►
Description
Arlington County VA Community Facilities Study Committee meeting #6 featured a panel discussion with Jane Rudolph, Director of the Arlington County Dept. of Parks & Recreation, Greg Emanuel, Director of the Arlington Dept. of Environmental Services, Arlington County Fire Chief Jim Schwartz, John Chadwick, Arlington Public Schools Asst. Superintendent for Facilities and Operations, and Connie Skelton, Arlington Public Schools Asst. Superintendent for Instruction. Recorded on April 22 2015 at Wakefield High School.
A
Delivering
it
because
we
want
to,
we
want
to
have
plenty
of
time
for
questions
from
the
group,
so
we'll
start
with
just
so.
You
know.
A
couple
of
questions
were
given
to
this
group
ahead
of
time
so
that
they
would
know
a
little
bit
about
what
we're
going
to
be
wanting
what
we're
wanting
to
talk
about
tonight.
So
I'm
going
to
ask
as
many
of
them
as
choose
to
to
address
the
three
questions
that
we
have
and
based
on
that
we
can
then
continue
the
discussion
with
the
larger
group.
A
The
first
time
each
of
you
speaks
introduce
yourself
and
say
what
it
is
that
you
do
in
your
department,
and
so
everybody
knows
who's
presenting
to
them.
I
think
you
can
read
the
the
questions
you
know.
What's
the
county's
future
growth,
how
is
it
going
to
impact
your
department
and
how
do
you
figure
out
how
to
determine
future
needs
for
for
your
department,
greg
you're?
You
had
the
you're
sitting
on
the
ending
we'll
start
with
you.
B
Okay,
great
thanks
john
again,
I'm
greg
emmanuel,
I'm
the
director
of
environmental
services.
I'll
keep
this
pretty
simple.
I
mean
the
growth
and
demographics
will
continue
to
place
more
demands
on
our
services.
We
do
track
them.
We
have
metrics
in
many
many
areas.
We
measure
these
things
and
in
certain
areas
which
I'll
get
into
we're
heading
down
this
bad
path
toward
routine
mission,
degradation
service
degradation,
disappointed
customers
which,
if
we
continue
on
that
path,
goes
to
more
frequent
mission
failure.
B
Nothing
is
really
going
to
go
away.
You
know,
you're
still
going
to
want
water,
sewer,
refuse
signals
and
sign,
transit
vehicles,
storage
and
maintenance
storm
water.
All
these
things
are
still
going
to
need
to
happen
for
not
just
our
department,
but
all
the
departments
and
the
expanding
regulatory
environment
that
we
face
also
adds
more
burden
and
things
that
we
need
to
do
to
be
compliant.
B
B
B
If
you
remember
george's
presentation,
even
without
any
growth,
we
are
currently
limited
in
our
ability
to
provide
core
support
services
for
transit.
I
think
it
says
slide.
24
had
65
vehicles
versus
46
spots,
okay,
that's
today
or
soon
once
we
do
the
project,
so
I'm
not
good
at
public
math,
but
that's
19,
homeless,
buses,
okay
and
that's
just
not
a
good
sustainable
place
for
us
to
be
in.
If
we're
a
smart
growth
community,
that's
really
relying
on
transit.
B
B
B
For
that
brief
moment
of
time.
When
there's
a
bad
snowstorm,
you
want
to
stay
at
home.
That's
pretty
brief!
For
most
people
they
want
to
go
back
to
work.
They
only
go
back
and
live
in
the
community,
get
their
activities
and
do
engage
things.
So
our
window
of
getting
the
streets
going
again
is
pretty
brief,
where
people
expect
it
to
get
going
and
over
time
a
series
of
snows
and
storms.
B
George
mentioned
his
briefing.
We
run
out
of
salt,
the
last
two
years
with
the
weather
patterns
we
faced.
We
ran
out
of
salt
both
years
and
the
last
ice
storm
in
march.
We
are
rationing,
salt
and
using
sand,
which
is
not
a
good
thing
for
chess
bay
and
other
goals
we're
trying
to
do
in
a
sustainable
community.
C
I'll
just
touch
on
it
touch
on
it
quickly,
so
I
think
you
all
recognize,
like
the
same
people
that
greg's
serving
and
that
john's
serving
and
that
chief
schwartz
is
serving
we're
also
serving,
and
so
as
this
population
grows
just
where,
where
are
they
going
to
be,
and
so
we've
got
more
kids.
We
also
have
more
seniors,
who
are
aging
in
place
or
often
moving
to
the
corridors,
and
there
is
this
large
population
of
people
in
the
quarters,
and
what
do
they
want
to
do?
