was great is if we could measure the bike pet focus in those little walkable centers more effectively right like how many people are walking to the grocery store are using their bicycle to celebration point to go in you know because that's why we have those activities that centers to get people off the road and so how are we measuring that that's good exactly yeah that's good measured by activity centers and did it achieve the goal that we set out in the company yeah and like are we are we implementing the bike plan like we just spent a lot of money creating it like how much are we actually how many of those projects are we actually accomplishing year to year and how much how much better are we getting at a connected network right yeah and what are we doing gaps yeah and what are we doing to support that in those activity centers you know when we have these meetings like the mtpo we're talking about you know this crossing and that crossing i don't see our focus being on those activities centers so much and that's and you know it's almost like we have two different neighborhoods in jonesville for instance all the people on this side of the road and all the people on that side of the road because it's so hard to cross the road just like with hawthorne yeah you know you've got a whole neighborhood over here and a whole neighborhood over there because it's so hard to go across the the technology i'm trying to process in my head what i'm i'm hearing from you all in terms of collecting the information and to what point uh to go off to the that trouble to collect all this information when we see there is progress but you have to if you have to quantify it you know to what purpose well we want to be we have this is you know this whole thing is our strategic plan so if we have a plan we want to make sure that we are getting some kind of concrete some kind of concrete but you're right we don't need to get too far into number counting you know i used to be in charge of a dashboard to do with safety numbers and that was one of the biggest complaints i got from staff was we're spending so much time counting band-aids that right well this is this is my concern about giving this to a lot of band-aids no cares yeah i mean i want to make sure we're doing things that we already are collecting or that's easy to collect or that's something we could do in a point intercept model that would only happen every so many years i really don't want us to get into creating a situation where we're bogging our department down with metrics because we know from the emails that we're getting where we're doing well and where we're not doing well you know and and i just it seems to me when we throw it out there and say okay how are we doing we're going to get a barrage of stuff that says you suck you know and well that's why i'm saying i think it has to be done in a way that's scientific like you have to really craft the questions to get like so that you're one they're objective and two that they're asking the question you actually want answered you know like if you ask how you're doing you're going to get a whole variety of answers because people have a lot of opinions and they may be talking about your road they may be talking about their their their loved one in jail they may be talking about like the the new stormwater pond that's down the road or the new park you just built across like you don't know what they're talking about when they tell you how they think you're doing but when you're asking a specific set of questions about a specific thing and you ask them in a way that you know someone's going to answer at least as objectively as you can then you then you can get data that you can use and i think that's the survey building is actually one of in my opinion one of the most interesting oh yeah scientific pursuits because it really takes that sort of human psychology scientific data collection and trying to sort of take metrics right how do you measure success and like combines the three and it is it's an art and a science for sure i'm just remembering the tobacco survey that they keep sending me that i have not done and had not done i finally got to you know i have that too okay see but you know those are the kinds of things i'm thinking that people may just blow off and you've gone to a lot of trouble to get input from but we're asking our departments to do a lot of work to to you know to um achieve these strategic plans and i think part of this data collection is actually allowing us to celebrate their success too i could ask them if that's really that's what i i guess i'm hoping that they're hearing that's really you know what the purpose would be yeah you know because we can pat them on the back all the way we want to but when those emails come in that say we suck you know that's well that's never going to end right so that's why i think so i guess that was my you know concern you know that i'm i'm listening i'm trying to keep from just you know not having a good head today yeah i mean i guess what i heard michelle say is that what we're doing right now is sort of having conversations about what we think are the potential ways in which we might get to under better understanding how we're reaching the metrics we set out and then we're giving it back to the department so that they can go back and say okay board like that's all that's not good but that's like not achievable or that's not affordable or that's not reasonable to do but what about this right like so i'm hoping that they'll be able to have internal conversations in public works and growth management to say we heard you you want to understand these things here's what we already measure or here's things that we could easily measure through these like systems that we have and here's maps we could easily provide to the community that would tell that story and how does that look to you you know what i mean rather than us like to your point like creating a whole bunch of new work for people to do i can imagine what those conversations are back in those i do feel though that we haven't really defined what a win is in some of these you know and i think that that's kind of also important like what's a win when when have we achieved the goal yeah and that's and so um yet remember what the purpose of this document is um it has a couple different purposes right one is the strategic plan of the board is going to guide your staff into what priorities they need to be focusing on where the programs need to be where the services need to be and and how to view those what are the goals that we need to be achieving for those programs and services and that's what we bring to you right but it's secondarily as i have heard for for many years is your budget reflects your priorities right so we take this document to build your budget every year as well um and so those measures for us help us build out that budget so when we get those measures um mr chair then we say okay we're achieving this does that mean we put the brakes on no it means that in our budget we're going to maintain because we've achieved this um where we see that the statistics say we're still here and the goal is to be here we know from a budgeting perspective and a priority perspective okay now we need to put a little more a little more here we don't need to have as much here because we've achieved this so it helps us from a budgeting perspective to be able to say we've moved the needle to where we want it so this is where i'm you know this is the level of funding this needs but we're still struggling to get here so we're going to put some more towards so that's really if that helps um and that's really what those measures um are intended to to help us with that process all right good yes all right i want to bring you back all right can i make a final comment yeah go ahead i don't really understand why we have t 3.7 i understand came from the community oh okay it says community next to it not board oh that means the community i believe that's what that means is that what that means that the community okay yeah that's actually us kind of explaining to the community about traffic flow as opposed to yeah i was going to say i think that that again it comes to that map of plant capacity and connections and interconnectivity and the goals of our our company because i i really don't want to have a goal in our strategic plan that says that we're planning to add additional lanes to roads number one that's an extremely expensive and it's not something we tend to do we don't even have the right-of-way for most of that type of thing and that really isn't the way our our comprehensive plan is designed so and again that was just something we were wrapping back into the discussion because we did see that thread throughout the citizen comments and we just wanted to make sure that um if that's part of a comprehensive plan and that's part of our um mobility and impact fees uh you know and that's perfectly fine the only lane i tell people that we're planning on adding to roads is a bus lane and archer road archer road i'm towered of parker okay mr bradwick let's keep moving yes um so going on to the next thing we're going to start talking about dashboards and we're going to go through