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A
Okay,
ladies
and
gentlemen,
good
afternoon,
nice
to
see
a
full
house
today
welcome
to
our
third
work
session
on
the
fiscal
2023-32
cip.
We've
got
quite
a
few
presentations
today,
including
public
safety
capital,
the
department
of
technology
services,
utilities,
storm
water
and
debt.
We
will
pause
between
each
presentation
for
board
discussions
and
questions.
A
We
are
also
joined
today
by
our
fiscal
affairs
advisory
commission,
whose
work
we
greatly
appreciate,
and
I
believe
we
will
hear
from
them
after
the
final
presentation
before
the
board
discussion
on
that
final
item.
So
as
a
reminder
to
anybody
who
may
be
following
along
at
home
today's
presentations,
as
well
as
a
variety
of
ways
to
interact
with
the
cip,
including
new
this
year,
that
interactive
map
are
available
online,
just
search
capital
improvement
plan
at
arlingtonva.us
and
without
further
ado,
mr
manager,
I
turn
it
over
to
you
to
get
us
started.
Yes,.
C
Thank
you
very
much.
It's
a
pleasure
to
be
here
today.
Thank
you,
members
of
the
county
board.
My
name
is
jeff
bergen,
I'm
the
financial
officer
for
the
department
of
public
safety,
communications
and
emergency
management,
and
it's
my
honor
today
to
represent
the
four
public
safety
agencies
here
to
talk
about
public
safety
capital.
I've
got
some
folks
in
the
crowd,
as
well
as
probably
online.
So
if
I
can't
answer
any
of
your
questions,
hopefully
they
can
as
well
and
looking
for
the
slides.
C
Well,
while
those
are
coming
up
again,
I'm
very
excited
to
be
here
today
we're
going
to
be
talking
about
our
public
safety
capital
program
and
I
think,
before
we
even
get
started
on
that.
Before
we
talk
about
what
these
projects
are,
we
want
to
talk
a
little
bit
about
what
the
group
is,
that
that
is
doing
this
work.
So
it's
a
combination
of
not
just
the
public
safety
agencies,
but
public
safety,
information
technology,
public
safety,
information
technology
or
psit
was
founded
in
2015
and
it
was
from
staff
that
was
reallocated
from
other
agencies.
C
Doing
it
related
work
and
they
came
together
to
sit
in
the
police
department,
represent
all
the
agencies
and
really
provide
their
expertise
in
public
safety.
Consulting
focusing
on
applications,
infrastructure
and
project
management,
and,
what's
really
unique
about
them,
is
they're.
The
here
we
go.
It
is
probably
the
only
group
in
the
region
that
does
this,
where
we
have
a
public
safety
information
technology
group
that
works
with
a
governance
board
structure.
C
So
we
have
a
structure,
as
you
can
see
here,
with
the
deputy
county
manager
working
with
the
chiefs
and
all
public
safety,
as
well
as
the
cio
of
the
county,
and
they
lay
out
the
vision
for
technology
for
public
safety.
Looking
at
strategic
long-term
investments,
focusing
on
regional
collaboration
where
possible,
as
well
as
where
we
can
leverage
some
joint
purchasing
through
cog,
as
for
our
systems
and
they'll,
come
together
and
they'll
do
something
as
amazing
as
they'll
prioritize
the
projects,
even
if
they're
not
their
own.
C
So
they
are
working
as
a
group
to
really
develop
that
portfolio
for
all
public
safety
fight
for
those
projects
and
do
it
as
a
as
a
group
and
really
task
that
out
to
public
safety.
I
t
that
program
which
is
led
by
mary
paxton,
does
a
fantastic
job
of
taking
that
lead
from
the
governance
board
and
really
trying
to
find
some
answers
and
solutions
to
those.
So
as
we
walk
through
those
projects
today,
it's
really
the
heart,
a
result
of
the
hard
work
of
both
psit
and
the
governance
board.
C
To
lay
out
that
strategy
guide
that
that
information
forward
and
develop
the
project
portfolio.
That
we're
going
to
talk
about
today,
all
right
next
slide
when
we
were
talking
about
our
projects.
I
think
that
teamwork
really
got
us
to
a
point
of
saying
it's
not
just
about
information
technology.
Well,
it's
really
about
public
safety
capital
as
a
whole,
and
we
really
looked
at
six
critical
business
areas
that
we
felt
were
the
bedrock
of
public
safety
capital.
There
are
public
safety
communications.
C
This
is
the
focus
on
radios,
the
call
processing
equipment
which
we
work
with
the
city
of
alexandria,
on
as
well
as
response
equipment
for
the
firefighters.
This
could
be
breathing
apparatus,
defibrillators,
public
safety
vehicles,
our
rescue
trucks
and
our
our
ladder,
trucks
and
our
pumpers
facility
improvements
at
our
fire
stations
to
make
sure
that
we
keep
our
facilities
safe,
as
well
as
our
personnel,
detention
center
security
to
make
sure
we
keep
contraband
out
and
keep
people
safe
and,
last
but
not
least,
our
public
safety,
I.t
applications
and
hardware.
C
C
We
talked
about
the
six
crystal
critical
business
areas,
but
we
also
wanted
to
share
with
you
all
today
what
some
of
those
successes
have
been
that
we've
done
over
the
last
few
years,
so
we
have
in
the
area
of
detention
center
security.
We
have
replaced
our
x-ray
machines
and
upgraded
those
to
keep
contraband
out
our
public
safety
system
communication
systems.
We
replaced
our
analog
system
with
a
voice
over
ip.
That
was
the
work
that
we
did
with
the
city
of
alexandria
for
our
new
9-1-1
phone
system.
C
Our
fire
personnel
received
new
breathing
apparatus
to
help
keep
them
safe
in
their
response.
We've
gotten
new
public
safety
vehicles,
we've
upgraded
our
fire
station
alerting
and
we've
deployed
mobile
data
terminals
to
our
police
vehicles
to
ensure
our
officers
have
the
equipment
that
they
need
next
slide.
C
So
focusing
a
little
bit
on
what
we've
achieved.
We
want
to
now
look
at
what
what
we
have
going
forward
so
over
the
next
10
years,
we're
looking
at
a
public
safety
capital
portfolio
of
around
80
million
dollars
in
these
six
business
areas
and,
as
you
can
see
on
the
slide
in
front
of
you,
that
some
are
larger
than
others.
As
far
as
the
financial
investment,
some
projects
are
more
complex.
C
C
Okay,
we're
going
to
walk
through
kind
of
some
of
those
program,
areas
to
highlight
some
of
the
projects
that
we
are
focusing
on
and
over
this
10-year
cip.
That's
the
next
slide
we're
going
to
be
talking
about
the
detention
center
security.
These
are
mostly
projects
related
to
the
sheriff's
department.
Most
of
these
have
about
a
10-year
useful
life.
C
C
These
will
be
focusing
again
on
the
idea
of
keeping
that
center
safe
and
secure
and
keeping
contraband
out.
Okay.
Our
next
program
area
is
on
facility
improvements.
This
is
for
our
fire
stations,
so
we
recently
have
done
the
fire
station
alerting
upgrading
all
of
that
within
our
fire
stations
and
our
new
project
that
we
have
this
cycle
is
the
plymouth
vent
system
refresh
that's
to
update
the
exhaust
bays
that
are
in
each
of
the
fire
stations
to
make
sure
that
we
have
we're
ventilating
from
the
the
equipment
that
that
comes
in.
C
C
This
is
one
of
our
larger
areas
of
investment,
and
this
is
on
public
safety
communications.
So
this
is
one
where
we
have
worked,
as
I
mentioned
before,
with
the
city
of
alexandria,
that
was
one
of
our
first
regional
programs
that
we
had
done
where
we
came
up
together
identified.
What
our
needs
were
realized
that
we
had
some
common
infrastructure
and
system
needs
and
developed
an
mou
to
identify
and
fix
both
all
those
areas.
C
One
of
the
larger
projects
that
we
have
on
here
is
our
public
safety
radios
for
both
fire,
as
well
as
police
sheriff
and
and
dipson
we're
placing
over
1900
radios
between
all
those
agencies.
So
that's
one
of
the
reasons
why
we
have
it
split
into
two
projects,
so
we
can
stagger
those
out.
That's
a
lot
of
radios
to
replace.
We
want
to
make
sure
that
we
are
evaluating
those
and
not
replacing
the
whole
fleet
at
one
time.
C
So
that's
why
we
have
that
staggered
apart
and
those
also
have
about
a
seven
year,
useful
life
and
the
last
is
the
public
safety
radio
system
itself,
that's
the
backbone
of
the
system,
which
will
be
looking
to
upgrade
in
fy23
and
for
all
of
those
projects.
We
have
the
the
maintenance
of
those
within
our
operating
budgets
that
we
had
discussed
earlier.
C
Okay,
next
slide,
this
one
is
our
it
applications
and
hardware.
It's
a
unique
mix
of
small
and
large
projects.
We
noticed
on
here
that
we
have
about
nine
different
projects
with
over
16
different
refreshment
cycles.
So,
unlike
some
of
the
other
ones,
we've
talked
about
where
we
have,
we
can
identify
the
assets
and
we
know
how
many
we
have
a
lot
of
these
are
just
some
of
the
back
room
things
servers
and
things
like
that.
C
We
do
know
we
have
over
400
mobile
data
terminals,
but
a
lot
of
the
things
that
you'll
see
on
here
are
like.
I
mentioned
the
records
management
system,
our
servers
that
we're
replacing
they're
critical
for
the
day-to-day
operations
and
it's
a
unique
blend
of
managing
some
of
those
small
and
large
projects
and
a
great
credit
to
our
public
safety.
It
team
that
manages
all
of
these
next
slide.
C
C
That's
a
new
project
for
us,
this
cycle
again
just
providing
our
fire
personnel
with
the
equipment
that
they
need
in
the
field
next
slide,
and
this
is
a
a
a
project
of
one.
So
this
is
our
our
public
safety
vehicles,
which
is
the
replacement
of
our
fire
vehicle
apparatus,
we're
placing
over
13
pumpers
three
heavy
rescue
units,
an
aerial
ladder
truck
and
an
aerial
platform
truck,
and
I'm
going
to
actually
ask
chief
poplets
to
speak
to
this
if
possible.
These
are
their
vehicles,
but
it's
a
great
program.
C
E
E
We
are
keeps
our
fleet
in
a
very
high
readiness
state,
it's
kind
of
the
envy
of
the
national
capital
region
also,
but
it
also
gives
us
value
on
turning
that
apparatus
back
in
we're,
locking
in
approximately
one-third
of
the
value
in
eight
years
which,
but
if
it
does,
if
it's
resold
at
a
higher
value,
we
split
the
difference
between
the
resellers.
So
even
if
the
numbers
come
up,
but
it's
also
a
floor,
it'll
never
go
below
that.
So
we
do
lock
in
that
trade-in
value.
E
So
for
this
fiscal
year,
our
maybe
last
fiscal
year
where
we
have
four
engines
and
one
heavy
rescue,
the
buyback
that
we've
received
is
basically
the
value
of
one
fire
engine
which
is
about
eight
hundred
thousand
dollars
and
we're
seeing
the
price
escalate
year
after
year
after
year.
So
this
has
been
a
very
it's
a
beneficial
program
and
it
also
keeps
our
fleet
in
good
readiness
state,
but
we
also
have
operational
savings
in
that
year.
Nine
year,
ten
of
the
heavy
fleet.
E
C
We've
worked
with
dmf
for
the
whole
time
about
this,
to
really
really
identify
the
project,
start
dates
and
end
dates
and
try
to
propose
something
that
it
really
meets.
Everybody's
needs
and
I
think,
that's
kind
of
shown
in
the
10-year
the
10-year
projected
costs,
and
then
the
next
slide
is
really
just
showing
to
how
we're
able
to
leverage
the
different
sources
of
funding
so
again,
working
as
a
team
working
with
the
governance
board
and
really
identifying
what
those
project
priorities
are.
C
A
Thank
you
so
much
if
you
wouldn't
mind,
staying
close
as
well
as
some
of
our
subject
matter.
Experts
within
the
departments
we'll
have
a
little
bit
of
board
conversation
just
to
get
us
started.
You
were
mentioning
industry,
standard
windows
for
replacement,
and
so
I
was
going
to
ask
about
you
know
sort
of
how
we
determine
those
10
year
old
cycles.
So
if
you
wanted
to
see
a
little
more
about
that
and
then
the
other
question
I
had
is
given
those
standards,
you
know
our
ongoing
relationship
with
the
the
trade-in
program.
A
C
On
the
first
one,
as
far
as
the
time
frame
and
the
refreshment
cycle,
that's
something
that
our
public
safety,
it
team
works
really
well,
so
they
will
consistently
ask
staff
to
to
lay
out
what
is
the
you
know?
What
are
the
key
parts
of
the
project?
What
are
the
key
systems
that
we're
looking
to
do?
They're
constantly
doing
research
on
those,
as
well
as
the
subject
matter,
experts
in
the
department
to
identify
kind
of
what
is
the
leading
standard?
What
what
is
the
refresh
cycle?
C
Also
looking
at
our
warranties
and
the
contracts
that
we
have
there
and
working
with
with
the
region?
As
far
as
the
procurement
shock?
I
I
don't
know
we
can
get
back
to
that.
I
I
haven't
experienced
it
as
much
yet,
but
I
know
there
has
been
some
elements
as
far
as
these
type
of
large
projects,
where
we're
planning
out
a
longer
term,
I
don't
think
we've
seen
it
as
much,
but
but
maybe
in
some
of
the
smaller
procurements,
okay.
F
Are
we
gonna
do
we'll
do
a
few
rounds,
I'm
gathering
yeah
yeah,
so
just
following
up
on
that
a
little
bit,
I
found
myself
wondering
too,
do
fire
apparatus
change
like
cars
do
so
if
you
buy
a
car
after
eight
years,
which
I
usually
wait,
eight
to
ten
or
whatever
it's
like,
oh
whoa,
look!
What
they're
doing
now
is
the
same
happening
at
the
same
speed
with
fire
apparatus.
I'm
just
kind
of
curious.
E
The
answer
is,
yes,
there'll
be
new
technologies
or
new
approaches
that
will
be
integrated
with
within
fire
rescue
apparatus
and
that
will
probably
drive
the
cost
up.
One
of
the
bigger
variables
I
think,
we're
going
to
see
over
the
next
decade
is
and
we're
trying
to
reconcile.
This
is
electrification
of
our
heavy
fleet.
E
So
when
that
happens
through
the
buyback
program,
we're
at
least
locking
in
a
value
at
some
point
in
time,
the
value
of
the
diesel
fleet
may
start
to
cascade
down
as
more
and
more
move
to
electrification,
so
at
least
we're
locking
in
a
bottom
line
value
for
our
trade-ins
that
we're
going
to
be.
You
know
five
six,
seven,
eight
nine
years
out,
so
we're
monitoring,
but
I
don't
see
any
drastic
change
in
terms
of
form
or
factor.
C
C
H
H
H
Is
it
a
perk
that
we
you
know
take,
but
we
we
accept
to
limit
our
options.
The
reason
why
I'm
asking
that
is,
we
hear
very
often
that
you
know
the
size
of
the
trucks,
especially
when
we
deal
with
you
know
with
road
diet,
with
improvements
in
our
complete
streets,
etc.
It
has
happened
time
and
again
that
the
size
of
the
tracks
has
limited
a
little
bit
our
options
there,
because
they
need
a
certain
width
of
a
street.
So
I
can
imagine
that
different.
H
I
don't
know
that
I'm
just
asking
whether
there
is
a
a
market
for
for
some.
