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WAKE COUNTY MEETING: [live captioner standing by]  >> Good afternoon,
everyone.

We will call the Monday, February 20th, board of Board of Commissioners
meeting to order.

We will start with the pledge of allegiance. Please join me in standing for the
pledge of allegiance.

>> I pledge allegiance to the flag of the United States of America and to the
republic for which it

stands one nation under God indivisible with liberty and justice for all.

>> I invite you to remain standing, if you would like, to pray with me or have a
moment of personal reflection

or meditation. Creator of God of many names, we give thanks for this day and for
this opportunity

to gather together to make decisions on be behalf of our community.

I give thanks for my board colleagues, our County staff and employees and
residence.

We ask for wisdom, guidance, and a collaborative spirit as we work in service
for the people of Wake

County. Amen. >> Thank you, commissioner Stallings.

Let's begin with the items of business. First thing onth agenda is the approval
of the agenda.

May I have a motion and approve the agenda. >> So move.

>> Second. >> All in favor please say aye aye.

[ Chorus of Ayes ]  any in opposition? Passes unanimously.

Second thing is the retiree recognition. Manager Ellis.

>> Good afternoon. This afternoon we have two employees who will be retireing
with 54 years of service

and I would like to recognize them. First person is Scott Ikerd.

Scott works works for the Wake County Sheriff's office.

In 2004 he was appointed to criminal investigation division as an investigator
and progress

progressed through the ranks for 19 years. In 2018, he was promoteed to his
current position of

major and in retirement, he is looking forward to spending more time with his
family and traveling.

Second is Janie Rowe. Throughout her nearly 30-year career she has several
positions in judicial

services services, patrol, school resource office, records and pistol
purchase/concealed

carry division. In 2004 she became the first female ever to be promoteed from
detention officer

to deputy sheriff. Sopso let's give Deputy Sheriff Janie Rowe a hand.

[ Applause ] Thank you. >> Thank you, manager, Ellis.

We will move on to the content agenda. All items are considered to be routine
and may be enacted by

one motion. If a commissioner requests discussion, the item will be re
removeed and considered

separate separately. May I have a move.

>> Moveed by Commissioner miles miles. Any opposition?

Hearing none passes unanimous unanimously.

Now we will move on to our general public comments.

I do not have anyone that sign signed up for public comments
comments comments

comments. Board of Commissioners allocates times to hear from residents.

Attendees had a moment to sign up. I do not have anyone on the list that signed
up.

But if there is anyone in this audience who would like to speak speak, you
will have three minutes

minutes. When you have one minute left, the yellow light will come on.

When your time has elapseed, the red light will come on.

If you are still going on at the end of your time, I will ask you to complete
your sentence.

It's just that your time has expireed, not that we like or dis dislike what
you are saying.

Does anyone in this audience have any comments for this board at this time?

Seeing none, there is also an opportunity provideed by resident
residents to submit

comments online and this process is handleed by our clerk miss Gill
Gillyard.

Do you have any public comment comments?

>> No public comments, madam Chair. >> Thank you so much.

We will move on to the regular agenda. We have four items on our regular agenda.

We will start with a presentation from Betty Parker.

And she will discuss a lease agreement. Betty, welcome.

>> Good afternoon, Madam Chair Chair. Ladies and gentlemen of the board.

I'm exciteed to be here with you today. I'm exciteed to bring to your
attention a new lease opportunity

that we have. We have a program called SCORE second chance online resources for
education.

It's a fascinateing program that has two components.

One our SCORE academy reengage reengagement seeks to assist under
credited students

16-21 who have at least 12 credits in overcomeing the obstacles that impedeed
their progress.

And it helps them to develop a solid post-secondary education in career goal.

These are students that have become separateed from the system for a number of
reasons.

They have dropped out and have having an opportunity to re reengage.

And come back and complete their studyies. We also have a SCORE academy
reassignment program which

is a blended learning distance opportunity for students in grades 9-12 who come
to the SCORE academy

after being re reassigned there from their base school.

The same blended approach work works for both groups and both groups have
been able to success

successfully share spaces with our other facilityies facilityies.

Regardless of the program, SCORE Academy provides highly qualifyied
instructors, counselor

counselors, social workers, administrators administrators, and
any addition

additional support. As we referred to as wrap around services to help assure the
students are successful

and able to complete the pathways. We have current locations in three places.

They are locateed in our River Oaks condominiums with
condominiums.

We have one in the southern area in Garner at Garner Station Station.

The one for which we proposeed the least is identifyied above.

To back up for a moment, I'm not sure how we translated to Spanish in the first
one.

Or changeed our font size, but generally, our SNAP project, we have a process
for analyzeing anything

that needs new space or more space in our system.

Our facilityies design and construction team works works with our SCORE
stakeholders

to be sure we understand the amount they need, look at any process optimization
that might help.

Identify preferred locations baseed on known student data trends.

And the timeing for on penty. They also check to confirm whether or not the
board already has any

leaseed or owned property that could be utilizeed for that.

Once we realize that we needed 4,000 square feet in northeast Raleigh in time to
open this fall and

there were no options, we went into a market survey to see what was on the
market that fit those needs

and locations. So the blue star is where we've landed.

The lease spaces spaces noteed here it's on Departure High.

It's a very well positioned for ease of access between capital Boulevard U.S.

1 north. There is also go triangle bus access along spring Forest Road and
capital Boulevard that

serve serves the site. Many of these students arrive by public bus by taxi,
by individual drivers.

Very few of these students are driveing to and from the site.

In a closer look, you can see the spaces within a free-stand
free-standing one story

office flex building. The neighborhood around it is similarly constructed with
mid rise or blue

rise commercial buildings and flex spaces. Up to the right there is one
residential neighborhood

that is close to the site as well. The building itself includes 16,000 square
feet.

This lease applyies to 4,000 square feet. It's the unit identifyied as 120.

We have established a preliminary fit plan to be sure all of our elements work
and are now working

with the architects to finalize that layout to fit the program.

So this is the summary of our terms. The landlord has contact propertyies LLC
and I understand the

board has entered into a lease to support some of the county functions with this
same landlord.

So you are probably familiar with them. We are looking to lease 4,000 square
feet on departure drive.

It's a lease that is approximately five years. Runs through the fiscal year of
FY 29.

What we found in our market analysis, we found a few spaces, not a lot, that are
in this size dimension.

They tend to move fairly quick quickly. This one seemed to be the best
locateed.

Ours is firmly in the middle. We are square on market value.

Rent came together from a span of 18 to 21. We are at 19.

And we have a fairly significant tentative improvement concession that the
landlord has approveed.

We have an opportunity for the best design flexibility that we will be able to
get.

