Quoted from benny salami

Bravo to Holly V for leading the opposition to this budget buster.

What exactly did vellano say that was 'leading the oppostion'? How long has she been on the county leg? And this was the FIRST time she spoke up about this county home beast???? They have already borrowed the $50M!!!

Sorry........a little too late!!

Holly said that the County should take another look at this disaster since Medicaid reimbursements have been slashed. Nothing has been started and the bonding has not been spent. Better late than never.

     Anyone still supporting this fiasco wants to raise County taxes over $9 MILLION a year. It's the biggest issue in November. Where is ANG? Where is Gary Hughes? Where is the new guy that slammed in for Cousin Vinny? Where is the new girl slammed in for SS Savage? Very telling that the DEMS running this year are the critics. This is another SCCC music relocation or first library addition. Watch how fast the DEMS run from this quicksand that they all supported because of Savage.

Dept. of Long Term Care

2011 Budget Highlights



Recommended = $5.2 million over 2010 Adopted ($2.1 m direct appropriations & $3.1 interdepartmentals (attributable to fringes and retirement).  36% of the budget which is the interdepartmental portion went up 24.6%. Operating expenses went up slightly, as our 408 line includes the money for the Select Rehab contract. We have little control over escalating cost or state mandated service provisions, but we must meet Department of Health standards 24 hours a day, 365 days a year.

Personnel
•573 Funded positions – down 5 positions from 2010 Budget
•Budget creates:  2 Accountant 1

             1 Account Clerk 1

             4 Caseworkers

             1 Admissions Coordinator

             1 Patient Evaluation Assistant

             1 Storekeeper (to replace a Clerk 3 title that was more costly)
• Budget eliminates: (OT/PT positions due to outsourcing):    

             1 Physical Therapist 1 (hired by Select Rehab)

             1 Physical Therapist 2      (hired by Select Rehab)

             3 Occupational Therapists 1 (1 hired by Select Rehab and 2 were already vacant)
• Upgrades of 7 Assistant Director of Nursing Positions from Grade 33 to 34 and Director of Nursing Services from Grade 35 to 36.  Also upgrade of Director of Fiscal Management Grade 33 to 35.



Early Retirement:
•44 staff retired. Of the 44 vacant positions, 34 will be replaced.
•It is anticipated that new hires that will fill these positions will come in at entry level salaries for each respective title.
•Some positions provide services that are anticipated to be contracted out in the near future, realizing long term savings from fringe and retirement costs.
•Some additional salary savings will be realized in the time elapsed between retirement and the hiring process.
•2 positions will not be filled at Van Duyn, as the service will be provided through the Facilities dept

          Estimated Salary Savings = $2,957,323

          ($500,000 shifted to professional services for contract nursing).



Future Contracting Initiatives
•Personal Laundry – January 2011
•Additional Food Service – September 2011
•Housekeeping – January 2012

Vehicles

Includes $50,000 for a plow and maintenance truck to replace a 1997 vehicle.

Equipment

Includes $252,788 for capital related items on a 10-year replacement plan (wheelchairs, hospital beds and mattresses, lifts, etc.)  

Supplies

Dietary budget at $2.74M vs. $2.4 M in 2009 (14% increase) Reflects new management contracts for additional food service outsourcing

2010 Adopted = $2.54 (7.6% increase)

Professional Services
•Occupational Therapy/Physical Therapy/Speech Therapy Contract - $1,858,692
•Pharmacy - $558,000 (5.6% increase over 2009 Actual expenses)
•Contract Nursing - $900,762 per department request. Reflect transfer of funds from personnel account to professional services.
•Account also includes contracts for medical staff and other required specialties.

All Other Expenses
•Increase in Cash Receipts Assessment as a result of significantly higher Medicaid rates. When our revenues increase this increases.
•Laundry and Linen Service - $1,058,730 (13.3% increase over 2009 Actual). Includes contracting for personal laundry services beginning in January 2011.

Maintenance, Utilities, and Rents
•Includes savings for lower utility estimates, per the County’s new locked-in rates
•Electronic Medical Records recurring costs = $60,974. Account is reduced from 2009 as that included one time equipment purchases for EMR at $267,000.

Provision for Capital Projects

Includes $50,000 for unforeseen necessary capital improvements.