You
know
different
specs,
so
that
we
eventually
could
have
a
fleet.
That's
more.
You
know
compatible
with
with
the
desires
of
a
future.
With
you
know,
a
little
bit
narrower
streets
so
is,
is
do
these
things
you
know
are:
are
they
at
all
relevant
in
the
conversation
that
we're
having
or
is
it
a
spec
that
we
can
later
tweak.
E
I
E
But
there's
a
lot
of
advances
coming
in
from
europe
and
a
couple
of
these
vehicles
being
tested
in
other
metropolitan
areas
and
we're
watching
pretty
closely.
So
it's
it's
not
a
lock-in,
but
there's
a
lot
of
consistency
in
the
in
the
current,
I'm
going
to
say
size
and
shape.
We
balance
that
out
with
they're
getting
larger
and
larger,
because
we're
carrying
more
and
more
equipment
to
handle
a
variety
of
emerging,
regular
and
emerging
threats.
We're
trying
to
balance
that
with
also
the
community
and
there's
there's
a
lot
that
goes
into
it.
E
H
E
I
think
we're
getting
a
better
value
from
putting
it
in
other
auction
services
and
we
are
definitely
locking
in
that
value
and
there
seems
to
be
a
need
over
the
last
several
years.
Arlington
county
fire
apparatus
is
pretty
well
known.
It's
very
well
maintained.
We
have
excellent
airport
service
and
shops,
and
it
goes
quickly
when
it
goes
out
on
the
market,
and
it
probably
goes
to
other
departments
in
the
domestic
united
states
that
are
more
or
less
in
need.
It
goes
fast,
it's
spoken
for
and
it
doesn't
sit
on
the
left.
J
Thank
you,
a
couple
of
questions,
one
regarding
the
interview
rooms,
the
the
interview
room
technology.
Do
you
know-
or
maybe
we
this
may
be
for
follow-up?
Does
this?
Do
you
know
if
the
technology
is
there
to
then
share
that
information
securely
with
the
in
the
with
the
police
auditor,
the
new
independent
police
auditor,
or
is
that
that's
something
I
could
follow
up
on?
If
you
like.
B
K
Good
afternoon
the
interview
rooms
and
the
upgrades
do
make
them
compatible
with
the
axon
body
camera
system
and
the
backend
video
management
system.
All
then,
is
one
seamless
integration,
so
it
does
allow
the
interview,
rooms,
the
body,
camera
footage
and
other
digital
evidence
to
be
shared
seamlessly
across
the
criminal
justice
enterprise.
So
that's
to
the
commonwealth's
attorney
in
the
courtrooms
which
you'll
hear
about
in
the
dts
project
to
outfit
those
with
the
technology
and
then,
of
course,
to
the
independent
police
auditor.
F
Okay,
great
all
right,
we'll
do
a
second
second
round.
Thank
you.
I
was
really
pleased
to
hear
again
and
reminded
of
our
cooperation
with
alexandria
on
the
radios.
I
know
when
we
worked
on
that.
I've
always
been
really
really
supportive
of
this
cooperation.
It
saves
money,
I
mean,
there's
all
kinds
of
really
good
things
about
it.
I
remember
it
took
years.
F
I
think,
and
we're
doing
it
in
two
phases
and
I
think
the
thought
was
at
the
time
to
expand
it
and
do
other
things,
because
there
are
obviously
a
lot
of
other
radios,
we're
buying
and
things
and
it
would
be
yeah.
I
thought
we
might
have
mr
miller,
dr
miller.
Excuse
me
back
again,
but
anyway,
any
any
any
progress
on
continuing
the
cooperation
or
is
there
some
reason?
That's
not
a
good
idea.
B
K
We
are:
we've.
We've
actually
just
recently
completed
a
study
of
the
two
radio
systems,
identifying
the
areas
where
we
can
have
a
greater
level
of
interconnectivity
and
reliability,
and
right
now
we're
focusing
on
some
shared
site,
location
development
where
we'll
be
able
to
have
some
overlap
across
our
communities
and
the
system
works
in
a
simulcast
network.
So
long
story
short.
K
The
information
is
transmitted
across
the
sites
right
now
by
fiber
links,
especially,
and
so
what
we're
looking
at
is
how
we
can
share
backhaul,
whether
that's
fiber
or
microwave
connectivity
through
those
sites
to
create
more
reliability
within
the
system.
So,
right
now
we're
sort
of
focused
on
the
infrastructure
and
how
shared
infrastructure
can
contribute
to
more
robust
systems,
and
then
I
think
the
next
step
from
that
which
is
logical,
is
how
shared
systems
can
enhance
coverage
and
response
for
our
public
safety
officials
within
our
communities.
F
C
F
That's
great,
I
think
the
more
we
can
cooperate,
the
better
and
sometimes
with
these
cooperations
it
it's
helpful
to
have
some
cooperation
at
the
top.
So
if
you
ever
would
find
it
helpful
for
some
of
us
to
talk
to
our
friends
on
the
alexandria
city,
council
or
maybe
in
fairfax
or
for
wall
street
city,
I'm
sure
we'd
all
be
very
willing
to
do
that,
because
I,
I
just
think
the
better
more
we
cooperate.
I
think
we
are.
You
know
we
better
serve
the
region
and
we
save
money
too.
Thanks
really
appreciate
the
work.
J
This
this
isn't
so
much
a
question
as
sort
of
a.
I
just
want
to
sort
of
share
this
comment
and
thought
as
between
people
and
technology
for
public
safety.
I
lean
people,
but
I
also
like
fancy
gadgets
and
that's
human,
and
so
yes,
unfortunately
it
is
historically,
I
was
trying
to
sort
of
make
light
of
it
a
little
bit,
but
is
there
in
your
integrated
system?
C
I
think,
as
far
as
a
cost
containment
standpoint,
you
know
if
it's,
if
it's
a
unit
thing
and
assets
in
the
field,
obviously
we're
able
to
drive
that
cost
down
and
drive
the
number
down.
So
if
we're
looking
at
radios
or
mdts,
I
think
sometimes
with
some
of
our
systems.
So
the
things
that
you
see
on
the
detention
center
side
we're
talking
about
cameras,
yeah
some
more
fixed
costs.
I
think
the
the
goals
of
the
program
have
always
been.
C
We've
talked
a
lot
about
it,
like
regional
collaboration,
joint
purchasing
trying
to
leverage
as
much
as
we
can
to
get
those
costs
down,
not
always
be
on
the
bleeding
edge
of
technology
too,
so
making
sure
that
what
we're
doing
has
been
vetted
and
it's
it's,
what
we
need
and
not
just
what
is
always
available.
You
know.
So
I
think
those
are
ways
that
the
group
as
a
whole,
with
that
governance
board
structure,
really
make
sure
that
we
get
it
cost
containment
as
a
principle.
B
B
The
same
is
true
to
a
certain
extent,
and
we
have
some
opportunity
since
we're
refreshing
the
court's
police
building
and
also
the
extent
we
make
investments
in
the
jail
the
jail
was
built
20
plus
25
years
ago,
and
some
of
the
things
I
think,
if
we
ever
get
to
that
point,
we're
not
there
now
where
there
can
be
design
changes
made
so
that
you
might
actually
need
less
in
the
way
of
staffing
in
order
to
provide
a
more
secure
kind
of
location.
So
it
goes.
You
know
I
just
gave
you
two
examples.
A
Thank
you.
I
really
appreciate
that.
Actually,
I
propose
some
I've
been
having
some
conversations
with
a
number
of
community
members
about
you
know.
The
sense
that
that
arlington
is
is
stretched,
everything's
stretched
and
we're
not
you
know,
growing
services
fast
enough
and
first
actually,
I
think,
the
entirety
of
this
presentation.
A
To
the
contrary,
there
is
a
plan,
but
also
this
note
that
that
actually,
as
service
delivery
changes,
it's
not
just
about
you
know
kind
of
adding
a
multiplier
to
the
status
quo
that
actually
we
will
see
an
evolution
of
service
delivery
that
can
result
sometimes
in
better
services,
with
fewer
people
so
or
the
same
number
of
people
as
we
grow
and
create
better
quality
of
life
for
employees
which
really
matters.
So
on
that
note,
I
think
thank
you
so
much.
We
really
appreciate
the
presentation
and
the
coordinate.
L
You
just
push
the
button
all
right.
Thank
you
so
much
for
inviting
me
here
today.
I'm
jack
belter
cio
in
arlington
and
I've
said
many
times
in
the
past.
We
could
not
do
what
we
do
today
if
it
was
not
for
you,
the
leadership
you've
provided
over
the
years,
and
it's
not
only
us
this
team,
but
the
team
that
I
first
met
back
in
2001.,
just
fantastic.
L
What's
true
is
we're
facing
our
10-year
budget
estimate
in
terms
of
cip
and
the
future
is
unimaginable,
but
the
one
constant
is
the
technology
is
going
to
help
define
that,
and
what
does
that
mean?
And
how
do
we
apply
that?
What
you're
so
fortunate
to
have
here
in
the
county
is
one
of
the
best
technology
workforces.
You
can
find
a
local
government
today,
so
my
hat's
off
to
them
and
many
of
them
in
the
room
today.
So
with
that,
I
want
to
introduce
gilbert
to
gilbert
pizano,
a
budget
officer
and.
M
L
Dlc
to
talk
about
the
cip,
that's
coming
up.
One
thing:
we're
at
right
now
is
an
inflection
point.
We
did
a
surveying
a
couple
days
ago
of
local
governments
across
the
country
and
over
60
percent
of
them
say.
The
biggest
challenge
they
have
now
is
that
the
technology
is
shifting
under
them.
We're
at
an
inflection
point
when
I
was
upstairs
just
now.
I
picked
up
a
piece
of
paper
I
had
in
my
pocket
and
it
was
the
cell
phone
list
from
september
of
2001..
L
L
And
I
remember
giving
them
to
them,
and
I
had
to
train
them
on
the
use
of
the
cell
phone
and
the
purpose
of
it.
Today
we
have
over
2
900
cell
phones
that
you'll
hear
about
they
say
technology's,
increasing
at
a
rapid
pace.
The
one
thing
that's
come
out
of
the
covert
we're
seeing
10
years
of
technology
development
take
place
in
18
months.
L
L
L
We
built
ourselves
on
the
fact
we
were
going
to
manage
wholly
manage
all
our
enterprise
in
terms
of
technology
and
the
racks.
The
recognition
now
is
the
best
we
can
do
as
partner
and
co-manage,
and
so
you'll
see
that
in
this
budget
presentation
that's
presented
here
today
and
with
that
I'll
turn
it
over
to
the
deal.
D
What
steps
can
we
take
now
as
part
of
implementation
or
for
future
planning
to
help
ensure
that
initiatives
reduce
disparities?
And
none
of
this
is
to
say
that
this
is
the
only
factor
that
drives
our
technology
investment
or
that
this
factor
wildly
outweighs
any
other
benefits,
but
it
is
to
say
that
equity
matters
to
us.
It's
a
part
of
our
cip
conversation.
D
N
N
We
also
updated
the
av
and
conference
rooms,
so
that
was
a
big
project
to
update
multiple
sites
that
included
fire
station
10
long
bridge
aquatic
center,
the
temporary
fire
station
8
lubber,
run
community
center
and
also
a
part
of
that.
We
also
the
team,
worked
to
repair
dozens
of
traffic
signal
terminals
and
also
brought
connect
arlington
to
those
sites
that
I
just
mentioned,
and
then.
Lastly,
the
telephone
system
study
was
completed
in
fy22
and
with
that
we've
learned
that
the
the
workforce
is
becoming
more
and
more
mobile.
N
And
then
also,
I
just
wanted
to
share
that.
A
majority
of
that
comes
from
short-term
financing,
and
that
is
just
the
nature
of
the
type
of
equipment
and
assets
that
we
have.
They
tend
to
have
about
a
six
to
seven
year
life
cycle,
and
that
is
the
financing
that
we
are
able
to
secure
for
that
type
of
asset.
N
Really
quickly,
the
summary
of
by
program,
I
wanted
to
point
out
that
some
of
the
largest
programs
are
the
lifecycle
refresh.
That
makes
up
24
of
our
request.
That's
to
update
and
modernize
any
applications
that
are
part
of
that
recycle
or
I'm
sorry
refresh
and
then
also
work
workforce
device,
modernization.
N
That
is
what
used
to
be
known
as
our
pc
replacement
program,
but
that
is
the
devices
that
are
issued
and
deployed
to
our
workforce,
and
so
that's
refreshed
on
a
continuous
cycle,
and
that
makes
it
22
of
our
request
and
then
the
next
larger
group.
I
actually
want
to
just
point
out
network
and
compute.
Those
two
are
the
next
largest
groups
that
is
just
equipment,
refreshment
that
supports
our
our
infrastructure
and
our
network.
So
it
continues
to
support
the
operation.
N
And
then
really
quickly,
just
a
summary
of
our
asset,
so
obviously
the
network
tends
to
have
about
a
life
cycle
of
about
six
years.
So
here
you
can
see
a
quick
summary
of
that.
Also.
Another
important
thing
to
point
out
is
that
pcs
and
laptops
are
also
with
pcs
or
desktops,
being
a
four-year
life
cycle
and
laptops,
bringing
you
through
your
life
cycle,
so
those
are
refreshed
on
those
on
those
intervals.
D
All
right,
so
in
our
opening
remarks
we
briefly
talked
about
a
common
theme
to
this
presentation
and
that's
our
cloud
migration
strategy.
We
want
to
take
a
moment
to
explain
why
that
is
and
why
we're
doing
this
you'll
notice.
Our
objective
on
this
slide
is
to
be
cloud
smart
and
what
that
means
is
being
practical
or
realistic.
In
our
decision
making
process
answering
questions
like
what
applications
can
we
move
to
the
cloud?
Do
we
have
the
resources
and
expertise
necessary
to
make
this
transition?
D
How
is
this
going
to
impact
our
network
and
security,
and
once
we've
thoughtfully
answered
those
types
of
questions,
some
of
the
high-level
key
results
we're
looking
to
achieve
are
resiliency
and
sustainability.
That's
one!
If
a
move
like
this
is
pursued,
we
would
be
able
to
scale
to
support
larger
workloads
and
more
users
much
more
easily
than
having
on-premise
infrastructure.
D
Not
only
would
we
reduce
our
carbon
footprint
within
arlington
county,
but
our
cloud
providers
would
take
over
the
maintenance,
upgrades
and
security
so
that
we
spend
less
on
operations
both
time,
wise
and
monetarily
would
be
able
to
focus
more
of
our
time
and
shift
our
resources
towards
improving
performance
and
user
experience,
as
well
as
creating
a
culture
of
digital
innovation
and
transformation
and
speaking
of
transformation.
We
can
go
to
the
next
slide.
D
Our
transformation
to
the
cloud
is
dependent
on
how
strong
our
network
is
now
before
we
dive
into
this
slide.
We
do
want
to
take
a
minute
to
explain
this
table
because
you're
going
to
see
it
more
than
once,
and
what
we've
done
here
is
we've
listed
all
of
our
projects
or,
in
some
cases,
cyclical
programs,
which
are
items
that
happen
every
year
that
fall
under
what
we've
classified
to
be
network
bucket
for
each
one
of
these
projects,
there's
a
strategic
goal,
as
well
as
a
series
of
specific
tasks.
D
A
key
takeaway
from
this
slide
is
our
focus
on
enhancing
our
capacity,
our
connectivity
and
our
security.
Similarly,
on
the
next
slide,
all
of
our
projects
under
compute
have
an
enhancement
aspect
to
it,
whether
we're
talking
about
enhancing
items
towards
the
cloud
and
reducing
our
data
centers.