C
C
It
is
true,
it's
really
hard
for
us
to
measure
people
just
going
out
into
our
parks,
so
there's
also
a
huge
volume
of
usage
of
our
facilities
that
we
don't
measure,
but
that
doesn't
mean
they're
not
heavily
used
because
we
see
it
in
the
deterioration
of
our
facilities,
but
what
we
really
are
seeing
that
trend
is
what
are
that's
whole.
The
whole
part
of
the
psnp
update
is
what
do
people
want?
C
A
D
D
We
try
to
balance
that
with
both
national
and
local
standards
around
response
time,
because
while
people
drive
our
demand,
our
our
success
rate
is
all
driven
by
how
fast
we
can
get
to
you.
So
our
exact
locations
are
very
important
for
us
to
meet
our
response
time
goals
of
four
minutes
in
terms
of
looking
out
in
the
future.
There's
a
couple
of
things
I
think
that
are
important
to
capture
here.
D
You
heard
george's
presentation
in
which
he
acknowledged
that
a
little
north
of
60
of
our
demand
right
now
is
in
emergency
medical
services.
So
out
of
those
27
000
calls
about
15
000
a
little
north
of
15
000
are
for
emergency
medical
service
calls.
That
seems
like
a
lot,
but
that's
actually
what
most
communities
are
doing
today
and
we
actually
have
a
pretty
good
situation
here
in
arlington,
because
we
have
a
fairly
healthy
community.
D
Where
you'll
see
you
know
as
much
as
80
or
85
percent
of
the
the
fire
and
ems
department
being
driven
towards
ems,
I
think
the
second
thing
that
affects
us,
looking
out
is,
as
we've
seen
over
the
last
couple
of
decades,
really
declines
in
the
amount
of
fire
activity
that
we
have
a
lot
of
that
coming
from
better
public
education,
better
understanding
about
how
to
remain
fire
safe
in
our
homes
and
businesses.
We're
also
seeing
great
improvements
in
technologies
that
help
us
to
reduce
the
numbers
of
fire.
D
D
Work
we're
in
a
similar
kind
of
situation,
from
the
standpoint
of
both
our
training
and
our
needs
for
training
space,
because
we
need
big
spaces
to
be
able
to
do
that
to
park
heavy
apparatus
for
our
training,
and
I
would
say
that
our
logistical
needs
have
gone
up
exponentially
in
a
post,
911
world.
We
have
a
lot
more
specialty
apparatus,
a
lot
more
tools
and
implements
that
we
did
not
have
15
years
ago
that
really
go
to
recognizing.
F
Yes,
so
it's
interesting
for
me,
this
is
my
first
opportunity
to
hear
some
of
these
things
and
to
listen
to
to
the
others.
So
we
obviously
are
all
sharing
the
same
problem,
and
that
is
that
we
have
more
of
everything,
particularly
in
the
human
form
than
than
we
are
able
to
manage
very
easily
at
the
moment.
For
so
the
the
for
me
in
instruction,
the
principal
thing
is
we
educate
every
child
who
comes
to
our
door
and
we
want
to
do
our
very
best
for
every
single
individual
child
as
we're
growing.
F
So
everyone
is
looking
very
carefully
at
what
we
can
do
that
will
make
the
life
of
the
students
better
and
to
make
the
instruction
more
effective.
But
it's
a
it's
a
big
job
for
all
of
us.
We
really
appreciate
how
the
county
has
been
working
with
us
in
how
the
county
board
has
been
working
with
us
and
helping
us
as
we're
growing.
It
takes
more
money
and
we've
we've
been
able
to
work
out
those
problems.
F
Our
school
board
has
a
huge
commitment
to
educating
every
child
and
giving
every
opportunity
for
our
children
looking
at
the
whole
child.
So
all
of
those
things
take
time
and
effort,
and
so
we're
right.
I
feel
like
we're
all
pretty
much
in
the
same
boat.
I
was
kind
of
laughing
jane
when
you
said
I
thought
gee
waitlist.
F
A
G
I
I
I
don't
have
excuse
me,
I
don't
have
very
much
to
add
to
that,
but
one
thing
that
we're
really
focusing
on
this
year
is
finding
out
where
the
students
are
coming
from.
So
when
we
get
newly
registered
students,
where
are
they
coming
from,
because
we
do
know
that
a
lot
of
people
move
to
arlington,
partly
because
of
the
schools,
it
does
influence
their
decision.
We
do
attract
people,
we
also
attract.
A
B
Right
the
critical
choices
I
think
for
me,
the
critical
choices
that
will
be-
and
I
think,
we're
kind
of
already
started
on
this
path-
is
to
rethink
the
density,
the
height
and
the
cost
of
our
facilities
up
front.
As
we
execute
our
programs,
I
think
in
john's
presentation.
He
talked
about
a
lot
of
the
inventory
in
schools,
for
example,
and
much
of
the
community
when
it
developed
was
in
the
50s.