The allocation of landlord to tenant responsibilityies is what you typically
see with a triple-

triple-net lease. We are responsible for the utilityies that operate the
program, janitorial

typical maintenance and rerare and our own furniture, fixtures, and equipment.

While the landlord takes over the building itself, all the major systems and
exterior space

spaces. Our plan is to complete and up upfit and be ready to go by August 1,
2023.

This is a school that will have students assigned from day one from what we
already know about the

popularity and growth in this program and need in this area.

With that, this is the conclusion of my presentation for the first reading.

I'm happy to answer any questions you may have. >> Thank you, Betty.

Does anyone have questions? Commissioner Cal Calabria.

>> Thank you for comeing and walking us through this stuff.

It's great to see you. I apologize, I was looking through it in the materials, I
didn't see it.

When we went these propertyies A lot of time it's for problematic work we are
looking at or that you

all are looking to perform. Is this likely to come with a budget adjustment to
fund the SCORE Academyies

in these locations? >> It will to the extent of staffing.

>> To what? >> To the extent of the additional staffing that is need needed.

We'll need additional assistant principal. The SCORE Academy will have four
locations, but they

operate as one school. It will begin next fiscal year since we start July 1 for
the comeing year.

Our academic side is working on those operational pieces of budget.

>> Is there any way, is this first reading so it will be come coming back to
us?

[ Inaudible ] Okay. Yeah, so this is just the one edition?

>> Yes, sir. >> Is there a way to get an order magnitude of what a budget would
be on the operateing

budget budget? Doesn't have to be right now?

>> I will be glad to inquire. I don't have the information today but I will get
that back for you.

>> Thank you. >> Dr. West and Commissioner Evans.

>> Yes. Just trying to remember out on rock quarry beacon site where we have the
southeast Raleigh

promise. Across the street I visited, I don't know, turned to school.

But I think kids who were complete in high school I was just interested, is that
still going on?

>> It's not to my knowledge. I think what you are referring to is one of the
early locations as a group

called accelerateed academyies. There is a third party that came into our
market called Accelerateed

Academy that started this program but were not successful with it.

The school system has taken over those efforts.

That is what is rolled into the SCORE Program. We have taken over the lease in
Garner and grown the

program to a bit greater success than they had. Which I think contributeed to
their leaveing the

market. >> That is a great idea. Yes. >> Yes. >> Commissioner Evans.

>> I just wanted to say, you know, I appreciate the school district and the way
that they are thinking

about all the a and andtive ways to meet student's needs.

I'm 5:ware of the initial program that we have at the SCORE academyies with the
expansion of the

program that you were eludeing to is awesome. And certainly with the three
other locations where

they currently are, we do need one in the north. That is very clear.

And this looks like it will be a great location. And close to one of our health
and human services regional

centers. So that is a good thing too. So I think it's a great solution and I
appreciate you finding

it. >> Thank you. >> Anyone else? Commissioner Adamson.

>> Just quickly. Thank you, Ms. Parker. It's always great to ewe.

It's great when we give somebody a second chance.

A lot of times when students drop out, they are so young, they don't realize the
implications of that.

It takes a little while to settle in. I'm glad there is this opportunity.

My question is more program programmatic as well.

How do we do outreach to these students? Is it something -- and I know you
probably don't know now,

but do we regularly reach out to them? Kids that have dropped out and say, hey,
we have this other alternative,

can you come back? How do we do the student side of it?

>> That is something that happens on our academic side.

They do reach out to students that are dropped out.

I think one of the differences differences in the Accelerateed
Academyies and

where we are now, is Accelerateed Academyies apply to a much broad
broader range of student

that had dropped out. In other words to target the group that may be more
success successful

for this program, we are looking at those that have a certain number of credits
so we can be very successful

in turn turning that around for them in a short period of time.

Some of the younger dropouts are those that need more credits and are of
appropriate age.

I think we are still trying to bring into the base schools into the extent we
can.

I can't give you a whole lot of detail on exactly how it happens.

I'm aware those students are targeted and a lot of outreach occurs to try to
help them get back and

find the pathway that will lead to their success success.

>> Thank you. >> Yes, ma'am. >> Thank you. Anyone else?

Any comments? Questions? Okay. So I just had one question.

I know we said the health and human service building is right there,
Commissioner Evans had mentioned.

Do we know what else is in that office park? >> We do.

We know the other businesses that are in that building.

One is an office for an Orken Pest Control company.

One makes testing supplyies for certain medical situations.

The third one, I can't recall off the top of my mind, all three are reasonably
combatable with our

student presence there. And it's a bit isolateed because the way the building
is turned on its side.

There are other buildings that are close by. An interesting thing about this,
the students are not

here all day every day. They will come in to receive services to get set up with
the technology that

they need to be able to take these courses. They will meet with counselors and
others to try to be sure

they have the right course mix. But much of what they do is offline is out of
that building.

It is online, out of that building. They will be back in the build building
for occasional tutoring

and assistance and that sort of thing. It has a teaching space and also and
meeting spaces.

But you won't have the typical peak-hour transportation issues in the morning
and night.

Transportation is not provideed provided.

It operates much more like a tutoring center. >> Thank you so much.

>> Yes, ma'am. >> All right colleagues I'm happy to entertain a motion.

Thank you, Commissioner Evans. >> I moveed the Board of Commissioners receives
this information

from the Board of Education upon answering any out outstanding, this item
will be placeed on

our future agenda for consideration pure sunt to North Carolina general statue
115C-530

115C-530. Adopt the attachment warehouse flex space lease for
operational operational,

educational, and student support services. And secondly, to approve
approximately $491,000

of cash from the board of education operateing budget from and after July 1,
2023 to address the

lease cost over the term of the lease. >> Do I have a second?

>> Second. >> Thank you, Commissioner west. It has been moveed and all in
favor?

[ Chorus of Ayes ]  any in opposition? Hearing none it passes unanimously.

Thank you very much. Betty, our next item is being presented by you.

>> Yes, ma'am.  yes, ma'am. It iss daily double today.

[ Laughter ] The board of education first entered into a lease for an office
flex conditioned warehouse

space. The original term and subsequent amendments have been for less than three
years.

So we haven't been able to discuss with you about this particular lease.

Which was identifyied in the SN SNAP process in 2016.

As technology needs have evolveed, subsequent extensionstensions were
tailored to

projected time of need in collaboration with technology staff.

As you might expect, COVID triggered needs. The impending lease term end is on
June 30th of this year.

So we under took a SNAP review to assess the program needs and to examine what
space would be best appropriate.

Here we've got a facilityies map that shows you the location of the reliance
space that is south

and west of our cross roads where our technology group is.

Our planning group evaluateed current operations, future space needs,
suitability of the exist

existing space, and potential availability on any board.