Those
first
three
items
you
see
on
here:
data
center,
server,
hardware
and
storage
hardware-
are
key
components
to
our
compute
power.
For
the
past
couple
of
years,
there
have
been
several
drivers
that
have
led
us
to
say:
hey.
D
We
need
to
revisit
our
comprehensive
plan
for
this
program
and
just
to
name
a
few
of
those
drivers:
the
exponential
growth
in
data,
big
data
being
able
to
process
that
data
housing
that
data
board
members.
We
can
tell
you
in
terms
of
storage,
the
county
has
been
growing
on
average
at
a
rate
of
17
percent
a
year,
and
with
that
growth,
there's
been
expanding
demand
for
compute
power
to
help
support
the
back
end.
D
D
So
the
first
item
on
here
is
our
cyclical
program
of
repairing
or
replacing
technology
equipment
in
conference
rooms
that
we've
recently
upgraded
to
facilitate
hybrid
meeting
environments
throughout
the
county.
We're
not
adding
anything
new
with
this
request,
but
we'd
be
able
to
maintain
what
we
have
for
the
next
10
years.
The
two
courtroom
upgrades,
however,
are
a
major
upgrade.
The
new
upgrade
will
allow
for
the
display
of
digital
evidence
in
those
two
county
courtrooms
replicating
what's
already
available
or
underway.
D
In
all
the
other
courtrooms,
the
last
item
we'd
like
to
highlight
on
this
slide
is
the
telephone
system
refresh
program.
Now
this
isn't
just
a
replacement
of
legacy
equipment,
but
an
investment
to
modernize
our
call
center
system
to
cloud-based
solutions
that
don't
require
having
a
traditional
desk
phone
at
your
workstation.
D
These
new
services
allow
for
seamless
communication
access
to
all
your
devices,
which
ends
up
providing
better
analytics,
better
feedback,
more
mobility,
which
in
turn
allows
us
to
support
the
hybrid
workforce
we
have
and
to
improve
customer
service.
So
going
back
to
the
point
we
were
making
earlier
being
able
to
facilitate
services
anywhere
at
any
time.
We
also
want
to
point
out
this
investment
aligns
with
the
county's
cloud
strategy
of
being
cloud
smart
speaking
of
being
cloud
smart.
If
we
can
go
to
the
next
slide,
connect
arlington.
D
But
it
was
important
for
you
to
see
your
doctor
via
telehealth
having
a
connection
mattered,
and
so
the
projects
we've
identified,
as
well
as
the
critical
upgrades
we're
proposing,
is
to
make
sure
we
can
bring
more
folks
online
address
the
needs
of
our
schools
by
undergrounding,
the
fiber
going
to
our
schools,
making
it
more
resilient,
less
susceptible
to
damages.
That
would
ultimately
lead
to
outages
and
to
finalize
those
critical
connections
for
missing
links
of
what
we
would
describe
to
be
a
fiber
ring,
topology,
primarily
in
the
national
landing
area.
D
D
We
we've
identified
24
applications
in
our
egov
application
suite.
These
are
applications
that
at
face
value,
may
not
seem
like
they
have
the
same
weighted
impact
as
the
applications
on
the
previous
slide
because
of
their
niche
focus,
and
to
give
you
an
idea
of
some
of
the
applications,
we're
talking
about
property
search
where
you
can
look
up
the
details
of
properties
like
their
tax
assessment,
adopt
a
street
where
volunteers
in
arlington
county
can
take
up
the
responsibility
of
keeping
a
street
clean
or
reporting
issues
legislative
tracker.
D
D
This
is
another
area
where
think
back
to
how
much
of
a
disruption
the
pandemic
was
to
government
operations
and
services,
and
while
future
events
may
not
take
the
same
shape
as
the
pandemic,
they
will
require
arlington
to
navigate
disruptions
and
shocks.
To
our
system,
nimbly
and
effectively,
and
one
way
to
accomplish
that
is
by
exploiting
emerging
technologies
like
a
trusted
data
exchange
system
and
a
good
example
of
that
is
blockchain,
and
normally
when
we
on
the
technology
side
use
the
word
blockchain
most
folks
say:
are
you
talking
about
bitcoin?
Are
you
talking
about
cryptocurrency?
D
Processing
we're
also
closely
following
the
advances
made
in
the
world
fintech
right
now
over
a
hundred
countries,
including
our
federal
government,
are
piloting
or
exploring
the
introduction
of
a
central
bank
digital
currency.
So
all
this
to
say
how
does
arlington
county
harness
this
financial
innovation
the
right
way?
That's
what
this
fund
seeks
to
address,
as
well
as
ensuring
that
future
technologies
can
be
integrated
into
our
existing
technology
and
infrastructure.
L
Part
of
this
wall
has
to
be
the
workforce.
Workforce
has
to
change,
we've
got
to
reschool
we
tool
and
re-educate
our
workforce.
Some
new
technologies
coming
on
board
people
who
can
come
in
and
easily
reversed
in
that
are
going
to
be
in
all
our
departments,
not
necessarily
a
technology
department.
A
deal
is
a
perfect
example
of
it
as
an
intern
we
hired
and
he
graduated,
and
to
be
a
full-time
employee
and,
as
you
saw
today,
I
think
he
did
a
marvelous
job
in
terms
of
making
a
presentation.
L
He
knows
this
matter,
but
we
see
this
change
taking
place.
So
what
we're
doing?
What
we're
doing
here
in
this
slide
here
is
hedging
our
bets
on.
What's
going
to
come,
so
we
have
a
lot
of
guesstimates
in
terms
of
servers
and
we
have
hardware
and
desktops
and
such
and
it's
based
on
our
thinking
last
year.
L
What
we
really
have
to
think
about
is
where
we're
going
to
go
in
the
future,
and
so
I
deserve
the
right
or
might
be
successfully
reserved
the
right.
I
think
at
some
point
to
come
back
and
say
you
know
what
we
see
happening.
We
need
to
do
something
in
this
one
area,
whether
it
be
blockchain
as
we've
talked
about,
whether
it
be
an
artificial
intelligence.
L
Those
things
are
going
to
come
question
is:
how
soon
will
they
hit
us,
and
what
we've
tried
to
do
is
allow
for
a
combination
of
having
people
look
at
these
things
and
see
if
they
can
accommodate
them
and
bring
them
into
our
workforce.
When
you
look
at
our
entire
budget,
roughly
97
of
it
is
to
refresh
what
we
have
replace
legacy
systems,
security,
enterprise
and
less
than
three
percent
is
for
innovation.
L
So
saying
that,
how
can
we
make
a
difference?
It's
these
folks
here
in
this
room
who
are
going
to
look
at
every
single
investment,
we're
making
the
technology
and
saying?
How
do
we
leverage
it
the
best
to
change
how
we
do
work
if
we
continue
doing
work,
the
way
we're
doing
it
today,
we'll
be
no
better
than
we
are
today,
and
so
that's
my
challenge
in
this
in
this
discussion
is
to
see
how
we
can
make
those
considered
investments.
So
thank
you
all
for
taking
the
time
to
listen
to
us
today.
Great.
A
J
Sure
thank
you.
First,
the
connect
arlington
investment's
thrilled
about
that.
I
I
know
that
as
we
work
on
the
digital
work
that
will
come
through
next
summer,
I
think
it's
still
important
to
mention
8
million
plus
and
so
important.
So
thank
you
for
that.
On
the
real
estate
assessment,
the
decrease
from
3
million
to
2
million
for
the
updated
system.
J
I
have
a
couple
of
questions,
but
I
kind
of
think,
with
permission
I'll,
probably
follow
up
with
the
manager
on
those
questions
because
of
the
nature
of
what
the
what
they
do,
which
is
across
governmental
function.
Where
are
this
is
risky
for
me
to
ask,
because
it
may
reveal
lack
of
full
knowledge.
Where
are
our
backups
for
our
cloud,
because
every
time
of
course
I
go
out
through
loudoun
county
and
when
I
see
their
budget,
I'm
cursing
that
they're
able
to
drop
their
tax
rate
and
still
have
more
revenue.
J
L
L
L
We
do
we
follow
the
government's
fed
ramp
concept
of
basically
distributing
the
workload,
so
we
use
amazon,
we
use
google,
we
use
microsoft,
whoever
can
provide
us
with
the
best
price
service
and
such
and
you'll
find
out
surprisingly,
that
they
all
charge
about
the
same
price.
So
there's
pretty
no
difference.
They
work
in
that
in
that
manner,
but
the
concept
of
edge
computing
is
really
going
to
be
the
game-changer
and
it's
a
simple
thing
like:
where
do
I
find
a
parking
spot?
And
how
do
I
get
an
instantaneous
notification?
L
It's
the
fire
chief
being
able
to
to
get
me
immediate
access
to
the
emergency
room
for
telehealth
or
an
incident
takes
place
it's
identifying
when
we're
going
to
have
a
storm
water
event.
How
do
we
take
care
of
that
or
another
storm
take
place,
and
so
that
is
the
that?
Is
the
growth
area?
That's
going
to
happen
now,
I
say
edge
computing.
L
It
does
not
mean
we're
going
to
need
a
big
data
center,
like
we
have
today
here
in
the
building
and
down
at
trades,
they're
going
to
be
smaller
things
that
actually
have
the
telecommunications
capability
to
balance
the
workload
we
talk
about
cloud
smart
because
we
can't
just
pick
everything
we
have
up
today.
We
have
over
456
applications
in
the
county
today,
many
of
them
we
don't
know
what
they
do
anymore,
but
they
were
built,
say
20
30
years
ago,
and
so
what
do?
What
do
we
do?
L
We
move
them,
pick
them
up
and
move
them
to
the
cloud.
The
answer
is
probably
not.
What
we'll
do
is
we'll
say
that
those
have
a
have
a
state
it
may
be
in
loud.
It
may
be
in
loudoun.
It
might
be
in
one
of
our
data
centers
here,
but
there
are
many
others
that
could
benefit
from
the
abstraction
of
moving
them
to
a
cloud
environment.
B
F
Thanks
ms
garvey
yeah
I'll
follow
up
sort
of
along
the
same
lines
and
probably
show
my
ignorance
or
lack
of
understanding
too.
I'm
remembering
we
were
talking
about
backups
at
one
point
and
I
think
it
was
with
microsoft,
and
I
think
there
were
major
backups
in
like
seattle
and
texas.
Am
I
remembering
that
correctly?
I
see
a
head
nod
so
some
things
that
we're
sort
of
storing
are
really
far
away.
So,
if
there's
a
problem
here,
they
should
be
hopefully,
okay.
Thank
you
and
then
an
odd
question.
F
So
we're
moving
everything
to
the
cloud
which
sounds
fine.
I
can
see
why
to
do
it.
I
think
what
if
one
day
I
mean,
might
it
happen
sometime
that
we
don't
have
a
connection
to
the
cloud,
something
there's
a
cyber
attack,
there's
whatever
and
all
of
a
sudden
we
can't
get
to
the
cloud.
Is
that
a
possibility?
And
if
so,
then,
what.
O
L
The
internet
is
becoming
clogged
now,
as
we
speak,
and
the
the
big
players
in
this
realize
that
and
what
they're
doing
is
they're
taking
whatever
mechanism
they
can
to
expand
that
capability
and
to
have
more
redundancy
in
it.
But
it's
at
a
level
of
maturity
right
now.
I
think
we're
pretty
pretty
confident
what
it
can
do.
Yeah
could
there
be
an
outage
when
we
first
implemented
microsoft,
mail
exchange
back
in
2005,
microsoft,
told
me:
you'll
never
have
another
outreach,
and
I
remember
telling
the
county
manager
at
the
time
there'll
be.
Never
another
outreach
did.
L
L
Now
he
said
well,
what
are
you
calling
for?
I
said
we
just
had
a
notice,
so
things
had
they
happened
right.
You
pick
up
and
the
good
thing
about
dealing
with
something
like
that.
They
have
much
more
now
know-how
than
we
have.
We
could
put
a
mail
server
here
in
the
county
and
maintain
it,
but
we
don't
have
the
expertise
to
truly
maintain
and
operate
a
data
center,
like
someone
say
in
30,.
L
Yeah
and
so
that's
where
we
want
to
offload
that
work,
also
in
doing
that,
what
happens?
I
use
the
word
abstraction
a
lot.
The
concept
is,
if
you
have
much
of
the
work
being
done
to
maintain
the
data,
the
application
make
sure
it's
secure,
hearing
feeding
that
has
got
backups,
then
this
means
we're
freeing
up
staff
here
to
do
other
things,
to
focus
on
applications
and
not
necessarily
the
mechanics
of
how
to
keeping
equipment
running.
B
K
I
want
to
give
you
a
practical
example
of
what
of
what
dr
belter's
talking
about
in
in
architecting
systems.
For
instance,
the
recent
change
to
the
call
processing
system
for
9-1-1.
We
look
at
that
system
as
one
that
requires
a
high
degree
of
reliability
and
redundancy,
and
some
aspects
of
that
system
are
cloud-based
in
its
management
and
application.
K
That
is
what
allows
us
to
share
the
core
with
alexandria,
increase
our
functionality
and
have
greater
redundancy
and
it's
about
building
the
system
so
that
you
have
enough
of
it
on
premises
for
disaster
recovery,
so
that
you
can
function
when,
for
instance,
that
critical
system
is
then
cut
off.
So
you
may
not
have,
for
instance,
100
of
your
records
on
call
logs
dating
back
right
now
in
infinity.
K
But
we
may
have
you
know
the
last
week
the
last
two
days,
the
last
three
days
enough
of
a
system
that
allows
us
to
be
able
to
continue
to
operate
and
provide
the
valuable
service
so
that
it's
not
completely
down
for
us.
But
that
involves
a
lot
of
smart
engineering
data
system
architecture
and
those
sorts
of
things
which
is
is
sort
of
what
they're
talking
about
in
this
idea
of
a
larger
strategy.
F
B
Thing
I
did
want
to
add
and
don't
want
to
spend
a
huge
amount
of
time
on
it,
but
we've
talked
a
little
bit
about
what
happens
when
you
lose
complete
use
of
your
technology,
and
that
was
brought
up
most
recently
in
nashville
when
there
was
that
bombing
downtown
in
nashville
that
took
out
the
9-1-1
system,
and
I
know
aaron
may
have
a
few
thoughts
on
that.
We've
been
working
with
cog,
there's
no
magic
answer
there,
but
there
were
remember
there
were
times
when
we
didn't
have
any
of
this
technology.
So.
K
Yeah
it's
it's
about.
You
know.
We've
we've
got
to
move
away
from
being
really
good
at
bouncing
back
right,
reducing
the
refractory
period
and
instead
the
thought
now
is
to
be
able
to
offer
as
much
of
a
service
close
to
100
you
can
in
the
degraded
operating
status,
so,
whether
that's
going
back
to
paper-based
forms
in
9-1-1,
whether
that's
reverting
as
we
did
in
the
ratio
to
alternate
systems
through
which
we
inform
our
public
and
they
can,
they
can
get
calls
into
us
and
number
one
by
accessing
fire
stations.
Things
like
that.
K
It's
about
setting
up
those
systems
that
still
allow
us
to
be
able
to
operate
and
provide
as
much
as
a
service
as
we
can
an
integrated
status,
and
I
think
that's
an
important
complement
to
the
cloud
migration
strategy
that
they're
talking
about
and
that's
something
that
dts
does
with
each
department
as
they're,
assessing
new
applications
coming
online
or
how
they
change
things.
Yeah.
