everybody this is jonathan hopkins map administrator it's 1 32 pm and good afternoon to everybody the board members and members of the community thank you for joining for our october 30th board workshop on performance dashboard best practices today's meeting is part of our initiative to share peer spotlights from around the country on key topics for the oversight board so the board can make recommendations informed by a range of practices today's presentation is possible thanks to the work of the performance metrics and evaluation team which includes neil lynn my trend tiffany roe marlene bruneau and with assistance of carol munamera presenting today is the lead in this research evaluation project tiffany roe i'll turn it over to her shortly with the team's research findings after she presents we will open the floor to questions and comments from the board which will help inform our team's next steps in developing our next generation performance dashboard so with that tiffany it's all yours good afternoon members of the board my name is tiffany roe program project coordinator thank you for joining today today i'll share findings from our research on 18 paratransportation measures we reviewed how these programs report progress and performance to the public and how their practices can inform maps public dashboard and formal reporting to frame our discussion here's a brief overview of today's agenda we'll begin with our current public dashboard then review the peer measures we researched and the six key insights from that review from there we'll take a closer look at three peer programs review a conceptual design for maps dashboard and close with questions and discussion we ask that you hold your feedback and questions until the end of the presentation with that let's begin with where we are today this is our current public dashboard it offers a project level view of transportation search surtax projects from 2019 through 2031 residents can search by address project name or id and filter by project type and phase residents can also filter projects by municipal and commission district boundaries selecting a project displays its description location phase fiscal year of award and total surtax funding with that baseline in mind we looked at how peer programs across the country report their progress we reviewed 18 voter approved transportation measures across nine states ranging from los angeles county's 120 billion dollar measure m to seattle's 930 million dollar levy of these 18 we'll look at five measures and more detail later in the presentation santa clinton power santa clara county and nashville serve as dashboard examples within the key insights and seattle phoenix and columbus are the peer spotlights across these programs six key insights emerge consistently here they are at a glance organize around the voter promise lead with a map budget versus spending transparency list targets and show progress show outputs and impact separately and build layers of detail the first insight starts with the foundation of any surtax program the voter promise organizing the dashboard around the voter promise means structuring it by the same categories listed in the ballot language this allows residents to trace surtax dollars directly to the commitments approved by voters santa clara county's measure b is an example the measure b dashboard is organized entirely by the measures ballot categories such as local streets and roads bicycle and pedestrian projects and transit operations so each investment is presented within the commitment it supports once the dashboard reflects what was promised the next consideration is to help residents see where those investments are taking place leading with a map can address that directly an interactive map allows residents to view projects by location such as their neighborhood or district and connect the program to the places they know nashville's choose how you move program is an example residents select a planning area or council district and the map displays capital investments to date with layers for traffic signals sidewalks complete streets and transit service upgrades beyond where investments are located it's equally important to show how program funds are being managed that's the focus of budget versus spending transparency which presents budgeted amounts alongside actual spending over the life of the program the move seattle levy is an example for each program area the dashboard compares spending to date against the levy's total budget and an annual spending chart that shows the pace of investment over time while financial reporting shows how funds are spent targets show what those funds are intended to achieve listing targets and showing progress puts each result next to an established goal such as miles of sidewalk built signals upgraded or bridges rehabilitated a target gives each number context that it wouldn't have on its own it shows whether project delivery is ahead of schedule on track or behind sets clear expectations for what the program will achieve and allows progress to be measured consistently over time seattle's dashboard is an example each deliverable shows the number of projects planned next to the number completed with the status indicator of exceeded met or behind plan tracking targets shows what has been delivered the next insight distinguishes that delivery from the difference it makes showing outputs and impacts separately makes that distinction clear outputs measure what was delivered impacts measure how the system changes as a result of layered investments for transit an output could be the number of bus stops and shelters improved and the related impact would be increased boardings at those stops for signals an output could be the number of signals upgraded with adaptive adaptive control and the related impact would be minutes saved during peak travel times on key corridors outputs are typically available sooner while impacts are measured over a longer period reporting reporting them separately provides a clear view of both with this range of information available the final insight focuses on how it's organized and accessed building layers of detail guides residents from a high-level overview to individual projects a summary page can show headline numbers and a map category pages can let residents explore by project type individual project pages can provide