And again we don't have any other border owned or controlled space that will fit
this as well

well. It is well locateed within the range of our technology staff but also
with exhibit distributors

that are in the RTP RTPRDU area. It has ease of access for everyone that goes
there.

We have confirmed there are not suitable board and spaces and we did a
preliminary market study analysis.

What we found was a very limited market supply of flex office conditioned
warehouse space.

And the condition pieces is what is so important to perform the technology
operations that we do.

What we found is none that had the size we needed that were comp blue
beneficially locateed.

Or that were priceed. All were considerably higher than where we are.

We found with that limited supply, none had conditioned warehouse space.

So all roads pointed right back to where we started.

Of course we recognizeed with relocation would come impacts to operations and
cost.

So those are saveed by being able to remain where we are.

So that has been our resulting determination. The reliance Avenue space is here
noteed in a red

star. It's on reliance Avenue. Its got great access off 1010 road south of the
interchange with U.S.

1 and other nearby interchanges with U.S. 1 include including 540, 55
highways and 64.

All roads get here fairly easily. The space is 5800 rentable square feet within
a free-stand

free-standing one-story space. The left side of that pink out outlineed area
is the office.

The right side is the conditioned warehouse space and loading dock.

It's locateed in the neighborhood that has other similar office flex spaces and
commercial uses.

The origin original outfit plan we have here notes the office space
spaces where a

lot of the images and services services are provideed.

It still serves as well. There is no additional outfit expected.

So in summary of this, we seek so continue the lease on reliance Avenue from our
landlords John and

Marilyn start starting with a new lease term in July of 2023.

We are requesting a three-year term with an option to expand extend for
an additional five

years. The proposeed rate is $12.75 a foot per year for the first year with a
3% escalation thereafter.

Most everything we saw was substantially higher than that.

Taxes, insurance, and maintenance is already includeed in the rent.

And as with the last lease, the allocation of responsibility
responsibilities

between landlord and tenant remain typical with market.

With that, that completes my first reading presentation.

I'm happy to address any questions you may have.

>> Thank you so much. Questions? Comments Commissioners.

Seeing none. I'm happy to entertain a motion. >> Okay.

I move the Board of Commissioners receives this information from the Board of
Education so upon

answering any outstanding questions this item will be placeed on a future
agenda for consideration

pursuant to North Carolina general statue 115C-530 to adopt the attached
resolution approve

approving board of education warehouse flex space for operational
educational

educational and student support services and secondly, to approve funding of
approximately $393,000

from the Board of education technology line item of its ongoing capital
improvement funds from

and after July 1, 2023 to address the lease cost over the term of the lease.

>> I'll second that. >> So just really quickly. I heard the motion and the
second.

Just one thing and you were reading and it says student support purposes and you
said student support

services. I know the County Attorney has asked me to be mindful.

>> With that amendment. >> With the amendment of student support services.

There is a motion and a second second. All in favor say aye.

[ Chorus of Ayes ]  any opposition? Hearing none, it passes unanimously.

Thank you so much. Thank you, Betty, we always appreciate seeing you.

>> Thank you. >> All right our next item concerns EMS.

So Tommy Mormon our senior will present a schematic design for the Apex EMS
station.

Welcome. >> Great. Thank you so much. My name is Tommy Mormon.

I'm a Project Manager. I'm joined this afternoon by Paul Stewart project
architect with Williard

Stewart architects architects. I will discuss the site plan.

Paul will support the building plans plans, elevations and sustainable
features.

We will close by looking at the project schedule and next steps.

And leave time at the end for the next steps. We have EMS and other staff
available in the chamber to

assist with questions as needed. As we mentioned at our last presentation,
schematic design is

an important step in the evolution of our projects.

It combines the end user program and space needs into a plan we can discuss with
stakeholders, the

board, and the community. In the case of the Apex main EMS station, with
reuseing a local substation

model that was identifyied in the 2019 EMS mast master plan.

We have useed this model at the briar Briar Creek stations.

Your approval today enables us to enhance the design process and gives us a
platform to share our

plans with the community. We would like to recognize the efforts of other county
departments includeing

EMS, Budget and can management Services and general services administration.

The project is locateed in Apex Apex, North Carolina on a parcel of
property that the Board

of Commissioners approveed for a new EMS station in July of 2021.

The land is locateed on Apex Barbecue road. We are less than half a mile from
Scotts Ridge Elementary

can school.  school School.

It has all the components of our EMS station. The building is approximately 4300
square feet.

And we have receiveed preliminary site plan approval from the town.

Other improvements of note include extending Elleer View Drive and extending
sidewalks.

This will complete pedestrian connecttivity to Scott Scotts Ridge
Elementary school and

beyond. Now Paul will take us through the building plans and attribute
attributes.

>> Thank you. The EMS station's plan is compriseed of two program areas.

The operations liveing station station spaces spaces, portion of the
station, to the

right of this image. Include a supervisor's office, dineing/day room area with
a CAD station,

multipurpose room and two ADA accessible bathrooms.

The public access is protected by a covered entry.

The remainder of the station has been dedicateed to the vehicle bay and
associateed support spaces.

The vehicle bay accommodates three vehicles and includes short powered
connections and carbon

die dioxide protection. A secure telecome room and combineed mechanical
room along with

other storage and support spaces sprinkleed throughout the building round out
the building program.

Fire the operations day dineing area spaces and is screened from view.

The building is also supported by a mechanical courtyard equipment courtyard
locateed at the

northwest corner of the station that is convenient from the parking lot for
service and maintenance.

Designed to be a category four essential facility with a 50- 50-plus year
service life.

This shows the primary south revolution faceing Apex barbecue road.

That utilize warm earth tones consistent with other Wake County EMS
stations stations.

Will provide access at major openings openings.

And the stations address number will be primarily cast into the precast above
the public entry.

All exterior windows will be store front systems with high efficiency glazeing
with the stations

three sectional overhead doors incorporateing fully glazeed sections.

In addition to comply complying with the town of Apex continuity of design
standards, they

will provide natural daylight into the vehicle bay and vocation the station's
vehicles to the public.

The roof's gutters gutters and down spouts will be connected to the site
storm water and

the roof will also incorporate snow and ice guards and maintenance tile points
for administration

access access. The second slide shows a rendering look of the station
looking northeast

across the parking lot from Elleer view drive. One item to note of this
ender enderring is that

for the purposes of viewing the building building, we've omitted the
landscape plantings

shown on the previous slide from Apex Barbecue Road to better show the building.

Finally, to review the project sustainability features.

Sustainable design has been incorporateed throughout the de design of the
station and site

and building design. The site design includes the dual vehicle chargeing
station location

locateed in the parking lot. Tall plants throughout the landscape that will not
require any on

satyr ration systems. Building strategyies include system -- a photo of the
solar panel array

on the roof that is estimateed to generate 23.3

 23.3 kilowatts per hour. The high-performance window store front systems
and glazeing.

