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From YouTube: Arlington's State of the County Address 2017
Description
Arlington County Board Chair Jay Fisette delivers the State of the County address hosted by the Arlington Chamber of Commerce. Fisette, who has announced his retirement from the County Board this year, reflects on Arlington’s development over the past 20 years and looks to the County’s future.
A
A
It
really,
in
my
view,
is
an
amazing
place
that
we
cannot
should
not
ever
take
for
granted
and
I'm
really
proud
of
all
of
us
for
what
we've
accomplished
over
the
years.
There's
nothing
stagnant
at
all
about
this
community.
Unlike
many
places,
there's
nothing
stagnant
about
Arlington,
the
only
constant
is
change,
and
what
we
have
to
do
is
manage
guide
help
ensure
that
it's
the
right
kind
of
change
in
our
latest
resident
satisfaction
survey.
A
couple
years
ago,
89%
of
the
residents
of
Arlington
expressed
satisfaction
that
is
about
32
percent
higher
than
the
national
average.
A
We
now
show
up
on
all
sorts
of
lists
wasn't
necessarily
true.
20
years
ago,
best
place
or
most
popular
place
for
Millennials
best
place
to
live
outstanding
topic.
Top-Of-The-Line
parks,
outstanding
schools,
you
name
it.
It's
likely.
We've
showed
up
on
that
list,
which
is
a
list
of
comparables
to
our
peer
jurisdictions.
So
what
are
some
of
the
key
changes
and
a
lot
of
people
in
this
room
contribute
to
some
of
these
I'm
in
the
last
20
years
ever
we
as
we
have
transitioned
to
a
more
urban
community.
A
A
Most
of
that
growth
occurred
where
we'd
like
it
to
be
in
the
Metro
quarters
connected
to
our
transportation
system,
not
in
the
single-family
neighborhoods
single-family
residential
detached
homes
increased
only
by
4%.
That
residential
part
of
our
community
is
still
that
residential
part
of
our
community.
The
challenge
in
those
communities
the
houses
are
getting
bigger
and
the
trees
are
coming
down.
That's
a
different
question
population
growth
over
that
time,
20
percent
over
20
years
about
1%
a
year,
36,000
residents
school
population,
especially
in
recent
years,
continues
to
grow.
A
Remarkably,
one
of
the
unchanged
items,
unemployment
rate
remained
consistently
low,
the
lowest
in
the
Commonwealth
of
Virginia,
at
about
2.5
percent
right
now,
far
below
the
state
and
national
numbers
and
listen
to
this
one.
In
honor
of
the
Valor
Awards
I
asked
what
was
the
crime
rate
20
years
ago.
Crime
rate
has
decreased
fifty-seven
point
seven
percent
since
1997
the
grand
total
of
part,
one
offenses.
A
These
are
the
big
ones,
the
ones
we
know
about,
as
determined
by
the
FBI
homicide,
rape,
robbery,
aggravated
assault,
burglary,
larceny
and
motor
vehicle
theft,
1997
8307
in
2016
3,500
of
3730,
a
5758
percent
decrease.
Those
are
some
very
significant
statistics,
so
then
I
said
well
let
what
for
the
average
person
walking
around?
What
do
you
see?
That's
different?
What's
changed
in
the
built
environment
or
in
fact,
for
some
of
those
policy
wonks
some
of
our
plans.
What
are
some
of
those
master
plans?
This
is
not
a
comprehensive
list.
This
is
just
a
list.
A
Some
of
the
highlights
right
down
the
road,
Long
Bridge
Park
used
to
look
a
lot
different
Potomac
yards
right
up
the
road
in
the
other
direction.
Wasn't
there
village
of
Shirlington
quite
a
new
expansion
to
that
village
of
Shirlington
anchored
by
signature,
theater
Columbia
Pike,
complete
revitalization
plan
in
place
form
based
code
created
to
help
incentivize
that
the
county
now
owns
Columbia
Pike
to
be
able
to
make
changes
there
more
expeditiously.
A
The
community
facility
plan
a
couple
years
ago,
award-winning
Arlington
mill,
community
center
and
residents
on
Columbia
Pike,
an
incredible
joint
project,
affordable
housing
and
a
community
center.
How
about
Pentagon
City
just
down
the
road
Pentagon
Row?
