►
From YouTube: County Board Work Session - March 16, 2023
Description
Department of Parks and Recreation,
Arlington Public Library,
Compensation
A
Hello,
everyone
and
welcome
to
today's
budget
work
session.
This
is
our
fifth
in
the
FY
24
budget
cycle.
It's
our
very
own
local
version
of
March
Madness.
We
call
it
budget
season,
so
today
we
are
going
to
hear
presentations
from
our
department
of
Parks
and
Recreation,
as
well
as
the
libraries
and
then
we'll
also
hear
about
the
managers,
compensation
proposal
and
we'll
also
be
joined
by
representatives
from
advisory
commissions,
whose
areas
of
purview
cover
these
departments.
As
always,
we
will
have
more
discussion
for
those
of
you
who
are
watching.
B
D
Thank
you,
Mark.
In
a
previous
parks
department.
We
at
one
point
had
slogan:
that
is
our
business
to
help
people
do
their
business.
So
you
know
it
gets
talked
about
a
lot
all
right,
hello
and
thank
you
for
having
me
here
this
afternoon
and
before
I
start
I
want
to
introduce
the
DPR
staff
that
have
joined
me
here
today.
D
I
also
want
to
thank
the
entire
DPR
team
for
their
tireless
hard
work
and
dedication.
They
are
true.
They
truly
help
to
make
Arlington
an
amazing
place
to
live
work
and
visit
and
I
feel
lucky
every
day
to
lead
this
incredible
team
of
the
park
of
Park
and
Recreation
professionals
and
finally,
I
want
to
thank
Mark,
Schwartz
and
Michelle
Cowan
for
their
leadership
and
support.
D
It's
our
social
60
Cafe
program
having
their
fall
picnic
at
Bluemont
Park,
where
all
three
locations,
Arlington
Mill,
Langston,
Brown
and
Walter
Reed
got
together.
These
are
kids
posing
in
front
of
the
monstergram
mural
at
our
lover,
run
trunk
or
treat,
and
these
are
performers
at
our
annual
MLK
celebration
and
natural
resources
at
Donaldson
rung.
D
This
next
slide,
just
some
highlights
to
just
give
a
taste
of
how
we
fulfill
our
mission
and
vision.
One
gratifying
way
to
know
that
we
are
really
making
a
difference
is
being
ranked
a
number
three
top
Park
and
Recreation
system
in
the
hundred
largest
cities
by
the
trust
Republic
land.
For
several
years
now
we
have
been
a
top
10,
City
and
I
want
to
thank
the
County
board
for
their
consistent
support,
which
enables
us
to
continue
to
provide
great
parks
and
programs
for
our
community
and
continue
to
be
a
model
Department.
Thank
you.
D
Over
the
past
year,
the
core
team
began
reviewing
department
policies,
procedures
and
the
group
completed
a
data
review
of
Staff
access
to
training
that
have
laid
out
plans
to
improve
for
improvements
over
the
next
next
fiscal
year.
We
have
also
initiated
a
monthly.
Let's
talk
about
a
series
in
partnership
with
cphd,
which
provides
staff
with
informal
opportunities
to
engage
on
topics
related
to
race.
D
We
have
big
plans
for
the
coming
year
as
we've
hired
a
new
organizational
development
specialist
who
will
team
up
with
our
existing
HR
OD
team
to
help
us
design
a
training
on
cre,
creating
an
inclusive
environment,
focusing
on
understanding
how
our
unique
blend
of
person,
personal
identities
intersect,
allowing
us
to
better
connect
with
each
other
in
our
workspaces
and
publicly.
We
are
working
on
some
community-based
strategies.
D
Shifting
gears
this
past
year,
we
started
the
all-day
the
all-day
Gunston
year-round
preschool
with
help
from
the
arpa
funding
for
the
initial
ongoing
costs,
and
recently
we
updated
the
stock
of
books
and
toys
in
all
our
preschool
programs
to
ensure
representation
of
diverse
ethic,
ethnic
and
cultural
backgrounds
and
for
with
individuals
with
disabilities.
I
was
just
thinking
as
I
was
going
over
this
earlier.