F
I
think
you've
been
saying
that
since
I
got
on
the
board-
and
I
remember
trying
to
do
converting
back
on
the
schools-
and
it's
actually
always
been
true
so
you're
always
spot
on
and
the
the
employees
need
to
change
and
make
to
make
changes,
and
they
always
have
because
we
are
we're
we're
doing
things
incredibly
differently
than
we
did
when
I
first
even
came
on
the
board
or
got
you
know,
involved
in
things
here.
So
thank
you.
H
Thank
you
thank
you.
That
was,
as
always,
very
very
thought
provoking,
and
we
could
stay
here
a
very
long
time
discussing
the
details
of
that
and
and
what
drives
that
I
have
only
one
you
know.
Basically,
I
try
to
understand
in
its
entirety
what
the
smart
cloud
strategy
actually
is,
because
it
it
means
we
have
discussed
a
lot
about
what
it
means
for
us
government,
but
it
is
also
the
other
side.
You
know
the
the
residents
and
the
and
the
people
who
are
interacting
with
us.
H
There
is
money
here
for
for
doing
the
inter
integration,
so
that
you
know
that
we
have,
for
example,
the
payment
systems,
where
I
imagine
that,
basically,
as
graduating
to
a
point
where
every
resident
in
ireland
will
have
some
sort
of
an
account
with
arlington
county-
and
you
know,
several
interactions
with
harleton
county
will
actually
go
through.
This
account
whether
these
are
payments,
whether
from
from
from
a
parking
ticket
to
your
taxes,
to
maybe
your
stormwater
mitigation
fee.
What
whatever
all
this.
H
H
The
first
is
to
you
know,
make
sure
that
privacy
is,
you
know
the
safety
of
people's
data
is
is
as
as
much
you
know,
safeguarded
as
possible,
and
the
second
is:
how
do
we
make
sure
that
that
you
know
that
we
will
continue
to
grow
in
with
a
with
a
strategy
that
is
very
clearly
laid
out
so
that
we
know
you
know
what
the
next
levels
of
that
will
be,
because
I
see
here
still,
I
see
the
intention
to
integrate,
but
still
not
not.
Everything
is
integrable.
H
L
What
that's
this
standard
by
this,
which,
every
year
they
do
security
and
privacy
risk
assessments
on
the
cloud
provider,
and
if
they
don't
meet
the
compliance
they
no
longer
provide
services.
Now,
there's
such
a
thing
called
a
state
ramp
virginia
is
not
a
participant
in
that
I
would
recommend.
I
would
hope
they
at
some
point.
The
new
cio
would
buy
that
in,
but
it
hasn't,
but
we
we're
making
sure
that
the
products
we
know
to
go
in
the
cloud
are
fed
ramp
compliant.
L
The
other
thing
about
this
is
we
and
I'll
be
very
keen
on
honest
with
you.
We
do
we.
This
idea
of
a
cloud
smart
strategy
really
is
something
we
really
have
been
progressing
since
december,
that
that
way,
that
early
I
mean
we
haven't
really
gone
half
an
hour
into
this,
but
but
saying
that
there's
really
a
lack
of
understanding
across
all
the
departments.
L
In
terms
of
what
that
means,
the
things
you
bring
up
and
one
of
the
things
that
mark
and
I
have
talked
about-
is
setting
up
something
called
a
cloud
center
of
excellence
where
basically
it's
an
awareness
center
in
the
county
itself
in
the
department.
It
involves
all
my
colleagues
which
basically
says,
if
you're
going
to
put
something
into
the
cloud.
Here's
what
you
got
to
think
about
are
you:
is
it
fed
ramp
compliant?
Are
you
meeting
the
privacy
security
issues?
L
The
reason
we
don't
have,
I
know
the
commission
was
concerned
that
we
don't
have
a
definitive
document
yet
because
we've
really
got
to
get.
We
have
to
define
that
we
have
to
get
that
buy-in
that
everybody's
doing
the
same
thing
I
equate
it
to
like,
and
I
noticed
as
a
sad
and
bad
analogy,
but
like
the
cross-counter
rule,
when
that
started,
every
other,
every
jurisdiction
had
their
own
railroad.
L
It
had
different
caged
cars,
they
went
on
different
schedules
got
on
different
tracks,
but
they
said
if
you
want
to
go
from
st
louis
to
the
west
coast
you're
going
to
ride
on
this
track,
and
this
is
the
direction
you
have
to
go
in.
These
are
the
guardrails.
This
is
the
security.
This
is
the
privacy,
so
it's
really
a
really
a
great
way
to
get
it
a
consolidated
approach.
It's
consensus
approach
to
how
we're
investing
in
technology
going
forward,
but
to
do
that,
it's
going
to
require
it's
an
education
campaign.
It's
an
awareness
campaign.
L
H
No
long
long
question
as
well,
I
know
I'm
trying
to
figure
out
what
is
the
investments
that
we
should
be.
You
know,
since
we
are
talking
about
10
years
ahead
here,
what
what
are
the
appropriate
investments
to
make
that
that
path
as
smooth
as
possible
and
as
inclusive
as
possible,
because
that's
that's
incredibly
important
right.
Thank
you.
G
You,
madam
chair,
so
to
pick
up
on
that
conversation.
You've.
Well,
you
know,
articulated
the
benefits
of
of
a
cloud
strategy,
but
there
are
a
lot
of
risks
as
well,
and
one
of
the
things
that
you
mentioned
is
that
you're,
going
to
be
relying
on
contractors
to
you
know,
perform
a
lot
of
the
architecture,
cloud
architecture,
services
and
and
help
us
through
this
this
period.
I
Apologize
no
worries,
I
think
the
the
benefit
of
what
we
have
right
now
in
the
situation
that
we
have
right
now
is,
as
dr
belcher
has
referred
to,
as
we
have
some
amazing
staff
that
is
doing
this
already
and
defining
our
tenants
where
we
are
in
the
cloud.
So
when
we
bring
in
contractors
as
we're
doing
this
now
we're
providing
that
supervision
that
guidance
and
that
expertise
that
we
have
on
staff
to
be
able
to
have
that
knowledge
that
insight
of
what
is
actually
being
built
in
the
cloud.
I
G
L
We've
got
some,
we've
got
some
great
people,
but
we
need
more
people
better
and
so
the
whole
concept
of
how
you
recruit.
They
don't
exist
today.
To
be
honest
with
you,
that's
the
problem.
They
want
some
of
the
highest
paid
jobs
and
if
they,
if
they've,
got
those
skills,
they're
working
for
google,
microsoft,
they're
doing
something
called
kubernetes,
they
they
are
skilled
and
we
couldn't
afford
them.
But
we
can
get.
People
can
ask
questions
and
that's
what
we're
doing
like
mr
steve
here
who's
joined
us.
L
He
quickly
has
become
pretty
quite
good
in
terms
of
understanding
this
and
that's
what
we've
got
to
do
and
david's
been
training
programs
that
have
been
offered
to
us
by
both
what
microsoft
aws,
which
had
been
very
very
helpful.
I
mean
they
they've,
come
with
us
with
open
arms,
of
course,
because
they
see
us
as
really
really
a
leader
in
this
field.
If
you
look
across
northern
virginia
we're
pretty
far
out
there,
we
got.
I
guarantee
you.
G
You
know,
there's
there's
all
manner
of
theories
as
to
how
we
can
deal
with
privacy
issues,
but
mr
belcher,
you
mentioned
something
that
is
a
key
concern
at
the
federal
level.
The
standards
for
privacy
are
not
necessarily
consistent
with
what
I
think
a
lot
of
people
would
hope
and
probably
what
our
community
expects.
So
how
do
we
make
sure
this
privacy
conversation
doesn't
become
just
something
among
those
of
you
who
know
the
technical
stuff,
but
can
bring
in
the
broader
community
who
doesn't
necessarily
have
the
technical
capacity.
B
B
So
so
we
we
have
done
on
our
website.
I
know
we
have
offered
people
the
opportunity.
We've
adopted
some
of
those
european
standards
on
our
website,
but
we
have
to-
and
we've
done
this
we
did
it
in
clarendon
when
we're
working
on
the
innovation
project.
There
we
got
a
lot
of
questions
from
people
establish
as
a
baseline.
Some
of
the
nist
standards
we've
been
using
on
privacy
bring
those
out.
We
have
posted
them
on
our
website.
We
have
more
work
to
do
there,
though
I
would
say.
G
However,
if
people
are
not
going
to
opt
in
because
of
concerns
about
privacy
or
because
the
rules
are
so
vague,
that
is
not
only
going
to
minimize
the
the
efficaciousness
of
those
investments,
but
actually
probably
largely
reverberate
within
marginalized
communities
who
are
distrustful
of
big
institutions
as
a
whole.
So
we
just
have
to
be
really
careful
about
how
we
manage
this
so
that
we
don't
actually
shoot
ourselves
in
the
foot
for
something
that
could
show
great
promise
and
I'll
I'll
leave
it
at
that.
I
don't
have
a.
A
L
Just
to
follow
up
on
what
you
said
I
I
am
certainly
aware
of
that
very
concerned,
especially
developments
and
machine
learning,
artificial
intelligence.
This
it
is
moving
at
such
a
pace
in
that
area.
It's
it
is
in
many
ways
it's
frightening,
because
what
you
see
they're
able
to
do
and
how
you
manage
your
mind,
monitor
that
it's
going
to
be
critical
machine
learning
means
you're
teaching
a
machine.
What's
going
on,
how
do
you
teach
that?
L
What
biases
do
you
have,
as
you
teach
that
machine
and
that's
caused
us
pause
in
the
innovation
zone,
because
we
we
have
concerns?
We
want
to
make
sure
that
whatever
we're
doing
does
not
violate
any
of
the
privacy
rules.
We
have
in
the
security
rules,
but
you
that
is
a
critical
point.
I
don't
have
the
answer
to
that,
but
you
hit
that's
exactly
a
concern
I
have
so.
A
This
is
considerably
more
pedestrian,
but
the
only
question
I
had
was
just
you
sort
of
seeing
that
the
scale
of
the
spent
on
that
workforce
device
modernization
right.
That
is
a
huge
chunk
of
our
cip.
So
I
wanted
to
just
ask
first
of
all
to
make
sure
I'm
mapping
the
the
program
spends
with
the
fund
source.
Are
we
paying
for
that
largely
given
the
short
life
cycle
of
those
three
or
four-year
devices
out
of
paygo?
N
P
L
A
L
And
they
procure
their
device
and
we
explore
that
in
terms
of
having
a
device
because
we're
moving
so
much
to
the
internet
right,
you
know,
and
so
much
of
our
workforce
is
off
site
and
right
now,
as
gilbert
said,
it's
the
breakup
which
before
covered
was
65
35
and
now
it's
35
65
desktops
to
laptops
that
yeah.
That's
certainly
something
we
need
to
consider,
especially
the
other
mobile
devices,
like
the
phones.
L
Thinking
and
again
it's
something
that
you
know
the
dmf
and
the
manager
I'm
going
to
have
to
think
about.
You
know
when
I'm
gone
here,
but
is
that
something
that
they
is
something
that's
something
that's
considerable
just
about
every
major
corporation
does
that
you
go
to
work
from
they
say:
here's
your
stipend
go,
buy
your
devices
and
specs.
It
has
a
problem.
You
take
care
of
it
that
it's
again
getting
in
the
whole
thing
about
going
to
the
cloud
the
investment
we're
going
to
make
it
has
to
be.
P
L
A
Absolutely
well,
I
appreciate
that
and
I
you
know
not
to
sound
like
the
the
cranky
fiscal
conservative,
but
I
am
thinking
about
how
we,
that
is,
that's
a
pretty
short
life
cycle
right.
I
think
compared
to
it
maybe
industry
standard,
but
I
think
at
least
anecdotally
right
we've
had
the
experience
of
here's,
your
new
laptop
right.
I
didn't
need
it
or
asked
for
it
right.
So
I'm
just
knowing
that
the
that
we're
talking
about
you
know
multiple,
I
think,
was
24
million
dollars
over
the
term
of
the
cip.
A
B
Future,
I
would
add,
we've
had
conversations
and
I
don't
think
it's
matured.
Yet
if
I'm
going
to
get
right
software
as
a
service
model,
which
is
that
I
like
to
joke,
because
I
love
the
image
of
of
jack
walking
down
the
corridor,
you
know
every
week
with
a
new
laptop
for
people.
We
don't
own
them.
In
other
words,
we
get
a
new
version
in
and
we
just
hand
it
to
people,
because
it
it's
so
much
more
advanced.
B
So
that
way,
you
don't
actually
purchase
it
yeah
and
go
through
the
acid
in
three
years,
but
you
sort
of
rent
it
and
it
gets
replaced
on
a
very
frequent
kind
of
basis,
but
that
I
mean
that
model
hasn't
quite
matured.
Yet,
but
again
I'll
just
say
the
same
thing.
I
when
I
answered
mr
d
ferrante,
do
not
expect
that
to
save
money
it
would.
It
would
provide
greater
productivity.
L
We'll
continue
to
explore
these
things.
You
know.
One
of
the
devices
that
I
haven't
really
interested
in
is
not
a
chromebooks.
You
know
they've
been
there
a
while,
but
they've
matured
yeah
they
in
fact
I
bought
one
the
other
day
at
a
fraction
of
the
cost
of
a
laptop.
It
does
everything
that
the
laptop
does
it
has
office
on
it?
I
can
print
from
it.
I
can
store
it
on
onedrive
and
diane
crash
is
not
in
the
room.
I
don't
think,
and
I've
been
talking
about
that
from
a
library
really.
A
E
O
L
L
And
it's
cost
minimal,
but
the
benefit
huge
for
somebody
who
doesn't
have
something
like
that.
So,
as
mike
said,
I
think
these
are
opportunities
and
areas
we
can
really
get
into
again.
Is
it?
Does
it
make
sense
to
do
it
and
make
the
investment,
but,
as
the
deal
was
saying,
the
costs
continue
to
come
down?
L
A
A
Well,
that's
really
interesting.
We
have
probably
reams
of
data
about
institutional
uses
of
chromebooks
from
so
many
school
districts
right
that
have
adopted
them
so
yeah.
Well,
that's
terrific!
Thank
you!
So
much
I
am
going
to
keep
moving
along
just
in
the
interest
of
time
of
mr
pisano,
mr
I
see
dr
belcher,
which
I
learned
recently
dr
belcher.
Thank
you
so
much
for
joining
us.
Thank
you.
It's.
L
A
L
A
Q
I
will
thank
you,
mr
manager,
good
afternoon,
mountain
chair
and
county
board.
I'm
chris
table
the
funds
manager
in
des
who
oversees
our
utilities,
fund
budget
and
finances
and
I'll
be
jointly
presenting
today
with
john
lawler
who's,
our
chief
support
engineer
in
water
sewer
and
street
and
mary
strong,
our
chief
engineer
at
the
water
pollution
control
plant.
Hopefully
I
got
your
titles
right.
Q
Arlington
is
very
fortunate
to
have
very
stable
water
and
sewer
utility
systems
with
sufficient
capacity.
The
state
of
these
systems
allows
us
to
rely
on
master
planning
documents
to
guide
our
future
investments
and
focus
on
our
strategic
issues.
Our
top
priority
is
the
steady
reinvestment
in
the
systems
to
maintain
their
state
of
good
repair
and
to
extend
their
life
expenses
expectancy,
which
ensures
sorry
resiliency
for
future
generations.
Q
So
our
affordable
world
and
world-class
utility
services
are
foundational
to
equity
in
our
community.
The
very
nature
and
configuration
of
our
systems
serve
to
advance
equity,
as
the
benefits
and
burdens
of
our
infrastructure
are
shared
across
every
neighborhood
in
the
county
you
can
go
anywhere
in
the
county,
have
a
and
have
access
to
our
great
services.