this section pretty quickly this is part of the powerpoint um keith and his team was able to go and they searched some comparable jurisdictions and i think it's basically jurisdiction adjacent these are jurisdictions that have some characteristics that are similar to ours but don't necessarily mirror us totally um but we wanted to look at their strategic guide their performance reporting what their dashboards looked like um and we were using that in some of the development of what we're putting forth as our first pass at a dashboard so i'm going to go through these pretty quickly um and we could forward you the presentation after uh the meeting today um we identified a couple of them leon st john's broward fulton and mecklenburg and we used available information from uh public facing sites where is mecklenburg south carolina oh south carolina i was thinking in florida hey yeah you know it's not north carolina okay we were close charlotte it's up by charlotte that's right they go is very much right you know they they well i was thinking florida i was like mecklenburg all right so i'm just gonna be thrilled got it right through these pretty quickly i'm not necessarily asking you to look at the individual data and details that wasn't the point but we were trying to come up with some visual ideas of how their dashboards look so in leon county we've got three examples and i actually liked this one and i thought that this was one that if we don't have this information in a comprehensive component already this might be one that we look towards developing with some useful information related to us this is part of their strategic guide with their goals their initiatives their infrastructure dialogue the next one we're looking at is st john's county florida again bar graphs and some bullet points these are things that they want to track but are not yet tracking this is what i call flat data so this is point in time data this probably looks very similar to things that we have in our budget book another very similar uh dashboard and this was from uh data what was the data usa so that is a public website and oh we looked up ourselves earlier and we do have information on there for alachua county um this one i thought was kind of interesting um this is broward county florida and just to give you a perspective um broward county florida has about 7 000 staff and almost a nine billion dollar budget um and they're reporting their performance measures or their uh deliverables over here uh uh progress percentage progress and then whether they're on track or they call it disruptions is yellow i i i like the red green yellow thing i think that's good um so this is just a concept but again very simple and doesn't add really any depth or detail of context um you could and this is just a flat this was an image so i can't click on this but we'll look into it for perspective six times the population almost seven times the budget seven times the staff and eight times i like the layout kind of perspective but red green yellow is saying we're we're doing our ratios are better oh yeah um here some transportation measures are talking about uh five-year average of fatal crashes um serious injuries um and i believe we have a lot of that data in the safe streets for all report but again this is broward county um here's more of a little storyboard um between the measure outcome and um either the identifier or detail broward county again uh here's some bar graphs from fulton county georgia line graph related to uh individuals served through transportation alternatives i believe that was a county-wide number again data usa.io uh website for fulton county and then we're in mecklenburg so they have mean travel time to work in minutes is one of their measures but this is how they report their information this one had to do with road condition they did the green yellow red really make sure appreciate our credit road system so that was a good gs related map that they had available and then again some uh transit information from mecklenburg i would like you to copy of that that's super interesting yep and like i said we'll email this was part of our powerpoint presentation we'll email the whole presentation to you guys do you know what i think would be interesting would be to take like all of these basic goals and have the public say which ones they care about i mean i know there's ones we care about but i'm curious which ones the public care about that's part of what they did with the community when the community when they put the community they they added but they didn't like necessarily take these all of these objectives and say which ones you care about they asked what they asked them what they cared about they didn't say which of these you know because they might realize that some of these are important once they read them um so i know that this is uh fairly small on the screen um and i want to preface this dashboard we built out this dashboard within the past like week week and a half um based on all of the information that was contained in here that we gathered from the departments this is through the achieve it software system platform that we currently have licenses with however this component of their system is not publicly available yet um but we were able to use it for this purpose with the understanding that they are planning on rolling this out at least in beta testing in the next couple of months if not couple of weeks um so we thought that this would be a good visual yeah i mean to mary point if we were to roll that out and try it and we could see what people are right what they care about yeah or how we're communicating it right if it's effective um so like i said this is a system we already have this was fairly easy to manipulate and get the information into it was end user friendly um in fact i think uh yesterday i was showing someone that in these cases where we can edit i could actually just click on this widget and move it over so if we wanted to move something up in relative importance or move other things down we could the vendor has talked about adding a left hand navigation tree as well as expandable and collapsible menu bars within it those aren't available now but that's something that we would definitely um look forward to if we were to roll this out in this form and fashion to the public um so right here we've got just general information these are the performance measures point in time measures that we currently have that are in achieve it um and you can see commissioner alford we do have the red yellows and greens um and then also for those that are visually impaired um instead of just having a color highlight we actually use the terminology also so it's on track off track or at risk meets all of the requirements for um and then what we did was we took those urls and the information that the departments provided as we were gathering information in this document so here is the transportation capital improvement program this is a gis map and through this dashboard and i'm actually clicking on it right now i can operate it within the dashboard or i can also click on it and open it up in a new tab if i wanted to go to the source site so this helps to reduce the possibility of duplication of data entry where you've got one department entering the data somebody else is having to transcribe it into another system and you have potential for um typos errors maybe somebody goes back and corrects a historical piece of data and it doesn't make it into the uh centralized document so we like this functionality a lot in this case this is the road projects zen city page that's available on our website it does also contain scroll bars within it so you can look through the content that's available through our zen city page and as the department is updating it or communications is updating it it bleeds right into this dashboard for immediate availability you're basically saying is um brower county's got nothing on us exactly okay very good yes um one of the things i hear a lot um just you know in hearing from the public um a lot of uh people recently have been complaining about why alachua county has repaved 441 under i-75 for the third time in recent history um this is a good example that alachua county has not repaved 441 under i-75 three times in the past 20 years because it's a state road um and the state can do what the state wants to do with state money um so again this is a live um arc gis system so you can go through and actually see what our county roads and i apologize because the coloring doesn't come through really well over the video um but these kind of peach colored are county roads these green are private roads the blue are city roads so here in this greenish highlighted area that's the city of gainesville you've got city roads you've got county roads and then these blue are state roads so that would be um for somebody who's like who do i complain to about the sidewalk or whatever if they wanted to drill into this gis map they could actually drill to the street level and determine their roadway information this is part of i believe the safe streets for all reporting i love this this is an incident roadway incident dashboard and again within this one you