City Council Workshops

0:00 Good afternoon. It is Monday, May 11th, 2026, and you are at Vancouver City Council Workshop. This afternoon, we do have two workshops. The first one is on the New Public Works Campus Project and quick update there. And then we'll discuss the engagement and access update. So let's go ahead and get started on the Public Works piece. Thank you. Good afternoon, Mayor and Councilors. I'm Jean Singer. I'm the Facilities Capital Project Division Manager, and I'm here to represent the project team with an update on the New Public Works Operations Campus. On the slide, we have a rendering of what will be the new entryway to the main building of the campus.

0:56 Our agenda today is to go through the project history, provide an update on our current status both for design and construction. We're going to share a little bit about policy alignment, and we're going to do an update on budget, an update on renderings, design update. We actually have renderings to share, our project schedule, and some of our next steps. The image on the screen is an image of Public Works crews working with a road sign that says City of Vancouver Ops Center on it. A bit about the project. The purpose of the project is to support the city's Public Works Department now and for 50 years into the future as they provide essential day-to-day services to the community and prepare to respond to severe and emergency weather events. The existing facilities are aged with multiple deficiencies and have, in some situations, been built as a reaction to needs. The new facilities are

1:55 being purposely designed with intention to include all areas of service with planned room to expand. Due to the scale of the project and the need for expedient completion, the city requested and received permission from the State of Washington to use the specialized GCCM or General Contractor Construction Manager project delivery method. This is the first of the City of Vancouver's projects to use GCCM, and it's offered many advantages, including hiring our general contractor early to utilize their impact throughout design and the construction phases. The image on the slide is an aerial photo of the project site as a green field prior to any construction work beginning. So our current status. Over the last year, the project team has been refining floor plans, building massing, scopes, and materials. We've engaged many internal stakeholder groups, and we've recently completed the design development phase, which is approximately a 60 percent

2:53 design. The project has required extensive permitting. We have permits from everything from ground to utilities to buildings, and so we've had the opportunity to partner with our community development department to do a large project process through their project delivery, and it's gone really well. We'd like to share some of our construction wins that have been going since we started construction in late 2025. We've been able to complete site grading, erosion control, we have retaining wall installation, we've removed hazardous soil, and we've established plants along the perimeter of the site. The months ahead include drilling of our geo-exchange heating and cooling system, as well as installation of aggregate piers, which will stabilize the soil in the event of seismic stability, and then we'll be able to pour the foundations.

3:50 So far we've had no significant issues with construction activities, and the construction team has worked to be a good neighbor. The image on the screen is a recent aerial photo of the project site illustrating work that is currently ongoing, including site grading, retaining wall construction along the northern property line. Now we want to walk through policy alignment. For this project, we've had four specific policy goals that have been integrated throughout the design process of the new operations campus. We're going to walk through those and actually provide examples of how the built environment can reflect policy. The first one is resiliency and safety. At the core of this project, the city is investing in this facility to ensure our public works department is operationally ready to respond to and following any type of emergency event for the next 50 years. The campus includes the city's supply warehouse, fuel stores, and our fleet facility, which takes care of both the city's vehicle as well

4:49 as fire fleet. The significant investment in structural stability and multiple energy sources ensures the buildings will withstand and remain fully operational following a major seismic or weather event, and the ability for public works crews to respond immediately. This is what's been referred to as a level four resilient facility. We've also been in collaboration with our emergency preparedment program, both within the city and CRESA, to develop a robust emergency operations center that can quickly be activated and is flexible to accommodate whatever size team that is appropriate for the scale of emergency. The image on the screen shows a current emergency response center, as you may see at CRESA. Our next point of policy is environmental sustainability. This project has been designed through the lens of both our climate action framework and our new green building policy. Buildings are the largest consumer of energy, making up about 40% of energy use. By being intentional in material and system

5:48 design decisions, this project will provide buildings that are using 20 to 25% less energy than state code required, which translates to approximately $55,000 saved annually. The project is also providing a microgrid-ready facility, which means the generators, there's a microgrid controller, and switchboards will all be in place day one and designed to accommodate a future battery energy storage system if one becomes available. This combined with future installation of photovoltaic cells act as a small-scale power grid that can operate independently or in collaboration with the main electrical grid. Cool surfaces have also been a focus of this site. We've used trees as well as cool surface materials on building exteriors to reduce our heat island, which minimizes the amount of heat radiated back to the environment. The campus also includes infiltration stormwater facilities, which recharge the aquifer on-site.