Revenues      (Based on a bed count of 495)
•Medicaid Rate Estimate = $197 compared with the 2010 Adopted rate of $165.55. Total = $29.3 million which includes $2.5 million for IGT.  At the time of the 2010 Adopted budget we thought that regional pricing would begin during 2010 and that rates would be much lower. Regional pricing has been delayed until March 2011. We have also received some information from NYAHSA that indicates the rates will be higher than what we’d anticipated.  83.5% of care days are budgeted for Medicaid.
•Private Pay - 5% increase effective Jan 1, 2011. Rates: 2010 = $291
•2011 = $306.  6.5% of care days are budgeted in 2011. Total = $4.3 million
•Medicare Rate Estimate = $341.23.  Total = $5 million.  Included are $3.4 million in gross additional revenues as a result of the OT/PT new contract.  6% of care days are budgeted for Medicare.

Bottom Line

2009 Van Duyn’s Fund Balance = $9,846,420

2010 Projected Use of Fund Balance = $4,763,924

2011 Recommended Use of Fund Balance = $3,068,356

Projected 2011 Fund Balance = $2,014,140



Update on Van Duyn Capital Projects
•Boiler Replacement: Installed three new flexible tube steam boilers along with a direct digital control system that allows for automated operation.
•Oil tanks: Above ground tanks were installed
•Kitchen Modernizations: Several large pieces of equipment for the kitchen were replaced including ovens and coolers. Ice machines were replaced on resident floors.
•Electronic Medical Record: Completed implementation of the SigmaCare Electronic Medical Record system, streamlining point-of-care documentation and increasing the accuracy and efficiency of the flow of resident information. Additionally we are working on an interface with Community General Hospital which should be completed in the next few months.
•Sidewalk replacement: 13,200 square feet of decayed sidewalks were replaced with a combination of Flexi Pave and concrete. Flexi Pave is a newer product that takes recycled tires and forms a porous, weather resistant material that is placed over the old concrete.
•Elevator Renovations: Elevators 1, 6 and 7 are complete. Work on the remaining 5 elevators will continue through mid 2011.
•Nurse Call System Renovations: A new nurse call system has been implemented which should reduce the noise level on the resident floors and increase staff accountability for resident care.
•Fire Smoke Detection and Alarm System Replacement: The fire alarm system was replaced, increasing the life safety of all residents, visitors and staff by increasing the coverage of Van Duyn’s fire alarm infrastructure, and by improving upon the quality of fire safety communications throughout the facility.
•Phone System:  Van Duyn completed implementation of a new phone system in August, including use of wireless phones for supervisors who are transient throughout the building. A key feature of this system is our ability to activate phone service for residents more expediently upon admission.
•Security Cameras:  Our security camera system will be evaluated and repaired as extensively as our budget permits. This work will begin over the next few months.
•Tree Plantings: An additional 6 trees were planted on the Van Duyn campus as a gift from the Central New York Nursery and Landscape Association.
•Family Room Furnishings, 5 Large Screen Televisions and Credenzas: Televisions and furnishings were donated by the Onondaga Guild to make Van Duyn a more accommodating setting for our residents and guests.

Resident Centered 2010 Accomplishments



In addition to all of the projects we’ve been working on, the staff continued to provide quality care to the residents who call Van Duyn home. This list is certainly not inclusive but includes some of the highlights of 2010 at Van Duyn.
•Approximately 427 new residents and 339 re-admissions were welcomed and processed by our staff for a total of 766 admissions in 2010.
•The Volunteer Services Department took over the management and staffing of the Van Duyn Gift Shop, expanding open days from two days a week to three with plans to add a weekend afternoon.  This is a service provided by volunteers for those residents who are unable to take advantage of the activity trips off site.
•All Van Duyn residents now have new mattresses in line with our capital replacement projects.  29 low beds and 60 perimeter guard mattresses were also purchased to improve resident safety.
•Clinical Data Services has been able to improve upon the methodology for quality assurance reviews by using the electronic medical record. The system allows querying of resident information and reporting to the appropriate department manager.  Department managers are also able to run reports as needed based on established criteria, increasing efficiency by no longer requiring intervention by staff in Clinical Data Services.
•The Van Duyn Fiscal Office worked with Medical Records to bring Medicare Part B and Physician and Nurse Practitioner Billings up to date, and developed a procedure to maintain current billing status.
•The Van Duyn Systems Administrator (Information Technology Dept.) outlined and refined the current network infrastructure for the Voice Over IP phone system implementation project. In addition, the Systems Administrator also learned a variety of applications necessary to support the system and customize phone settings to meet Van Duyn staff needs.
•A new nurse call system was implemented, which has improved the level of clinical communication on resident floors by coding calls by call type.  In addition, quality of care has been improved through a nurse call reporting system, which increases staff accountability for timely resident care.
•The VOIP phone system implementation project was completed allowing Van Duyn staff to manage resident lines, rather than having residents wait for their phone service from an outside provider.   Once the work order is processed internally, Van Duyn residents will have their phone service set up within a few business days.  Any changes or moves that will take place within the facility will be processed in the same manner, removing delays and charges that result from working with an outside provider.