B
So
we
had
this
kind
of
suburban
mindset
and
model
that's
out
there
and
I'm
going
to
give
credit
to
john
and
his
team,
because
they're
they're,
starting
to
take
us
out
of
that
single
story.
Elementary
mindset
successfully
we've
gone
to
the
three-story
model
and
things
like
that,
and
so
that's
critical,
but
I
think
we
it
within
our
neighborhoods,
we
kind
of
really
kind
of
get
away
from
more
fully
that
50s
sentiment
and
paradigm
of
what
that
suburban
school
is
like
same
goes,
for
you
know,
other
facilities,
libraries,
community,
centers
and
so
forth.
B
I
think
at
arlington
mill
we
successfully
crossed
that
border,
and
you
know
it's
a
challenge
for
jane
and
her
team
and
laura
lazar
over
there.
How
many
debates
do
we
have
laura
about
how
we're
going
to
manage
a
four
or
five
story,
community
center
successfully
and
staff
in
an
efficient
manner
and
run
the
programs
efficiently
as
the
first
one
with
underground
parking?
B
B
You
know
when
we,
when
we
approach
a
facility
redevelopment,
siting
we
kind
of
like
to
use
arlington
mill
as
a
good
reference
point
to
say
up
front:
do
we
want
to
put
in
more
per
square
foot
to
make
it
happen
that
way
to
use
the
land
more
and
I'm
going
to
look
at
mark
and
then
senator
pavolo
was
on
the
board.
Also
at
the
time
that
we
first
put
the
marker
on
the
bond,
I
think
it
was
in
the
I
just
started
working
here
in
2006.
B
So
it's,
but
it's
that
upfront
decision.
I
think
that
needs
to
be
made
and
that's
hard,
because
design
and
planning
is
a
negative
process.
But
you
got
to
kind
of
make
that
commitment
up
front
and
say
we're
going
to
do
it
all
we're
going
to
really.
You
know,
make
the
most
out
of
space.
That
means
we're
going
to
either
use
structured
parking
or
of
underground
parking,
and
that's
going
to
make
it
more
expensive.
B
If
we
get
into
the
planning
process
and
say
we
don't
have
enough
money
for
parking
underground
are
structured,
then
it
all
kinds
of
fall
apart
and
it
gets
a
lot
of
tension
and
conflict
that
it
doesn't
end.
Well.
So
that's
to
me
kind
of
the
the
critical
choice.
Okay
and
lisa
mentioned
it.
George
mentioned
it
john
mentioned
it
parking.
So
it's
just
a
good
example.
I
think
of
it's.
It's
it's
indicative
of
the
choices
we
have
to
make.
C
C
Some
of
the
ideas
of
how
we
could
work
more
efficiently
and
work
better
together.
I
think
something
I
heard
tonight
and
I
think
it's
sort
of
mis
unknown,
is
how
much
the
county
and
the
schools,
and
particularly
my
department,
work
together
all
the
time
and
so,
but
we
probably
could
do
more
when
we're
building
new
schools,
how
are
we
most
efficiently
using
our
spaces
to
maximize
the
open
space?
And
again
it
goes
back
to
that
parking
question.
C
We've
really
worked
with
new
technologies
to
reduce
the
amount
of
spillage
that
that
light
creates.
But
you
know
those
are
choices
that
people
need
to
make
and
I
think
it's
going
to
come
up
again
with
school
bus
parking
with
lighting
our
fields.
All
these
different
things,
which
is
there,
isn't
a
lot
more
land
to
use.
So
how
are
we
going
to
maximize
the
land
that
we
have.
H
D
And
when
I
say
willing
partner,
I
mean
most
of
you
know
that
you
know
what
predates
the
career
department
or
volunteer
organizations
that
had
land
that
actually
gave
that
land
to
the
county
to
build
fire
stations
that
we
continue
to
operate
today.
And
I'm
saying
that,
because
we've
gone
to
great
pains
both
in
the
2000
study
and
in
the
2012
study
to
identify
or
limit
our
identity
of
property,
where
we,
where
we
needed
to
put
a
fire
station
to
land,
that
the
county
already
owned.
D
Only
one
time
do,
I
know
of
in
my
31
years
here.
Did
we
actually
use
any
concept
of
eminent
domain
to
take
land
from
a
private
owner
that
actually
was
a
very
gruesome
process.
It
stretched
out.
You
know
across
a
long
period
of
time,
acquiring
the
necessary
land
and
probably
cost
us
more
in
the
long
run.
So
just
the
whole
idea
that
we're
trying
to
use
for
our
purposes
to
meet
your
needs
in
terms
of
emergency
response,
but
doing
it
through
land
that
we
already
have
acquired.