High efficiency mechanical systems. And LED lighting throughout the building.

With that,ly turn it back over to Tommy. >> Thank you, Paul.

Our high-level project schedule has us finishing design this summer.

Bidding and contracting from the project should happen this fall.

And construction is planned to start in the fall of 2023.

The project should be complete in the fall of 2024.

And we should be able to occupy the new building early in 2025.

For our next steps, we are ask asking that the Board of Commissioners approve
schematic design

for the Apex EMS Project today. Design should finish up this summer.

We plan to bid the project in the fall. And as mentioned on the project
schedule, we plan to begin construction

in the fall of 2023. With an estimateed construction duration of 12 months we
should reach substantial

completion in the fall of 2024 and be open for service in early 2025.

We are happy to address any questions. >> Thank you so much for that
presentation.

Commissioners questions? Commissioner Mial.

>> I don't have a question but I do have a comment.

I want to thank you for the part you put on the sustainable design strategyies.

I'm happy to say taken that into consideration and the new gadgets
gadgets you you are adding

in there. It will be worthwhile. I want to say thank you for the design and you
all putting this together.

>> Thank you. >> Commissioner ad Amazon Adamson.

>> When I reviewed this before the meeting, I'm always concern concerned
about the neighbors.

If the neighbors are not happy happy, I'm going to hear about them.

And for a long time. And I personally live near a fire EMS station.

And I've been there 24 years. And every year it's louder and plodder and louder
than the -- louder

and louder and louder than the year before. It's exciteing to see this next to
an existing public

safety building. These neighbors are acclimateed to the noise.

Thank you for that. I think it's a really great location and I'm supportive of
it.

>> Thank you. >> Anyone else? No. Okay. I just had one quick question.

Just listening to some of the  the -- to Commissioner Mial's point the
sustainability and features

in the building. Can you tell me how some of those attributes in this build
building will be

different than the current buildings we have? What are some of the things we
have added in sustainability

and sustainable attributes? >> That is a great question.

Chair Thomas, whenever we do an iteration of a model, we take another step
forward.

In this project we have integrateed the solar panels as part of the base
building.

In a lot of times in the past, that has been an additional solar ready feature.

The county has gone back and added solar to a lot of these EMS stations.

And the EV parking, in this case, EV parking is not requireed by the town.

We are only requireed to have nine parking spaces.

The standard kicks in from 11 to 49. You are requireed to have one.

I feel we are going above and beyond on the EV parking here.

Again, that is a standard feature in this project.

>> Very nice. Always appreciate our staff goes above and beyond.

And just another comment. Some of the things I really likeed about this design
was the native drought

tolerant plants. But also the pedestrian connectivity that it affords now to
Scotts Ridge Elementary.

Any additional questions? Commissioner Stallings.

>> Just to say I was a part of these conversations back in Apex Apex.

And this is what the town of Apex really encourages.

I appreciate the cooperation and collaboration and hopes this will continue.

>> Thank you. >> Very nice. All right. Happy to entertain a motion.

>> I would like to make this motion. I move that the board of Commissioners
approve the schematic

design for the new Apex EMS station. >> I'll second.

>> Move all in favor say [ Chorus of Ayes ]  .

 all in favor say aye. [ Chorus of Ayes ]  any in opposition?

Hearing none it passes. Our regular agenda item for today is the 2023 Board
goals goals.

Thank you so much, Jason. >> Thank you, chair Thomas.

And thank you, Commissioners for haveing me here to talk about your goal
development process.

I want to start off by just, again, talking about the process we had for this
current year.

Starting early in January, you all did not miss a beat and went straight into
your meetings in early

January. It started with a two-day re retreat on January 5th and 6 6th where
you talked about your

vision and priorityies for the next year. We were not able to cover everything
we wanted to during

that meeting, so we had to schedule a third date on January 27th where you haul
came back -- where

you all came back and continueed the conversations.

Between the 6th 5th, 6th, and 27th. On that meeting you all provideed me
with additional feed

feedback. We were able to take that and go back and have conversations with
staff.

And we shareed a second draft with you in early February.

Heard back from a few affirm affirming that the changes changes in
the edits that

were made. Assumeing you all are comfortable with the packet or the draft that
is in your packet

packets we'll ask for consideration today. So particularly for those individuals
that may not

be familiar with your board goals, I want to talk about at a high level what
they are.

Starting with your key focus areas. The Board of Commissioners you're
continueing your six focus

areas for 2023. These six that are shown on the screen align well with your
committees.

So the only area where we with deviate from this is our community health and
vitality area where the

health and human services committee ands affordable houseing committee share
responsibility.

You have 28 goals identifyied for 2023. But those goals, some were re
rewritten entirely, others

were tweaked. We made edits edits to about eight of the goals from the
prior year year.

Includeed in your packet is a draft of these goals.

It's a two-page summary highlighting those 28 at a very high level.

I am going to go through each of those focus areas and talk about some of the
changes or new actions

that were identifyied for 2023. There is no way that I'm going to be able to
give each one of these

justice in a presentation. But I would encourage anyone if you have questions to
go back and review

the documents in your packet. We'll also be takeing deeper dives as staff
starts working on these.

And you'll be talking about these in your committee meetings meetings.

In community health and vitality, you identifyied four new goals for 20 # 23.

 2023. And those goals include in increaseing access to maternal
health care.

Especially for women of color. Takeing a look at our healthcare safety net
programs and see what

steps we need to take. We recognize our employees at the animal care center have
substantial efforts

to increase adoptions, reduce surrenders, engage with the community.

We wanted to recognize that with a new action in our community health and
vitality.

Particularly under the vulnerable community goal.

We wanted to look for ways we can enable residents to stay in their homes.

One action that is not new that we broadened for 2023, was looking for ways that
we can reduce suicides

and encourage suicide prevention. We recognize this is a problem that addresses
all sectors of

our community. We wanted to reflect that with a reviseed goal.

In economic strength, we have two items that were related to A Agri business.

We combineed those and kept the one that was in economic strength.

We wanted to take a look at our economic incentive policyies and see if we were
doing all we can to

incentivize and increase equity and socially responsible business practices with
those that

are seeking to expand and do business here in Wake County.

In education, the board took significant steps to increase investments in three
schools last year.

From what I can tell, the program has been a tremendous success.

Now we are looking at ways to increase that program in 2023.

The board also added two actions related to state re resources for our
education partners

partners. Wake County Public Schools. In the area of great Government, the board
recognizes and

supports supports the further development of the county's DEI office.

We want to take steps to build that program out. You also looked to a new item
for this year was looking

at justice for all residents. We are takeing a look at positions that may be
eligible for those folks

that may be justice involveed and find ways we can actively recruit these
individuals.