details on each project and progress and performance reports can provide a full view of how the program is progressing over time the key is an easy path between those layers residents should be able to move from the overview to the level of detail they need in just a few clicks without searching across separate sites or documents to see some of these insights in action the next section of the presentation covers the pair three pair spotlights we'll now take a closer look at three pair programs and how their public reporting reflects the key insights first seattle the move seattle levy approved in 2015 was a nine-year 930 million dollar property tax levy led by the city seattle is highlighted for reporting outputs and impacts separately second phoenix transportation 2050 or also known as t 2050 also approved in 2015 is a 35 year 16.5 billion dollar program led by the city of the peers reviewed phoenix is the most comparable to map given its similar scale long-term sales tax and multimodal mix phoenix is highlighted microcos is a $νε Trump holding upgrade from the system in 2016 that are required to make sure that it Kubica ός reading their leurs scores help from我zelf edward preparing story maps with detail reporting third columbus next linked us approved in 2024 is an 8 billion dollar program with no end date led by the central ohio transit authority also known as coda columbus is highlighted for its program snapshot and progress reports we'll begin with seattle seattle's reporting dashboard focuses on outputs deliverables are organized into tabs that match the levy's categories safe routes maintenance and repair and congestion relief each deliverable shows its target alongside what was completed each quarter with a status indicator of exceeded met or behind plan to complement that view seattle tracks the impacts of those investments in a separate dashboard seattle's impacts dashboard called moving the needle lists the goal for each impact and groups them under city values such as safety and mobility each goal is rated as achieved near target or below target while longer term goals such as eliminating traffic fatalities by 2030 are monitored over time the dashboard also includes safety data and resident survey results such as how safe people feel walking and biking seattle then brings this information together in its annual report seattle's annual report provides more detail on the information published in the dashboards it covers each levy deliverable from 2016 through 2025 organized by program and places the original 2015 ordinance goal next to the cumulative total delivered along with the status of each goal the annual report refers readers to the reporting dashboard for quarterly progress updates while the report itself serves as a cumulative annual record phoenix takes a different approach presenting its program through a narrative experience phoenix presents t 2050 through a story-based website instead of a traditional dashboard a menu at the top links to progress light rail bus streets and bike lanes each section opens with the headline number such as the goal of adding 1080 miles of bike lanes by 2050 followed by a short description photos maps icons and animated counters make the information easy to scan and bilingual progress reports are linked under progress for those who want more detail behind that public facing experience phoenix maintains detailed formal reporting its annual progress report is organized by bus high capacity transit and streets it presents each year's accomplishments alongside cumulative totals since 2016 and a five-year work plan and compares projected in actual revenue as well as budgeted in actual spending phoenix also publishes a long-term performance metrics report every five years this report evaluates progress toward the program's 35 year goals using ridership crash and resident satisfaction data and identifies whether each goal is below approaching or at target the final peer spotlight columbus offers an example from a more recently approved program columbus presents link us through a one screen program snapshot tiles at the top show figures such as service hours added new bus operators and lines with improved frequency bikeways sidewalk and trail miles are tracked as programs in design and in construction quarterly sales tax received is displayed next to dollars spent or committed and each rapid transit corridor appears on a milestone timeline that snapshot is supported by a consistent schedule of progress reports link us progress reports are published three times a year in january may and september to align with service changes implemented by the central ohio transit authority each report opens with an update on progress toward the goal of 45 percent more bus service along with the list of recent accomplishments following that each program area has its own section with maps renderings and project updates before turning to maps performance metrics dashboard concept here's a brief recap of the six key insights organized around the voter promise lead with the map budget versus spending transparency list targets and show progress show outputs and impacts separately and build layers of detail together these practices connect the voter promise to measurable results showing residents where surtax dollars are invested how they are spent and what they deliver building on these insights here's an early concept of how they could come together in maps dashboard the figures shown are sample data each numbered section reflects one of the six key insights across the top section one would show maps ballot language categories each category would have its own tile showing projects completed and planned so residents could see progress on each commitment at a glance moving to section two on the left the project map would show where investments are located residents could search by city or commission district to see projects in their community to the right in section three budget versus spending which show the surtax collected budgeted and spent both in total and by category along the bottom starting on the left with section four section four progress bars would track key targets such as sidewalks built and signals upgraded in the center section five would place outputs next to impacts showing what was built alongside the difference it made such as signals upgraded and minutes saved on key