F
Yeah,
so
one
of
the
things
that
we're
doing
in
the
schools
is
we're
looking
at
using
our
buildings
different
ways
and
seeing
if
we
can
maximize
the
space
within
the
buildings
that
we
are
that
we
already
have-
and
I
don't
know
if
you
have
you
mentioned
about
the
potential
of
say,
300
additional
seats
at
washington
lee.
So
that
would
be
one
of
one
of
the
things
we're
doing.
F
We
also,
I
looked
jane
at
the
list
of
we're
looking
at
the
sub
when
we're
looking
at
our
summary
school
list,
the
number
of
parks
and
rec
things
that
we
house
within
arlington
public
schools
in
the
school
buildings
during
the
summer
is
is
incredible.
So
that's
that's
a
great
relationship
that
we
have
there.
F
Washington.
Lee
is
coming
out
with
a
pilot
project
for
next
year,
where
they're
offering
seniors,
who
they
have
approximately
400
seniors,
that
they
believe
that
approximately
100
of
them
are
going
to
avail
themselves
of
a
waiver
to
have
a
shortened
school
day
so
that
they
can
do
something
else.
If
they're
on
track
to
graduate
have
their
all
their
courses
under
control
and
parental
permission
and
some
other
little
checkpoints
that
we
have
for
them
to
be
sure.
F
G
Thank
you
connie.
I
think
I
would
like
to
say
that
for
schools,
we
really
that
feel
that
force
of
the
students
coming
every
year
and
more
of
them
we
have
to
accommodate
them.
We
can't
turn
them
away.
We
can't
put
them
on
a
wait
list
so
where
maybe
we
would
like
to
replace
single-story
schools
with
three-story
schools.
We
can't
do
that
at
the
moment,
because
then
we're
losing
seats
to
create
seats
we
would
love
to.
G
G
The
planning
process
is
more
complicated,
you're
dealing
with
multiple
owners.
It's
going
to
take
longer,
so
I
think
what
we
really
have
to
be
doing
is
proceeding
on
two
tracks.
We
have
to
be
proceeding
on
the
immediate
needs
that
we
have,
and
then
we
have
to
be
looking
to
the
longer
term
so
that
we
can
perhaps
start
to
put
together
these
more
complex
things
that
we
need
to
do
because
our
density,
we
have
to
increase
the
density
because
we
have
limited
land.
G
A
B
A
G
I
think
I'll
be
quick.
I
I
think
I'm
very
encouraged,
because
I
am
hearing
the
start
of
really
creative
solutions.
I
think
in
the
1970s
and
60s
arlington
made
some
really
really
advanced
planning
decisions,
the
metro
and
the
urban
corridors,
and
they
have
created
a
division
between
the
more
dense
parts
of
the
county
and
the
less
dense
parts
of
the
county.
That
is
much
more
immediate,
I
think,
than
in
most
communities,
and
I
think
we're
actually
looking
for
some
big
ideas
now,
for
how
can
we
grow
within
the
confines
that
we
have?
G
A
F
Well,
we
we
have
this
year,
a
new
family
and
community
engagement
policy,
which
our
school
board
put
into
place.
This
fall
and
we're
working
very
hard
at
the
moment
on
the
pip,
the
policy
implementation
of
that.
So
we
we
really
are
in
the
business
of
listening.
We
think
to
our
customers
and
our
clients
and
we
try
very
hard
sometimes
on
a
daily
basis.
I
mean
we
obviously
see
the
children
every
day,
but
a
lot
of
times.
F
A
C
I
was
sort
of
thinking
more
about
how
do
we
really
reach
out
to
people
and
one
of
the
things
that
I
don't
actually
have
a
solution
for,
and
I
think
it's
something
we
all
struggle
with.
Maybe
not
you
guys
so
much,
which
is
how
do
you
engage
with
those
people
living
in
the
corridors?
The
millennials?
There
might
not
be
that
many
sitting
in
this
room
tonight.
C
How
do
we
engage
with
them?
How
do
we
connect
with
them?
How
do
we
connect
with
people
where
english
is
in
their
first
language?
Our
department
is
trying
to
get
out
there
more
we're
trying
to
be
literally
out,
not
so
not
just
using
the
traditional
methods
of
communication,
we're
trying
to
use
better
technology
we're
trying
to
use
social
media.
C
But
I
think
we
can
do
a
lot
more
and
I
definitely
don't
think
we've
cracked
that
nut
and
I
think
that
there
are
opportunities,
because
this
kind
of
work
that
you're
all
doing
is
amazing
and
how
we
bring
that
out
around
the
county
to
different
populations.
Who
may
not
be
able
to
come
to
a
night
meeting
may
not
be
able
to
may
not
even
be
able
to
or
know
how
to
take
a
survey.