can actually drill down into crash type you could drill into severity so i know this is kind of morbid but let's say i just want to look at fatalities you see how much a cleaner of that graphic got because it is only highlighting fatalities and what's the time period um i believe this one goes back about four years it's not super recent there might be a lag of up to a year on this i think that's something that we need to be really clear about on this it's like what the time period is yeah and the other thing is is up here in this title bar that is customizable so not only can we actually specify if it's a point in time report or it's a five-year report we can specify it there we can also identify what the importance of this charter graph is from our perspective like why would we want a citizen to look at this what does this mean to them so in this case just showing usability i've now selected a fatalities only within the city limits so if you were to pop these up into two separate dashboards open them in separate windows you could actually look at the fatalities with a separate map of the jurisdiction roadways so you could see even potentially fatalities on county roadways within the city of gainesville um so kind of a neat concept there i think one of the things that people are going to i mean i know they could take a screenshot of this but i guess i'd be interested to understand what of this is downloadable into like a you know if they wanted to download a point in time report that's a good question i'll have to find out yeah i mean obviously not these that are embedded these are separate they have to go to that website but having some of that information like if you want to download this reporter if you want to whatever like i think having some of that info in here like a little bit of like a how to because i do how to use it how do you use it right like if you wanted to be able to download like right now this is the metrics and this is where we're at and then like you were going to send that and i think a lot of it could be site dependent um because i've been on uh sites that are maintained by public works some that are maintained by tpo um and then there's additional ones so there's city of gainesville one rts one state ones um they're all going to be different they're all potentially going to be different in in um how they you know import and make that data available and are are most of these gis based um no i'm now going to show you a pdf based ones and website based ones well but those the pre the maps ones are all gis based those so that data could be extracted and and used into in a more in-depth gis analysis like if we wanted to analyze school zones for instance and other and i'll probably defer that to the planners and the tpo people who you know i'm sure went through all of these things to generate these um as part of the safe streets for all initiative and what uh things they were recommending um so in this case we've got uh this is a pdf from a website this is mv information that's available through the state website and it operates just like a pdf so you can click to a page increase decrease size so the functionality is there this one here is another state website having to do with the workforce so you can actually scroll into and see um in this case this is like inflows into the county versus outflows out of the county live versus work so you can see that we almost have a 30 000 net increase in flows into the county um that probably all go back to their originating jurisdiction to buy gas and gas taxes paid to their home district um and then at the bottom we just provided some resource so if you did want to go into the green book and actually uh read the hundreds of pages of green book information you could uh click on those links here um so this is just a preliminary a pilot of the dashboard uh to give you some ideas of what's contained in this report what's available that we can um make available to our commissioners in the immediate but then also as um the vendor rolls this out to the public we would be able to publish this dashboard publicly and when we have like one once we adopt the bicycle pedestrian master plan that's something we could add like it's easy to add widgets or add things as we go and we we have additional yes um in fact i had um forgotten i wanted to put this inflows and outflows report on it it wasn't on there yesterday i realized it going through one of the meetings yesterday i actually added it this morning sitting here the dashboard people what do you think here's my only comment so we have a really nerdy community and that really like data and i'm a data nerd i like looking at all this but i feel like you know the average citizen that's going to go to that it's going to be a little bit overwhelmed i feel like we need sort of an intro page that sort of has the you know here's the five things that you care about and here's how we're doing kind of short version is that is that something that's sort of in the works also um we had talked about that among some of the commissioners yesterday um and i would have to work with it and um the communications folks like are we going to use a zen city platform to then drill into a link or you know how do we want that public facing because you're right this is very data intensive and that's what this dashboard is built for we can add text but for a nice like graphical yeah if i send a high school student to this you know so they could have something for a report you know they can like see some really easy data but if they want to they can drill down and get into the you know some really cool stuff but i just want to i just don't want to oftentimes when i send citizens to our website they um they get like overwhelmed like a lot there there's a lot there yeah and it's like and and so i i you know i end up like finding real specific things and sending it to them because it's easier to do that than it is to um so anyway i just feel like there's a happy medium there on the like intro page like i i think about like the um i think about like the report we look at every month in the um regional planning council that's from the florida chamber of commerce it's really easy to see really quick it's really quick it's like a really quick view of how we're doing you know and it's kind of a one page kind of thing yeah yeah i was going to say i mean i don't i don't know how this would all work but i i said the same thing yesterday when i spoke with i agree i think having like our strategic guide page it has our overarching goals and it kind of has the like how are we doing and all of those so it's sort of like boiling up all the information and then okay you're interested in the transportation one you can click on it and it goes to this dashboard and there's all the detail and information or you click on the you care about public health and you click on that one and it goes to that dashboard that way you know you're you're seeing the overall like how are we doing page and then able to drill down as you want but i do love that that would allow for all of these things like all these reports and plans that the county has to be accessible from a single like ultimately from a single page because i think that's one of the challenges we have is like right now it's like my school and pet and and the safe streets for all live on this page and you know and and then the parks that put the parks master plan lives on this page on the website and it's like all over so to have a single page that drives sort of all of the county's like plans and or most of them anyway it has a lot of these different things aggregated in one place ultimately is really cool yeah that's super cool so um i want to move this to kind of our next steps because this is the last information i need from you guys um we are putting in a delay so that you have time to kind of digest what we've covered here today before we have our meeting back with you guys and the transportation group how much of a gap do you want two weeks do you want four weeks plus we also have to make sure for calendar availability and get our departments um incorporated into this check their availability so when do you want us to meet back for which part kind of like the the actual transportation but we have like nine more of these together right yes i mean i guess i feel like we gave you a lot of feedback today my feeling is that each time we do the next one if you could just this one could be like in there as the final and then we have any final comment you know what i mean like and i'm seeing some nodding so i'm assuming that means that we are good to go with moving forward with our next ones down the line yeah like you have those conversations staff figure out they heard what we said they come up with the finals and then at the next one where we would do the final version of this just check in and if we have any big questions or concerns otherwise we move on in this case we have spent almost two hours just on this topic we have nine more of these to go and some are going to be much more difficult to tease out than this one was i think though too we also spend a lot of time talking about the overall bigger process and i don't think that we're going to