corridors finally on the right section six we'll provide layers of detail with links from this overview to category pages project details and the annual report that concludes my presentation thank you we're happy to answer any questions thank you so much tiffany and for everybody's work on that so really this is our moment to just have a discussion with board members and get input i'll share um a few questions and just leave it open uh and at the end we'll come to each of you to see if you have anything to add but i have about four or five questions to ask just to guide it a little bit discussion you know so the first off is based on what you saw um what stands out and what stands out is exceptionally important to each of you happy to dive in um i thought the presentation by the way is excellent it was great to see how you're measuring it um across these different states but uh what what jumped out was the way they were trying to clock everything based on voter promise um and i am curious about something else as well um some of the other things that i'm hoping in when we do ours we can measure that may not have been necessarily a part of our voter promise but still um could add value um based on the work that's being done things like safety and economic development and how we could add some of those metrics um outside of just pure voter promise is there room for that would be my question uh chanthia uh pennant wallace if on that we are collecting data recommendations both by looking at peers but also from our own team to look at those impacts so yes there will be data points beyond the ones that were in the promise in the impact section that's the that's the current direction that we're going i have a question is the purpose of this exercise to help us design our own system uh is that the purpose of the of the exercise you've been going through i think for us the goal is to always look at peers not every city has a large revenue source like this dedicated to making major impactful change and so it's really important for us to look at those peers but we also think it's important to share our peer insights with the oversight board so that all of you come from the similar place of being highly informed because everybody's on the oversight board based on a technical skill that goes really deep and so we're trying to share best practices from across the country that we can find that are related to transportation and transportation projects uh to marry that up with your own areas of expertise in the best way possible so yes it's just trying to inform directions so that um you can see what's been done before well that influence right now we have a system in place that has a lot of commonalities are we going to tweak our system based on what you learn from this our intent is to do best practices wherever we find them so our current dashboard is a part of what a long-term best practice looks like but it's missing a couple pieces so we're hoping to build that out like hoping is not the right word we're building that out you know over the coming months and couple years depending on you know different features and components to our question relative to the selection of the peer group that we're looking at i mean what was the criteria that were used by staff to pick those individual projects the research included all of the transportation measures that are currently active throughout the country and to add to that what we've done to look at our peers i think our peers come into three categories there's peers that are geographically like florida peers there's peers that are similar size to us and then there's peers that have voter approved initiatives and those voter approved initiatives usually range in the billions of dollars so what we have done is we have a tracking list of all the active voter approved measures and they are appears and as tiffany mentioned phoenix is a perfect example because they have almost all the same categories um they're trying they're doing light rail brt regular bus service multimodal road and bridge improvements lighting improvements traffic signal synchronization they have essentially all the same categories they just call it different things sometimes so we looked at all of those brings up as you're describing phoenix uh and comparing that to broward there are a number of transportation elements in that we as a group or as body or as a program are tracking which we some of which we have no power over you know such as coastal link or uh projects or uh tri-rail as an example how do you factor those entities into your success or non-success um so i think that comes down to the categories right so there's there's really three different categories of information that can be in a dashboard there's project level information and that's just going to only track projects that have surtax money going into them so that's limited to things that we can control the second category is a roll-up of outputs and that is also a measure of what's been built with surtax money but it's a 30-year program so you know you have to be able to zoom out and look at the whole forest not just one tree a tree as a project zoom out and look at the whole forest and so if we have 50 sidewalk projects uh that that outputs measure is like how many miles of sidewalks did you build how many miles of roads did you resurface how many traffic lights um got synchronized how many street lights got added um so those are outputs they're direct things that we have impact on and the third category which is impacts you're right we don't have control over all of the impacts the other two categories we're measuring just things we have control over for the most part the impacts is recognizing that we are affecting in a major way a large you know major county transportation system and that um that that we do have an impact on the outcomes but we don't have control nevertheless if our goal is to make a safer system a higher capacity system a system that moves people more reliably or one that underwrites better economic development or people's affordability then we have to measure those things so because the measurement of the impacts helps our leaders our oversight board and our policy decision makers make decisions to turn the dials on on whatever is you know not meeting their expectations based on outcomes that are a result of our systemic impacts