6:47 The image on this slide shows two roads of evergreen tree saplings being planted along the south and east residential property line to provide natural screening on the operations stages. Our next point of policy is equity inclusion. For this project, the charter prioritized equity inclusion through offering diverse contracting approaches, workforce development, and active outreach to local businesses. The general contractor, Skanska USA, has been proactive in hosting and attending outreach events to local contracting community to increase awareness and opportunities for smaller disadvantaged contractors through right-sized bid packaging, providing an environment that allows maximum participation by our local smaller contractors. Skanska is conducting an upcoming two-session training course with certified disadvantaged

7:42 business enterprises, companies, and Southwest Washington firms to ensure that they understand how to bid and participate in local publicly funded projects. The photo on this slide shows attendees at a recently held city-sponsored meet the prime event, which local contractors discussed this project with Skanska representatives. And our final point of policy is capital planning and asset management. Essentially, we are providing long-term service assurance, and the way you make that happen is through engagement with the crews and the work groups, and this photo on the slide shows our public works employees engaging with the project team to provide insight into how they will use the building's future designs. The team has also used lifecycle costs to design the project for target value. This means assessing the total cost of ownership and the return on investment for every major building decision made. Our geo-exchange field is a good example.

8:42 It requires a higher upfront cost but will cost less to operate and will reduce our energy costs creating a better value over the life of the system. The goal of value-focused design is to meet the needs of those who will use it using creativity while aligning with the project's budget. And on our budget, I'm actually going to read these in reverse. So most projects usually have added scope, however, added scope for this project is more of a refinement around different things that came through the evolution of design as well as some of the regulatory requirements that were then incorporated into the project. So that has led us to an increased cost with our estimate about $223 million. Of that, though, $20 million is contingency and anticipated escalation funds.

9:36 The project has gone through multiple discussions with our executive steering committee and with the design team to decide how to move forward knowing we had risks but also knowing this was actually the cheapest time to build. Things only get more expensive as we move forward. So the decisions were to not to construct all the planned buildings and then move forward with managing risks through maintaining our existing contingency instead of reducing it as we moved forward through construction. And actually, that's been a good consideration because as we've moved forward, there continue to be additional supply chain issues. We've had escalation in fuel costs and other unknown risks that we haven't -- since we're not fully through our site design yet. And then moving on to the next part of our budget, we actually have our GCCM contractor

10:36 involved. They are the ones that come up with the actual estimates at this point. They have robust tools to manage cost controls, risk register. They come up with opportunities for value engineering. One of the largest ones was a recent pivot to doing tilt concrete construction. We had originally planned on using pre-engineered metal buildings for most of the facilities. But with the rising costs, it was actually more cost effective to switch back to concrete. So we're able to capture a lot of those decisions in real cost through our partner while we're moving through design. We also have been using a target value design delivery method, which means as we move through and make design decisions, we're always looking at those costs instead of waiting until the end to make decisions based on estimates and then having to backtrack and figure out what do you do with design and scope.

11:34 So now I'd like to walk you through a site plan of the facility. And then we're going to walk through some renderings so we can see what the future operations campus will look like. Our site plan, which is on the top of the screen, has the site's long 94th Avenue, which runs north to south. The entrance to the facility is on the southern end of that across 88th Street. When you enter the facility, the parking lot is to the north. That's for visitors and for staff. The buildings are labeled A, B, and C. Buildings A and B are our administration building that has all of the office space and the spices for crews. The lower level is parking for a fleet. Building C is both shop space as well as housing for vehicles that need to be stored indoors. Along the northern end of that, we have bulk storage.

12:29 And as we move along the site to the east, there are additional storage facilities. Building G is our wash. Building F is our fuel. Building D is our warehouse. And building E is our fleet equipment services building. The renderings below, on the left, there is a rendering which shows the driveway between building C and the bulk storage. You can see the materials that would be stored for just operations for both streets and utilities, as well as some of the vehicles and how they are able to drive through, which provides for safe circulation. And then the rendering on the lower right is between buildings A and B. You can see there's a sky bridge which decouples the pedestrian traffic from the vehicle traffic, which allows for safe maneuverability of both the crews and vehicles on the same site.