D
Chief,
so
because
of
the
way
that
we
operate,
I'm
going
to
beat
the
regional
drum.
I
think
most
of
you
all
know
that
the
fire
and
ems
services
in
northern
virginia
are
totally
integrated.
We
operate
separate
departments,
but
we
respond
based
on
proximity
to
the
emergency,
not
the
jurisdiction
that
the
incident
is
in.
That
actually
is
a
model
of
of
response
capabilities,
virtually
nobody
else
in
the
nation.
Does
it
like
we
do
here
in
december
of
this
year
we
will
celebrate
40
years
of
doing
it
that
way
in
northern
virginia.
D
It
seems
to
me
there
is
no
reason
that
we
can't
look
at
partnerships
with
especially
alexandria,
which
is
a
very
light
community
and
struggling
with
some
of
these
exact
same
issues,
at
least
in
terms
of
of
public
safety,
training
facilities,
logistics
facilities,
perhaps
even
apparatus
repair
facilities.
Those
sorts
of
things
I
think,
are
opportunities
to
be
explored.
We
shouldn't
confine
ourselves
just
to
the
jurisdictional
boundaries
of
arlington,
good.
A
I
Sorry
to
go
first
again:
yeah
hans,
bauman.
I
think
a
question
for
greg.
Probably
the
industrial
wasteland
off
arlington
mill
down
there
trade
center,
you
call
it
the
ugly,
whatever
the
unmentionables.
I
guess
my
question
is
we
need,
though
it's
I
hear
from
across
the
board.
It
would
be
great
if
we
had
those
services
further
north
and
I'm
thinking.
D
I
Or
the
I
mean
the
mulch
pile
area
is
probably
not
big
enough
to
do
something,
but
again
it
creates
issues
being
in
the
neighborhood.
I
guess
my
question
to
you
was:
is
it
possible
in
your?
Can
you
conceive
that
we
would
have
a
structured,
some
sort
of
structure
that
would
enclose
sand
repair
gas
station
for
major
vehicles
in
a
way
that
neighborhoods
would
be
comfortable
having
it
or
is
it?
Do
we
kind
of
need
an
industrial
wasteland,
or
can
we
somehow
integrate
that
into
into
a
corridor
or
into
a
neighborhood
in
an
effective
way?
B
B
B
It
becomes
a
question
of
size
and
type
of
facility
that
you
can
have
to
do
the
function
and
one
of
the
things
that
I've
been
thinking
about
is
like.
Okay,
so
can
I
build
a
structure?
That's
big
enough
to
house
the
salt.
I
need
yet
not
so
big
that
it's
not
going
to
fit
to
where
I
can
actually
load
the
vehicles
inside
the
structure
and
cut
down
the
noise
and
do
that
successfully
and
within
the
money
that
I'm
I've
laid
out.
B
So
your
elevation
is
not
so
so
much
a
problem.
So
to
me
these
are
all
design
things,
but
they
do
require
certain
paradigm
shifts
from
what
our
existing
facilities
are
or
how
we
operate
our
existing
facilities
so,
but
to
get
there,
you
may
have
to
go
bigger
to
get
quiet,
and
I
think
that
will
be
somewhat
of
a
balance
that
we
do
in
the
design
process.
C
Kind
of
to
that
there's
models
around
the
country
where
things
like
for
in
new
york,
city
per
se,
there's
a
wastewater
treatment
plant
that
has
a
park
on
top
of
it.
Somebody
showed
me
today
some
neat
cool
thing:
that's
going
to
happen
in
copenhagen,
where
there
is
some
kind
of
storage
facility,
and
they
did
it
on
a
ramp
and
it's
going
to
become
a
ski
slope.
So
there
are
interesting
design.
G
C
J
C
So
in
parks
there
are,
we
have
a
national
organization
called
the
the
national
recreation
and
parks
association.
They
have
standards.
We
don't
right
now
go
to
them
partially,
because
a
lot
of
them
also
involve
large
scale
parks
that
park
the
county
really
doesn't,
as
lisa
point
out
have
that
size.
There
are
other
metrics
that
have
been
used
in
the
past,
like
a
quarter
acre
to
a
park
or
a
level
of
service
based
on
population.
Currently,
in
our
public
spaces
master
plan,
we
are
not.
C
We
do
not
use
those
levels
of
service.
We
in
1994
took
sort
of
the
base
of
what
the
county
had
and
sort
of
took
that
as
our
what
we
needed
then
and
sort
of
looked
from
there.
So
we
are
actually
looking
at
hopefully
as
part
of
our
update
to
the
psnp
that
opportunity
to
look
at
are
there
sort
of
new
metrics
that
we
want
to
to
guide
us
in
making
our
decisions.
D
George
spoke
a
little
bit
to
emergency
services,
just
our
four-minute
response
time
goal
they're,
actually
as
an
as
georgia's
slide
indicated
four
minutes.