and that that does follow best practice we saw from seattle and a couple other places um of of just measuring impacts ray did you have something yeah i just wanted to um i think i just i was overwhelmed how amazing this presentation was honestly um since i've got here i i've really struggled understanding what we're doing and this is someone who i've always trying to be in the weeds in these issues and at the micro level i can see what we're doing but at the macro level it's hard to understand our impact and i mean this this honestly feels like the rosetta stone this seems like it will be able to create uh um just a base language that we can reference ourselves and staff can reference and advocates and i think elected officials will find the shows incredibly efficient and effective and and i just i think it's such a powerful tool i think you guys did such a good job honestly um i'm yeah i just love it all thank you vice chair oh thanks um i thought the presentation was excellent also thank you very much and i appreciate the work you've done to compare to peers because we don't always know what's going on um across the country very helpful my question is we've uh map has done a lot already with our dashboards and there was a new dashboard presented relatively recently do we think we'll be able to use what we have already created or is this a brand new platform that will have to be built the work that we've already put into those is going to be helpful um ultimately to bring everything together with the the complexity that we just demonstrated in that mock-up um can require a lot of back-end work and so we anticipate that the existing project dashboard you know that is a solid solid tool and so we anticipate that one carrying on as we roll out improvements to the you know build out the other segments that we don't you know currently have publicly available so the work that went into those that those prior elements will carry on into this um but we you know some of the largest some of those complex pieces of the work is setting up the data to come through in a continue continuously inconsistent way um because not all of the sources of data were established at the outset of the program so then you have to record retroactively um assess it and make sure it's it's valid thank you um go ahead i mean first of all i want to thank uh for all the research you know has been done and this is like looking at uh you know 10 different uh organizations with similar missions but set up all in different part of you know time and and purposes uh but have they all have you know similar you know goal uh whether it's infrastructure or transportation or traffic congestions or traffic congestions you know so forth um i think it was very helpful for us and also for the community uh broward county um after five years um you know where we are how do we compare um icma has a benchmarking you know institute which has member cities are able to you know compare themselves for benchmarking for benchmarking purposes and performances and and so forth and obviously this we only have maybe in total 15 20 um similar initiatives organizations but same time uh fewer sometimes helps us to spend time and learn you know what worked and what didn't and then you learn from our uh experiences and successes and successes and and mistakes i think it was a great opener and timely and helpful and uh hopefully we'll continue to receive similar um input um or in a in a workshop setting or or some kind of a uh online you know data information is uh provided especially for the citizens you know for them to see and and how we are doing and and and how other well-known you know cities counties around the state around the county you know handling these uh missions and tasks and these are all long-term it's not like one or two years three years and you know results and achievement it's all is going in in the end probably 20 years plus in some cases no end you know open and so i'm very much impressed and also you know pleased with what's presented to you thank you ardal and i i was remiss in not mentioning and welcoming our board member in the role of accounting uh ken ortner who is joining us from europe it's not where he lives but he's on vacation but of course dashboards is going to be the highlight of his visit to i think france um and so uh mr ortner is there anything you have to add and then i'll have one more question first of all i found the presentation to be excellent and it's really helping me get my try to get a handle on what are our uh purposes and how we're going to present it to the public so and i welcome this thank you welcome mr ortner and then uh for everyone another question of all the things that we shared is there anything that felt like it was missing one i guess question is communications you know administration and communication you know uh among staff organization and and and also you know uh um citizenry um and uh of course you know we all have open you know meetings recorded and uh everything we have is available later on but one of the things you know we have been discussing about um you know how often the board meets whether it's regular meetings or you know or workshops or or subcommittees you know have have you done anything along those lines uh information to share with us i we did not plan for this question but um some some areas they were hoping to explore with the oversight board in december uh do kind of mirror these dashboards and mirror actually also what we're doing today and just just for the board's input not ideally not today but more so in december is you know if we have six meetings scheduled for this year sorry for yeah for this coming calendar year and our what we are going to propose is organizing those around the voter promise as well there are seven categories of investments in the ballot measure so some of these components would be combined but presenting um based on the categories in the ballot measure when we have those meetings doing peer spotlights of best practices or other practices from around the country in the topic of the day um proposing giving out awards to city and county projects that best achieve the mission as outlined in the topic of the day based on the ballot ballot measure promise uh sharing with the oversight board how we're doing based on the data within the topic of the day and then showcasing the