have to do that every time so i think that you know i don't think it's going to be i would say we'll do another one of these two months yeah every one every two months and we'll get through them all in the next year and a half is that right or do you want to do them every month that's well i mean what's the stuff need to get through them before the end of the year chair tommy so all of this this was kind of a process that we've been using to kind of provide direction to department heads and budget prep so which is fine i think our budgets are pretty close to being built out anyway based on our conversations that we've been having along and along so just understand that um it may require after the budget's approved as we're going through this month by month that okay now we need to some adjustments to that budget based on what you come up with but i don't want and it set an expectation the budget's going to come out in june obviously we can't incorporate these decisions because they haven't been made yet so understand everybody okay with that yeah i mean i guess i feel like trying to get this done by the end of those the calendar year so that next budget cycle they definitely have all these strategic guys i mean i know you start before that but like at least going into like mid-year budget adjustments that achievable you know that gives them the time yeah that's we can set that plan up yeah and and that was really my timeline with the direction that this is going to influence budget processes going forward um so we had actually planned on starting to double them up and hopefully getting them done by september 30th perfect and i have a prior comment is you know i i will tell you that in my business map genius is used heavily by and by lots of folks um and so when you're thinking about dashboards and like what exactly what anna and mary were saying you land in a place but then if you need more you have that building and we'll see what the public is using you know what they're looking at and we'll get a real good sense of that once we get a lot do we know what what what who actually uses our website for the county do we know how many how often that's used that would be a mark yeah but typically that's data that's collected by um no but it's just the idea of you know who actually would engage with a a website that's all i i don't i don't we track individual users well i guess i i was curious yeah i mean i guess i would hope that as we have this that part of the goal of this is that there would be a rather robust communications campaign about here's the new strategic plan here's the dashboard here's you know here's a little bit of how to like a little video we could do on here's how you can use it here's information so people would have an easier time because i get your point like if it's if they don't even know it exists or if it's overwhelming then it's that's just an internal thing all right mr bradwick do you have anything else i do not okay let's open it up for the public on this item we do have another item so is there anyone from the public that wishes to speak to this item come forward name is your name we've got flight system green yellow red you can sit you can stand you can either one that's for the ada or if you'd like to sit there or here we'll try i'll sit and sit here in case i doves off i don't know okay uh first uh uh commissioner alford that what you were suggesting about a targeted summary well i call that executive summary right and i think that's the perfect idea uh but i can talk going back to the transit stuff too or this is only on okay um well what i'm saying is about rts which uh obviously goes very much more to the city but you are partners in it and some of you are on tpo so uh uh i i think about the count if you take if you look at this county divide into nine more or less equal pieces three were three by three and which one of those which one of those nine pieces can you possibly do daily life in without a personal vehicle or enough income for 12 or more ubers a week uh and that's that's why i call rts a failure it's not our it's not regional and uh and it should be but and also i see rts going out getting grants they're great at getting grants but everything they get goes to hardscape nothing ever extends service hours route miles or frequency which is the core of service it's a transportation system not a construction system everything they get they go to hardscape so uh and and the last thing is that the perspective of this bus service from maybe three uh three perspectives one is an ordinary rider uh one is operators of the system and the third is spider-man now if spider-man might use buses in games because there's not a lot of skyscrapers to swing from right so and if spider-man decides to use two connecting buses and is rolling into rows of parts downtown at the moment the bus he wants to transfer to is rolling out he can transfer between moving buses but the rest of us cannot so they need to they need to take on what is the meaning of transfer station it means all the buses in standing still for a couple minutes so people can transfer uh that there was a brief time the first time i complained about this to the city commission like over a year ago they they tightened it up for a while and then it just went away again so consistency uh customer service attitude and i'm speaking as someone who was a member of rts board in the past and i got slapped down every time i brought in something i thought was better customer service oh that's too much work so i wanted to do something for the six figures and give us better service and reach out more to more parts of the county than just a tiny fringe they stick their toe out in now and ask y'all to support all right back to board any other discussion commissioner i just want to say i think it was in new orleans i try to take the bus when i go to big cities sometimes just to do it and i was taking a bus to the new orleans museum of art and it required a transfer and that bus driver actually got on the thing and had a bus wait for me so that i could have an immediate transfer because i knew where you were going because he knew what he knew where i was going to transfer that system out when buses and drivers argue with each other so instead of fixing that behavior it's a whole different it was a whole different perspective though on how that could operate i thought was pretty interesting okay anything else on this side and i would just like to again thank klsa for coming out today and being with us here and if danielle danielle was one of our liaisons she may be watching us on video thanks danielle yeah well i i have to say mr reverick this is uh really incredible work um and for accounting our size i think we're out kicking our coverage and obviously there's a lot more to do but um really really really good work thank you so much thank you thank you everybody okay thank you mr scott sorry keith scott okay all right we're done with the first item we're going to get to the second item animal resources and you have a contract all right miss liverman who's got this item because i see jeff is standing up to walk out it's not him okay oh travis okay may i just introduce this is what i had asked to have come forward you know and i don't know how much time you all have got set aside for this but you know when you ask me if you thought we'd be enough time 15 minutes probably won't be okay okay so um because i have questions about the contract if you all haven't looked at it i just wanted to point out a couple of have a question do you want to ask before he gives his presentation or do you want to do it um well i actually travis parker facility director don't have um really a presentation but i am here to answer any questions as it relates to mr wheelie you agreement i i just i didn't know if there was anybody here who could address the questions on the contract do we have any sylvia you've got sylvia you got michelle you got travis travis is the contract manager i assume for this particular contract so he should understand all the parts okay well that's that's what um i i do have some questions about the contract and the reason that i wanted to have it in this forum is because i wanted us all to understand some of the concerns that i had going forward but uh i'm not challenging the contract so much as i am making sure that we know what it is we're doing that's because the questions that i have um and i'll just go very quickly through as best i can um when we're talking about 10 acres of the property travis they're also saying that there's some of that property that can't be used so how much actually acreage is it that we are going to be able to have access to so mr chair we're still working on what the boundaries look like because we're working with the architect to figure out where can we space the building and we're going to have to be strategic in how we do that because there are live oaks on the site somewhere between 36 inches and 60 plus inches so that number is likely to change right now i believe the number is 10.24 yeah but we're a one says 10.24 yeah we're trying to acquire a piece of the property that's on the southwest so we're trying to square that piece of property up