It's
kind
of
funny
like
my
first
one,
is
all
about
like
trees
and
planting.
D
D
Dpr
has
begun
to
develop
a
methodology
to
apply
an
equity
lens
to
the
selection
of
capital
projects
for
funding
we've
consulted
with
Equity
officers
from
the
cities
of
Minneapolis
and
Portland
Oregon
jurisdictions
of
similar
size,
economic
makeup
and
racial
makeup
that
have
Equity
plans
in
place
that
determine
funding
for
capital
projects
and
Parks
and
Recreation
once
developed.
This
will
guide
us
to
make
decisions
on
how
and
where
to
spend
capital
investment
funds
down
the
road
more
to
come
on
this
with
next
CIP
and
finally,
our
summer
camp
registration
update
involves
a
focus
on
equity.
D
So
summer,
camp
I
wanted
to
use
this
opportunity
to
provide
an
update
on
summer
camp
since
I
last
briefed
the
board
in
November.
As
you
can
see
on
this
slide,
we
are
in
full
summer
camp
mode.
Some
some
several
of
the
recommendations
from
our
summer
camp
report
have
been
fully
implemented
for
this
year's
summer.
Camp
registration,
including
using
a
waiting
room,
function
adjusting
staggering
times
and
dates,
offering
early
registrations
for
families
with
active
fee
reductions
or
adapted
family
adapted
sorry
adopted,
Camp
family
members,
and
this
started
on
Monday.
D
We
weren't
sure
how
many
families
would
take
advantage
of
this,
but
we
have
had
tremendous
response
with
over
1
100
enrollments
today
to
date.
Updating
our
refund
polish
and
we're
also
updating
our
refund
policy
to
discourage
households
from
over
enrolling
in
camps.
So
specifically,
I
just
want
to
outline
a
little
bit
about
the
refund
policy.
D
The
primary
intention
of
the
updated
policy
is
introduce
cancellation
policies
that
will
increase
closer
to
the
start
date
of
camps
to
discourage
households
from
registering
Camp
slots
that
they
don't
intend
to
use.
Historically,
families
have
been
able
to
cancel
enrollments
with
minimal
Financial
repercussions
whose
only
20
cancellation
fee
up
to
seven
business
days
before
and
too
close
to
camp
for
DPR
to
be
able
to
enroll
someone
off
the
wait
list
into
the
slot.
D
D
Refunds
will
continue
to
be
approved,
though,
for
medical
issues
and
if
and
it
needs
to
be
approved,
medical
issues
and
if
DPR
must
cancel
a
camp
or
a
session
and
then
with
respect
because
demand
was
such
a
big
part
of
our
an
access
was
a
big
part
of
our
issues.
Last
year
as
well,
we
have
14
800
slots
available
on
our
partner
camps
and
3
400
slots
in
our
DPR
cams.
That's
a
thousand
more
slots
compared
to
last
year.
D
We
also
have
400
slots
set
aside
for
potential
participants
identified
by
our
APS
and
DHS
partners.
So
we
are
looking
forward
to
our
registration
of
our
contracted
camps.
Next
week,
March
21st
and
registration
over
DPR
run
camps
the
following
week
on
March
28th,
and
we
look
forward
to
a
great
summer
starting
on
June
20th.
D
So
with
all
that
now,
let's
move
into
the
specifics
of
the
DPR
budget.
The
county
manager's
proposed
budget
includes
nearly
57.8
million
expense
budget
for
DPR
and
a
16
million
Revenue
budget,
with
a
position
count
of
just
over
410
that
are
filled
by
permanent
and
temporary
staff.
This
total
number
represents
just
over
313
permanent
staff
positions,
and
the
remaining
97
are
the
temporary
positioned
equivalents.
D
The
proposed
budget
does
not
eliminate
any
permanent
positions
for
DPR,
but
our
budget
does
include
reductions
in
the
level
of
temporary
staff
support
we
utilize,
which
is
why
you
see
a
decrease
of
about
five
fdas
here
for
the
revenue
in
FY
2022.
We
provided
just
over
eight
hundred
thousand
dollars
in
fee
rep
fee
reductions.