agencies giving giving updates on what they've done and what's ahead um so there's just that general proposal is is very much in line with organize around the voter promise and then allow us to be focused because this is a very very big program so if we if we don't focus on the voter promise then we can um we it's it's easy to to cover well it's just easy to get lost in the whole breadth of the program so that is some information that we will share one-on-one when we do pre-meets for december and then we can talk about and shape and that's just our initial draft idea and you guys can reshape that however you want well the other piece of the work is the status of our performance audit uh i think we had been told that they probably have some kind of response or status report in our next meeting in december uh i think you've got to consider what comes out of the performance audit uh before we set in stone uh the data analysis here we agree and that's we're um we have not gotten final confirmation from the auditor of certainty that they'll be 100 complete by our december meeting but we're trying to work very hard with them to give ourselves the best shot of that being available there and we so we think it's a perfect time bringing together the audit results and then marrying it with any recommendations we have to shape the year ahead um so 100 agreed one question about timeline i i might have missed it in the beginning and of course no rush because i understand how difficult this building this um the layers of systems is but is this something we would expect to have published by 2027 or a little later um we do not have a final project timeline for this uh to we will not have a version of this with all the bells and whistles in calendar year 2027. our goal is to get to a minimum viable product like all technology rollouts get to a minimum viable product or you know almost like a pilot version of this that includes a limited set of data initially possibly with just one department of data and get the proof of concept down refine it with public feedback and oversight board feedback and then use that minimum viable product and the feedback to build out the rest of the breadth of the dashboard and then there's going to be a parking lot of a bunch of different features that everybody wants but that's going to take you know one or two or three years to do not just a couple months right like any technology rollout you just have a backlog you have the stuff you can get out in an mvp and then you have a backlog and you take the top priority thing and you just keep on adding features as time goes by and so we're trying to take that standardized technology rollout process uh to this and so our intent today was to show you an aspirational model and mock-up to get impressions so it can help guide our direction as we roll out that mvp and prioritize the features that are a part of um future uh dashboard improvements so cool watch out jonathan i feel like others other counties might be poaching that stuff once this is let's sign these agreements now lock them down well i tell you jonathan i'm very very impressed with this whole your your strategic approach on this um and i i keep thinking that we could roll the clock back a little bit you know because when we all started we really had no clue but just having this peer-to-peer comparison is tremendous because now we we we don't have to you know build everything from scratch not knowing what which direction to go this really provides um some clarity in terms of our roadmap and and um you know where we should be thinking we want to go um and the only thing as i mentioned in my earlier um um question or the comments was um looking at um and of course that might be a conversation down the line looking at some of the added value impact um stories that we can tell because i know that if you're looking just only on voter promise there are some things that might be missing uh safety is one of those things that i know and we have talked about it before that we we won't really track and there's some limitations to that but if there is a way for us to celebrate safety improvement in any way then we should be doing that if there's a way for us to celebrate the job impact um that is very easily relatable to the everyday man on the street you know they may not necessarily get um the full picture of the impact from a traffic perspective but you know how many jobs are created how many new business some of some and i know because of the 30 percent we we can highlight some of that um and that's some of what i would be looking for job creations job creation across the county and by various cities if those are some of the things not necessarily a voter promise per se but certainly some added value that comes with the expenditure of this amount of money and the taking off on that i would assume the progress we've made with minority businesses and stuff like that needs to be an element of this report which was not in any of the others that i saw so i'm a little unclear where we're going but the more we talk about it i guess what we've done is going out and see what everyone's doing and trying to make sure that as we report on the first five or six years we have the right direction for is that correct jonathan yes and i think to the point that chair pennant wallace made the i we can put the dashboard back up or the slide back up again um you'll see that there's seven categories that were promised in the voter approved initiative um and then i don't know if katia can get the slide up oh okay just i'm looking at the wrong page uh uh so you see on the right hand side of it it says cbe participation um that's that's just one metric so we're thinking of there's seven voter approved categories and then in subsequent goal setting uh efforts by the county commission and by the oversight board we've sometimes grouped the voter promises into smaller number of categories so it did get grouped into about five categories and one of those was economic impact um so we are thinking of this as when we showed the the voter promise we're actually thinking voter promise plus economic impact um for some uh output uh statistics but then on the impact statistics uh jobs there could be jobs created by the actual projects that are funded so direct jobs and then there's indirect jobs and then there's also job growth overall in the