We think this can be a model for other jurisdictions that we look to replicate
throughout the county.

The board is also look to seek ways of clarifying and identify
identifying our legislative

goal goals. You all have taken steps on that front.

Both by participateing in the N NACO legislative conference.

As well as, Phillip Easley Easley was at your work session today.

You also identifyied a new action around the work that you all do in leadership
positions on various

committees. Where there are national, state, local, or otherwise.

We want to look for ways we can bring those experiences you have and your
participation in those committees,

how you can bring them back here to help inform policyies and decisions we make
sheer among yourselves

and share with staff things you are learning and other jurisdictions you are
doing.

Growth sustainability. Oh, I'm a little bit ahead.

In the area of growth sustain sustainability, we heard about the need to
increase houseing

supply. We will be looking for things things we can do in this area
through our work with our

municipal partners. Particularly with our education partners
partners

partners. Wake. Publicwake Public Schools.

And others. This builds on a lot of the work that environmental services does to
educate and connect

residents to resources that depend on well water.

Public safety is our sixth focus area. There are three actions I want wanted
to highlight here.

Look for ways we can assist crime victims. Particularly those in
marginal marginalized

populations. And we want to take a look and assess and resolve our
challenge challenges

with the processing routing of 911 calls at our public safety answering points.

In your packet is an attach attachment with all of these K key strategic
actions.

Assumeing the board approves those, I want to take a moment to describe next
steps what staff will

do next. For each KSA, we identify a staff member who serves as a lead for that
action.

And that individual works with others within the county work force and with our
partners to advance

the key strategic action action. They also provide the reports.

So we may come back to your committees and ask for that clarification or
guidance.

We'll also start provideing in April updates to you about where KSA stands.

And then also we'll update to the transparency portal.

Particularly the board goals. So you can find this information.

And with that, I'm happy to take any questions. >> Thank you so much, Jason.

I agree with you. We came back in January and it was January 5th, January
6th January

6th, January 27th and we did not miss a beat. I don't think we asked each other
if we knew how to roller

skate, but I feel like we were on roller skates. We appreciate the work.

>> Hockey states state skates. >> Ice skates.

That's it. [ Laughter ] I just want to say that I really appreciate the staff.

We talked a lot about how we come up with the what and staff comes up with the
how.

And so you all have been right there running alongside us doing great work.

So kudos Manager Ellis. Commissioners questions for Jason?

Dr. West. >> Yes, I followed this progress ten or so years.

It has been a tremendous improvement from starting off basically with no
increase in taxes.

It's a whole different philosophy in terms of outcome.

But the word correlation comes to me and Jason and I have been talking about
this for two or three years.

And we made a lot of progress. Systems thinking and integrate
integrating.

Rather than looking at the parks and looking at the holes.

And especially in times like these when you start with micro microneeds and
ma macroneeds.

And being much more efficient I think a work session demonstrateed that.

There is some things from an equity lens. And there is no question and someone
commented on coordination.

We come up with a common frame work. And then we look at collaboration and then
hopefully sometimes

the hidden factor of this is mutual trust when people can come with teams and
work together as a body.

And et cetera. So the only thing I could see the six initiatives or strategic
goals, they are a little

bit different to some degree. For instance, if you community health and vitality
and look at the

nexus between that and other goals we have in order to make sure that they are
seamless as possible.

But if you go back to mission and vision and that type of thing, there is sol
things some

things that don't fit quite as well. A comment that Jason made.

Community health and vitality. Looking at health and human services and even I
guess I would say

work force. All of those things you have to look at how the whole can be greater
than the sum of his part

parts to do what we are doing. But I'm saying all of this to say that we've made
a whole lot of progress

and I think the results of that we have seen tangible consequences of things and
how they relate and

what causes and understand influenzas influenzas.

So we can stay out of the silo silos. And I've been preaching about silos,
Matt, for a long time.

And I think we should be proud of that. >> Thank you, Dr.

West. Anyone else? Commissioner Cala KA Calabria.

>> It has been a great process process. Thank you very much for
everything.

I know it has been iter it it erative. Thank you very much.

>> I will share. I appreciate the time you all as Commissioners have invested
early in this process.

And the discussions that we had. I think the more dialogue we have at the
beginning, it actually it

helps me and makes it easier to translate the thing things that we hear
during the work session.

And to the words on the page. So I appreciate the time, again, that you all put
in.

This is the longest retreat, that I recall, haveing in awhile.

But I think the product shows it. >> I think vice chair Evans said the early
bird gets their worm.

Anyone else? Comments or questions for Jason? Seeing none, I'm happy to
entertain a motion.

>> I prove that the Board of Commissioners approves the 2023 Wake County Board
goals and key strategic

actions. So moveed. >> Second. >> It has been moveed by commissioner Adamson
and second by Dr.

West. All in favor aye. [ Chorus of Ayes ]  any opposition?

Hearing none, it passes passes unanimously.

Thank you so much, Jason. >> Thank you. >> All right.

So now we will move on to the Manager's report. Denise Foreman is here to tell
us some good stuff.

>> Great. Thank you for the opportunity to be with you this afternoon.

I'm actually going to defer all the good stuff to our partners that are here to
present with you this

afternoon. Thank you for the opportunity to have them with us.

Thank you to Manager Ellis for giveing us the Manager Report to share good
information with you.

We felt these were two good topics. Because there is no decisions to be made.

We are setting ground work, information for you for the big decisions that will
come later.

This is just our represent representatives from the centennial
authority.

To talk with you about planss that are under way for the future of PNC Arena.

An asset that has been in this community for over 20 years.

We want to see another 20, 25, 30, maybe more out of it.

They have been working with consultants. Their board, their leadership, their
tenants to put some

plans together that will result in requests for funding from our hospitality
taxes and financial

plan that will come in the come coming months.

That information is not information that will be present presented today.

Just a look at the plans. We have representatives from the City of Raleigh.

Evan Raleigh and Carrie Painer will present you work they have been doing for
long-term plan

planning for the convention center and the on myization of our existing center
and what that means

toward a hotel development in our downtown. Again, no decisions on that
presentation either.

Those will come in the comeing months. But they have significant im impacts
to your hospitality

tax taxes both for current commitments and uses and future uses and
commitments.

We want you to have the opportunity to receive this information.

Noodle on it, think about it a little bit. The stake holders that are in the
midsts of a review process

now will receive this information in the comeing weeks.

And so as they receive this information, we wanted to make sure you all had it
as well.

We will start with the city tenial authority. They have their presentation
lineed up.

We'll invite them down for their presentation.

>> Good to see you both. >> It's good to see you. >> Good afternoon.