Q
Q
This
project
put
our
redundant
water
source
back
into
service
in
the
middle.
We
have
a
picture
of
a
major
repair
on
our
transmission
main
near
the
washington
aqueduct,
which
served
to
protect
our
water
supply
and
on
the
right,
we
recently
replaced
the
main
electrical
equipment
powering
the
water
pollution
control
plant's
preliminary
treatment
equipment
like
most
processes
at
the
plant.
This
equipment
runs
24
7
and
needs
a
reliable
source
of
power.
Q
Q
Q
We
dedicate
considerable
funding
to
our
maintenance
capital
program,
which
helps
us
maintain
our
assets
in
the
state
of
good
repair,
and
this
totals
about
40
percent
of
the
utility
cip.
On
the
funding
side,
existing
fund
balance
and
utilities
utilities
pay
go
comprise
about
33
percent
of
the
funding
with
new
bonds.
Q
Q
This
time
around
you'll
see
the
crux
of
our
bond.
Referenda
is
to
fund
the
regen
suite
of
projects
at
the
plant
also
called
the
salt
master
plan,
and
these
are
for
the
solid
handling
improvements
at
the
water
pollution
control
plant.
This
render
referendum
funds
the
multi-year
effort
at
the
plant
spanning
fiscal
year
2024
through
fiscal
year
2028
and
would
ensure
that
we
have
the
funding
authority
to
enter
into
multi-year
construction
contracts.
Q
R
These
are
primarily
to
replace
in
rehab,
so
these
projects
are
ensure
that
our
system,
water
and
sewer
systems
continue
to
operate
in
a
state
of
good
repair
so
that
we
can
provide
our
customers
safe,
potable
water
and
then
safely
convey
that
water
back
to
the
water
pollution
control
plant.
On
the
next
slide,
I'll
highlight
a
few
of
our
key
projects,
so
the
first
one's
the
washington
aqueduct.
We
continue
to
fund
our
share
of
their
ongoing
operations
and
maintenance
projects
and
their
capital
projects.
R
Our
share
is
about
17
sewer,
lining,
that's
our
primary
method
for
rehabbing
and
replacing
sanitary
sewers,
so
that
doesn't
involve
any
open
cutting
in
the
roads
that
disturbs
the
neighborhoods
or
anything
like
that.
We
can
do
that
trenchlessly
and
so
that
program
is
really
split
between
large
diameter,
which
is
sewers
that
are
15,
inches
and
greater
in
size.
R
R
But
you
know
reducing
influ
influence
infiltration
is
a
big
key
driver
in
reducing
the
flows
that
come
to
the
water
pollution
control.
Plant
infiltration
is
basically
groundwater
seeping
into
the
sanitary
survey
cracks
in
the
joints,
cracks
in
the
pipes
and
things
like
that,
whereas
inflow
is
illicit
connections
from
like
roof
drains
that
are
tied
to
the
system
and
some
pumps
and
things
like
that.
R
R
Here's,
our
water
distribution
projects,
portfolio,
you
know
really
the
the
key
goal
for
this
program
is
to
ensure
that
we
have
adequate
potable
water
capacity
for
our
customers.
However,
you
know
water
usage
in
arlington
county
continues
to
decline.
Basically,
due
to
more
efficient
drain,
fixtures
and
appliances,
and
so
really
our
the
projects
you
see
on
this
table
are
more
about
improving
resiliency
and
redundancy
for
our
system.
R
So,
chris,
to
mention
gravity,
transmissions,
b2
and
b3
earlier.
Basically,
b1
is
completing
construction
right
now
that
was
split
into
phase
one
phase
two
phase
one
was
with
dorothy
ham,
middle
school
and
phase.
Two
is
wrapping
up
construction
this
summer.
This
will
provide
redundant
water
mains
to
the
rb
corridor.
I
will
begin
the
planning
and
scoping
process
for
b2
and
b3
following
completion
of
b1
in
the
middle
is
the
fort
meyer
heights
water
main
project.
R
R
One
project:
that's
wrapping
up
construction
in
this
portfolio.
Right
now
is
the
north
palhaton
street
water
main
project,
where
we
built
a
60-inch
water
main
that's
tied
into
the
fairfax
water
system
and
that
we'll
have
our
final
walkthrough
in
that
later
this
week,
next
slide
yeah
krista
mentioned
earlier
that
we're
updating
the
sanitary
sewer
master
plan.
We
anticipate
that
to
go
before
the
board
and
fall
for
adoption.
R
R
You
know,
2045
future
employment,
housing
and
land
use
model
and
found
you
know
again
excellent
supply
with
very
few
new
projects
that
resulted
from
that
and,
as
I
mentioned
previously,
our
water
usage
declines
and
therefore
our
flows
decline.
So
we
have
great
capacity
there
now
I'll
talk
about
our
one
big
project
here,
which
is
the
spout,
run
deep
sewer
project.
R
So
the
spout
run
deep
sewer,
it's
basically
the
potomac
interceptor.
It's
a
33
inch,
interceptor
sewer
that
carries
about
5
million
gallons
per
day.
The
project
limits
start
in
the
spout
run
stream,
which
is
located
in
the
median
of
the
spout,
run
parkway
and
we
all
go
downhill
all
the
way
into
rosslyn
sections
of
the
sewer.
It
was
constructed
via
tunneling
in
the
1930s,
but
some
sections
are
about
100
feet
deep.
R
So
it's
basically,
we
have
to
you,
know
rehab
it
via
lining,
but
there's
so
much
flow
that
to
we
have
to
bypass
all
the
flow
in
order
to
line
the
pipe.
So,
as
you
can
see
just
from
the
map,
it's
a
very
challenging
location
to
bypass,
because
you
have
to
cross
I-66
the
custis
trail
route,
29,
dawson,
terrace
park,
etc.
So
so
it's
and
we
also
need
an
mps
permit.
S
Thank
you,
john.
We
have
several
projects
focusing
on
re
reinvestment
in
the
critical
infrastructure
at
the
water
pollution
control
plant.
The
largest
portion
of
the
spending
is
associated
with
the
solids
master
plan
upgrades,
which
were
adopted
by
the
board
in
2018
and
are
now
known
as
the
regen
program,
which
we'll
be
discussing
further
in
the
next
slides.
S
S
The
arlington
regen
program
is
the
largest
single
investment
in
the
current
utility
cip.
This
program
will
replace
the
water
pollution
control
plants
aging
solids,
handling
processes
with
more
sustainable
technologies,
with
full
program
delivery
targeted
for
2028.
The
master
plan,
which
guides
the
program
was
initiated
to
determine
how
best
to
upgrade
the
salt,
the
plant's
solids
handling
processes.
S
The
first
phases
of
the
regen
program
are
already
underway,
and
some
of
the
projects
have
been
completed.
A
request
for
qualifications
was
advertised
earlier
in
june
to
receive
information
from
prospective
teams
to
deliver
the
remainder
of
the
program
board.
Approval
of
the
contract
award
is
expected
to
take
place
next
summer.
S
Staff
next
slide:
please,
staff
in
an
external
stakeholder
advisory
group
undertook
an
extensive
selection
process
which
considered
more
than
70
potential
process.
Alternatives
before
recommending
thermal
hydrolysis
pre-treatment
with
anaerobic
digestion,
which
the
board
adopted
in
2018,
collaborating
with
stakeholders
from
the
neighborhoods
closest
to
the
plant
and
commissions
such
as
c2e2
and
the
fiscal
affairs
advisory
commission
has
helped
minimize
community
impacts,
identify
architectural
preferences
and
consider
how
to
best
utilize
the
recovered
renewable
biogas.
S
S
Following
these
upgrades,
biosolids
trucking
volumes
are
cut
in
half
and
five
tons
per
day
of
chemical
lime
usage
is
eliminated.
The
treatment
process
relies
on
energy
inputs
to
generate
heat
and
pressure
for
the
thermal
hydrolysis
process,
but
recovers
35
percent
more
energy
than
the
process
consumes,
which
will
displace
existing
fossil
fuel
demands
in
our
community.
S
And
focusing
in
on
the
results
of
that
analysis,
we
determined
that
off-site
usage
is
the
preferred
alternative
due
to
its
favorable
characteristics,
particularly
with
regards
to
equity
flexibility
in
operations
and
economic
viability
of
the
off-site
options.
Pipeline
injection
proves
to
be
the
best
opportunity
for
the
county
to
both
offset
greenhouse
gases
from
fossil
fuel
based
natural
gas
and
provide
a
resilient
outlet
for
the
gas
that
is
not
reliant
on
maintenance,
intensive
equipment
or
vehicle
fueling
operations,
and
with
that
I'm
going
to
turn
it
back
to
krista
to
wrap
us
up
thanks.
Q
Mary
to
wrap
up
we'd
like
to
summarize
that
the
utility
cip
request
aligns
with
several
of
the
county
managers
priorities
as
laid
out
in
his
cip
message.
Environmental
resiliency
continues
to
be
a
priority
for
utilities,
as
reflected
in
our
major
investments
at
the
plant
for
the
regen
projects
and
our
source,
water,
resiliency
and
redundancy
program
and
initiatives.
Q
Utilities
focuses
heavily
on
maintaining
our
water
and
sewer
assets
in
a
state
of
good
repair
through
our
continued
reinvestment
into
existing
infrastructure,
and
our
regional
commitments
for
the
utilities
include
the
investments
at
the
washington,
aqueduct
and
dc
waters.
Blue
plains
wastewater
treatment
facility
and,
finally,
we've
worked
to
create
a
sustainable
funding
stream
for
these
investments
by
aligning
with
county
and
utilities
financial
policies.
So
we
ensure
appropriate
revenues
are
generated
and
we
have
appropriate
debt
service
coverage
on
the
challenges
side,
we
did
want
to
highlight
a
few
while
planning
for
the
execution
of
the
cip.
Q
A
Thank
you.
Thank
you
for
the
work
and
for
the
presentation.
I
will
open
the
floor
to
colleagues
just
one
clarifying
question.
As
we
get
started,
you
share
with
us
that
water
usage
in
arlington
continues
to
decline
because
of
more
efficient
systems.
Is
that
per
capita
or
even
as
arlington
has
added
population
just
sort
of
overall
water
use
has
declined.
R
A
H
H
T
Good
afternoon,
mike
collins
with
d.s,
we
there's
a
number
of
it's
a
great
question,
because
regional
water
supply
and
resiliency
is
a
critical
issue
for
this
region.
In
fact,
this
morning
we
were
briefing
senator
warner
on
trying
to
ensure
that
we
incorporate
some
funding
for
a
study
in
the
water
resource.
Defense.
T
T
There
is
really
an
aspirational
for
long-term
planning
for
a
number
of
specific
projects,
like
the
one
jaw
mentioned
at
north
palatin,
which
connects
us
directly
with
fairfax
water
john's,
also
leading
a
study,
look
at
other
connections
with
fairfax
water
that
will
provide
us
greater
resiliency
in
the
short
term,
but
a
huge
chunk
of
that
money
is
to
invest
in
regional
solutions
which
could
involve
anything
from
securing
rights
at
a
at
a
quarry.
Finding
alternate
other
alternate
source
water,
larger
connections
with
fairfax
other
crossings
of
the
potomac
river.
T
T
F
Yeah
mike
mike,
don't
don't
don't
move
because
I'm
going
to
just
follow
up
one
quick,
quick
question
on
long
term
how,
how
long
term
is
long
term
because
we're
pretty
redundant
now,
I
think,
there's
some
connections.
I
mean
that
we've
got.
You
know,
ways
to
help
each
other.
If
fairfax
has
a
problem
or
dc
has
a
problem,
we
can
move
water
back
and
forth
to
some
extent.
T
We
do
we,
we
do
have
a
number
of.
We
have
great
relationships
and
partnerships
with
all
of
our
partner,
our
utilities
in
the
region,
which
is
really
a
great
thing
about
working
in
this
this
area,
and
we
do
have
connections
that
can
really
help
sustain
us
in
critical
issues,
but
the
the
region
as
a
whole
has
one
source
water,
which
is
the
potomac
river,
so
as
a
whole,
fairfax
prince,
george's,
montgomery,
washington
dc
us
alexandria,
were
all
right,
relying
almost
exclusively
on
the
potomac
river.
I
thought.
F
F
Thank
you
that
wasn't.
The
question
I
intended
to
ask
is
that
okay,
all
right!
Oh
thank
you.
I
had
a
couple,
but
I
think
I'm
fascinated.
Maybe
could
you
talk
just
a
little
more
about
the
change,
the
the
work
that's
happening
in
the
water
pollution
control
plant
because
it
looks
to
me
like
we're
almost
getting
to
be
a
closed
system
like
we're,
producing
energy,
we're
getting.
You
know,
soil
amendment
that
we're
really
going
to
be
changing,
because
I
don't
think
right
now:
it's
nearly
that
kind
of.
Would
you
call
it.
F
S
S
What
this
new
process
allows
us
to
do
is
take
advantage
of
the
the
carbon
inherent
in
the
wastewater
and
recycle
it
locally
within
arlington,
so
we
create
create
a
higher
quality
biosolids
product
that
has
more
beneficial.
Applications
can
be
used
in
a
number
of
different
formats,
in
addition
to
land
application
and
we're
creating
this
biogas,
which
can
be
recycled
locally
as
well.
F
S
S
F
S
That's
correct:
yeah,
combined
heat
and
power,
electricity
generation
was
considered
on
site,
and
that
was
part
of
our
kind
of
equity
consideration
that
we
didn't
want
to
concentrate
the
emissions
from
that
biogas
production
and
utilization
on
the
plant
site.
So
our
civic
associations,
next
to
the
plant,
has
some
strong
reservations
about
us
doing
that.
F
Okay
would
make
it
a
lot
more
secure,
though,
if
you
could
just
kind
of
keep
it
keep
it
going
anyway.
That's
just
another,
I'm
always
worried
about
this,
and
I
will
just
say
which
I'm
sure
you're
quite
aware.
I
I
talked
with
congressman
buyer
at
an
event,
and
he
point
he
was
going
over
a
little
briefing
on
what
the
army
corps
of
engineers
doing
and
they're,
apparently
looking
at
a
project
to
help
protect
our
pollution
control
plant
from
flooding
from
the
potomac
and
how?
When
is
that?
How
is
that
proceeding?
When
would
that
be?
S
S
F
J
J
S
J
J
Does
that
is
it
possible
or
could
it
include?
You
know
it's
marginal,
but
are
you
a
part
of
the,
as
we
think
about
missing
middle
that
there's
very
little
delta
in
terms
of
increase?
But
do
you
know
if
do
we
know
if
there's
that
discussion
with
respect
to
capacity?
Has
it
all
looked
at
the
impact
that
missing
middle
might
have
on
the
need,
or
is
it
you
could
also?
It
also
could
well
be
true
that
it's
so
fractional
it's
such
a
small
percentage
increase
that
it
might
not
be
strong.
R
We've
been
coordinating
with
that
study
and
we're
not
concerned
about
it.
You
know
that
growth
will
be
spread
throughout
the
county
and
come
very
gradually.
So
we
have
plenty
of
capacity
to
to
serve
all
those
neighborhoods.
You
know
for
sanitary,
our
minimum
sewer
size
is
eight
inches
and
that
you
can
serve
thousands
of
homes
on
you
know
an
eight-inch
sewer,
so
you
know
we
have
lots
of
capacity.
J
A
The
points
of
commendation
for
the
innovation
here
and
it
is
very
cool
to
see
and
appreciate
all
of
your
work
to
not
only
deliver
such
basic
services
but
to
be
looking
innovatively
towards
the
future
of
them.