county that's more of a system impact um that has that might be that's going to be affected by what we do but it's not you know we're only one factor so uh i think that's we think that's a really good point and we'll i think there's some additional ways beyond this dashboard of how we can tell that story one last thing to say on that is this performance metrics and evaluation team has put this all together in just a matter of weeks um there's really a two-part to this like they're gathering data putting on dashboards but also our comms team leveraging that information and making sure people hear about it it's really a two-step dance um but they are they have to be joined at the hip um and and one gets the data and the other tells the story along those lines i assume we're going to be showing somewhere how the penny has grown by matching funds correct we would expect to do that through leverage yes yes that's a good one because i didn't see was that in any of these other states it was not in anything that we showed but it would fall under the category of financial performance and this is why these conversations are so helpful it just reminds us of all the different things not to leave out yeah because i think that is important obviously i think the basis is what did we promise the voters and what are they getting but the the growth of jobs and the minority job growth of the tax the investment that we've done has got to be an important thing that i think should be highlighted that i didn't see here so we could are there any other comments that board members have um about anything that you thought was extra important or anything that was missing um is there anything that anybody has to add i do um i know that again not not necessarily a board of a voter promise but the flooding issues um that we have here in south florida it's kind of unique to us on some level i think and um i i would you know and we've talked about this in the past i don't know if there's a way and i might be getting in the weeds too much but how some of the road improvement may have mitigated um flooding crisis or potential flooding crisis or future funding flooding crisis in our county i think would be uh interesting to see absolutely anyone else okay hearing last chance last chance anybody with an additional comment recommendation what i think we're hearing is a general concurrence in the generalized direction that we're going with this um we'll continue to bring forward as they become available addition iterations of the additional iterations of this and work to marry it with the lessons learned from the auditor's report that we hope to have on december 10th um the last thing i just there's really two really important groups to thank um in all of this one is all of you for your volunteer time to help guide us with wisdom and insight and so thank you thank you thank you so much for your time and i have to do that second group is this um performance metrics and evaluation team my neil tiffany marlene who's not out front the finance team that contributes data to this as well carol munamara who brings a bunch of technological insights from our time at our technology department of the county and the whole rest of the team this has been put together in just a small number of weeks based on their expertise and i just get to talk about it so thanks to everybody for for putting that all together and all of all of your time supporting this thank you jonathan let's not leave you out because you have the good wisdom to understand how important it was for us to look at our peers and to continue to always do that um that's really important we hope to keep that a core of what we do throughout all of our projects not just dashboards so thank you jonathan do we have time for a question independent of this we are not at time yet so sure well kane i know we had this third amendment but apparently i had was under the assumption that cities could go come in and ask for projects for funding and i i was told oh they can't do that anymore if it's not maintenance is that true we're we're completing the projects that have already been um awarded to cities the major capital projects and so because that long tail of projects is still ongoing there's a much smaller bucket of money that gets distributed to cities on a formula basis based on centerline miles and that um that amount of money is not always a large amount depending on how big your city is and so we are we're in a stage of just basically trying to clear the backlog of major capital projects that have already been awarded because they were awarded and so those projects are programmed through 2032 i would find that a little disturbing if we've got a 30-year project and only six or seven years in it we're now saying oh cities you either agreed to or somebody did that we're only going to maintain what we have and we're not going to entertain anything else from that to me is is uh yeah not right to be clear about it in past years these pro these program projects got programmed for future years because it took multiple years of planning and design and then construction and so cities are getting the the dedicated share of the surtax that has always gone to them but the the situation is these projects were not shovel ready and so we had a large number of projects programmed in the beginning we can go into greater detail in it we can uh do one-on-ones and go into this greater detail and talk about it more in december if we need to uh we can come prepared with information well i wanted to bring it up because it certainly bothered me and now we have most of the board here i wanted them to i mean i was a shock for the cities telling me oh we can't we can't request another project all we can do is ask for money for maintenance and i'm going and then i'm going well wait a minute we're trying to put a whole transportation system here and now we're switching over to just maintaining what we have something doesn't make sense right this came out of yeah uh the third amendment so to be really clear the pace of city projects is the same as it's always been of new city projects being deployed and nathaniel will give an answer right after this and the third amendment um imagine you turn your volume up a little bit and the third and the third amendment imagined this that we would keep completing the projects that were already