It has been a long day with you all. [ Laughter ] My name is Phillip Easley.

Do you need my address or anything? That's what we do in Raleigh.

I am along with Jeff to make presentation regarding the PNC Arena.

Which is owned and leaseed by the Centennial Authority.

It's really exciteing to be here after what we all experienceed last week.

I think from Thursday to Friday to Saturday to Sunday to tonight to tomorrow
night and culminateing

with NC State's basketball game against Wake Forest for their 40th anniversary
of their last national

championship. We had a week of intense activity around the building.

It's exciteing for me to be a part of this. I thought it would be helpful to
give you a timeline of the

building, at least from the standpoint of what we are trying to accomplish with
the next request

for the interlocal fund funding request. In March of 2020, I think it was
March 13th, 2020, we

sign signed a long-term lease ex extension or a five-year lease extension
with the Carolina

Hurricanes. Our experts we useed to help us with this was on one of the last
flights out of Raleigh

when everything shut down the next day. So we had previously engageed in a
visioning process in

2019 with what we could do to enhance the building.

Well, that got tableed. We obviously did not do anything in 2021 other than
elect me to chair the

Centennial Authority in December. Which I will tell you I was lieed to.

I was told this was going to be really easy. There was not a lot to do.

So shame on me and others who got me to do this. But, no, it has been one of the
coolest things I have ever

done in my life. Jeff has been our 12-yearlong employee.

And we have made a great team on figureing out our next steps with that
building out there.

I was elected in December of ' '21. We hit the ground running pretty hard.

In May of '22 we hireed Ratio H HOK to revision the previous in incarnation
of what the enhance

enhancements might look like. Takeing into account of supply chain issues,
increaseed cost

of expenses. In October of 20 ' 2022 we reengage reengaged Dan
Barrett to help us with

the long-term lease ex extensions with the Hurricanes, as well as, the
potential enhancements

that are necessary to remain competitive in our market.

And also what we might be able to do if we think about some development around
the building at a future

date. In December of -- I'm sorry, in January of '23 we hireed Mark Farha to be
our owner's rep.

To help us with this process of building enhancements within the PNC Arena.

As Jeff will run through with you, we have just receiveed the plans from HOK in
a special board meeting

this month. And on March 1st, our build building and construction committee
will start meeting

to effectively take what we have receiveed from Ratio HOK.

We will start the process of trying to come up with a list of priorityies in
conversations with our

two main tenants. Which are NC and state and the Carolina Hurricanes.

See what that looks like from a priorityization standpoint.

What can happen more quickly? And respect to those data points, try to figure
out what this might

cost. So we can then develop a budget and a list of priorityies that come to
talk to you, as well as,

the city of Raleigh after what we think we may need and how we might be able to
finance this moveing

forward to deal with the enhancement product. And as everybody knows, it went to
the building, this

is the premier sports entertainment complex in Wake County.

We are fortunate to see its activation. It's really fun when both team teams
are winning.

When that place is packed, and it has been packed, and we really believe that
the bones of this building

are inyesterday basketball. There is a lot of life left in that building.

The commitment to acknowledge that is important to that.

Jeff and I take arena tours and the price to build a brand new arena is $1
billion.

So we will not ask you that today. Or in the future.

[ Laughter ] So you've seen what the invest investment is and just the
talent that is comeing

through that building. You know, Hooty and the Blow Fish are come organize.

 comeing. It's a massive community aspect for us and we are
proud of that.

We have a lot of work to do a ahead of us. We are running as fast as we can.

But we are a public body and trying to make sure we do things the right way.

Which means we are continually talking with you.

We are continually talking to the city of Raleigh.

We are continually talking to our tenants tenants.

We've engageed our expertsperts to do another market or update our
marketing reserge

research. To make sure our fan experience is what we will do first out there.

Just by doing things that Jeff will show you in the back of the building that
don't seem like that big

of a deal. The ease of getting tour vans in and out.

Player parking. School bus participation for visiting basketball teams.

And also way finding out there there. That is a big deal.

There is so much technology on our phones now that you cannot even imagine what
it's like for someone

to use your phone and be able to say, walk this way to your seats that has never
been to the building.

But we are working as hard as we can. We are very mindful of everything that the
City and the County

do for us. And hope to make a presentation with adequate due diligence for what
we think things will

cost A plan moveing forward. I'm not big PowerPoint guy, but I think I might do
one for that presentation.

What I will do is step aside. Jeff has liveed with this for more than I have.

He has been there for 12 years years. He is a friend.

He has been in the construction business before.

I'm going to let Jeff walk through the renovations with you all that Ratio HOK
has presented to us.

If I want to add a couple things from here and there,ly do that.

I'll let Jeff take it over. >> Thanks. Madam Chair I will steal your line and
Commissioner Evans.

We are on roller skates on one and ice skates on the other.

That is how complex all of these are. But it is to Phillip's point, it's a lot
of fun.

What I thought I would do is walk you through what Ratio presented to our board
the other week.

Which is to take the vision of makeing sure that live entertain
entertainment and live

sports are given the opportunity to continue to thrive in this build
building.

As we know over the last 23 years, sometimes the teams do well, sometimes they
don't.

Sometimes we have lots of concerts touring, some years we don't.

A lot of that is starting to increase. The Carolina Hurricanes and NC state has
a commitment to win

winning and that puts a lot of people in seats. Right now the Carolina
Hurricanes are 8th.

We need to make sure the build building continues that opportunity.

To put people in Raleigh and Wake County. Here we go.

Or there it went. All right. First I'm going to take you to -- there we go.

We thought it was important to look at the whole site.

So you will see at the bottom left-hand corner there is a suggestion we add
another en entrance

or commit to the build building. I don't think anyone will tell you it's
quick and easy to get

out of PNC Arena. It's better than most. We think discussing an access directly
to Wade Park Boulevard

and Edwards Mill Road is an opportunity. If you take a look at number two there,
that is the back of

house that Phillip was talking about. We listened to the promoters.

AG, Live Nation, to bring those events. One thing we can't do is tub around
tractor trailer trucks.

You will see things like add adding to our loading dock area so the truck can
save five or ten minutes

in turning around and backing up. That doesn't sound like a big deal, but most
tours are 15, 20, 25

trucks. So when he or she looks like locateing a market in your area, being
able to say, hey, we listened

to you and made some changes that will make your tour operators and staff a lot
easier easier.

That is another thing. You will see three and four there for example, too, we
want to concentrate

on people comeing in on the east and west sides of the building verses you the
south side.

Which is the side that faces Carter Finally. We will take you from the bottom of
the building up.

I want to take a look at the cross sections we are looking at here.

One of the buttes about what H HOK has been talking to us a long time about, we
are not going to add a

ton of square footage to the building. We are not going to expand the seating
bowl by 500 or 1,000.