So
we
appreciate
your
your
time
today,
we'll
move
to
your
colleagues,
speaking
of
utilities
and
stormwater
management,
invite
ms
mcbride
and
to
to
come
join
us
who,
I
know,
has
been
working
incredibly
hard
over
really
the
past
couple
of
years
on
this.
C
F
A
A
P
The
2023-2032
capital
improvement
program
represents
a
nearly
tenfold
increase
from
the
last
pre-co-fed
10-year
cip,
in
which
the
capacity
and
infrastructure
account
for
nearly
two-thirds
of
investments,
as
summarized
in
the
manager,
cip
message.
This
proposal
responds
to
dramatic
sorry
system
needs
for
mitigating
inland
flooding
and
risk
increased
regulatory
demand
and
meeting
standards
for
state
of
good
repair.
P
P
P
Next,
please
further
through
the
ramp,
the
stormwater
program
is
creating
an
equity
framework
that
will
measure
need
and
responsiveness
in
underserved
communities.
The
canvas
for
this
initiative
is
the
social
vulnerability
map
shown
here,
which
highlights
areas
of
moderate
and
high
social
vulnerability.
P
Data
from
the
ramp
has
identified
areas
of
flood.
I'm
sorry
future
flood
risk.
Some
extending
into
equity
target
areas,
vulnerability
and
risk
assessments
now
in
development,
will
support
additional
equity
overlays
that
will
inform
future
investments
in
capital
projects,
maintenance
and
equipment
in
these
areas.
P
P
Q
Thanks
demitra
over
this
10-year
period,
investments
in
the
stormwater
program-
total
331
million
dollars,
as
manager
had
identified
in
his
cip
message.
Stormwater
is
an
emerging
priority.
The
program
reflects
the
significant
effort
that
will
be
required
to
enhance
and
update
the
county
stormwater
infrastructure
during
the
next
10
years.
Q
This
cip
is
a
298
million
dollar
increase
over
the
last
10-year
cip
and
while
our
last
cip
from
last
year
was
only
a
three-year
cip,
we
did
do
a
planning
effort
over
the
whole
10-year
period,
and
this
is
a
greater
investment
of
108
million
dollars
over
that
plan,
approximately
two-thirds
of
the
program
funding
is
for
storm
water
capacity.
Improvements
and
one-third
is
for
maintenance,
capital
and
water
quality
projects.
Q
Q
Q
We
have
included
a
20
cash
flow
adjustment
to
reflect
project
complexities
that
will
likely
result
in
some
projects
being
delayed,
and
that
brings
our
total
down
to
265
million
dollars.
We
feel
this
is
a
more
realistic
projection
of
actual
spending
and
the
funding
that
we'll
need
to
generate
we've
included
the
adjustment,
since
there
are
a
number
of
factors
that
can
delay
projects.
Q
Q
Q
Q
Q
Q
This
slide
shows
a
listing
of
all
of
the
capacity
improvement
projects
within
the
program,
the
five
critical
watersheds,
total
170
million
dollars
or
70
74
of
this
program.
These
watersheds
are
50
of
the
total
stormwater
cip
overall
overall
land
acquisition
and
overland
relief
is
a
key
part
of
providing
flood
mitigation
for
many
of
the
watersheds.
Q
The
extent
varies
watershed
to
watershed
based
on
the
individual
solution
for
each
watershed
it's
about
run.
For
example,
land
acquisition
comprises
about
60
percent
of
the
total
cost,
but
varies
down
to
minimal
amounts
in
crossman
run
I'll
now,
turn
it
over
to
dimitra
mcbride
to
review
the
specific
projects
in
the
capacity
improvements
program,
as
well
as
the
other
capital
programs.
P
Thank
you,
christa,
before
we
more
closely
profile
key
projects
at
the
cip.
This
watershed
map
is
a
convenient
reference
for
the
distribution
of
priority
projects
and
multiphase
watershed
scale.
Flood
mitigation
improvements.
It
is
important
at
the
outset
to
note
that
the
capacity
program
is
not
focused
on
individual
properties.
P
Next,
please
spout
run
is
well
known
to
the
board
and
is
one
of
the
largest
impaired
watersheds
for
repetitive
floods
and
losses.
This
and
the
following
project
profiles
summarize
the
engineering
strategies
to
be
used
and
the
target
outcomes
spout
run
is
uniquely
constrained.
Quite
simply,
access
to
the
piped
infrastructure
is
restricted
and
it
presents
maintenance
challenges.
P
For
that
reason,
voluntary
property
acquisition
and
overland
relief
is
a
principal
element
of
design,
whereas
christa
mentioned
in
other
watersheds,
it
is
integrative
and
supplemental
next,
please,
the
columbia,
pike
and
greenbriar
project
shares
the
location
with
one
of
the
county's
first
newly
installed
flood
depth,
sensors
and
signals
deep
flooding
and
losses
have
increased
here
over
the
past
three
years,
like
the
other
priority
projects
profiled.
Here
it
is
an
area
projected
for
increased
climate-driven
inundation.
P
Lubber,
run
and
crossman
run
are
also
multi-phase
watershed
scale
projects
with
concept
designs
that
deploy
all
elements
of
the
blended
engineering
approach
under
flood
resilient
arlington,
including
pipe
improvements,
addition
of
tertiary
infrastructure,
property
acquisition
and
distributed
detention
such
as
that
demonstrated
by
the
cardinal
elementary
school
detention
vault.
Next,
please,
the
cip
also
reflects
extensive,
continuous
engagement
since
the
2016-2019
extreme
flood
events
with
community
organizations,
civic
associations,
watershed,
civic
association,
alliances,
neighborhood
coalitions
and
arlington
public
schools.
P
P
Next,
please,
this
slide
samples,
active
green
infrastructure
and
pond
and
stream
restoration
projects
in
both
continuous
design
and
construction.
These
projects
offer
a
combination
of
sustainability
benefits,
including
local
water
quality
improvements,
pollutant
reductions
required
by
the
ms4
permit
and
diverse
co-benefits,
including
public
safety,
infrastructure
protection
and
ecological
improvements.
P
Next,
please,
in
great
part,
the
water
quality
program
is
scoped
and
designed
to
meet
the
county's
regulatory
compliance
and
reporting
under
the
ms4
permit.
These
are
actually
three
permits
and
five
year
cycles,
each
with
specific,
progressive
compliance
benchmarks
for
each.
We
are
currently
one
year
into
the
second
cycle
permit
for
nutrient
and
sediment
reduction.
P
P
P
P
This
is
a
summary
overview
of
a
complex
program
proposal
to
meet
the
manager's,
overarching
objectives
to
address
critical
needs
and
maintain
state
of
good
repair.
The
challenges
are
significant,
including
lack
of
access
to
the
system
amplified
by
climate
volatility,
to
help
make
our
communities
more
resilient.
A
voluntary
property
acquisition
program
that
works
with
individual
property
property
owners
over
time
will
be
used
to
help
provide
overall
watershed
and
flood
mitigation
improvements
taken
together.
A
Thank
you
very
much,
a
very
significant
area
of
expenditure
on
this
ap,
but
necessarily
so.
I
really
appreciate
the
good
work
that
you've
outlined
for
us
really
across
the
county,
but
but,
as
you've
noted
some
of
the
largest
investments
in
the
spot.
One
watershed,
since
that
is
some
of
the
ripest
work
that
you
have
been
up
to.
I
know
colleen's
gonna
open
the
floor
for
questions.
Ms
garvey,
do
you
wanna
begin
yeah.
F
F
Listening
to
you
talk
that
sounded
to
me
like
what
I'm
used
to
calling
contingencies
is
that
kind
of
correct?
Is
it
kind
of
acting
as
a
contingency,
and
it
seems
like
it's
about
20
of
what
we
think
these
are
going
to
cost
so
that
we've
got
space
to
to
if
they
increase
by
another
20
percent?
We're
probably
okay.
Is
that
correct?
In
my
assumption,
you're
looking
like
not
so
please
correct
me,
we're.
Q
Actually
going
the
other
way,
so,
oh
the
full
need
for
the
cip
is
331
million
dollars.
We
anticipate
not
everything
will
go
according
to
plan
right,
so
we're
taking
that
adjustment
up
front
just,
and
that
gives
us
an
idea
of-
and
this
really
interplays
into
the
rate
forecast
and
what
we're,
what
we'll
be
asking
for
our
property
owners,
but.
B
F
B
F
G
If
I
could
just
to
put
a
point
on
this,
it's
analogous
to
the
concern
that
we
had
in
metro
for
years
about
a
capital
program
which
was
priced
appropriately,
but
their
ability
to
you
know
procure
the
vehicles
during
the
given
time
frame
was
reduced
from
their
ambition,
so
their
spend
was
less.
It's
not
a
reflection
of
our
belief
that
overall
costs
are
going
to
go
down.
It's
the
amount
of
program
that
we're
able
to
deliver
within
the
time
frame
is
more
realistically
discounted
to
what
we
expect
will
happen
versus
what
our
broad
ambition
is.
J
My
question
is
on
slide
13.,
the
very
next
one.
So
if
I
understand
what
you
just
shared
is
that
331
million
is
our
estimate
for
full
cost
to
get
to
a
more
flood
resilient
system,
and
so
we
had
50
million
in
2020
we're
down
a
little
bit,
and
am
I
understanding
the
ramps
process
right
that
that
is,
we
have
a
lot
still.
We
need
to
design
in
order
to
figure
out
the
rest
of
the
spend.
Is
that
the
out
your
spending
is
that
correct.
Q
E
Q
Q
J
P
If,
if
I
could
just
add
on
to
that,
because
you
referred
to
the
ramp
as
well,
the
ramp
is
is
now
at
a
phase
which
we
anticipated,
where
it
delivered
sufficient
data
to
show
us
future
vulnerabilities,
and
I'm
talking,
you
know,
2040-ish
or
beyond,
and
those
are
in
additional
watersheds
in
the
county
that
are
separate
apart
from
these
five
watersheds.
In
addition,
the
ramp
is
so
we
added
to
those
watersheds.
P
It
allows
for
a
greater
equity
and
balance
in
the
ramp.
It
is
also
going
to
give
you
long
term
for
beyond
this
10
years,
and
it's
also
going
to
give
you
in
a
more
targeted
sense
in
the
vulnerability
assessments,
what
protection
measures
are
needed
to
secure
critical
services,
critical,
what
they
call
public
sites
and
facilities
and
those
are
government
facilities,
rendering
critical
services
and
operations.
P
J
P
P
So
I
don't
think
we
have
a
crystal
ball,
but
you
know
christa-
and
I
have
worked
very
closely
together
to
look
at
the
utilities,
and
I
know
that
it's
a
different
system,
but
when
you
saw
that
wedge
chart
in
utilities,
utilities
has
been
taking
care
of
its
critical
systems
and
its
operations
long
enough,
where
that
that
graph,
that
bar
is
kind
of
inverted
a
little
bit.
So
the
goal
is
to
get
there.
J
D
H
When
it
will
be
plateauing
and
what
what
does
this
mean
for
maintaining
that,
so
that
that's
that's
fine
and-
and
you
also
elaborated
a
little
bit
on
the
I'm
thinking
on
on
equity
and
how
this
distributes
over
the
territory,
because
I
think
we
are
just
at
the
beginning
of
understanding
that
properly.
These
are
not
only
investments
in
stormwater
management.
P
P
H
H
O
Okay,
no,
I
understand
now
it's
a
good
question.
We
so
tributary
b.
I
think
when
we
were
talking
about
that,
we
emphasized
the
unique
characteristics
of
that
valley.
It
was
tight.
It
was
steep
a
lot
of
not
a
lot
of
room
to
work.
Golf
branch
has
some
similarities
and
also
some
differences,
so
we're
definitely
taking
the
context
into
account.
There's
some
areas
where
we'll
do
similar
things
or
some
areas
where
we're
actively
evaluating
other
options.
O
In
fact,
we
have
the
consultant
doing
an
alternatives,
analysis
to
look
at
some
different
tools
and
methods
and
which
ones
will
work
best
in
that
context
to
achieve
our
objectives.
So
it's
a
mix.
The
short
answer
is
it's
a
mix.
It's
not
going
to
be
exactly
the
same,
but
there'll
be
some
similarities
and
then
some
refinements,
based
on
the
context.
Okay,.
A
Before
we
wrap
up,
I
had
sort
of
a
different
flavor
of
the
conversation
about
the
nature
of
the
debt
over
time
right
in
its
growth.
You
know,
I'm
mindful.
We've
talked
about
this
a
lot
with
the
the
formulation
of
a
new
utility
structure
that
it
is
sort
of
a
tax
to
do
two
things
right
both
raise
the
revenue
to
pay
for
these
projects,
but
also
to
incent
certain
types
of
behaviors
right,
which
is
to
say
by
aligning
it
to
the
amount
of
impervious
surface
on
your
property.
P
I
I
think
that
that's
something
that
has
value
to
consider,
because
if
you
look
at
fema
right
now,
fema
is
really
pulling
back.
The
the
extraordinary
losses
on
a
national
scale
have
been
staggering
over
the
past
decade
and
the
largest
losses
are
because
of
flood.
Although
the
fires
out
west
are,
you
know
pretty
significant
as
well,
but
they're
also
starting
to
look
at
well.
P
P
A
That's
really
helpful,
so
I
think
you
know
to
sort
of
maybe
be
glib
about
it.
This
is
not,
for
example,
the
plastic
bag
tax,
where
we're
hoping,
we
eventually
won't
collect
any
revenue
right
because
it's
behavioral
change.
It's
really
more
about
these
structural
and
policy
changes,
but
I
liked
your
point
about
being
a
good
neighbor
and
if
our
the
structure
of
utility
tax
can
help
incent
people
to
do
that,
all
for
the
good.
So
thank
you
so
much.
Mr
dorsey.
Can
you
do
the
last
word
yeah.
G
This
recognizing
that
it's
difficult,
the
notion
of
providing
remediation
to
past
flooding,
events
and
the
known
risks
that
occur
there
versus
the
projected
impact
of
climate
change,
which
is
yet
to
be
realized.
Yet
we
put
out
a
10-year
capital
plan
and
develop
some
degree
of
community
engagement
around
it.
So
how
are
you
just
institutionally
balancing
how
to
how
to
deal
with
the
known
knowns
and
the
known
unknowns?
To
quote
donald
rumsfeld.
P
P
And
generally
you
update
your
climate
projections
every
10
years
there
isn't
in
the
wonky,
and
you
know,
algorithms
that
they
use.
There
is
not
a
significant
departure,
a
wild
departure
until
around
2040,
where
we're
going
to
see
are
things
going
to
be
as
we
had
projected,
or
are
they
going
to
be
significantly
worse
or
probably
less
likely,
but
possibly
they'll
be
less,
but
you're
still
going
to
be
planning,
so
the
ramp
is
really
going
to
give
you
and
I
don't
even
see
them
as
segregated.
P
I
see
them
as
rolling
you're
going
to
have
this
10-year
cycle
taking
care
of
immediate
needs,
but
once
you
get
done
with
that
10-year
cycle,
you
could
have
other
areas
that
hebrews
revealed
that
now
they're
taking
front
seat
as
a
critical
need.
So
it's
we're
not
ignoring
a
critical
issue
right
now.
We
do
have
some
others
that
you're
aware
of
that.
We
have
built
into
the
10-year
cip,
because
they
they
definitely
need
that
attention
right
now,.
F
Same
topic,
because
I
just
want
to
sort
of
mention
again
the
letter
f
from
the
the
civic
federation
from
alan
gadidar.
I
mean
I
thought
that
was
a
very.