2010 Interdepartmental Change



By Local Law the Onondaga County Administrative Code was amended to transfer the Division of Community Services from the Department of Long Term Care to the Department of Social Services.



2011 GOALS- The Look Ahead



The next year will be very busy at Van Duyn as we undertake the following initiatives:
•Select Rehab, our new therapy contractor;
•6N, our new Billing Software Company;
•Completing work on the HEAL 4 projects and other projects;
•Training for and using the new mandated MDS 3.0;
•Training new staff hired to fill vacant positions;
•Participating with DOH for our annual survey;
•Restructuring our admissions, social work, nursing and finance offices;
•Serving residents that need intravenous therapy and advanced wound care treatments; it is the intent to cohort individuals together with similar needs;
•Outsourcing services including laundry, housekeeping, and additional food service operations;
•Working with CHIPS and the CHIPS Collaborative to meet unmet needs in the community; and
•Meeting the personnel goals of increasing our volunteer base, and decreasing dependency on overtime and agency usage



Summation



Amidst challenges and uncertainty, Van Duyn has accomplished a significant amount in a few short years. We have achieved compliance with the Berger Mandates and we have positioned ourselves to continue to provide quality care to the residents of Van Duyn through the numerous ongoing projects.  We will continue our work with CHIPS and the newly formed CHIPS Collaborative to determine what other synergies we might achieve, beginning a new journey that can only enhance the quality of care offered in our community



Mr. Jordan noted that 44 employees in the department have elected to take advantage of the Early Retirement Incentive (ERI) and that they plan to replace 34, asked what the plan is for the remaining positions and how they anticipate meeting the 50% salary savings requirement for the ERI..  The following information was given:
•Therapists positions have been contracted out, one cook position and one Clerk 2 position were eliminated and anticipate that, over time with new phone system, there will be an opportunity to eliminate 6 to 8 hours for the switchboard position (now 24 hrs/7days per week); some of these positions have been unfunded, some will be eliminated.
•Anticipate salary savings because they have abolished 5 positions due to the PT/OT outsourcing.
•Budget anticipates different savings starting January 2011 and going through 2012 – have two years to make up the difference.  
•They are looking at outsourcing other services; by getting rid of the fringe benefits and other costs associated with that they anticipate that there would be enough leeway to accomplish required salary savings
•Two case workers will be coming back to job share one position, others are coming back part time until the positions are filled.

Mr. Jordan observed that the budget shows approximately $20 million for salaries/wages and $14 million for employee benefits, seems like there is an enormous disparity between departments.  Mr. Seitz said there is a significant number of retirees getting retiree health care at Van Duyn, departments – with a high level of filled positions, their retiree base is growing larger than the smaller departments.  Ms. Rooney noted that the per capita salary at Van Duyn is much lower than across the County average because of the job titles, but the fringe benefits, etc. are the same cost per employee.



Mr. Jordan said they are projecting a fund balance of roughly $4.8 million at the end of 2010 and asking to use $3 million of that balance, and then restoring $2 million.  Ms. Sprague said if there is IGT money to be pulled down, they would have that coming in; if not, looking at a depletion.  In addition, it could be more or less than $2 million, it will depend on the rates that finally get established, they are still working with 2009 rates.