Eighty
percent
of
the
time
there
actually
is
a
national
standard
set
by
the
national
fire
protection
association.
It
sets
it
a
little
bit
differently.
It
sets
it
at
five
minutes.
Ninety
percent
of
the
time
we're
a
little
more
realistic.
We
sort
of
negotiated
with
a
standard,
because
90
is
just
very
hard
to
meet
with
all
the
variables
that
that
impact
response
time
and.
F
We're
all
about
metrics,
of
course
we,
you
know,
we
look
at
almost
everything
we
do
looking
at
the
data
involved,
but
certainly
we
do
have
recommendations
for
you
know
standard
class
sizes.
We
have
standards
of
quality
that
the
state
tells
us
how
many
staff
people
we
need
for
different
populations
of
students.
So
we
have
a
lot
of
the
different
those
different
metrics
that
we
look
at.
I
think
one
thing
that
was
interesting.
That
greg
said,
I
think,
was
about
the
change
in
the
paradigm
shift.
F
The
way
we
need
to
start
thinking
differently
about
some
of
the
things
and
I
think
for
the
schools,
that's
especially
hard
because
all
of
us
went
to
school
and
we
have
a
lot
of
experience
with
it
and
we,
a
lot
of
us,
have
seen
our
children
go
through
school,
so
we
had
experience
with
that
too.
So
we
all
feel
like
we
understand.
F
You
know
when
you
talk
about
loading,
the
the
sand,
trucks
or
the
salt
trucks.
I
mean
that's,
not
an
experience
I
have
so
I
would,
I
would
be
fine
to
say
you
figure
it
out
and
let
me
know
how
you're
going
to
do
it,
but
with
schools
it's
a
little
bit
different,
because
we
all
have
this
experience
and
we
we
want
to
have
our
two
cents
worth,
but
we
do
have
to
consider
some
shifts
in
how
we
think
about
how
children
are
going
to
learn
today
and
tomorrow.
K
I
think
it
was
you
I'm
sorry
if
it
wasn't,
but
thinking
about
where
we
do
have
density
versus
where
we
don't
have
density,
and
when
we
look
at
you
know,
every
chart
that
we've
been
looking
at
geographically
over
the
past
few
weeks
really
shows
us
all.
I
think
the
disparity
between
the
north
arlington
corridors
and
what's
happening
in
south
arlington.
K
B
Well,
I
think
we
are.
We
are
engaging
the
community
on
the
pike
in
particular,
and
chairman
heinz.
I
think
in
amer,
in
her
report
yesterday
talked
about
some
of
the
things
we're
doing
on
the
transit
side,
how
we're
getting
out
to
the
people
on
the
pike
and
talking
about
where
we're
at
with
the
transit
stations.
With
an
update,
I
can't
remember
the
date
of
exactly
that's
coming
up.
B
You
can
find
it
on
our
website,
because
transit
is
a
big
deal
in
south
arlington,
it's
where
the
majority
of
users
are,
and
we
are
reaching
out
specifically
to
that
those
group
of
writers
and
the
community
to
let
them
know
how
we're
moving
ahead
with
the
transit
plan
and
what
the
transit
development
plan
is.
Gonna
look
like
and
the
timing
is
and
when
the
stations
are
coming
and
get
their
input
in
the
design
process.
B
There
hasn't
been
as
much
outrage.
This
is
kind
of
a
new
thing,
so
you're
kind
of
the
first
group-
and
you
know
I
need
your
thoughts
as
well
on
how
we
can
be
effective
on
that,
because
it
doesn't
peak
people's
interests
as
much.
Naturally,
you
know
you
know
we're
human.
It's
in
the
dna.
We
we
love
the
parks
that
jane
provides.
You
know
when,
when
my
wife
and
I
bought
our
two
different
houses
in
arlington,
we
specifically
said
you
know:
let's
look
at
this
house,
it's
close
to
a
park.
B
D
I
would
just
say
your,
I
think,
your
question's
spot
on
with
regard
to
our
services.
We
have
strived
for
a
long
time
to
provide
the
same
coverage
everywhere.
You
know
throughout
the
county
and
as
george's
maps
indicate,
we
have
great
coverage
in
the
south
side,
it's
actually
the
far
north,
where
we
have
a
gap
that
we've
known
has
existed
for
for
many
many
years,
and
that's
that
for
us
right
now
to
in
order
to
get
us
the
same
coverage
there
as
we
have
in
your
neighborhood.
C
Go
ahead
jane
our
park.
Interestingly,
a
lot
of
our
parkland,
our
parkland
complexes
are
actually
in
south
arlington.
We
have
recreation
centers
down
there.
We
have
the
barcroft
center.