I
just
want
to
highlight
this,
as
it
demonstrates
how
much
our
participation
has
returned
since
covet
19.
at
our
Peak.
Before
the
pandemic,
we
provided
about
950
000,
950
000
in
fee
reductions
annually.
D
Just
to
give
you
some
sense
that
we're
coming
back
with
respect
to
how,
with
respect
to
how
we
bring
in
our
Revenue.
As
you
know,
DPR,
has
an
annual
fee
resolution
under
review.
There
are
no
major
changes
for
dpr's
fee
structure,
Beyond
typical
changes
such
as
adjusting
the
ranges
upwards
by
five
percent
and
adding
small
new
fees
to
support
program
changes
for
enhanced
for
or
enhancements.
D
For
example,
we've
added
some
small
group,
personal
training
options
and
a
choreography
fee
for
competitive
girls,
gymnastics
program
and
now
some
of
the
key
changes
in
this
year's
budget
for
DPR.
As
far
as
increases,
we
have
four
to
highlight
contractual
costs.
These
are
the
standard
increases
included
every
year
in
the
Department's
based
budget
to
accommodate
the
price
increases
from
our
vendors
invasive
management.
We
have
one-time
funding
of
a
hundred
thousand
dollars
for
invasive
plant
management.
D
While
we
would
love
the
increase
to
be
ongoing,
we're
excited
to
have
the
additional
funding
to
tackle
more
invasives
next
fiscal
year,
we'll
need
to
strategically
select
locations,
as
typically
most
locations
require
multiple
years
of
active
management.
Before
we
can
move
on
to
the
maintenance
level
tree
maintenance,
we
also
have
one-time
funding
of
300
000
for
treatments.
You
will
call
that
in
FY
22
we
are
able
to
allocate
200
000
in
one-time
funding
for
a
similar
effort.
D
We
were
able
to
maintain
almost
900
more
trees
with
that
funding,
bringing
our
pruning
cycle
rate
to
just
under
10
years
with
the
300
000,
we
hope
to
maintain
an
additional
1
200
trees
in
fy24,
which
would
improve
our
cycle
to
just
over
eight
years,
then
also
on
tree
planting.
You
heard
Des
mentioned
this
at
their
work
session
with
you
last
week,
but
we
are
glad
that
the
storm
water
fund
can
accommodate
the
hundred
thousand
dollar
increase
in
the
cost
to
plant
our
trees.
D
D
The
first
is
the
community
recreation
division's
proposed
budget
includes
a
reduction
of
two
hundred
and
forty
thousand
dollars
for
temporary
staff
funding.
Historically,
we
have
not
been
able
to
fully
step
up
to
our
budgeted
levels,
meaning
that
the
services
provided
the
public
should
not
be
significantly
impacted
with
this
reduction.
If
we
do
come
upright
to
our
reduced
budget,
come
up
to
our
reduced
budget
in
temporary
staff,
the
impacts
could
be
felt
anywhere
across
the
division
from
summer
camp
to
year-round
programs
to
inclusion.
The
other
non.
D
The
other
reduction
in
this
division
is
a
reduction
to
the
overall
non-personnel
Services
budget,
specifically
our
ability
to
purchase
supplies
and
materials
for
programming
efforts.
May
slightly
be
impacted.
If
we
are
reaching
budget
capacity
at
our
reduced
funding
levels,
we
may
also
look
to
current
Supply
fees.
We
are
charging
and
either
modestly
increase
them
or
add
them
to
programs
or
Supply.
Free
Supply
fees
have
historically
been
free.
D
The
other
temporary
staffing
area
impacted
and
is
in
our
Natural
Parks
and
Natural
Resources
Division,
similar
to
our
community
recreation
division.
This
80
000
represents
the
part
of
our
budget,
which
we
have
historically
not
been
able
to
staff
up
to
meaning.
The
public
should
not
feel
the
significant
impact
from
this
reduction.
If
we
do
hit
our
budgetary
Authority
here
at
this
reduced
level,
the
area
is
most
likely
impacted
will
be
maintenance,
refuse
collection
and
landscaping
services
at
our
current
levels.