13:26 So these are a few of our exterior renderings. The design characteristic of the campus is intended to reflect high durability, low maintenance, and pride in the work that our public works department engages in. Most of the larger structures are constructed primarily of concrete with accents of dark metal windows, metal trim, and paint. Despite the dark colors, building materials have come a long way, and even darker shades shown here have very minimal heat transfer. Tilt-up concrete was selected as our primary structural material due to its low first cost, local availability, ease, and speed of construction. Building signage and graphics are still being finalized, so what you see on here is not actually what the buildings will be called. The orange accents, though, you will see those will remain as a reminder of just the culture of safety that Public Works is providing. The rendering in the upper left is the front door of building A, which will be the main entrance to the facility for the public.

14:24 That's where our customer service is located for utility customers that want to pay their bills in public. There's also a large meeting room on the west end of that building. The rendering in the upper right is a view of the fleet maintenance shop from the southeast corner of the site. This will be a significant improvement for both circulation and safety of the staff that work there when maintaining the entire fleet, including all of the fire fleet. The rendering in the lower left is the new warehouse with a large canopy for loading vehicles with parts and supplies. The rendering in the bottom middle is the primary entrance to building C, which charges large vehicles and shop space, and the rendering in the lower right is our new fuel base. Now these renderings are of the interior of some of our buildings. The design intent here was to create an interior that reflects warmth, comfort, and energy

15:19 with material and fluid forms that support both focus, movement, and collaboration. The rendering in the upper left illustrates an open work area on the second floor with workstations and collaborative workspaces. The lighting is an LED fixture intended to reflect industrial piping scheme. The middle picture is a picture of our pedestrian walkway between the two buildings. This again was mentioned before to decouple the vehicle and pedestrian traffic for safety. The rendering on the upper right is of the interior of the admin building. When you first walk into the building, there is actually a manhole in the concrete floor just to sort of play on the work that we do here, and then the entrance on the farther back is the main entrance to the big public meeting area.

16:16 The rendering on the lower left is of the public meeting area. This will also be used for large trainings by the city. The rendering in the middle bottom is the main entrance for the employees. There is both a play of light and color there. It's to offer warmth. Most of the time when the crews are either coming to work or leaving work, it's dark. So this offers a warm entrance when they leave or come in. And then the last rendering on the bottom right is of our customer service representatives. So if somebody wants to come to play their bill, they'll be welcomed at this table. This is our project timeline.

17:14 The schedule graphic illustrates where we are within the project timeline with design and permitting at the top and overall construction schedule below the bar. While site construction activities have been ongoing since the fall of 2025, the overall project design documentation is ongoing and intended to be wrapped up later this year. Full building permit submission will occur in September of 2026, where we hope to have our final bids going out in November of 2026. Some construction activities are ongoing and with construction of the main buildings to begin in early 2027, substantial completion will be in the summer of 2028 with the move in hopefully in the fall of 2028. Some of our next steps, we're continuing with community outreach. We hope to have a meeting joint with the county this summer for the neighborhoods to update them not just on our project, but on additional projects in the area.

18:13 And then Skanska has a few very large big packages coming up. They include the pre-engineered metal buildings, foundation, and superstructure. We've been very fortunate with our bids so far. They've been coming in 10% to 15% under estimate, so we're hoping that will continue. We hope to, again, have a guaranteed maximum price in November. And then the team is starting to plan early stages of what would be a groundbreaking ceremony in this fall. So and now we'd open it up to any questions anybody has. Thank you, Jean. Jean, did you just say the pre-engineered buildings? Oh, yes. I'm sorry. We do have some small pre-engineered buildings still on site. Our main buildings are made out of construction, but we have some of the small-- Out of concrete? Concrete, yes. OK. But a few of the steel. Yeah. OK. The things, canopies, storage of materials, rock, those are still going to be pre-engineered. OK. Got it. Thank you.

19:10 Counselors, questions? Counselor Harless? Well, just a quick question on-- I know some of the conversations way early on was about-- and you did mention it. It sounds like it'll be solar ready facility about Lechner landfill, how that's behind it and possibly working with the county on doing some sort of solar project that is on that retired landfill and being able to utilize that. Do you know if any conversations have come up since then? So our solar for the project, we do have PV in the project. It's at the state required level. There have been some discussions with-- I know the county is looking separately at what areas they could put PV on. We have not had that alignment of that conversation. However, we are providing there is going to be some conduit that will go towards the landfill.