Wasn't
here
that
Park
and
all
the
development
under
under
way
there,
then
you
can
look
at
Ballston.
A
We've
got
a
Boston
quarter
development,
what
a
huge
magnet
that
will
be
for
our
Boston
community
and
don't
forget
the
capital
I
skip
capitals,
ice-skating
rink,
that
public-private
partnership,
preceded
it
and
I,
understand
Boston
quarters
already
50%
leased
and
within
the
next
month
it's
likely
to
be
another
15
percent
leased.
So
the
plans
working
out
long
before
it's
open
transportation
different
worlds.
20
years
ago
we
didn't
have
an
art
bus.
The
system
hadn't
been
created,
yet
Capital
Bikeshare
car
share.
None
of
those
choices
were
available
to
an
Arlington
Ian.
The
community
energy
plan
was
created.
A
Thanks
to
all
of
you.
The
business
community
was
really
the
dominant
factor
at
the
table,
the
dominant
voice
from
property
owners
to
businesses
the
chamber-
and
we
came
to
a
consensus
about
what
this
community
should
be
striving
towards
in
terms
of
our
energy
future
and
sustainability,
and
we
created
in
the
early
2000s
the
LEED
bonus
program
for
the
development
community
and
for
us
it's
a
win-win.
A
There
are
five
schools
coming
online
by
2019,
so
a
couple
of
the
key
challenges
we
faced
over
this
last
20
years
and
responded
to
I'm
going
to
just
list
six
of
them
I'm
not
going
to
get
into
a
lot
of
conversation
on
them,
but
911
certainly
rises
to
the
top
of
the
list
and
I
think
we
responded
with
distinction
and
the
Pentagon
was
rebuilt
in
Arlington.
Did
our
part
brac
2005
happened
to
be
chaired
that
year,
it's
like
I
was
a
magnet
for
chalant
problems
crystal
cities.
What
did
we
do?
A
You
know
we
didn't
just
roll
over
we
created
week.
We
turned
lemons
into
lemonade.
We
redesigned
Crystal
City
with
the
community
and
created
a
crystal
city
sector
plan.
Then
you
had
the
Great
Recession.
We
eliminated
a
lot
of
staff,
a
lot
of
FTEs.
It
was
a
difficult
time,
but
we
preserved
our
social
safety
net.
Another
challenge
office
vacancy
now.
This
is
one
that
still
exists.
It
will
be
in
my
next
list:
5.7
percent
vacancy
in
1997
today,
18
not
unusual
in
the
region,
but
unusual
for
us.
So
what
have
we
done?
We
bolstered
economic
development.
A
We
were
much
more
aggressive,
we've
gotten
some
recent
successes
with
Nestle,
the
grocery
Manufacturers
Association,
National
Association
of
corporate
directors
and
some
expansions
with
little
with
Bloomberg
BNA
and
with
WJLA,
so
we're
working
hard
at
that
housing,
affordability,
another
one
of
the
challenges,
number
five
and
you
know
from
1997
to
2016.
In
that
nearly
20-year
period
we
put
in
close
to
100
million
dollars
to
assist
in
that
is
area
we
which
helped
to
create
about
5,200
units
of
affordability.
At
the
same
time,
we
lost
sixteen
seventeen
thousand
units,
not
quite
equal.
A
We're
working
at
a
deficit,
more
needs
to
be
done,
but
we
did
adopt
an
affordable
housing
master
plan
to
help
guide
us
and
the
last
one
I'll
list
is
the
street
card
divide.
We
set
it
aside.
We
held
our
community
together
and
we
have
kept
moving
forward
so
now
I'm
going
to
do
the
top
ten
recommendations
for
insuring
Arlington's
long
term
success.
These
are
I'll
tell
you.
These
are
off
the
top.
A
My
head
and
they'll
change
I
think
was
kind
of
a
fun
exercise
for
me
because,
as
I
go
through
the
last
six
months,
here,
I'm
going
to
keep
revisiting
these
top
ten,
this
top
ten
list.
But
let
me
share
with
you
my
top
ten
recommendations
for
ensuring
our
community's
long-term
success.
One
inch
number
ten!
Now
you
start
with
ten.
A
You
don't
start
with
one.
You
got
to
keep
everyone
in
suspense
right
number.
Ten
ensure
government
works
for
everyone,
so,
whether
that's
customer
friendly
services
permitting
websites.