We will take advantage of the space that we have and renovate it.

The guts of the building, the bones are in good shape.

Our annual investment in the building enables us to not defer maintenance.

To not say we would rather have a new this than water pipes pipes.

That is not a decision our board has to make. One of the things that you will
see, we will have to abandon

office space and create it to make this happen. Again, you see cross sections
there.

Please stop me if you have questions. We will start at the very bottom.

You see on the left there is what it looks like now.

And the right in the red space is some perhaps additions or improvements.

And really what we will start with suggesting a an awful lot that we know we
won't build.

Even if we had a blank check, we will not add all of these club spaces and all
of these things.

Some of them would pirate off of each other and wouldn't be effective.

What we asked for HOK today is throw it all in the mix.

To create a menu item. Some of the spaces you will see, the south club, that is
a storage space now.

That can be turned into something. On the left-hand side there you will see we
are maritalling area.

It's not the garden spot of the arena, but it is probably the most important
part of the arena.

Where we move basketball court courts in and out.

Hockey glass. Speakers, guitars, different things like that to get our show
shows done.

We want to try to improve that area. Right now it's really tight.

I don't think anybody would tell you any time they build something new, they
have plenty of storage

and they always do. We don't and we won't but we will try to take care of that
with this.

These are examples of places we have been to in the past.

That is the United Center on the left and Wrigley field on the right.

Where they took spaces that were not createing any revenue and turned them into
things that create

experiences for fans. Ultimately, we are in the memory business.

And the economic impact business too. We want to try to do as much as we can
with the space we have

have. More examples of createing an area. On the left that is the Atlanta Hawks
State Farm Arena.

They createed a space for the Hawk fans to come out and see their players.

The swag shop there right next to killer Mike's barbershop.

That is createing revenue and a fan experience that didn't exist a few years
ago.

Now let's take the mezzanine section. The mezzanine is a section the public
doesn't see.

It's where our offices are. There we go. But it's also an opportunity where our
part timers on a game

like yesterday we had 19,500 to see the Wolf Pack beat UNC.

We had 850 part-time people come into the building and help us work that event.

Right now their space is a little bit cramped. Part of what you see on the left
is an expansion there.

More importantly, we talked about takeing space and reuseing it and
enhanceing it.

And moveing office space to the back. That is where that is createed.

That area right now is a big open plaza. If you have been back there and seen
it.

It was 15,000 square feet. Our predecessors were smart and engineered that to
support an office

building on top of it. We won't go that far. Maybe one story or two to re
relocate those offices.

>> I have a quick question. If you go back one slide.

I'm wondering when you talk about, I guess it's in Atlanta.

One more. The fans, what is happening there? Where is that comeinging from?

That is for fans to be able to see players players on the way into the
arena?

>> Let me see if I can get it to advance. I can't get this right.

I'll get there in a second. There we go. A lot of new buildings and Phillip and
I were at the UBS arena

in Long Island. They are createing places for you as the fan to see the
player players

player players walk out of the locker room and on to the ice or court.

That's what you see on the left. Again, that is the Atlanta Hawks.

It's kind of a new concept in the world of sports to be able to do that.

We don't know if we will be able to do that or not. items These are menu and try
to consider.

But that is a fan engagement. You get to see the players players as they
come on to the surface.

>> Okay. Thank you. >> Sorry about this. [ Laughter ] It works and then it
works.

Just some other ideas that perhaps we could create some space.

One of the things we don't have right now. Let me see if I can back up.

At the top to bot bottom thing there, as you know, since the advent of
Spotify and things like

that, the bands that we all kind of grew up with or don't understand now because
our kids like them,

they don't sell album albums anymore. They sell -- they make their money
off concert tours.

One of the places, things we don't have right now is the ability to host the VIP
receptions that they

have before before. You know, you buy an extra whatever and you get to
meet the drummer.

One of the ideas is createing space that is dead space.

If you will, inside the build building on the east and west to do that.

Again, none of these are all set and stone. They are just ideas you have.

You see examples there. You try to create at the very top left there is what our
space can potentially

look like. And you see that's a lot of removal re removable material.

Right? If you have a big stand up VIP reception, you move all of that out.

You have a lot of people there there. If you have a dinner or something
like that, you put stable

tables in there. The idea is to see how much we can economize and make flex
space.

Now let's go to the main concourse. This is the first impression.

This is the first thing you see when you come in the build building no
matter where your ticket

is. You see there on the potential planning, not many someplaces, we're at least
trying to touch.

I think one of the things we really want to do is create more of a flow through
the space.

Put some light in there, for example. I want to take out as many of the little
kiosks and carts as we

can. One of the things. The building was designed in the late '90s.

Back then it was what you call belly up concessions.

I want a hot dog and coke and sit down. That concept is gone with the wind.

You want to create more opportunityies to put local, regional culinary
experiences in there.

Beer and distilleryies. When they were designing this.

We want to create space for that. That is what you see there.

You see some of the ideas maybe is to cut into the bowl and create some spaces
that you can see from inside

the concourse and see the playing surface. We don't have that now.

Solid wall and kiosk on the right. Perhaps something that is more of a
360-degree experience but

you can look in and see the action. A lot of fans now like to stand up.

They like to just come and congregate. We don't have a whole lot of space for
that.

That would give us the opportunity to do that. You see, too, you want to create,
again, places where

you can go and feel good about spend spending money to get something to
eat.

And hopefully a lot of that are things, products that you either, A, can't get
anywhere else, or B,

come from somebody local. I really want to talk to some of our creative culinary
folks here and see

what we can do in that space. The main concourse too, believe it or not, we were
surpriseed by this.

We have too many staircases. I can't believe that we do but I've been told
several times.

So one of the ideas might be to take out -- you see on the left what exists now.

On the right, take out one of our grand staircases and replace it with some
360-degree concession

space. But what I really like more, bringing in more light into the building.

But you can barely see it oven the left hand side of the right hand picture,
those are garage doors

that could open up on a really pretty night. It could open up now where we don't
do anything for the

six or seven NC state home football games except be the bathroom or the weather
shelter if there is

anything. Now we can, perhaps perhaps, even open that up for what is going on
the Carter.

You will see ideas to expand the campus so they can work well together.

We want to bring some more cycleing events or running events or walk-a-thons
out there.

We want to create space to that happen. You see some ideas of that.

I know I'm going awful fast. The main concourse too right now, again, in the
late '90s, box offices

were big deals. You went and bought a ticket that you put in your pocket.

That is gone too. So we don't need those 20 bank banks of box office windows
anymore.

So what our idea would be is to take that, move it to the space now.

And then open that up. Again, people can queue up in there more than they can
out in the elements.