because i think that gives us a better opportunity to put our structure where we need it um so that number is going to change we haven't established a boundary quite yet do you want to add to that yes and um the university has been very open to um helping us with squaring off that boundary they understand the placement of the building because of the trees and where structures are being removed and such so we're still in our due diligence phase and so we're working with them on exactly where those boundaries are going to finally lie to make sure that the building can fit in it appropriately what date is the due diligence in i mean where are we where's the cut off the 120 days yes so july 13th um is from the date that we signed it um we also get a 60-day extension if needed as we work through all of our portions of the due diligence right so i think these are because of my concerns if if we've got if we've got a contract that was signed for a certain amount then that contract will change then depending on the amount of land that we are you saying we're going to be buying more no well really we're not necessarily buying it um what i would say is that this agreement that we're looking at right now says approximately 10 acres and in the agreement it says that we we are going to define the boundaries and then we're going to have uf is going to have a survey completed which will then define the limits of the piece of property the parcel that that we're acquiring so we're not um there's nothing in this agreement or the actual sublease itself that identifies that 10.24 that we have in there as final it's approximate it says approximate because we still need to find where those are and the current shelter is actually utilizing a footprint of what four and a half four and a half acres so it is more than two way well that we're wanting a bigger we're wanting a bigger facility yes this is more than double the current footprint so mary ellen 2a inspection period it gives us 120 days so that takes us to july 13th right and then on the next page it gives us a 60-day extension so essentially we have till september 13th okay that's the date to sort out exact okay footprint of the sublease and just to be 100 clear this is a lease not an acquisition we are not correct we are not just not changing yeah correct okay then okay the neck on the next page uh the the question that i have to about um the um inspection of the sub lease um we need we can go on and inspect have we done all these inspections or at what point do we do the inspections that we're supposed to be doing mr chair we're doing all of those right now so we have meetings well we're having a phase one environmental report completed um as we speak and we're working through all the wetlands um we have a meeting this week with the st johns river water management district on the storm water wetlands all the natural resources because there are some concerns when you start digging into that you know where are we running the water all of that so we're working through all the approvals uh we are meeting with uf um we meet with gru again this week we have met with all of facility services eh and s um we're meeting with department historical resources yeah and at our last meeting we had oh goodness three or four departments of uf as well as the dean of vet med and the associate dean of chris associate dean of vet med uh we're also there to talk about um accreditation some of their things that uh for the shelter program that accreditation requires so we had that and we also had people from uh real estate from their planning department from facilities facilities we were all in a big room together going through all these okay and is there any time have we got any time that we're looking at it just has to be done within the due diligence times 100 in july 13th so do you feel like we're making pretty good progress i do i'll i'll note that you know this the agreement says that we're looking for approvals a lot of that we're not going to get approvals on because we don't have an actual you know architectural site plan all of those type things but what we're looking for is getting approval from let's just say eh and s from uf um environmental health and safety that says we're we see no problems with what you're trying to do that's what we're but we can't we can't have a site plan unless we know how much land right we're working through that right now and um as part of the due diligence and they have said that as long as we have essentially a bubble plan showing this was the footprint of the building we don't have to have our full architectural plans this is where the building's going to sit this is where kennel's going to sit um that's all they need to give us preliminary development to give us those approvals that's all that they need for the approvals that are in there and they will sign is there any indication that we would need more than a phase one environmental we we've actually had epd go out um from our side and there is nothing that says we should okay but we haven't gotten that one back yet we keep we keep taking time from marion let's let me know that's okay it's the questions that i'm trying to get as we go through it i just wanted to clarify that yeah that's just fine thanks ken but no it's just uh okay um those are the questions let me see if county does not receive a timely submission objection from university with respect to any submission university shall be deemed not to have objected right so we would just move forward submission objections uh do we are are some of these things that we are submitting then at the um discretion of the university right so if we were to present them something that they found not to be reasonable or it went against what we were talking about in this agreement or the subsequent sublease they would be able to say hey we object to that if you're if we if we gave them something or provided them something that wasn't in line with this agreement right you know if we were going to build something besides animal services building or something like that okay that's my concern i think that it we don't really have the free reign to do what it is we want to do without having to be concerned about the uh who who we're renting from or leasing from mr chair the purposes yeah the purposes are set forth um and we work through those with staff to make sure that we could have all of the uses that we wanted in there and we were somewhat broad in what they were but um we even included the potential for having you know an animal clinic um for we wanted a like a cat cafe type of you know thing for the students so we call it an animal cafe we have more than just cats uh so we we've included you know a lot of the uses that may not even be in a first phase of a of a building um mr chair can i just include that as part of the sublease and exhibit b um section d under special conditions lists out all of the provisions you know as to what we can and can't that's all that yep okay um and i'm trying to understand no representations county understands that county's occupants on the next page over the um occupancy the sublease premises will be without representation or warranty by university of any kind we absolutely that she could represent a standard legal provision about they're not warranting making no representations of warranty for our of our work right right so it's our work it's our work okay gotcha our studies so they are due diligence period to get out okay okay and um um i don't know does that mean logo too because that was an issue i think when we had with the ecolube we couldn't get a logo are they expecting to be able to use our facility with their to advertise their program there's not been no mention of that and there's nothing in the agreement that requires us to do that okay the issue with with ecolube at the time was we actually wanted to use their name and that has a very long process in the uf policies to go through to you be able to use the uf name that was eight years ago yeah okay let's see um conservation land survey a portion of the property is conservation land that cannot be used for the intended use and instead will be excluded from a sublease premises i guess that will go back along when we're talking about the amount of land that we're going to have to use mr that wasn't it isn't included in our 10.24 okay it's originally not no it's on the north side okay okay good good now i'm these are questions i'm just asking to clarify mine they're not i'm not really challenging anything so much as to get answers okay and sublease application university will reasonably cooperate with and assist county in a connection with its efforts to obtain approval to sublease the sublease perhaps reasonably cooperate does that have any meaning one way or another to me it doesn't i feel like they're basically saying that they're not going to do the work for us but if it pertains to them and we need their their help i believe they would i mean so far in all the work that we've done with them they've been more than accommodating so any questions that we've had or if we need help getting in touch with someone they've been very reasonable is is there any okay yeah going down to the next one then um counties