It
was
very
positive
offering
to
help,
and
you
know
that
second
bullet
new
challenge
is
public
expectations
and
urgency
versus
public
tolerance
of
significant
disruption.
F
A
Thank
you
excellent.
Thank
you
all.
So
much
being
mindful
of
time,
I'm
gonna
turn
this
to
our
next
category,
but
this
is,
of
course,
only
a
interim
conversation
among
many
and
appreciate
your
great
work.
All
right.
We're
gonna
invite
mr
freeze
to
talk
to
us
about
debt
and
then
thank
again
our
fac
members,
who
I
think
have
been
very
patient.
We
look
forward
to
hearing
from
you
immediately
after
that
presentation.
So
thank
you
so
much
welcome,
sir.
U
U
So,
as
presented,
a
total
of
1.35
million
of
debt
is
included
in
the
county's
proposed
cip,
which
includes
sorry
of
which
30
34
of
it
is
general
obligation
bonds
when
looking
at
the
breakdown
of
those
geo
bonds.
21
of
that
is
for
general
governmental
purposes,
which
is
parks,
community
infrastructure
into
the
transportation
metro
bond
referenda,
those
three
individual
ones,
which
you
usually
see
on
the
ballot
and
then
the
remaining
13
is
split
just
about
evenly
between
the
stormwater
fund
and
the
utilities
fund,
which
you
just
heard
about
earlier
separately.
U
U
U
So
if
we
go
to
the
next
slide,
what
we
want
to
show
here
is
a
breakdown
of
the
general
county
and
aps
bond
referenda
by
referenda
year.
So
in
the
2022
cycle,
which
will
be
this
fall,
there
are
125
million
dollars
of
geo
bonds
proposed
by
the
county
on
our
side.
This
includes
20
million
dollars
for
parks
and
recreation,
52
million
dollars
for
community
infrastructure
and
then
53
million
dollars
for
metro
and
transportation,
which
is
primarily
on
the
metro
side
and
then,
as
you
see
below
in
the
middle,
and
this
is
their
adopted
number.
U
So
it's
changed
just
slightly
from
what
they
proposed,
but
adopted.
They
have
165.01
million
dollars
and
that
is
primarily
for
their
career
center
project.
And
then,
if
you
see
below
which
we
we
just
spoke
about
stormwater
their
2022
referendum
is
30,
just
under
40
million
and
utilities
is
177
million.
U
When
you
look
at
the
county
projects,
you
can
see
that
the
largest-
and
this
is
normally
with
each
cycle
that
we
do-
is
metro
at
43
million
dollars.
This
is
followed
by
renovations
of
the
county's
courthouse,
complex
investments
to
the
court's
police,
building,
funding
for
fire
station
replacements
and
additions
and,
lastly,
for
paving
on
the
school
side.
As
we
previously
noted,
the
career
center
is
the
largest
item
on
their
proposed
2022
referenda
request
at
136
million
dollars
of
bond
requests
and
a
total
overall
cost
of
around
175
million.
U
So
the
four
policies
you
see
here
are
the
county's
debt
and
financial
management
policies
and
have
remained
relatively
unchanged
for
about
the
past
15
years
other
than
we
did
reduce
the
debt
to
market
value,
which
is
the
second
policy
here.
We've
reduced
it
from
four
percent
to
three
percent
a
few
years
ago.
U
So
to
give
you
some
background,
when
the
count
when
we
begin
our
cip,
we
look
at
what
level
of
debt
is
affordable
for
projects
early
on.
So
in
the
january
february,
time
frame
we
start
putting
together
those
estimates
and
look
at
what
we
can
afford
over
a
10-year
planning
planning
horizon.
This
is
used
to
set.
You
know
what
we
can
afford
over
those
10
years.
U
One
difficulty
with
this
is
that
I
think,
as
you
all
know,
the
county
and
the
schools
cips
are
released
around
the
same
time,
schools
as
a
little
bit
just
before
so.
For
that
reason,
what
we
do
on
the
county
side
typically
is
to
use
their
previously
adopted
cip
as
a
starting
point
for
the
county,
cip.
U
Now,
as
you
know,
the
last
two
cycles
we've
only
done
a
one
year
and
a
three
year,
cip,
so
that
provided
some
difficulty
in
coming
up
with
what
is
the
correct
numbers
to
use
in
the
out
years.
So
that's
why
you
know
you
may
have
seen
there's
a
little
bit
of
discrepancy
in
those
it's
because
of
the
planning.
It's
really
the
timing,
issues
between
when
we
put
our
cip
together
and
when
schools
does
theirs.
U
So
when
you
look
at
the
four
main
policies
at
top,
if
you
can
go
back,
is
the
one
that
everyone's
most
familiar
with,
which
is
a
10
limit
on
outstanding
county
and
aps
debt
service
being
no
greater
than
10
of
general
governmental
expenditures.
Now
to
project
this
ratio,
we
take
the
proposed
county
and
aps
bonds.
We
calculate
combined
annual
debt
service
with
all
existing
debt,
and
then
we
compare
that
to
total
governmental
expenditures.
U
These
expenditures
are
forecasted
at
a
growth
rate
of
between
two
and
two
and
a
half
percent
two
in
the
early
years,
ex
land
up
to
two
and
a
half
percent
over
the
10-year
period.
Now
this
is
what
we
believe
is
conservative,
when
you
compare
it
to
the
average
growth
and
expenditures
of
approximately
four
and
a
half
percent
between
20
fiscal,
2013
and
fiscal
22
of
the
county's
budgets.
U
We
don't
usually
focus
a
lot
on
this
one,
primarily
because
if
we
were
ever
to
get
close
to
this,
we
would
actually
exceed
the
first
and
the
third
policy,
so
debt
to
per
debt
to
income
and
the
debt
to
expenditures
would
be
well
in
excess
of
their
limits
before
that,
one
just
based
on
the
relative
value
of
properties
in
the
county.
So
over
the
10-year
period,
this
one
peaks
at
about
1.7.
U
If
we
move
on
to
the
next
policy,
which
is
total
outstanding
debt
on
a
per
capita
basis
compared
to
per
capita
income
being
no
greater
than
six
percent,
the
per
capita
income
that
comes
from
the
bureau
of
economic
analysis
and
forecasted
growth
is
based
on
historical
growth
in
per
capita.
Sorry
in
per
capita
personal
income
of
2.4
percent,
which
is
the
growth
from
2010
to
2020.
U
U
And
lastly,
the
final
policy
is
state
states
that
debt
service
growth
over
the
10-year
planning
period
will
be
no
greater
than
the
10-year
historical
revenue
growth
and,
as
I
just
mentioned,
that
10-year
historical
growth
is
four
and
a
half
percent
total
county
and
aps
debt
service
is
projected
over
the
cip
to
be
about
3.8
percent
annually.
Over
that
10-year
period,.
U
So
this
is
a
breakdown.
This
shows
existing
county
and
schools,
debt
service,
which
is
the
blue
at
the
bottom,
the
largest
that's
existing
debt
that
we
have
locked
in
at
this
point,
and
then
the
next
thing
you
see
is
the
new
county
debt
in
red,
the
new
schools,
debt
in
green
and
then
purple
that
is
the
barcroft
debt,
the
150
million
dollars
that
was
recently
approved
for
that
project.
It
is
the
estimate
of
that
project
and
the
roll-off
of
that
debt.
U
Now
it's
currently
under
a
line
of
credit
for
a
few
years
and
then,
as
we
work
through
that
project,
and
we
have
the
master
development
financing
plan,
there
will
be
a
portion
that
will
be
permanently
financed,
and
so
this
is
a
conservative
estimate
of
you
know
the
full
amount
being
amortized
over
over
the
over
over
the
period.
But
you
see
you
know
at
the
margin
that
little
purple
amount
how
much
it
brings
us
closer
to
that
10
within
the
cip.
U
To
give
you
some
context
in
the
19-28
cip,
which
is
the
last
10-year
cip,
that
we
adopted.
These
numbers
also
ranged
from
9.4
to
9.9
percent
in
the
near
term.
You
know
we're
a
little
bit
lower
right
now
than
in
those
previous
estimates
and
that's
due
to
the
constraining
of
the
debt
in
those
two
prior
shortened
cips.
U
However,
you
can
see
that,
with
that
barcroft
acquisition,
loan
of
150
million
and
ongoing
commitments
for
previously
issued
bonds,
we
do
start
to
creep
back
up
rather
quickly
to
that
10
percent.
In
the
out
years,
though,
it's
our
expectation
simply
given
natural
delays
and
projects
and
project
execution
that
we
may.
We
won't
hit
these
full
values,
but
we
remain
conservative
and
we
budget
them
when
the
when
the
projects
are
needed
to
ensure
that
we
have
the
funding
available.
U
U
On
the
school
side,
they
range
from
a
decrease
of
1.2
million
to
an
increase
of
5
million
and
then
at
the
bottom
of
what
did
want
to
show.
Since
barcroft
is
a
new
debt.
What
the
impact
is
there,
so
this
is
paid
from
the
ahab
fund,
not
not
the
general
fund,
it's
paid
by
ahab
funds,
and
but
it
does
fall
within
the
county's
main
financial
policy,
since
it's
not
entirely
separate
from
the
general
fund
debt
service.
U
U
Some
just
want
to
note
right
there
that
you
know
it
is
currently
on
a
short-term
line
of
credit,
like
I
mentioned
a
minute
ago,
so
there
are
some
small
risks
to
interest
rates.
Given
that,
as
you
all
know,
the
the
market
has
been
a
little
active
in
the
last
six
to
nine
months,
so
those
may
have
an
impact
on
some
of
the
interest
in
the
in
the
near
term.
On
that
on
that
borrowing.
U
And
then
the
next
slide
I
just
wanted
to
show
the
with
specific
to
the
general
fund
showing
the
debt
service
and
then
showing
the
different
components
of
our
debt
service
budget.
So
this
shows
in
blue
the
existing
debt
for
the
county
and
the
roll-off
of
that
debt.
In
orange
we
show
the
new
debt
planned
in
the
23-32
cip,
and
then
it's
actually
yeah.
We
don't
have-
I
exclude
in
this
one.
U
They
are
large,
but
they
are
consistent
with
previous
cips
and
just
wanted
to
note
to
the
board
that
they
may
you
know,
depending
on
these
increases
and
the
county's
tax
revenues
they
may
increase,
they
may
require
a
near-term
tax
increase
once
those
those
those
amounts
are
locked
in
some
risks.
As
I
was
mentioning
you
know,
we
don't
know.
What's
going
to
happen,
you
know
kind
of
post
coven
where
things
go
on
real
estate,
commercial
and
residential.
U
U
Another
thing
is,
you
know,
rising
interest
rates
as
we
as
I
just
mentioned.
That's
it's
a
big
risk
right
now,
we're
pretty
comfortable
is
just
looking
before
we
came
up
here.
Yesterday's
rates
you
know
20-year
aaa,
mmd
rates
are
3.2
percent.
Average
is
probably
more
like
for
a
county
bond,
probably
more
like
two
and
a
half
percent
2.4
when
we
issue
so
we're
well
within
our
budgeting
estimates,
but
that's
substantially
higher
than
12
months
ago.
A
You
very
much
have
you
hold
that
thought
and
invite
the
representatives
of
our
fiscal
affairs
advisory
commission,
mr
robertson,
chair
robertson
and
ms
burgess
to
please
join
us.
We
are
in
receipt
of
some
recommendations
from
you
all
and
we
look
forward
to
hearing
more
about
them
and
more
about
the
deliberations
of
the
physical
affairs
advisories.
S
M
Thank
you
very
much
chair
crystal
and
members
of
the
board
jillian
and
I
are
among
the
the
longest
serving
members
of
the
fact
we're
happy
to
be
with
you.
I
led
a
sub-team
of
the
fact
that
looked
at
stormwater
funding
and
jillian
a
team
that
looked
at
transportation
funding
so
while
storm
water
is
fresh
in
your
minds,
I'll
deal
with
that
and
then
she'll
take
up
transportation.
M
But
beyond
that
I'll
say
that
we
thought
that
the
the
level
of
investment
was
sort
of
appropriately
robust
that
the
distribution
of
the
funding
between
capacity
development,
which
gets
about
two-thirds
of
the
funding
and
and
water
quality
and
maintenance,
seemed
appropriate
to
us.
But
I
think
there
was
also
some
recognition
or-
or
maybe
it's
better
to
call
it
a
belief
that
the
historic
levels
of
funding
that
we're
seeing
in
this
cip
for
stormwater
may
need
to
be
continued
in
the
in
the
time
past.
M
The
10
years
of
this
and
I'll
tell
you
some
of
the
things
that
influenced
our
thinking
about
that.
One
of
the
things
that
I
did
was
go
back
to
the
to
the
2014
stormwater
master
plan
and
looked
at
some
of
the
statistics
that
were
cited
in
the
very
beginning
of
that.
A
third
of
the
stormwater
sewer
system
that
had
been
modeled.
At
that
time,
the
the
county
staff
determined
needed
additional
capacity
to
reduce
flooding.
M
So
I
asked
the
staff
if
we
fund,
what's
what's
anticipated
in
this
sip,
where
are
we
going
to
be
at
the
end
of
10
years
with
those
those
numbers
for
the
the
third
of
the
storm
sewer
system?
That
would
need
additional
capacity.
We'd
do
about
34
at
the
end
of
the
sip.
We
would
have
addressed
about
34
percent
of
the
projects
in
the
five
most
significant
watersheds
of
the
the
nine
percent
of
outfalls
that
are
in
poor
condition.
M
M
I
asked
the
the
staff
whether
they
could
take
me
on
a
tour
of
the
the
cardinal
storm
water
retention
facility.
That's
under
construction,
very
near
my
house,
and
yes,
it
was
muddy.
We
had
a
large
storm
the
night
before
I
did
the
tour.
My
my
muddy
boots
are
still
sitting
on
the
front
porch
and
it
was
a.
They
were
incredibly
generous
with
their
time
as
they
always
are.
M
They
said
it
will
help
us
address
a
10-year
storm
and
I
have
to
confess
I
was
a
little
taken
aback
by
that,
because
I
think
you
know
the
10-year
storm
10
years
from
now
is
going
to
be
a
two-year
storm.
If
we
fail
to
make
progress
on
climate
change
as
current
conditions
around
the
world
suggest
we
may
well.
So
it's
simply.
I
raise
that
only
to
to
talk
about
the
challenges
that
remain
for
greg
and
his
incredibly
good
staff.
M
Perhaps
the
most
important
estuarine
system
in
the
world
are
are
absolutely
incredible,
but
what's
going
to
come
in,
the
next
five-year
cycle
is
significantly
more
challenging
and
if,
if
you
have
look
back
at
that
slide
22
that
that
they
just
presented
to
you
that
talked
about
the
challenges
they
face,
you
see
that
it's
that
that
that
getting
there
is
gonna
be
hard.
If
anybody
can
do
it,
I
think
they
can,
but
we
simply
the
facts
simply
commends
to
your
attention.
M
M
The
third
issue
deals
with
the
sanitary
district
tax
change
to
a
storm
water
utility
funding
system.
That's
obviously
a
fundamental
change
in
the
way
we
fund
these
programs.
Now
one
of
the
most
important
changes
will
be
the
effects
that
it'll
have
on
non-profit
organizations
in
the
county,
including
some
houses
of
worship.
M
You
know
many
of
which
haven't
paid
a
stormwater
district
tax
now
and
the
fact
encourages
the
county
to
the
county
staff
and
county
board
to
first
continue
its
communication
with
the
non-profit
groups,
I'm
the
fax
representative
on
the
storm
water
utility
community
advisory
group.