20:08 So it is possible we might be able to do that in the future. OK. Yeah, those partnerships are always great, especially when they're just next door. And then really excited about having a facility that is truly ready in an emergency. Having helped with the county's disaster debris plan many years back, it became very clear how few areas we have currently. And so this is really exciting. So I just wanted to make that note. Thank you. Councilor Stokes? Thank you, Mayor. Thank you very much for the presentation today. Been working on this since at least 2018. So glad to see some-- finally get some definition and moving forward here.

20:59 So back in the original iteration, we got a lot of community feedback after initial estimates were done. And so there was conversation way back then about engaging some of our development community in kind of a feedback forum. Has any of that been done? We pivoted a little bit from that original one, which is at that time we were going out with just hard bid. Since we've pivoted to GCCM, we've integrated Skanska essentially as our, we'll say, internal council on the estimating and what the costs are. So most of our estimating comes from them and their tools. We haven't done any other additional outreach to other contractors.

21:55 And I haven't heard anything on that, but we could go ahead and just see if there's still concerns. I don't want to get towards the end of this year and we end up with a bunch of pitchforks in the audience if there's opportunities for us to be making sure that some of the folks who had concerns all those years ago, that there's a higher degree of confidence in the community around this project. That would be wonderful from my standpoint. So following up on Council Member Harless's comments about the Leichner landfill and here on this photo we can very clearly see how close it is.

22:54 And on slide five, well you can kind of see it here in slight lines, but on slide five it looked like it was even more clear, the off-gassing. And that's another area that I'm very interested in understanding what are the potentials for us to be utilizing that off-gassing for renewable natural gas or something. So not just the PV, but also and I don't know, maybe the estimates are that it's not going to be off-gassing enough years into the future, but really interested in knowing how are we fully utilizing that space. We had had conversations with our partners at the county about that initially, and that's exactly what they said. The gas levels are in theory go down over time.

23:54 They also said it would be really difficult to clean it to the correct levels to be able to use. So we did have those initial conversations, and that was the feedback we received, so we didn't pursue it further. Any other comments from Council? Jean, you talked a little bit, there was one slide that showed the neighborhood meeting. Do we have a date on that? We are still trying to work with the county to make it a joint meeting. Most of the community's concerns are around traffic and some other developments in the area. They have some processes to go through with some of those developments. So I would, June, July, we don't have an official date though. Would you let us know, because some of those may be in our annexation area. Thank you so much. Sure. All right. Let's go ahead and move on to the engagement and access update. Thanks, Jean.

24:53 Good afternoon, Joy. There you go. Good afternoon, Mayor and Councilors. Very nice to be here. Joy Fowler, engagement and access. And today I'll be taking a little bit of time to just go over a quarterly update for you all. As I promised, I would be coming every quarter to see you all just to give you an update on how things are going, what we're working on, where we're making progress, and what's to come in the future. So that is, this is one of three others that you'll receive from me. I will talk a little bit about the community engagement forum, I'll give you an update on quarterly professional development as well as my engagement in community, and then just

25:47 share a little bit of a roadmap for you all so you can see what's to come and what's ahead. So a little bit on the community forum, which was held on March 23rd. I know you all received a recap, but I did want to share a few of the highlights that we are really, really proud of. We had 71 community members in attendance in City Hall's lobby and in Aspen, really to discuss things around our community and what it means to be Vancouver for all. Across seven tables, facilitators really invited community members to discuss three main questions. The first around what makes you feel connected to our community, and we heard things around the importance of events and activities as well as opportunities to help others and really give back to community. We talked about barriers that might prevent some residents from fully benefiting from the opportunities in our community, and there was discussion around physical barriers that

26:46 some residents may experience as well as accommodations, and then the connection was made between mobility and transportation along with language access and safety came up, and then how can we improve belonging for all ages, backgrounds, and income levels. There was talk about really creating economic opportunity, valuing community spaces, and then personal connection and how participating or participation is really connected to communication and belonging. That if we're communicating and we're fostering that belonging, that participation will grow. Each table, which we were really thrilled about, included community members, each of you, city staff, and we used Point North as our independent facilitator, and then thank you to the mayor for rotating around to each of the tables to really engage with all of the members that were there.