Mr. Jordan asked if their capital projects came in on or below budget.  Ms. Sprague said they are under budget for the capital projects under the HEAL 4 grant money and what they bonded for; will be closing out those projects by the end of December.  Mr. Jordan requested information regarding how much they bonded for, what was the actual cost, what is being done with the additional revenues if under the bonded cost.  Ms. Sprague said the HEAL 4 grant was about $3.4 million - divided into two different types of money – the actual capital and the restructuring type money.  They bonded for the monies because they had to say they would be able to complete all of the projects that they started with the HEAL 4 money; they hope to use the majority of that grant money and not have to give money back.



In answer to Mr. Corbett, Ms. Sprague said the County would never own and operate the Assisted Living program because of the financial structure regarding the SSI payments.  In the HEAL 20 proposal, they were looking to use the current 7th floor space for the Assisted Living Program and then on the same campus build out the efficient green house model – the one story type buildings where they could move some of the current residents.  Another person would have to come in and operate the Assisted Living Program, should know about that grant in the end of September.  



Mr. Warner noted that there seems to be a growing concern that maybe Onondaga County should not be in the nursing home business.  The Bonadio Report indicates that there is a 2.5% higher cost because of the fact that there are County employees in the facility.  Mr. Warner noted that he has asked the Comptroller to do a complete study concerning exactly what the cost is to the taxpayers of Onondaga County to operate Van Duyn.



Mr. Holmquist asked if there is an ongoing effort to see what can be privatized.  Ms. Sprague said there are certain things that cannot be privatized because they are a nursing home, unless they were to change sponsorship completely.  They are considering some that haven’t gone out to RFP; they will not realized income like they did with the select rehab.  They will also be taking a look at current contracts to se if they could do better with other contractors.



Mr. Rhinehart asked what they would do when there is no fund balance left in 2011 or 2012.  Ms. Sprague said they would have to look towards the IGT money.  Ms. Brown said their state association is telling them to assume at this point in time that the IGT funding will be level with the 2008/2009 award which allowed them up to $9 million; there is no definitive information as to exactly how much.  Mrs. Sprague said Mr. Rhinehart was on the right track when he asked if there wouldn’t be enough money to get them through the year without the IGT money.  



Answers to Mr. Rhinehart’s questions:
•Salary for an employee who does personal laundry is $26,000 - $28,000 under the title of Custodial Worker 1.
•There are 3 full time and 4 part time employees who do personal laundry.  Part time employees have additional housekeeping chores within the building.
•If they outsource the laundry, they would still need 3 full time employees to gather the laundry, get it ready to go out to a vendor and get it back to the individual resident rooms.
•There are two Laborer 2’s and one Laborer 1 who do outside work, such as mowing and snow removal; In addition to that they do facility maintenance jobs inside the facility.  Total is $82,000 for the full time employees; to contract it out would be about $88,700.
•Individuals perform other duties that would not be included in mowing and snow removal contracts, such as mulching, taking care of the landscaping, work inside as needed.

Mr. Rhinehart asked about the maintenance of trucks and mowers.  Ms. Brown said the trucks go to WEP for maintenance, mowers are repaired at Van Duyn.  Ms. Sprague noted that they are looking to replace a 1997 truck this year, last year they replaced a 1999 truck.  A vehicle is depreciable; with their Medicaid utilization rate, will get the money back at roughly 80% within the next five years.  



In answer to Mr. Rhinehart, Ms. Gile said their salary savings is a combination of ERI, Part time salaries, significant leave without pay, lag time of about 13 weeks from when a VRR goes out to time of rehire, a transfer for about $500,000 for nursing through contract, personal laundry positions, some of the food outsourcing anticipated starting in September.



Mr. Rhinehart asked why they were not abolishing the ten positions that are left unfunded after the ERI.  Ms. Gile said they left them unfunded for tracking purposes, they still qualify for the salary savings with the State requirements.  



Mr. Warner requested documentation of what their fund balance was going back to 2000.



DEPARTMENT OF AGING AND YOUTH:  Lisa Alford, Commissioner; Chris Flynn, Youth Bureau Administrator; Lisa Farewell, Accountant 2; Edie Williams, Budget Analyst; Ann Reed, Public Information Specialist





Our Mission is to support a comprehensive system of services for children and youth, senior citizens, and their families.

We support our community through advocacy, planning, coordination, direct services and program funding.





  

Our goals include:
•Increasing access to services for older people to enable them to remain in a safe and appropriate living environment.
•Developing and supporting wellness activities to promote healthy youth and older adults.
•Increasing the number of youth programs that utilize best practices to help ensure that young people are involved in quality programs that help them gain knowledge, skills and competence.
•Strengthening our leadership and advocacy role in the community as the primary source for information on programs and services, major trends, best practices, and funding related to older adults and youth.