programmed and there would be phases in the future where additional municipal projects could be awarded but basically the municipal share of the surtax has already was already encumbered and covered might not be technically the right term but was already um the budget was assigned previous to this year and in the five-year plan so we have that budget assigned all the way out to 2031 and next year you'll see 2032 so those projects are moving forward at the exact same rate approximately the same rate as they have every year before it's not declining it's not going up on average it's staying at around 10 percent it's just that we budgeted a backlog many years ago and planned many years in the future so now those cities are executing those i won't take any more of everybody's time but i'll get i'd like to get meet with you and understand that before we i don't understand what the third amendment did i don't to the limiting what the cities can do for new projects i just don't understand it so it's basically we're not accepting new major capital projects at this time because all of the money is spoken for to complete the major capital all the money for the next 30 years no no no no no no just through the five-year plan just through 2031 and there will be more major capital projects for cities added in the future potentially after 2030 in 2032 and after but that is based on further agreement between administration and then we consult the bccma um well i understand that if the city brings forth the project it's not going to happen for six years because you've got every you go do it every five year rolling over correct so they if they bring a project to you it's going to be five years or six years out right or that is that not true either and that's consistent with how it has been too right projects got awarded because they weren't because they weren't shovel ready and so um so we can consult directly with you and with the rest of the board members and follow up and broadly in detail when we have the information that can present this information easy when is our next meeting we're together december 10th well i'll get with you before then absolutely talk about that thank you um with that it appears that we're complete i assume there's no other nathaniel did you want to add something um yes thank you jonathan uh mr coolman just to be very clear uh the third amendment includes the items specifically requested from the cities it is not funding on an annual basis just for existing maintenance and repair they specifically requested and this was all of the cities who voted unanimously through the bccma as well as at their city commissions that they wanted to be able to supplement uh existing r&m budgets that exist that exist in their cities so this is providing them with the ability to perform additional sidewalk repair and replacement and upgrades for ada addressing crosswalks milling and resurfacing of roads and again these were the things that the cities specifically requested these were not suggestions or anything that the county uh put forward as a proposal it was what the cities were specifically looking for they still do have the ability to seek funding when they have larger capital projects and are receiving outside funds from the state or feds which happened in 2026 pursuant to the third amendment and is happening again in fiscal 27 pursuant to the third amendment after we are finished with the current five-year cycle that takes us out through 2032 uh the funds are going to be divided in a different way than they currently are being divided because we still have all of those as jonathan mentioned long tails on earlier projects that are being funded through conclusion uh there will be additional capital projects that will be funded to the cities and we even have currently a process whereby if there are funds that are not being expended through either the maintenance or excuse me the supplemental rehab and maintenance and the supplemental project capital projects through the grant match program that the cities through the bccma have the ability to use those leftover funds for additional capital projects so i think you've gotten partial information but the most important part at least in my view is these were things specifically requested by the cities i understand that i don't necessarily agree that the city did the right thing okay number one number two i think we need a spreadsheet that says okay here's all this money long term i'd like to see a spreadsheet of what he committed to we we will meet one-on-one uh mr coleman and we can go through that i was already plotting it in my head as well so um i mean we can go through that i'm a little it's a little scary what i'm hearing is oh well we we committed all this money we don't know how much we're going to have left well that's a way to run a job no no no that's actually not what's happening they're getting the same amount of money as going to the cities as i'm not even talking about what they're getting i'm just talking about doesn't something's not that isn't clear to me in a really quick we have enough funds to do everything we were committed to do in in a really quick sentence it's because the projects were planned out in advance as we have to do in a five-year plan and in order to add more projects we have to clear the backlog of previous projects that have been programmed and so once we get close to clearing that there is the potential to add more but we can't add more until we clear it is the simplest and then the the agreement between us and the cities is for us to consult the bccma to devise the methodology in which additional capital projects were being added the old method of assigning municipal capital projects and ranking them has has been we've departed from that old system at the city's request and so we just have to clear that backlog before we can devise a new system and add more the bottom line is there's just a backlog and the amount of funding to the cities as a proportion of the surtax is consistent um remains consistent so but we can explain with the spreadsheet after that in person okay absolutely i'll try to get a hold of you both of you i guess or you guys get a hold of me until yeah roy roy will set something up all right awesome thank you everybody have a wonderful afternoon thanks everybody thank you thank you thank you have a great weekend you too