received of all approvals the contingencies as part of the contingencies to the sublease closing so we have to get all the approvals done before we can actually yeah so site development plans building permits all those other permits like like i said earlier though that we're not going to actually have you know a site plan approval stamp document because we're not there um but i believe what they are looking for in this language is to um be comfortable with what we're putting there um what we're going to build and the use and so we're we're seeking letters from just as an example uf eh and s that says hey we're comfortable i want them to send me a letter that says we're comfortable with you know your proposed design plan etc and that to me constitutes an approval who has who does the approvals for those they have different departments because they have just like we do like we have an epd we have a growth management they have different areas that sign off on different things um and we are um one of the things to make sure that we are moving forward within the due diligence period is we're not just submitting these things to them when we finish them they are actually at the table with us as part of the whole process we're including them on all the meetings that we're doing um so that they are they already know and we are talking through them as we're doing them that was part of the kickoff meeting mary hill and the subleases with the board trust right right right but in terms of the permits and things if they have to go through the different departments and we're going into the summer months you know where the operations of the university are not is that that's why they're at the table with us as we're okay these two i'll just say this for you the operational departments don't stop when the academic departments stop so but i did have a question will we have to go through the university committees or we we will okay that will that can slow you down this is what i've heard yeah this is because the university so we just want to make sure we get on those agendas like now as we're getting the due diligence because they do take a while to agenda things yeah we have there's there's also fdp um st johnson water management district there are a lot of others outside of uf that we also still have to work with sure no i'm i'm i'm just the reason i'm at doing flushing this out for you guys is to have you understand why i'm panicking you know because i'm just but i'm coming off the board eight years and you know um so uh now i know we'll let you know i'm not panicking so okay all right i mean i think i yeah because at the end of the day we're going to do this kind of due diligence no matter what land we sublease and what land we use to build it i mean there's a little bit of extra hoops with the university but i mean the dep we'd have to do what i mean you have to do all of those you're going to do so gotcha utility connections all of that so since that was mentioned one of the things that you'll hear at the june 2nd meeting as well um you're right those have to be done anywhere but in general um we're going to ask that the board understand that timelines we're pressing way too hard on a lot of projects and the deadlines and the timelines get set and then that's an expectation to get set and then people why are we moving in you know we we pushed the renovation of the the two motels we're pushing other renovations we're pushing the courthouse trying to get those contracts in and then when those expectations aren't met it's why aren't we in the construction industry right now it just doesn't move as quickly as it used to move um when i started my career we built elementary schools in nine months from the ground up now they're two-year projects that's just the nature yeah my son's going through a rehab right now it's a rehab that's taking over right so just just want to make sure when we set that expectation of when this will open that we're going to come back with a calendar we believe we can meet that timeline and not set a false expectation for the board to think because it's just going to because we have to go through these committees now we have to go through a lot of other stuff to get there and also the demand the labor demand in the market with the construction world what it is it's just it is what it is but we don't we want to try to reset that bar of expectation a little bit yeah yeah and i hear you i i just also want to be clear like when we for example when we use the motels that got held up not because of construction delays i mean that was that was because the state held our money and wouldn't release it and we needed the money because we couldn't do reimbursement on those grants like yeah that's a completely different reason for i mean that wasn't a reason in our control either but i think you know us understanding what's holding up projects and having the timeline we think is going to be and then us getting the good information from travis about this is holding up this project or this you know i think is important because then we were able to go have a conversation with the folks in tallahassee at the department of commerce with our lobbyists and shake that money loose or at least try to you know and i try to get in the armory right that has nothing to do with that right it is what it is i'm just i just want to reset that expectation that it just things happen like that whether i think each project has its own separate unique circumstances right we'll go through that in june um that's okay keep stealing mary hill no it's all right it's all right i'm i'm gonna clam cram it in even if it is 15 minutes um dear on 12 on page five it's talking about relationship of the parties nothing containing this agreement may be deemed to create the relationship a relationship a principal an agent or a partnership or a joint venture so partnership this is you know we're not partnering with the university right this is not a partnership mr chair that this is a term of art okay partnership and as far as working with them and in general speech is one thing but this is a partnership as in the legal partnership okay it may may deem to create the real so it's not that's what i said nothing contained it's not a legal partnership as far as um like a something that would be filed with the department of corporations i see what you're saying okay i see what you're saying okay uh time is is the essence down 16 down there time is of the essence with respect performance of each obligation i don't know what that means standard term all the days are hard okay it's not very 120 days in the 60 days i guess that's as specific as they could get there yeah and that business days when used calculation of time periods when used within the term business day means a day when the university is open for business and i guess that's the way it usually is but there may be days that it's not open if the day falls on a weekend then it just goes to the following or holiday or emergency closure or right okay and i know that means seems a little picky but i tell you it when we're talking about time um i haven't seen the site i haven't been there i mean i've been driven past it but i haven't any of any of you all walked the site have you walked it yeah um and that's when it was the swine unit i've been on it yeah yeah it's right here i used to live right down the street so yeah but i just i just had not seen it to walk it so good i'm glad you all have that check it out okay and the other question that i have then has to do with the vet school um i know you all been in in conversations with the vet school but i'm wondering what they're expecting we don't have anything written to talk about but what are their expectations of our facility so there are certain accreditation requirements for them to be able to use the facility for the students our prior shelter when the accreditation team came down to make sure that the students could use the shelter we there were some makeshift things that had to be done to meet those accreditation requirements because usually when they're bringing students in where they're doing it on the back end um knowing those accreditation requirements ahead of time allows us to build those in and some of that is um you know there needs to be a space where they can pop up some laptops and and sit down and be able to do some work um one of the other things they mentioned is maybe some locker space to put their things in while they're there there's some there's some minor things um and then there's the practical side also of space if you're going to have for example multiple students in a surgical room where it's pretty cramped now it wasn't really built for more so there are some practical things as well they're talking to us about but as part of that they have also asked us um without committing and i want to say this is without committing today um to put what the any additional costs that go with those accreditation requirements or space needs are so that we can take those to them for them to also look at on their side of the ledger and where they can assist there because they realize it is also a benefit for their students so that is something that the architect will help us