Today’s presentation will highlight some of the ways our department is meeting these goals.





The rising aging population is on everyone’s radar and is expected to have far-reaching effects on everything from social services to health care.

Our County is facing several unique challenges with regards to its aging population.

According to the 2000 Census figures, the County’s senior population consisted of approximately 10% of individuals aged 85 and older. In 2009 and 2010 to date, they account for over 20% of our Department’s clients.

Onondaga County’s citizens show a determination to remain at home, a goal our department successfully helps them attain. 28% of the County residents over age 60 lived alone in 2000. In 2009, 40% of our clients did. So far in 2010, that number has jumped to 51%.

Census figures also tell us that in 2000, 16% of Onondaga County residents over age 60, reported incomes qualifying them as low income or at poverty level. In 2009, 38% of our clients met that distinction – and to date this year our Department is serving 56% - which is significantly higher than the county percentage.

As you can see, these aging trends are changing the face of our county, our clients and our programs.

So what is the latest on the Glendale beast??? Haven't read anything in the gazetto about it lately.....hello!!!

This is an election year and supporting the glendale beast would be committing political suicide, and they know it. I say PRESS them and PRESSURE them into a directive BEFORE election day!!

Quoted from bumblethru

This is an election year and supporting the glendale beast would be committing political suicide, and they know it. I say PRESS them and PRESSURE them into a directive BEFORE election day!!

Guess working together doesn't work because those up for re-election this year have moved far away from supporting this.

Quoted from rachel72

Guess working together doesn't work because those up for re-election this year have moved far away from supporting this.

Dead silence from the DEM working together morons. Two of the 8 DEMS running this year are against it the rest are hiding in the tall grasses. Any DEM supporting it wants to raise County taxes a minimum of $9 MILLION PER YEAR. Karen Johnson, TJ Hooker and Gary Hughes support building a new home at any price.

obama is in the process of cutting back on entitlement programs such as medicaid and medicare. There is NO way that the county taxpayers will be able to make up that difference. Glendale doesn't have the best reputation as it is. Cutting back on staff and services will make it even worse!! Which will be the only alternative to raising taxes to support the beast!! Couple that with the fact that glendale is staffed by union/county employees with lucrative life time benefits!! CAN'T HAPPEN!! TAXPAYERS CAN'T AFFORD IT!!

They should have sold it to a private entity years ago when the economy was more lucrative. Even if they  never built a new 'beast'......glendale will be hard pressed to provide the shoddy service it presently gives.

Forget about Obama-Gov Cuomo has already cut state reimbursements for medicaid. The $9 MILLION a year increase in our County taxes figure is too low. The County Leg must reexamine this. Albany is also talking about building a new County Home and Montgomery and Fulton have both privatized.  This is one place the DEMS could really "work together" not with themselves to screw the taxpayers but with another County to minimize costs and maximized savings. All except Mike Petta refuse to do so.

Quoted Text

SCHENECTADY COUNTY
Union contract to reduce Glendale Home costs
BY MICHAEL LAMENDOLA Gazette Reporter
Reach Gazette reporter Michael Lamendola at 395-3114 or lamend@dailygazette.com.