We've
got
virginia
highlands,
we've
got
long
bridge,
so
it's
kind
of
interesting
and
there's
actually
not
the
same
kind
of
complex
of
fields
in
north
arlington.
C
So
just
sort
of
an
interesting
look,
but
we,
as
I
said
before,
I
think
outreach-
is
a
really
important
thing
and
we're
looking
to
try
to
do
different
ways
this
year
for
our
budget
update,
we
emailed
it
out
to
over
21
000
people
who
take
our
classes
or
in
our
system
and
then
another
13
000.
There
might
be
some
overlap,
who
also
have
kids
or
participate
in
our
use,
our
sport
leagues,
so
we're
reaching
out
more
in
ways
that
we
haven't
before.
I
think
that
there's
more
we
can
do.
C
I
think
we
also
need
to
come
out
into
communities
in
meetings
like
this
and
also
share
the
information.
I
was
actually
at
the
noc
civic
association
last
month
and
it
was
really
great
to
be
able
to
talk
to
a
large
group
of
people
about
the
type
of
programs
we're
doing
so.
I
think
it's
a
combination
of
technology
and
also
just
getting
out
more.
E
B
I
think
one
of
the
barriers
that
we
have
is
just
the
reality
that
what
george
try
to
present
and
how
much
acreage
is
zoned
a
certain
way
versus
what
we
need
and
if
I
think
the
rough
numbers
are,
we
need
about
a
fourth
of
it
of
what's
privately,
held
right
now
to
meet
our
needs.
This
is
a
big
number,
so
let
me
just
give
you
an
example:
I'll
try
to
be
quick.
B
The
zoning
that
is
on
those
parcels
has
limitations,
which
you
know
certain
parking
requirements,
certain
heights
and
densities
certain
far
or
floor
area
ratio.
I
think
you
guys
maybe
had
that
another
briefing,
so
we
recently
had
a
potential
deal
going
where
we
were
going
to
get
a
space
for
bus
parking.
B
To
where
we
would
still
retain
the
ground
level
warehouse
and
he
was
going
to
build
self-storage
above
it
and
we
were
kind
of
putting
a
good
deal
together,
but
then
it
hit
the
wall
of
the
far
that's
allowed
on
that
type
of
zoning,
and
it
also
hit
the
wall
in
parking.
Even
though
we
had
a
really
smart,
perfect
use
of
the
parking
in
terms
of
time
use
where
it'd
be
shared,
we
should
be
peak.
B
Let's
re-look
at
the
zoning
and
planning
for
light
industrial
areas,
it
just
hasn't
been
the
focus
of
the
community
so
and
and
the
board
and
our
planning
staff
has
many
many
priorities
already
that
they're
already
working
on.
So
you
know,
I
think
part
of
the
equation
may
be
finding
our
way
to
address
some
of
those
zoning
challenges,
and
we
look
at
how
we
want
to
use
those
types
of
parcels
at
our
zone.
That
way,
look
at
the
far
look
at
the
parking
et
cetera,
et
cetera,
et
cetera.
L
Yeah,
I
just
had,
I
guess
in
terms
of
economic
value,
someone
touched
on
this
when
we
win
or
lose
bring
really
big
corporations
to
arlington.
Do
you
see
the
pluses?
Do
you
get
feedback?
Hey
schools
was
a
big
big
decision
for
so
and
so
to
come
here
or
any
deficits
that
we
kind
of
get
nicked
on,
because
economic
value
is
really
the
key
here.
I
think.
G
You
know
we
don't
have
good
data
on
that
and
we're
trying
to
get
it
so
our
student
information
system,
actually
we
have
to
we're
supposed
to
ask
and
we're
really
going
to
enforce
that,
so
that
we
can
really
look
and
see
where
people
come
from
and
we
may
be
able
to
then
go
and
search
and
get
more
data
around.
That.
H
H
A
A
E
H
Putting
something
building
a
larger
structure
for
the
fire
station
that
we're
planting
up
in
north
arlington.
How
are
we
going
to
better
use?
This
is
getting
a
very
crowded
county
and
we
need
to
think
higher
and
denser
and
how
we're
going
to
work
together
to
convince
people,
that's
where
we
have
to
head
and
then
convince
people
that
it
will
happen
in
my
backyard.
B
B
But
it's
it's
almost
like
this
chicken
and
egg
thing,
because
you
didn't
tell
us,
but
the
conversation
has
to
start
somewhere,
and
so
we
thought
we
were
starting
the
conversation
and
it
was
you
know.
Obviously
we
didn't
deliver
the
message
correctly.
So
that's
a
whole
communication
thing
about
how
we
can
successfully
start
conversations
that
we,
you
know,
maybe
it's
part
of
this
process.
You
know
too,
of
how
effective
communication
starters
for
those
types
of
new
concepts
in
the
community.