You
know
we
need
to
continue
to
remain
accessible
and
and
have
integrity
in
what
way
we
do
it
so
ensure
government
works
for
everyone.
Number
nine
I
wrote
stay
nimble.
A
What
I
mean
there
is
adapting
to
the
changing
business
environment,
whether
that's
the
federal
government,
downsizing,
business
restructuring
or
the
trends
in
retail
from
bricks
and
mortar
to
online.
We
have
to
be
creative
and
resilient
and
aggressively
claim
that
space
for
innovative
startups
number
eight
move
forward,
boldly
to
ensure
environmental
sustainability.
A
Affordability,
number
seven
facilitate
an
even
broader,
constructive
civic
engagement
in
decision
making,
sort
of
broaden
our
tools
and
our
opportunities
and
the
range
of
engagement
we
have
with
the
community
I
believe
the
Arlington
way
works.
It's
an
opportunity
for
anyone
to
have
a
voice
in
the
decision-making
not
to
be
confused
with
getting
your
way.
I've
had
many
people
throw
the
Arlington
way
at
me.
Well,
it's
not
the
Arlington
way.
Well,
that's
because
it's
not
working
out
exactly
as
you'd
like,
but
you
have
had
a
voice
and
you
have
had
a
constructive
input.
A
My
caution
in
this
is
that,
as
we
have
to
always
find
the
balance
so
as
to
not
allow
a
few
voices
to
defeat
or
delay
and
the
Arlington
way
is
expensive
and
time-consuming.
So
if
you
allow
those
few
voices
to
dominate,
you
will
in
fact
discourage
the
rest
of
the
voices
number.
Six.
Never
never!
Never
ever
put
our
triple
triple
a
bond
rating
at
risk
which
gets
to
our
fiscal
responsibility.
You
don't
hear
me
being
proud
to
be
conservative
very
often,
but
around
fiscal
responsibility,
I
am
and
I
believe
we
are.
A
We
have
many
self-imposed
fiscal
policies
and
we
should
never
abrogate
those
despite
the
challenges.
Despite
the
pressures
we
have
bolstered
our
auditing
and
expanded
our
hotlines
and
they
should
be
used
responsibly
and
not
politicized
number
five
invest
more
and
find
new
tools
to
create
and
preserve,
affordable
housing.
I've
already
spoken
to
that.
But
this
is
our
most
significant,
intractable
problem,
because
we
are
victims
of
our
success
and
the
more
we
succeed,
the
more
challenging
that
issue
becomes.
It's
not
just
a
moral
issue.
It
is
an
economic
issue
for
this
community
as
well.
A
Number
four
continue
to
act
as
a
regional
leader,
we're
a
small
place
relatively
speaking,
compared
to
many
other.
You
know
mayor
Montgomery,
Fairfax
County,
but
we
have
an
oversized
voice
and
role
in
regional
issues
and
our
prosperity
is
tied
to
the
prosperity
and
the
success
of
others.
The
district
in
particular
and
I'll
only
point
to
Metro
as
a
great
example
and
I
think
that's
one
of
the
questions
you've
asked.
We
have
to
provide
dedicated
new
funding,
that's
sustainable
for
Metro
and
the
future
of
this
region.
I
believe,
depends
upon
it.
A
If
Metro
Falls
many
dominoes
will
follow.
Number
three:
anyone
that
knows
me
is
going
to
recognize
this
word
plan
plan
plan
plan
continue
to
plan
and
we
got
a
lot
of
great
policy
wonks
and
Geeks
in
the
county.
Thank
goodness
that
understand
the
value
of
planning
of
long
term
planning,
not
just
doing
something
for
tomorrow
for
that
person
yelling
or
you
know,
for
the
next
election,
but
doing
things
that
make
sense
that
take
time
and
we
are
guided
by
good
policy
with
input
from
all
of
you.
It's
our
bread
and
butter.
A
Excuse
me
effective,
solid,
inclusive,
long-term
planning,
and
there
are
always
going
to
be
some
new
issues
to
address
and
I'll.
Let
it
raise
a
few
impact
of
vacancy
rates
on
existing
new
office
buildings,
the
edge
development
along
some
of
our
quarters,
adaptive,
reuse
of
structured
parking
if,
in
fact,
were
accesed
successful
as
an
urban
place
and
and
having
fewer
single
car
trips
or
even
autonomous
vehicles.