So
I
know
these
issues
have
come
up
already
in
those
meetings
and
that
we
simply
need
to
address
them
more.
We
also
recommended
that
the
the
board
should
carefully
consider
rate
design
criteria
and
credit
programs
that
might
mitigate
some
of
the
impacts
on
nonprofits.
M
It's
important
to
note
what
I'm
not
saying
or
what
the
fact
is
not
saying
we're
not
saying
that
nonprofits
ought
not
to
have
to
pay
some
sort
of
of
a
fee
simply
that
in
especially
in
the
transition.
If
they're
going
to
pay
a
fee
there,
there
might
be
things
you
could
consider
that.
Will
that
will
deal
with
the
the
challenges
that
they'll
face
in
doing
so,
I
don't
have
any
other
anything
else
to
say
to
you.
Unless
there
are
questions
that
I
can
answer
for
you
excellent.
A
A
V
So,
thank
you
very
much
and
thank
you
for
the
time
and
the
the
fac,
and
especially
the
transportation
subcommittee,
would
like
to
express
their
their
gratitude
to
staff
for
their
generosity
of
their
time,
for
their
expertise
and
especially
for
the
cip,
as
you
notice
and
as
members
of
the
public
have
seen
this
cip.
The
presentation
of
this
proposed
cip
has
really
gone
a
long
way
into
making
it
more
clear
where
the
investments
would
be.
V
Importantly
in
the
transportation
sector.
Somewhat,
similarly
to
the
stormwater
sector,
we
a
lot
of
the
discussion
in
the
fact
centered
around
flexibility
and
one
of
the
things
we
really
appreciate
in
this
cip,
compared
to
especially
the
last
10-year
cip,
is
that
there
are
there's
more
flexibility
built
into
transportation
funding
the
cip
traditionally
in
the
transportation
world
has
has
had
a
lot
of
project
focused
funding.
V
So
if
you
look
at
the
investments,
it's
very
sp
in
past
cips
you'll
just
see
a
lot
of
money
line
item
out
for
specific
projects
and
fewer
pools
of
money
that
are
flexible
to
address
issues
over
time
in
this
cip.
You
see
more
pools
of
money,
and
we
think
that
that's
particularly
important
at
this
point
in
time,
where
there's
so
much
change
in
the
transportation
sector,
both
on
the
use
side
and
on
the
technology
side.
V
You
know
we,
as
you
guys
all
know,
with
a
pandemic,
there's
a
increased
move
to
telework
that
changes,
how
people
use
transportation
there
are
increasing
conversations
about
using
transportation
for
schools
needs
again
that
can
train
that
can
change
how
transportation
is
used
changed.
How
transit
is
used,
change,
how
kids
get
to
school
really
impacts.
The
whole
transportation
transportation
network
and
then,
finally,
as
you
know,
electric
vehicles
and
both
for
tran
or
for
transit
for
personal
use
and
for
micro
mobility,
have
really
changed
and
are
and
continue
to
change
the
transportation
landscape.
V
So,
as
we
do
things,
the
the
safest
forms
of
transportation
are
transit
walking
biking.
Those
also
are
the
most
sustainable
means
of
transportation.
So
we
have
these
investments.
We
have
a
number
of
pools
of
money
that
are
focused
specifically
at
vision,
zero,
but
we
think
that
those
will
also
serve
other
county
goals
at
the
same
time.
V
Our
second
future
consideration
is
about
housing
as
we
talk
about
about
missing
middle
and
as
we
talk
about
changing
how
housing
may
be
may
be
laid
out.
Transfer
currently,
58
of
arlington's
housing
units
are
along
the
county's
three
planning
corridors
and
missing
middle
has
the
potential
to
change
some
of
that
density.
V
And
then
finally,
we
wanted
to
highlight
the
coordination
with
aps
all
vehicle
transportation
to
aps.
Schools
impacts
the
county
budget
school
bus
bus
service
is,
of
course,
funded
directly
from
county
tax,
but
dollars
the
space
and
services
needed
to
enable
families
to
drive
personal
vehicles
to
schools
is
also
paid
for
out
of
either
the
aps
budget
or
the
county
budget.
V
And
so
we,
the
fact,
wanted
to
to
point
out
as
a
future.
Consideration
that
aps
and
arlington
county
should
continue
the
coordination
on
transportation,
including
adjusting
art
and
other
public
transportation
routes
and
schedules
to
allow
more
students
to
rely
on
public
transportation,
to
get
to
schools
and
by
improving
infrastructure,
so
that
more
students
can
walk
and
bike
to
school
safely
and
when
appropriate,
independently.
A
Excellent,
thank
you
so
much,
and
hopefully
we
also
have
des
here
too,
because
we
want
to
follow
up
on
that,
although
I
know
where
we
are
without
our
transportation
leads.
Let
me
open
the
floor
for
questions
both
about
debt
service.
Other
questions
for
artifact,
about
these
really
thoughtful
recommendations
really
on
behalf
of
all
of
us.
Thank
you
again
for
that
work
and
that
analysis.
G
It's
just
really
going
to
be
some
feedback
and
and
some
commentary
given
the
hour
first
as
it
relates
the
presentation
from
the
fact
I'll
just
say
it's
a
it's
we're,
uniquely
it's
uniquely
beneficial
for
us
to
have
people
who
are
advising
us
on
the
physical
impacts
of
our
our
staff
plans
and
policies.
We're
also
subject
matter
experts
in
the
areas
that
are
of
immense
priority
to
review
this
year.
G
So
I
just
don't
take
it
for
granted
that
in
a
year
where
we're
making
these
historic
investments
in
storm
water
and
whereas
always
transportation,
is
a
big
piece
of
the
puzzle,
we
have
people
who
bring
the
expertise
that
you
bring
to
this
work.
So
thank
you
and
I
I
just
like
to
say
that
one,
the
you
know
peter
how
to
figure
out
how
this
is
sustained
as
part
of
what
you're
essentially
saying-
or
at
least
what
I
heard
you
say
is
this
is
our
new
normal
moving
forward.
Matt.
G
You
spoke
to
this
a
little
bit
before
and
I'm
not
sure
that
our
our
sort
of
you
know,
capital
planning
and
fiscal
house
has
been
built
with
this
level
of
investment
as
the
long-term
normal
and
how
that
you
know
meets
with
with
other
emerging
needs.
So
that's
just
a
really
important
takeaway
kind
of
sobering,
but
I
certainly
think
it's
well
worth
our
consideration
as
we
we
consider
adopting
this
year,
cip
and
jillian.
G
But
what
a
tremendous
opportunity
to
shift
people
as
they
do
the
other
trips
in
their
life,
that
they
will
still
have
to
do
and
may
likely
have
more
time
to
do
and
can
devote
that
opportunity
to
transit,
even
if
it
doesn't
provide
the
time
premium.
That
driving
does,
if
it's
a
sustainable
option
that
they
have
the
luxury
to
pursue.
Now
what
a
tremendous
opportunity
but
they're
not
going
to
do
it
if
we
don't
have
the
utility
of
transit
to
meet
those
needs.
G
G
Well,
abrupt
adjustments
for
sure
and
and
just
really
being
able
to
deliver
the
cip
that
we
deliver.
I
mean
you,
you've
outlined
the
headwinds
and
the
risks,
but
given
the
conservative
assumptions
on
revenue
growth,
I
have
pretty
pretty
strong
confidence
that
we
will
remain
within
our
our
debt,
our
debt
limit
caps
and
all
various
capacities,
and
it
essentially
means
to
our
public
that
we
just
have
a
greater
likelihood
of
being
able
to
deliver
the
cip
that
we
advertise,
which
I
I
just
don't
want
to
take
for
granted
as
being
extremely
important.
Thank
you.
H
H
One
of
the
lessons
that
we
will
have
a
foreign
in
front
of
us
is
to
understand
how
these
investments
actually
will
help
us
to
manage
the
next
stage.
This
is
this.
We
don't
know
yet
we
have
been
always
reactive
to
that.
We
have
tried
to
you,
know
just
drain
watersheds,
and
now
we
are
in
the
business
of
having
to
approach
that
with
a
more
complicated
engineering
with
more
stakeholders
as
well.
Ms
crystal
very
correctly
asked:
what
can
individuals
do,
for
example,
and
it's
not
only
you
know,
behavior
change,
it's
also
design
changes.
H
It
makes
a
difference.
So
you
know
a
a
grand
parental
generation
in
arlington
used
to
build
houses
over
a
mott
of
you
know
five
or
six
feet.
There
was
a
reason
for
that.
We
didn't.
We
didn't
monitor
that
very
well
and
we
allowed
over
time.
You
know
to
undo
this,
so
we
will
we'll
probably
look
at
these
kind
of
of
built
resilience
designed
resilience,
and
this
has
to
then
to
to
you
know
to
and
to
to
multiply
the
the
beneficial
effects
of
this
investment.
H
This
investment,
the
the
huge
investment
we're
making
here
would
be
really
in
very
one-
would
be
really
in
a
in
a
weak
space
if
we
cannot
advance
the
ability
to
respond
to
the
next
level.
So
I
actually
am
very
keen
and-
and
I
pay
a
lot
of
attention
to
see
when
we
are
beginning
to
see
the
fruits
of
that
this
is
really
important.
H
H
It
we
have
to
move
the
the
the
model
split.
We
have
an
amazing
opportunity.
This
is
not
only
telework
that
gives
us
the
amazing
opportunity.
Actually,
the
density
of
activity
is
increasing.
People
can
do
more
with
their
time.
Students
will
have
more
options
to
move
around,
so
we
have
to
rationalize
these
options
to
make
to
to
make
the
most
efficient
models
more
available
to
them,
so
that
that's
my
my
two
two
cents
to
that
to
the
to
the
projections
here
I
I
I
agree
with
mr
dorsey.
H
This
is
a
very
conservative
approach.
However,
the
the
the
interest
rate
risk
is
there,
and
I-
and
I
I
understand
that,
of
course
we
will
have
the
opportunity
to
correct
way
before
we
see
you
know
an
approach
to
the
10
percent
limit,
so
that
gives
me
a
lot
of
comfort,
but
I
I
see
it
already
in
your
presentation
that
you
already
make
a
mention
of
what
the
possible
adjustments
could
be
so
that
that
needs
to
be
observed.
J
I
will
be
brief.
Thank
you,
mr
robertson,
for
reminding
us
34
is
less
great
than
I
less
of
a
percentage
than
I
might
wish.
What
you
didn't
say
about
our
places
of
worship
is
much
much
much
appreciated,
because
I
really
hope
that
they
will
pull
pitch
in
too.
So
those
are
two
thank
yous
and
we
appreciate
your
work.
Miss
burgess.
I
had
not
recently
remembered
the
58
that
you
identified
appreciate
all
also
your
points
on
flexibility
with
respect
to
transportation
types
and
mr
freeze,
thank
you
for
the
adding
the
other
metrics.
J
F
You
miss
garvey
yeah.
Thank
you.
So
thank
you
to
our
fac
folks.
This
is
great.
Also
jfk
sent
us
some.
You
know
they
had
sent
us
some
concerns
about.
I
think
aps
their
future
estimates
not
and
their
cip,
not
according
with
ours,
and
I
think
that
all
got
straightened
out.
So
the
adopted
aps,
cip
and
ours
now
agree
as
to
future
amounts.
F
Yeah,
that's
that's
great,
thank
you
and
I
I
really
do
everything
that
mr
dorsey
said
about.
You
know
the
the
great
advice
we
get
and
the
great
help.
Thank
you
and
that
really
appreciate
that
one
last
thing
on
the
the
whole
discussion
about
what
can
individuals
do
and
what
do
people
do
just
I
was
going
to
say
you
know
I
had
a
a
to
look
at
what
they're
doing
in
germany
and
they're
having
similar
problems
and
everything
and
they've
put
together
a
pamphlet.
I
think
it's
titled.
F
What
does
climate
change
mean
to
me
and
that
might
be
good
because
you
were
asking
peter
about
how
can
we
catch
people's
eyes
and
make
them
think
about
it,
and
maybe
that's
something
that
we
could
I
kind
of
like
that
sort
of
what
does
it
mean
to
me?
Oh
yeah,
what
does
it
so?
We've
got
some
answers
for
them.
It
means
a
lot.
So
thank
you
which
I
think
they
know,
but
it
might
be
helpful.
Thank
you
so
much
appreciate
it.
A
Thank
you.
I
have
just
one
question
for
you,
mr
freezes.
Before
we
go
the
really
helpful
the
relationship
of
the
slide
that
showed
the
relationship
of
debt
service
to
the
10
cap
as
a
percent
of
general
fund
expenditures,
the
the
category
and
these
slides
aren't
numbered.
Unfortunately,
but
it's
the
one
entitled
adhering
to
debt
policy
with
the
black
box
and
the
buyers.
The
the
total
existing
debt
service
is
the
combined
debt
service
of
county
and
schools.
Is
that
right.
A
Ahab
as
well,
is
it
possible
to
get
us
a
version
that
breaks
that
out
even
further
and
chose
the
blue
bar
county
side
and
school
side
yeah.
I
have
that
too.
Okay,
that
would
be
fabulous.
You
know
it's
interesting
to
me.
Schools
obviously
has
been
on
an
incredible
building
program
right
and
it's
been
really
exciting
to
see
that
we
have
finally
caught
up
to
our
predicted
student
growth.
A
So
so
it
helped
me
to
know
kind
of
how
we're
how
we're
metabolizing
the
the
debt
of
that
over
time
and
the
relationship
of
those
things.
I
think
it's
also
helpful
for
us
to
know.
You
know
when,
when
maybe
the
projects
we've
talked
about
here
are
are
growing
right
with
the
the
share
is
so
right.
Thank
you.
Yeah.
U
A
A
In
this
case,
we
were
doing
four
because
the
previous
two
year
cips,
I
I
know
that
the
the
incongruousness
between
the
two
recommended
estimates
from
the
manager
and
superintendent
was
perceived
by
some
in
the
community.
As
you
know,
catastrophic
impact
that
the
left
hand
didn't
know
what
the
right
was
doing.
This
is,
to
some
extent
how
the
process
should
work
right.
A
I'll
conclude
by
echoing
my
thanks
to
the
to
the
fiscal
affairs
advisory
committee,
the
commission
there's
little.
I
can
say
that
my
colleagues
haven't
said
well,
but
your
points
have
been
excellent
ones.
We
have
just
one
other
order
of
business
totally
unrelated
to
our
cip,
which
is
that
we
have
a
few
appointments
reappointments
to
advisory
groups
that
did
not
make
their
way
onto
our
june
board
agenda
no
worries
at
all,
but
we
want
to
make
sure
that
our
residents
can
keep
serving
us
in
these
important
capacities.
A
So
I'm
going
to
make
a
motion
that
we
reappoint
to
the
community,
the
community
development
citizens,
advisory
committee,
thomas
denning,
for
a
term
ending
mar
may
31st
of
2025
to
the
disability
advisory
commission.
We
reappoint
elizabeth
preel
for
a
term
ending,
may
31st
of
2024
and
to
the
tenant
landlord
commission
reappoint
david
tim
for
a
term
ending,
may
31st
of
2025.
A
A
second
is
not
required,
but
I
will
call
for
a
vote
all
those
in
favor
of
those
appointments.
Please
say:
aye
aye
any
opposed.
Okay,
we
thank
those
three
very
much
for
their
service
and,
in
some
cases,
leadership
their
respective
commissions.
We
will
be
back
in
this
room
in
43
minutes
for
our
cip
public
hearing.
We
look
forward
to
hearing
from
some
of
our
residents
as
well.
Thank
you.
So
much
all
who
joined
us
for
this
afternoon.
We're
recessed.