B
I
think
it's
doable
to
do
these
things,
I
think,
through
good
design
and
just
engagement
throughout
the
process.
It
requires
a
lot
of
patience,
but
you
can
get
there.
I
mean
I
just
I
lived
arlington
mill
for
the
first
portion
of
my
career
here
at
the
county
and
they
were
an
amazing.
You
know
we
we
had
a
fit
in
the
start
and
lost
the
deal
and
then
brought
back
a
different
deal
and
linda
duke
and
her
team
on
the
arlington
military
committee
and
all
those
people
from
all
those
neighborhoods
are
involved.
B
B
A
D
Need
to
do
a
better
job
of
communicating
and
we
need
to
do
a
better
job
of
sort
of
sustaining
the
conversation
and
I'll
use.
As
the
example,
the
fire
station
8
project,
which
was
first
identified,
the
exact
same
location,
we're
talking
about
in
2012
in
the
2012
study,
was
first
identified
in
1999
in
2000,
and
many
people
knew
that.
But
there
is
this
whole
sense
of
until
we're
ready
to
do
a
project.
Few
people
are
focused
on
it.
You
know
we
don't
have
the
money
to
get
ready
to
do
it.
D
Why
does
anybody
care
about
it?
You
know
until
we're
to
that
point
where
we're
actually
going
to
write
the
checks
and-
and
I
think
that
that
is
you
know-
that
is
something
we
have
to
get
past.
We
have
to
figure
out
how
we
can.
We
can
do
a
better
job
of
communicating
that
and
there
can
be
a
better.
You
know,
understanding
between
between
the
county
and
the
people
that
we
serve.
A
M
Okay,
well,
I'm
I'm
sarah
mckinley
and
I
work
for
the
federal
energy
regulatory
commission.
So
I
would
just
like
to
throw
out
a
kind
of
suggestion
from
the
experience
of
my
agency,
because
we
cite
natural
gas
facilities
and
one
of
the
most
difficult
facilities.
The
site,
which
is
an
absolutely
necessary
facility,
is
a
natural
gas
compressor
station.
Now
in
the
years
ago,
these
compressor
stations
would
be
cited
out
in
the
country
you
know
and
and
their
ugly
facilities.
M
You
know
they
have.
You
know,
fence.
You
know,
chain,
link,
fences
around
them
and
they're
just
ugly
industrial
buildings
and
people
hate
them,
they're
noisy.
You
know
you
have
gas
engine
running
all
the
time.
Well,
today
we
have
to
cite
these
in
residential
communities
and
you
can't
imagine
the
the
uproar
and
we
have
a
term
to
describe
what
we
do
and
what
we
do
is
mitigation.
M
My
you
know
vibration.
They
can
mitigate
for
vision
and
you
can
put
fancy
landscaping
around
these
things
and
you
don't
have
to
put
a
stupid
chain
link
fence
around
them.
You
know
you
can
put
a
beautiful
a
fence
around
them
and
we've
actually
had
these
things
built
and
they've
after
they're
built
and
they're
blended
in,
and
you
can
hear
the
birds
sing.
M
There's
no
noise,
there's
really
no
major
ambient
noise
problem
or
anything,
and
I
think
that,
if
we're
talking
about
you
know
citing
one
of
these
facilities,
we've
got
to
stop
talking
about
these
as
ugly
industrial
facilities.
We've
got
to
talk
about
being
able
to
blend
them
in.
They
have
to
be
able
to
be
blended
in
for
people
to
accept
them,
but
it
can.
You
know,
I
think
it
can
be
done
if
we
can
do
it
with
a
natural
gas
compressor
station
in
an
upscale
neighborhood.
M
N
This
is
a
much
more
energy
efficient
gym
because
it's
surrounded
by
earth
on
three
sides.
It
is
open
to
light
on
one
side
because
of
the
landscape.
I
give
tours
of
that
facility.
I'd
be
I'd,
be
delighted
to
do
it.
If
anyone
wants
to
see
it-
and
I
I
mention
this
because
I
I
really
think
there's
an
opportunity
to
get
the
air
rights
to
build
over
these
highways,
which
are
ugly
slashes
through
a
neighborhood.
I
love
gateway
park,
but
I
was
surprised
to
fi.
Have
it
listed
as
non-county
who
owns
it?
N
Vida
owns
it.
So
we
have
to
get
the
air
rights
from
the
state
if
we
were
to
build
tennis
courts.
For
example,
I
mean
we
we're
going
to
need
more
tennis
courts,
but
we
could
replace
some
tennis
courts
and
maybe
repurpose
them
if
we
built
tennis
courts
out
over
I-66
near
the
near
the
high
school
artificial
playing
turf
out
over
I-66
near
the
high
school.