27:42 Next quarter's forum is scheduled for June 22nd, and it will be around climate action of which William Cooley is planning that out now. As promised, we will be back here in front of you, well not we, me and William, we'll be back here in front of you the week prior just to share logistics and walk through any questions that you all may have about the upcoming forum. It is scheduled to be at the Arts Hub as we know right now, and so we'll make sure we get that information out to residents and keep you all abreast of what is going on in that respect as well. A couple of things we're really additionally proud of, we did some real key outreach for this forum, and we'll continue to do it for every forum. We reached out to organizations that maybe haven't heard from us and really worked to bring them into the community forum. You heard me mention about external facilitation, which I think that worked really well, and

28:40 then I think one thing that we're really proud of is the youth engagement really did increase. We had several high schoolers from the foundation's youth program join us, which really did impact how and what the discussion was about, so we wanted to make sure we shared that with each of you. Next up around professional development, this is a look at our hours for our first quarter. What really is important to recognize here is that we've included all levels of leadership, whether it's managers, full time, or part time employees. Part time employees are only required to do four hours a year, and so they have already completed 37 hours so far for Q1. Our full time employees who are not managers have completed 544 hours, and then our managers

29:35 have completed 453 hours, and so we completed a total of 1,051 hours in Q1, and I peeked into April's hours of completion, and literally everyone has recorded some hours of completion in this so far for the 2026, and we're looking forward to when we do our next quarterly update that we'll see these hours possibly grow even more than they are now, because we have more classes and things that we're offering between now and the summer. So just a little deeper look at what are we talking about, and what are we sharing with our employees. We have our access and action video that now 90% of our employees have watched, which is a really nice number to be at, because it's an hour, and it's a nice way to get indoctrinated into what we're talking about in 2026. We launched our Vancouver for All workshops, which, as you know, Vancouver for All is a

30:35 new initiative really representing a significant step forward of fostering a culture of belonging and inclusiveness in Vancouver, and when I say in Vancouver, I mean in the city that we live, and then also the city in which we work. We provided them a focus on what does it mean to know targeted universalism, what does that look like, what is it about, how is it embraced, where did it come from, and then we also did tie the term targeted universalism to our core values, and then we talked about what does it mean to have a broad goal to help us achieve what we want to achieve, and then provide targeted solutions towards helping individuals meet that goal, which supports the targeted universalism concept, which also supports Vancouver for All, and then really

31:30 giving employees an opportunity to understand that we're really all part of a team. That's been our main focus. We utilize the council's equity resolution as kind of our foundation, kind of a who's on first concept, and then when we think about who would be on second, it's really around our team, making sure that we're providing the information to help people really thrive and understand what we mean by Vancouver for All, and then when we think about, okay, what does that look like if we're going to round home -- I'm tying it to a baseball theme, or we are tying it to a baseball theme -- if we're going to round home plate and you're on third, that really is having Nikki Chen work with departments to understand how do they take a targeted universalism approach, a Vancouver for All approach, and really tie it to their departments, followed by a home run for us is really us really engaging around how we're looking at things differently, how we're asking different questions, how we're

32:27 thinking about things differently in order to ensure that we're helping people thrive in the city, whether they work for the city or whether they live in the city or whether they do both. And then next up we have our eliminating barriers for all. It was a pilot in 2025, and then we launched it this year, and it was -- we utilized a local vendor, Standing Ovations, with the help of Chandra Terry, who really helped the organization understand how do we tie things like psychological safety, language access, communication, understanding that we are stewards of the organization and the community, and that we really are public servants to the organization and to community. And what does that mean in terms of Vancouver for All, and how do we help utilize our equity

33:23 resolution to kind of follow that flow through in how we accomplish things for the city. So we had over 40 graduates for this year, and we partnered that with working with Partners in Diversity to host a panel discussion around equitable decision-making amongst all things related to how we make progress as a city, and then we will look to determine whether we want to do another class in 2027. Also we are continuing with True Colors. As you all know, True Colors is a program that helps us to continue to build personal awareness with one another and really foster success in that area. One of the things I love about True Colors is that it is truly operationalized within our organization, so every new employee takes the workshop, and we will be continuing to do that.