What
the
impact
of
those
vehicles
will
be,
maybe
we'll
have
to
rethink
those
structured
parking
garages
and
then
Scott
already
mentioned
it
home
design
for
Aging
in
Place
right.
A
So
long-term
strategic
investments
need
to
continue
to
be
made,
and
then
this
vein
I'll
just
mentioned
the
Columbia
Pike
premium,
transit
service
at
Crystal,
City,
Street,
Network
and
Long
Bridge,
Park
and
finally,
in
planning
I
did
want
to
do
a
quick
call
out
to
Lee
Highway
we've
done
work
on
our
metro
quarters.
We've
done
work
on
Columbia
Pike
and
next
Lee
Highway,
the
other
big
opportunity.
That
is,
in
my
view,
a
huge
opportunity
and
it
will
not
be
easy
last
to
work
collaboratively
and
efficiently
to
use
our
limited
land
wisely.
A
As
our
population
grows,
as
our
school
population
grows,
the
community
facilities
study
taught
us.
Our
greatest
scarcity
is
a
land
with
a
lot
of
growing
needs.
We
have
to
continue
to
find
the
most
efficient,
most
effective,
collaborative
way
to
use
that
scarce
resource
and
our
joint
facility
Advisory
Committee
had
a
meeting
last
night.
Schools
in
the
county
is
a
terrific
start
in
that
effort.
Finally,
above
all
maintain
our
commitment
to
be
a
welcoming,
inclusive
and
compassionate
community
in
this
difficult
period
in
America
being
so
divided
and
our
immigrant
community
feeling
threatened.
A
B
Alright,
alright
Thank
You
chairman
for
that
we
have
a
couple
of
questions
for
you
which
have
been
provided
in
advance.
You've
talked
about
some
of
them,
but
nonetheless
the
first
one
Metro
Metro,
Metro
I,
know
you
had
a
major
meeting
with
the
board
with
the
general
manager
in
the
last
week
or
so.
What
structural
changes
do
you
believe
must
be
made
to
restore
users,
faith
and
what
funding
source
or
sources?
Would
you
champion
that
you
think
are
realistic
to
get
the
system
back
on
track?
Okay,.
A
And
it's
a
great
question
and
for
for
all
of
us
we
read
the
paper.
It's
a
huge
issue,
as
I
mentioned
for
the
region,
Christian
Dorsey
is
the
county
boards
rep
on
the
Metro,
Board
and
and
I
am
serving
on
the
Metro
strategy
committee,
which
is
a
number
of
regional
leaders
working
through
the
Council
of
Governments.
Our
focus
is
a
lot
on
the
funding
sources,
I
guess
I'll
back
up
and
say
that
Paul
we
dispelled
I
believe
we
all
feel
everyone.
A
I've
talked
to
no
matter
where
you
what
you
believe
the
outcome
should
be
here,
respects
the
work
that
he
has
done
righting
the
ship,
taking
the
heart,
making
the
hard
decisions,
whether
that's
cutting
positions.
Looking
at
efficiency
within
his
organization,
prioritizing
safety
and
reliability
with
the
safe
track
program,
which
was
a
tough
tough
call
to
make
a
lot
of
writers,
are,
have
gone
in
other
directions
and
the
goal
is
to
provide
that
reliability
and
safety
and
pull
them
back
in
in,
in
my
view,
I've
seen
over
20
years.
A
The
lot
of
studies
done
a
lot
of
studies,
recognizing
that
this
is
one
of
the
only
systems
in
America
transit
systems
without
a
dedicated
where
you
can
count
on
that
funding
source,
whether
you
can
bond
from
that
funding
source.
We
have
to
do
that
this
time
it
has
to
be
new
revenue,
it
has
to
be
dedicated
revenue.
I
am
NOT
one
that
believes
that
the
board
structure
is
the
source
of
the
problem.
You
can
have
a
smaller
board,
a
larger
board,
a
midsize
board.
It
all
depends
who
you'll
point
to
the
board.
A
The
people
on
that
board,
and
most
of
them
over
the
course
of
time
have
been
fine,
but
I
really
think
the
focus
now
is
less
on
opening
the
compact
and
changing
the
board
than
it
is
supporting
the
management,
there's
good,
strong
management
and
finding
the
dedicated
funding
source
that
will
provide
the
funds.