Weyou see, again, that brings a space that you can integrate with Carter
Finley stadium or book

that event. The club level is an important part of business there.

It pays a lot of freight. The good news is, a lot of those suites that you see
up there are leaseed.

They are leaseed at different contract opportunityies baseed on the size.

But we also know that one of the products we need to do a lot -- have more
opportunityies to buy, are

lodge products. So what a lot of companyies want to do is buy more of a
two- two-person or four-person

kind of club experience where they can do some business-to-business
opportunityies without

leaseing a whole suite for 41 hockey and 17 basketball.

Et cetera. We want to provide space for that. You see all of the club would be
touched.

I think the thing that most excites my is on the right there there.

You see the existing arena club. You have been in there several times.

That is where we will have our stakeholders meeting.

We need to expand that a little bit more. The idea is to blow it out where that
canny can pi is

now canopy is and open that space to offer up more diners.

We do about 250 or we did before COVID. It's slowly comeing back.

Non-ticketed events there. Anything from breakfast with 15 people in the morning
to something

on the floor at night or something at lunch. So we need to make sure that space
is a good one.

You see, again, examples of other buildings as to what they can do up there.

Again more examples there. We need to refresh those suite suites.

They haven't been refreshed since 2010. Upper concourse is a real blank slate
for us.

I'm exciteed about some stuff there. It's our 300 level.

6600 seats. That is our entry level. That is where I took my kids to see
basketball and hockey when

they were little because it was a $10 ticket. And I could do that.

We need to drastically improve that fan experience.

Again, that is your entry- entry-level person.

That is the person that wants the experience of a lifetime.

Right now that space is a little confineed. Some examples would be takeing
cutouts in the upper

bowl and createing, again, some sort of 360-degree experience for food and
beverage that you don't

have right now. And almost as important some chance to just congregate and be
with people.

I would hope that would be a really gathering spot.

The upper concourse right now if you are in the south end which is the end of
Carter Finle Finley,

there is a pretty dark hallway there. It's just a solid long hallway
hallway.

I would love to blow that out and create some kind of experience for you.

It's either maybe what it feel feels like a club but you don't need a club
pass to get in there

there. It just makes you feel like you are really special.

I think also perhaps another idea is createing a marketplace.

Like you would see at a big airport or shopping mall.

Really give that person that is up there a chance to feel like they are
downstairs paying the top dollar.

They can walk in, walk out, invite their friends up.

That is something we do not have right now. We really want to try to do.

You see some examples there at other places. Probably what excites me really is
about, again, if

we do this right, we can create an out outdoor space on the third level
level.

It's not necessarily the rooftop bar that we envisioned four or five years ago,
but it is a way to look

down over the plaza, too to look over at Carter Fi Finley stadium
staidup

stadium. Again, this could be rentable space. Absolutely it could.

And finally, our press level just needs a little bit of a re refresh.

This doesn't spend a whole lot of money, believe it or not.

We like that. But it does give an opportunity for the staff that is up there now
that are really 

really -- they are in cramped spaces. Phillip and I can attest to that.

We can open up that space. And finally some things to think about too, the lower
bowl we will work on

hard. Exterior wise, I think the building needs a general refresh
refreshing.

We don't know. We've got 1,000 different ways we can do that.

Exterior improvements will be part of the package.

We want to create a video wall experience. So you are at a NC State game on that
day.

Definitely at a Hurricane night. A lot of opportunityies.

A lot of things our board will have to wrestle with.

Annoy I wentI know I went through that awfully fast.

We want to be transparent about this. We know this is an opportunity for the
region to, again, extend

the life of a building. We caught to be very proud of.

But one that needs an adrenaline shot. The competition for Arenas or
events events has never

been any hotter than it is right now. One of the niches that PNC Arena feels
right now, we don't compete

with walnut creek or Red Hat. The amount of concerts they put in there and I
recognize maybe one out

of every tech that you do. When I go down there, they are packed.

We don't feed off each other. We compete against Charlotte and Greensboro,
Washington, Atlanta.

That is who we are competeing with. That is real competition.

We all work well with each other in Raleigh, Wake County, and Durham.

I went awful fast, if you have any questions, happy to answer them for you.

>> Thank you so much for that. I really appreciate the menu of options.

Sometimes you go places and you get five items on the menu.

I feel like you gave us a Cheese Cake Menu. And just off the top the thing
things I likeed, the

concierge desk for directions. That is huge. And something that is missing.

But something that you don't find in other places too.

Also the smaller suites for corporate part partners partners.

And then, of course, the fact that we can do some things to make everyone feel
like they are a premium

guest. I really appreciateed that too. I will let my Commissioners ask
question.

But question is, what does the priorityization process look like from here?

>> You want to take that, boss boss? [ Laughter ] >> Well, we will both
answer.

They are meeting on March 1 March 1st. Our building and construction
committee is made up

of people that have done this for a liveing living.

That is good new news. Our rep could not be better.

We are probably a little ahead of the game on that at the moment.

But people are going to get into our authority room and really start looking at
what makes sense for

us. And don't forget, we have two teams that play in that building every year.

And so as hockey, as they get better and better and they might go into the
middle or end of June.

That leaves a narrow window of when do you actually get in the building to do
all of these fancy things

we're attempting to do. We take that into account as well.

What can happen quietly where no one's ability to see a concert is impacted.

But what will have to happen when there is curtains up in the third level and
doing massive renovations.

All of those issues are being discussed right now.

We have a 21-person board. Which is a lot. They all have opinions.

Which is a lot 37. But we are working through it.

And I'm confident we will get to the point where we know exact exactly what
makes sense initial

initially for NC state, for the hurricanes, as well as, our promoter, our
clients and the fan experience.

So those -- we are really pay paying attention to what people tell us.

They know how to get up with us. They know how to get up with you all.

And that is helpful for us. But I'm hopeful that we will have a decision point
much soon sooner

than later. Because we need to be able to come to you all and 51 this is what we
think we will need.

>> One of the things we have useed, over useed internally is we are building
the airplane as we are

flying it. Made some investments that I think are going to pay off in the long
term.

The owners rep, for example. We hireed Doug carter.

Many of you know Doug is a real municipal funding expert in North Carolina.

Doug is on board to help us with how we can piece all of this together in the
right way.

Again, as Phillip eludeed to, we will hire a CM construction manager at risk.

That CM can help us with exact priceing. All of these team members are comeing
together with our

21 members to make truly informed decisions. Not just that is pretty, that might
work, that might

not work. CAAA is updateing a market survey as Phillip eludeed to.

That market survey takes into account all of these focus group groups and
surveys that have

been done with fans, with tour touring shows, and with our tenants to really
hone in on those

things that really make sense. We are going to do things that actually work.

But we've got some tradeoffs. We got some tough decisions to make.





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