34:21 Also want to put a little plug in because Nikki has been piloting what the next evolution of True Colors looks like, and then once we get that worked out, we will probably offer something in 2027. Also amidst all of these things, we hold our impact talks, we have our experiential learnings, and we are really thinking about how we want to engage internally, which essentially helps us engage externally with community. I also think it is important that you understand what I am doing from an outreach standpoint and an engagement standpoint because that is part of the reason I sit here today, and so here is a look at some of the things that I have been doing, and it doesn't mean I just started in January. I started when I came in in June, really just getting involved with community, attending certain events, and being engaged in certain activities, and this is just the Q1 things

35:19 that I have done, and you will see that they range from community events to youth engagement to practitioner gatherings, just so that we understand not only what is going on within our own city, but also what is going on in surrounding cities so that we can really share best practices and how we can be successful. And then last but not least is just 2026 engagement and access roadmap. What we like to do here is just put things on there that we have done, that we are getting ready to do, just to keep track so that we can, number one, hold ourselves accountable as well as demonstrate our commitment to the city overall around the things that we are looking at. So a couple of things you didn't hear me mention is we did celebrate the V awards, so a huge thank you to the committee that helped my team kind of foster that, along with the partnership with HR and communications, really delivering on a powerful way to recognize our employees.

36:18 You see community forums on there. You see different engagement projects listed on there. You also will see from a culture standpoint, which is the yellow highlight, that we are building on our employee resource groups, so we now have a veterans resource group, which we are really proud of that's up and running amidst the other four, and then coming soon we look to have a sustainability resource group as well, because sustainability is incredibly important to employees, and then when you hear the goal is that we start to hear as people start asking questions and thinking about things, offering opportunities, and so we saw this as an opportunity to offer a resource group for that. So those are just some things that we're working on from January through to September, and I will pause now and see if you all have any questions. Thank you. Yeah. Yes, Councilor Fox, go ahead. Really just a comment. When I read this staff report before the presentation, before the meeting tonight, I just was super

37:18 impressed by all of the activities that you've been undertaking in these short amount of time and even kind of funnier is you expressed that this wasn't all that you were doing, so thank you so much for the hard work. Absolutely. So just as kind of a side note, really excited about the Veterans Resource Group that you're starting up, and I also have been kind of working in the background putting together a women's veterans group that so perhaps we can find some connection to connect on that. Absolutely. I think Nikki Chen is listening, so I'm sure her ears are ringing right now. Okay. Thank you. Councilor Stover. Thank you, Mayor. Thank you, Joy. One just thinking, we've changed community forums in the past six months, bringing comment

38:15 back to every meeting, and I'm now in retrospect sitting here thinking what a great change that was because we're no longer asking our quarterly forums to do too much. We wanted to be focused on topics before, but we also had to accommodate people's general feedback and so it really makes a lot of sense for us to be separating those two things out so that those quarterly forums can really be working in really kind of a future visioning way, so I'm excited about that. Thank you. Then the next, you know, as you talk about this rollout of targeted universalism and

39:12 Vancouver for All, and so this is a question you and the city manager of how is this, how are we going to see that in the budgeting process this year? Well, what I am really excited about is the way we have reimagined the budget process and the way we're doing that, Lon, I'm sorry, let me be quiet. Would you like to answer that question? No, I appreciate it when people are excited about the budget process. I apologize, okay. And so what I love is that budget is one of my most favorite things and what I love is that I was allowed to kind of infuse some questions that are around who will benefit

40:11 from a decision, who will be most impacted, what are some of the positive things that might come from what we're doing, who are the populations that we're looking to serve, just in doing it in the forefront versus either in the middle or at the end, which allows us to really look at things from really I'll say an equity for everyone perspective because you're infusing that very early into the budget and then I've also will have the opportunity to share a little bit more detail of what I mean by budget equity with everyone and so that will be really helpful I think as we move forward because it really is from a Vancouver for All perspective recognizing that how we think about things really does impact everyone in our community. So I'm thrilled about it. That's great.

41:10 And I'm glad of this new framing as well because sometimes I can get pulled into oh this is just a diversity effort but these core principles benefit everybody in the community. Everybody's got a neighborhood. Everybody's got a project that happens to them. Everybody's going to feel benefits and burdens in different ways and so it's great to be able to talk about that universally. So thank you very much for the work you're doing. Thank you. All right. So counselors you heard Joy say Arts Hub 630 June 22nd. We've already canceled all of the workshops and council meeting at that time. So that is a focus on that fourth Monday of the month. Make sure it's on your calendar.

42:10 Joy, thank you so very much. Well thank you for having me. Have a great night. You bet. That concludes our workshops. We will be going into executive session concerning potential litigation. According to RCW 42.30.1101III at 5.30 and then we'll be back here at 6.30 for our regular council meeting. We're adjourned. Thank you.