I
have
to
thank
the
chamber.
The
chamber
just
signed
on
this
is
not
just
the
public
sector.
This
is
the
private
sector.
This
will
never
work
if
the
private
sector
doesn't
support
it
and
the
business
community
stepped
up.
A
If
you
ask
me
the
specific
funding
source,
that
is
one
where
there
is
still
quite
a
bit
of
play
and
uncertainty,
the
one
that
is
supported
by
the
majority
of
the
public
is
a
regional
sales
tax
of
one
penny,
which
seems
to
have
many
things
going
for
it.
It's
one
penny
across
the
board.
It
doesn't
disadvantage
Virginia
Maryland
DC,
because
it's
one
penny
applied
equitably.
It
reinforces
that
this
is
a
regional
tax
for
a
regional
system
which
is
fundamental
to
the
regional
economic
success.
A
On
the
other
hand,
there
are
particularly
the
Virginia
General
Assembly
is
the
challenge
here.
In
that
note,
the
sales
tax
generates
a
little
more
proportionally
from
Virginia
than
it
does
from
Maryland
or
DC.
So
there
is,
the
alternative
is
just
tell
each
large
jurisdiction
the
amount
they're
responsible
for
it.
Let
them
figure
out
how
to
do
it.
That's
the
alternative
that
everyone
is
working
through,
but
ultimately
the
timeline
we
have
to
get
something
together
by
next
spring.
If
not
I
can
tell
you
and
it's
going
to
come
up
in
my
next
question.
A
The
the
local
governments
in
Virginia
are
going
to
be
in
a
really
bad
way,
because
just
finally,
what
people
don't
know
is
that
the
fun
mechanism
for
Metro
is
different
in
Maryland
Virginia
in
Maryland.
The
look.
The
state
covers
the
responsibilities,
the
funding
for
the
cut
for
Maryland
in
Virginia.
The
localities
have
that
primary
responsibility.
We
do
get
some
money
passed
through
from
the
state,
but
the
majority
of
the
money
doesn't
come
from
the
state.
A
It
comes
from
Arlington
residents,
Fairfax
residents
we
put
in
about
70
million
bucks
a
year
in
Arlington
for
operating
and
capital,
and
we
cannot
keep.
We
increase
the
tax
rate
by
a
penny
and
specifically
to
meet
that
eight
percent
increase
in
our
responsibilities
this
past
year.
We
cannot
it's
not
sustainable,
so
we
have
to
find
a
dedicated
revenue
stream
I
think
it's
still
a
debate,
whether
it'll
be
a
regional
sales
tax
or
whether
it'll
be
sort
of
whatever
works
in
your
locality.
B
You
and
to
reader
what
you
said:
Christian
Dorsey
is
the
County
Board
wrap
to
the
LaMotta
Board
to
the
LaMotta
Board
Christian
yep,
okay,
question
number:
two:
what
no
it's
only
we're
only
halfway
through
the
year,
but
what
has
been
the
board's
biggest
success
in
2017
and
while
you
won't
be
on
the
board,
what
do
you
see
is
the
biggest
challenge
in
2018?
Well,.
A
A
Advisory
Committee,
as
an
outgrowth
from
the
community
facility
study
that
really
that
community
facilities
study
gave
us
a
blueprint
for
how
to
address
our
facility
needs
and
those
are
both
on
the
county
side,
from
population
growth
and
they're
on
the
school
side,
from
growing
enrollment
from
a
great
school
system.
So
that
I
would
say
the
creation
of
that
which
we
appointed
jointly
with
the
schools
I.
Think
it's
about
21
people
we
specifically
identified
and
carefully.
A
So
the
biggest
challenge
for
next
year,
I
think
will
be
around
the
budget
I'll
point
to
the
that
budget
drivers
this
year
or
metro
and
schools,
and
that's
why
the
tax
rate
was
increased
to
cover
those
needs.
Next
year,
I
spoke
to
Metro.
We
have
to
deal
with
that.
The
other
one
is
school,
growth
and
I.
Think
it's
going
to
be
a
challenge,
as
everyone
focuses
on
with
growing
enrollment
how
the
school
budget
remains
sustainable.
It's
not
really
right
now.
A
B
Thank
you
number
three
or
four
I.