with as we're going through what that programming looks like and we're currently preparing what that programming looks like from our side we're then going they give us a huge document to go through to say yes no you know how many kind of things um and we're going to provide that back to the architect then they're going to be able to come up with what does that look like on a square footage what is that um you know those what is the estimated cost and those types of things yes the process mr chair that speaking to that we're going to meet next week internally and we're going to go through the entire programming of the facility you know what what are we going to look like when we're trying to set up a um surgery suite all of those type things and then the architect's going to help us develop the actual square footage of the building instead of us saying hey we want it to be x we're going to use that information to develop that right so so we're starting with the programming and then they'll they'll create what that looks like from a size perspective we'll know what an estimate of what that cost would look like then we can say well is that a program we need for example in phase one will you know by then where you think you'll be able to site yes yes we are working through that right now okay okay the um do we then need an agreement and is the dean moving on is that we're looking for a new dean they are currently in a search right now the current dean is staying i believe through the end of the year even when um i don't actually know yeah i believe it's through the end of the year is what i was told but they are currently in a search for a new dean which year into the year this year they are yes under the year they are currently in the search for a new dean okay okay and do we need to have any kind of written agreement with them then in order for them to use our facility yes we are going to enter into a written agreement with them but we all decided that that when i say we all myself and you have to believe that that is better to be done with the new dean i just don't want that to be the tail wagging our dog that's all then i don't want the university being the tail wagging our dog um you know i don't feel like that you know we we still need the autonomy over our facility that's all um just based on you know what i've been able to witness in terms of trying to partner with the university okay now that being said uh the other part of that then travis was the um amount of time that you think going forward would be a couple of years then two years okay which means that we have a facility that's still operating right now under the current situation that it's operating so what do we need to do to support that to keep it going to the point where we can maintain stability and functionality out there without i mean it's going to take money then it's going to take staff so mr chair we have started working through um basically going piece by piece at the existing facility figure out starting with hvac and just as an example surgery suite um previously with just a dx basic household unit needs to happen outdoor air unit so we're you know those are the type of things that we're working through through the entire facility probably have a third of it done um just getting dollar figures for each one of those and then our intention was to bring it back to the board during this budget cycle here's what we um yes sir so here's what we have here's what we expect it take it takes to get it to a acceptable level um so that we can operate for the next couple of years while we construct a new one yeah that would be great because you know we need to keep the staff out there we need to keep you know the community uh involved and engaged in a way that makes it look like that we care and uh so i would ask this board to make sure you make that a priority too that when we're talking about this that is current board direction i know it is i know it is i'm just you know it putting a an exclamation exclamation board with an explanation we we have staff out there a lot uh working almost they're out there almost every day working with our explanation yeah have you got and it's the list of the the needs coming from the staff then and the people that are out there it is collective group we we need this and we you know please this is what we like to see and then also just from a functional maintenance side these are things that need to be done that's great because i know at one point i don't think you needed another washer out there yeah i think that was already out there yeah we addressed yeah we'll work on that as we speak great that'd be great all right okay well i think that's all i had and i appreciate your appreciate your time i tried to make this this see i took you guys don't see me do this very often that's okay no that's fine all right any other questions on this item looks like my notes i know i know okay we know wait wait guys there's a couple more hang on just a minute hang on i didn't get to the back part i didn't realize okay hold on that won't take me long let me just point out what i put here um veterinary education we have already talked about that um sub lessee shall have the right i'm on page this is the addendum after ken signed all the actual assembly yes yeah yeah yeah yeah okay very quickly quiet enjoyment and right of use what does that mean sub lessee shall have the right of ingress and egress what is quiet in enjoyment and right of use mean you can use it as intended but so um mr chair that is the um that's a standard provision quite enjoyment means that they should not be interfering with our rights to use the property as intended okay okay great okay they kill it will gators park during gator games i'll tell you what during those games you know well you know the the fireworks going off with them they score touchdowns may be a real issue too um okay on the next page i'm trying to go quiz sub lessee shall give sub lesser a reasonable notice of application for and receipt of any state federal or local permits uh who's responsible for getting those permits is that us we get the permits and then we have to share them with the the university that's correct okay and um down a little bit more the approved land use plan shall provide the basic guidance for all management activities can be reviewed jointly by sub lessee and sub lessor so we need to work with them in tandem in order to get all of these leads we do as we work through it they we have to run as we go through design it has to meet their uh master campus plan as well okay this is that was another thing that was kind of bugging me but okay um and then it says the sub lessee shall submit an updated land use plan at least every 10 years we we do that that that that's goes along with the campus master plan they bring to us periodically as well the updated campus master plan to me this looks like it's actually the land itself if you look up a little higher it talks about the management of exotic species so it's more talking about the actual ground and like us making sure it doesn't get a bunch of invasive species on it or that we're not cutting down a tree we were told we weren't supposed to or whatever it sounds like because they they right they have a committee they have a committee for regulations as well so it's a lot like us in terms of like once there's a once there's a preliminary development plan and a plan approved like we can't just go in and change it without asking for changes right right of inspections and um what does it mean the sublease and any assignment made either in whole this has to be assignment any assignment made either in whole or apart with the prior written consent of trustees shall be voided without legal effect we were to sublease it out right we can't we can't give our lease to somebody else without our their approval that's that's what i thought i was reading too no trees other than non-native i knew you would like that so uh placement placement removal of equipment shall require the prior written approval of sublessor as to purpose location and design oh that's not what i want to say to you never mind um time is expressly declared to be the essence of this sublease again uh what does that mean uh we talked about that already well it's a 99 year how long is lily well 50 years and time of the essence is really a legal term of art it just says if you know what your rights are you can't sit back and not do anything and delay and then expect something and so they have the right to audit our records at any time yes right about it it's got to log into the meeting that Todd presents it okay so if sublease may be terminated by sublessor should sublease fail to allow public access to all documents papers letters or other materials made and received in conjunction with the sublease um i guess there's that's all public records i was gonna say they're all they're all public records that's that's not an issue okay um sublease okay property of condition sublease is in as is condition with sublessor assuming no responsibility for bidding contracting permitting so that's just as is after they've repurposed it that done they're they're responsible for removing and remediating from the swine unit