    The union representing workers at Glendale Home has approved a contract expected to reduce operating costs at the county-owned nursing home by $1.2 million over three years.
    The county Legislature is scheduled to approve the deal tonight . The contract covers 158 members of Local 1199, Service Employees International Union, consisting of kitchen staff, licensed practical nurses and certified nurse assistants. It would be retroactive to Jan. 1 and run through Jan. 1, 2013.
    As part of the contract, the Glendale employees would receive a 1.5 percent raise this year and in 2012 and no raise in 2013. They would, however, receive a bonus of 1.25 percent, which would not be added to their base salary. The raises and bonuses total $584,000 over three years.
    The contract’s savings come at a time when the county Legislature is moving ahead with plans to construct a new nursing home on Hetcheltown Road. The 200-bed skilled nursing facility is expected to cost $51 million to construct and is projected to open in October 2013. The county will demolish the Glendale Home after the new facility opens.
    The new facility is expected to operate more efficiently than the current Glendale Home, a hodgepodge of several buildings, some dating back to the 1930s. The county is paying $4 million to subsidize Glendale’s operations this year, double the amount taxpayers paid in 2010. In past years, the subsidy has approached $9 million. The facility’s annual budget is nearly $30 million. The subsidy comes from the county property tax levy, which totals $64.4 million this year.
    Schenectady County Attorney Chris Gardner called the SEIU agreement groundbreaking, saying it will help make Glendale Home more competitive.
    He said the contract creates a two-tiered wage and benefit system for Glendale Home employees that will reduce the cost of new hires there by 17.5 percent compared to current employees — a savings of $12,000 per new employee.
    A county-provided cost chart shows the average Glendale employee earns about $40,000 in wages plus $30,000 in benefi ts, for a total of slightly more than $70,000. Under the proposed contract, the average new employee hired after July 27 would earn an average of $36,000 in salary and $22,000 in benefits, for a total of $58,000. The county expects to save $397,000 over three years through the two-tier system, based on 10 percent turnover in staff at the nursing home.
    In return for the wage increase and bonus, Glendale employees would have to pay 20 percent of premiums for family health plan coverage, up from 15 percent, and would become part of a new health care plan that is 22 percent less expensive than their current plan.
    These moves will generate more than $400,000 in savings.
    Also, the contract reduces the afternoon and night differentials by 3 percent and the weekend differential by 5 percent for new employees, for savings totaling about $5,000......................>>>>.....................>>>>.......................http://www.dailygazette.net/De.....r01002&AppName=1

Quoted Text

Many reasons why county should hold off on new Glendale Home

    Re July 26 article, “Union contract to reduce Glendale Home costs”: Voters should contact their county legislators now and ask that further action on building a new Schenectady County nursing home in Glendale be placed on hold pending their getting additional information on: 1) the need for a county-operated nursing home; 2) its likely ongoing operating costs to the county; and 3) its proposed location.
    As to the need, there is growing support for programs that allow one to “age in place” or in “assisted living” settings. Advertisements now commonly urge us to get long-term care insurance so we will “never have to go to a nursing home.” Not even the county-funded independent “needs study” confirmed that a nursing home as large as is now proposed was needed. Rather the report found there was a need “on the order of magnitude” proposed by the county, i.e., the proposed size is correct — unless it is not.
    As to the finances, it is still very unclear what level of reimbursement the state will give to this county-operated nursing home. A much clearer picture will emerge when the rules for new federal health care efforts are settled.
    Finally, the proposed location encourages the isolation of those it would “serve” from their communities, families and friends. The isolated location of the Glendale Home also means no one who must rely on public transportation is likely to be employed there.
    County-sponsored studies suggest the average age of the new Glendale Nursing Home residents will be 85. Are many friends and relatives of this 85 and 85-plus group likely to be both able and willing to drive to Glendale to visit someone there? No! It seems the proposed location alone will hide the nursing home residents from our view and us from theirs. A loss all the way around.
    Indeed, one newspaper account on the January public hearing at Glendale quoted one 74-year-old resident as saying, “It would be a nice new home because being here now is like being in a jail.” The isolated location certainly adds a lot to a jail-like quality.
    Finally, county legislators representing city residents must realize their constituents who must use only public transportation to get to work are far less likely to get a civil service job at a county nursing home located on Hetcheltown Road in Scotia than are car owners.
    If there must be a county presence in the Schenectady nursing home business, it should be done incrementally, with small units built in different parts of the city and construction occurring over many years.
    A large, isolated county-run nursing home does not make sense in 2011!

    ELMER F. BERTSCH
    Niskayuna

http://www.dailygazette.net/De.....r00902&AppName=1

Quoted Text

  If there must be a county presence in the Schenectady nursing home business, it should be done incrementally, with small units built in different parts of the city and construction occurring over many years.

Sell it!

Privatize it.

The nattering Naybobs of Negativity are at it again since their diapers are getting stinky and the he-she monkey won't change them out because he-she has his-her's head up his-her's butt! The Working Together Team will protect the elderly and those most helpless of our family members have a safe and decent place to live. The extremists and tea-poopers will be crying even louder while they seig-heil their fuhrer.  

Public opinion is firmly behind the new home.

They won't be behind the new home for long when they get their tax bill raised to pay for it.