Don't
think
anybody
in
this
room
would
argue
that
the
relationship
between
the
county
government
in
the
business
community
has
improved
tremendously
in
recent
years,
whether
it's
working
with
the
chamber
or
Shannen
Flanagan
Watson
who's
been
the
business
Ombudsman.
But
what
areas
do
you
see?
What
opportunities
do
you
see
to
make
the
count
even
more
business-friendly
in
years
to
come?
I.
A
Think
the
relationship
is
good.
I
think
the
community
I
help
people
in
other
parts
of
the
state
where
the
most
business-friendly
place
around.
When
you
look
at
the
wind
winds
we
get
in
our
development
world
and
what
we've
created
here,
I
just
referenced
all
the
growth.
That
said,
it's
always
important
to
continue
to
provide
the
most
sort
of
customer
friendly.
So
what
permitting
you
know?
It's
an
issue
for
businesses.
It's
an
issue
for
contractors.
It's
an
issue
first
residence.
A
So
I
think
how
you
design
that
process
also
helps
some
cost
avoidance
down
the
road.
You
know
I've
said
before,
where
our
economic
development
department
I,
think
we
have
really
bolstered
and
we
got
a
great
staff
doing
great
work
right
now,
we're
being
much
more
aggressive,
we
used
to
have
a
6%
vacancy
rate
without
trying
too
hard,
because
the
community
sold
itself
now
for
a
whole
variety
of
factors.
A
It's
more
competitive
out
there,
whether
that's
the
Silver
Line
of
the
federal
government
or
pulling
back
or
other
people
just
learning
how
to
create
communities
more
like
ours
that
have
the
amenities
and
the
appeal,
but
we'll
always
have
some
of
those
assets,
whether
it's
the
airport
and
the
outdoor
restaurants
and
the
things
that
make
Arlington
really
special
I
am
NOT
a
big
fan
of
the
incentives
that
we
have
begun.
Providing
but
I
do
know
why
we
do
them.
A
So
what
we
can
do
more
is
continuing
to
I,
think
Arlington,
so
Arlington
is
greatest
the
reason
people
come
here
more
than
anything
else
is
because
of
all
the
things
we
do
well
the
amenities
that
attract
them.
The
airport's
being
closed.
The
Millennial
workforce
is
our
number
one
recruiting
tool
and,
as
we
continue
to
build
a
community
that's
attractive
and
do
the
aggressive
economic
development
I
think
we
will
slowly
get
to
the
right
place.
Okay,.
B
And
to
wrap
it
up,
it's
worth
noting
it's
not
the
question
you're
the
seat.
You
occupy
only
turned
over
one
time
in
44
years,
prior
to
you,
holding
for
20
years,
Ellen
Bosman
held
it
for
24,
so
you've
seen
all
that
history.
So
what
do
you
see
is
the
legacy
of
your
20
year
tenure
and
what
advice
you
have
two
of
your
colleagues
here.
Would
you
give
to
your
colleagues
going
forward?
Okay,.
A
You
asked
me
to
give
my
colleagues
advice.
That's
pretty
I'll
save
that
to
the
very
end.
Let's
see,
okay,
it's
kind
of
interesting
to
think
about
your
own
legacy.
I
guess
it
for
me.
It
would
be
helping
to
guide
that
over
to
the
20
year,
transformation
of
a
community
into
the
urban
success
story
that
we
are
and
change
is
hard
and
doing
that
in
a
way
that
that
has
resulted
in
a
community.
A
That's
a
model
in
so
many
areas
of
public
life,
while
at
the
same
time
protecting
the
connectedness
and
the
compassion
of
a
small
town,
and
there
are
a
lot
of
things
that
have
to
happen
to
make
that
kind
of
a
recipe,
work
and
I.
Think
most
people
in
this
room
are
part
of
that
success
story
are
part
of
that.
A
Well,
unless
it's
true
DUP
and
whatever
piece
it
is
that's
out
of
whack,
whether
it's
Public
Safety
or
housing,
or
schools
or
technology,
that's
what
deserves
a
focus,
because
once
they
all
work
and
roll
together,
you
get
the
most
out
of
all
of
it.
So
I
think
it'd
be
being
part
of
that
stability
and
leadership
through
the
20
years
of
that
transformation,
and
then
the
guidance
all
right,
John,
Katie,
ready.