um but they're not going to be responsible for other it says assumes no liability obligation they're not liable for any condition that we other condition fine on the property that's what our due diligence is for they're presenting it to us as is that says that which is why we're doing like a phase one environmental all of those type things because they're saying we're going to come in we're going to demo the existing units um that's on site and after that they're not they're not doing any kind of reclamation in order in terms of the they're going to fill in the ponds right um the waste ponds that are on site and they're going to demo the actual structures that are on site but outside of that that that that is the extent of their work and so we're not going to um are we looking for environmental i mean looking at the property because i know that was one of the concerns that we had we are now okay okay we're doing that now as you know if there's a problem with it then what are we then in charge of having to get it well it depends it's a paragraph 24 if anything comes up then we can ask for more time to do the second thing correct okay that's well that's that's what i'm concerned was that there might be some and we can ultimately i mean if we found something that was non-suitable for our use then we get back out of them correct i have that hundred right right okay so let's see sub lessee shall not generate store produce treat release or discharge any contaminants pollutants or pollutions including but not limited hazardous or toxic substance chemicals and our agents are we polluting by you know cleaning those we would we would not okay all right so that's not we would be subject to those things on our own properties okay we wouldn't be yeah those are all states okay i didn't know how how particular they would be okay the rest of it guys is just the initial what i would say is we we have till july and then september if you want to plenty of time to go through and come up legal or traffic okay well i guess okay just a question game days traffic regulation um nothing contained to limit or restrict the right of sub lesser to regulate or modify the use of roads streets parkways driveways parking areas or other vehicular in the area of sublease properties so i'm trying to read this too fast i'm on i'm on the one right next to the last there and we're talking about game days in terms of traffic and roads and all of that over there um nothing contained the sublease agreement may be construed to limit or restrict the right of the sub lesser to regulate or modify the use of road streets thank you i'm like h1 i'm sorry it's i'm sorry yeah well because i'm trying to finish up your tongue i'm just i'm just again traffic is an issue over there on that edge by the by the school so there are um uh typically seven home games per calendar year so they do sometimes they well they do modify traffic patterns um and i think they're just giving themselves the ability to modify the traffic pattern on that road during one of those seven home game days if necessary this actually does say in the area of and on sublease properties i do i mean i do think she's right out on this one actually we should get clarification of that because it basically says that we are still we're waiving our rights to manage the parking areas and the roads on our own property on the property we're leasing we'll we'll verify because that could well obviously the use of roads in and in and on the southeast properties and i've been at the vet school on those days where they have rv they do tailgating yeah all around there i mean it would just be worth it to clarify because we will need those parking areas for our operation operation of the shelters though we can have county uh adopted dog tailgate events that's exactly right and the only other question then too you can park here if you take an animal home if our if our building is if we end up if we end up coming off this property or even at the end of all the lease does the build that the building stays there right the building that we built will stay on the property if for some reason something happens that we lose the lease yes okay all right okay all right any other questions on this item let me open up for the public is there anyone from the public let's just speak to this item let me bring it back to the board i'm sure we're done with this item we have time too though well my concern too is that you know we put a big what 30 million what is it 30 million we're going to put into that if it's their building and um but we i believe that if with a 99 year lease and i'm doing this from memory so you know one of you all will correct me if i'm wrong silvia or travis but it's a 99 year lease and they if we're doing what we're supposed to be doing they don't get to terminate the lease or it's however long the lease is it's not 99 it's 30 no 30 years it's 30 years it's the life of the building it's the useful life of the building yeah and they don't get to just terminate it if we're doing what we're supposed to be doing we can walk away it's the term they have with the state and then our election we can renew that as long as their term is renewed not at their university as long as we're doing what we're supposed to under the lease it's our our right to renew it nothing else 30 years um and then we we have an option for a first extension through 2073 as long as we give them a 12 to 24 month notice and then the uf's underlying lease um can be extended through january 2073 as well and then it gives another option for extension through 2086 so it follows basically the state okay all right uh closing comments public comments is there anyone from the public to address this board on anything that we have not discussed once or twice okay back to commission account got anything mary uh well there was the um uh lunches and dinners at the jail today and tomorrow and i thought staff was going to coordinate something and i just talked to shan she didn't know anything about it does anybody have any plans going to be there at noon tomorrow for a short period you're you're planning your it's on your calendar my calendar did you figure that out or did staff do it for you someone they gave me three options and i was told by you that i had to pick one okay which one did you pick i didn't know i never got anything i was waiting on them to tell me so if you could take mine tomorrow it would help because i'm i'm doing the library groundbreaking and then i i'm doing the library groundbreaking too are you all going to go to the life because i'm not going to go under the animal shelter in the morning they're having a big event you can take it tomorrow for me if you once at noon okay or just get with shannon it's on my calendar all right and if you do that one then i won't i'll do the one tonight okay that works okay that's perfect all right that actually helps a lot yeah okay yeah i'll do the one tomorrow got anything else mary that's all i have you have anything mary helen you got anything so um i attended i have one thing i attended the azalea trails neighborhood meeting last night um and there was some discussion about the legacy project i told that then that was coming back to us in june i thought um one thing that came up though is that there is a semi-truck that has decided that our property is a good truck stop and could we get someone out there to ask them to yeah i'm sure missy's listening but i'll make sure we yeah and it's apparently been parking there and then another semi-truck is joining they're trying to we need to i don't want to say secure the property with a fence but if there's people parking on it overnight it's a concern we right and i we had talked about putting no trespassing signs out there as well so i'll make sure that we that would be great i also talked to ramon earlier about you know this is our right away and this area has got a lot of attention coming to it over the next year and um i would ask that we just make sure that it's being mowed regularly and the trash is being picked up school just got out and so it looks really bad and so i told him i'd bring that up today and i already talked to ramon and then they have requested no littering signs on that southeast 15th street you know behind lincoln and in front of our property our 13 and a half acres i know that's hard to enforce but if we have a sign shop if we don't if there's no objection i'd like to ask that we put up some no littering signs on that corridor because the whole neighborhood walks what they do is they leave azalea trails they walk down south west 15th and they take a left and they go around the school come back and so they're kind of watching our property for us which is nice but if this is a development style i just want us to treat it that way does anybody object to no littering signs on that road no no not at all where no on you mean on 15th on our road behind lincoln on our property behind lincoln and in front of our property just in that area just in that area yeah that's it that's all i had has there been any progress on that property any it's come back to us in june okay so we will recon we have a meeting at 1 30 um two big items to address and we'll see you all in an hour