D
Non-Person.
The
final
reduction
with
potential
impact
of
the
public
is
reducing
a
portion
of
the
non-personnel
services
budgeted
in
the
Parks
and
Natural
Resources
Division,
specifically
in
the
areas
of
operating
supplies
and
equipment.
Like
our
other
reductions,
the
impact
to
the
public
should
be
minimal.
We
will
be
monitoring
our
supplies
and
equipment
internally
throughout
the
year
to
learn
to
align
with
this
reduction
in
budget,
and
our
final
reduction
acknowledges
that
as
of
FY
22,
the
Arlington
Public
Schools
manage
all
program
activities
in
the
aps,
pools
meaning
DPR
programs
no
longer
take
place
in
the
pools.
D
Aside
from
minimal
time
from
our
competitive
swim
team
AAC,
we
will
continue
to
pay
APS
a
rental
fee
for
the
competitive
swim
time,
but
we
are
decreasing.
The
transfer
DPR
has
historically
provided
to
APS
for
operations
and
maintenance
costs
as
again
as
we
are
no
longer
in
the
pools.
This
reduction
has
no
impact
to
DPR
programs,
but
with
that
I'll
move
for
I'm
going
to
move
forward.
D
To
give
you
a
little
update
on
where
we
are
with
our
Aquatics
programs,
so
long
Bridge,
Park,
Aquatic
Center
has
been
open
for
over
a
year
and
a
half
now
and
it
is
as
busy
as
ever.
If
there's
a
negative
thing
to
share
about
the
facility,
it
is
simply
that
we
are
bursting
at
the
seams,
and
people
want
more
space
and
time
in
the
pools.
D
Our
participation
remains
strong,
with
over
3
600
active
members
compared
to
about
three
thousand
two
thousand
three
thousand
two
hundred
active
members
at
this
time
last
year,
and
we
have
consistently
have
sales
in
this
area.
Around
ten
thousand
to
twenty
thousand
a
week
we
have
had
over
190
000
swipes
in
the
facility,
since
we
opened
we've
helped
over
470
classes,
just
in
the
fall
and
winter
programs
serving
over
300
3
800
participants,
that's
about
a
15,
more
classes
and
eight
percent.
D
More
participants
accommodated
than
the
same
time
last
year
and
I'm
really
pleased
to
share
that
what
we
seem
to
be
on
the
other
side
of
our
staffing
challenges
of
the
facility
11
out
of
our
12
particip
permanent
positions
are
filled
and
we
have
just
under
30
lifeguards
on
staff.
When
I
met
with
you
last
year,
seven
of
the
permanent
staff
positions
were
vacant.
We
only
had
14
lifeguards
on
staff
when
adding
in
our
non-personnel
expenses,
we
spent
about
2.2
million
to
date
against
our
3.5
million
budget.
D
We
do
expect
our
expenses
to
come
in
closer
to
the
budget
amount
as
compared
to
FY
22,
as
the
goal
is
to
be
fully
staffed
and
fully
operational.
Two
things
we
did
not
have
in
FY
22,
which
resulted
in
lower
spending,
but
mostly
with
the
contributions
from
the
Boeing
Company.
The
facility
remains
neck
tax
net
tax
support
neutral.
We
use
about
860
000
of
the
Boeing
Company
money
in
FY
2022,
compared
to
what
was
budgeted
at
2.2
million,
while
expenses
are
now
naturally
higher
for
fy23.
D
D
D
We
understand
the
concerns
from
the
community
around
when
the
50
meter
pool
is
in
a
50
meter
configuration
and
when
it
switches
to
a
25
yard
configuration,
and
we
continue
to
strive
to
find
the
right
balance
across
all
users.
We
reconfigure
the
pool
at
times
when
is
least
disruptive
to
our
customers
and
do
leave
the
configurations
in
place
for
multiple
days
when
programming
allows.
We
do
the
reconfiguration
about
two
to
three
times
a
week.
It
takes
about
eight
staff
members
and
about
an
hour
and
a
half
to
move
those
the
bulkheads
and
everything.
D
As
of
right
now
we
only
have
one
hour,
4
30,
to
5
30,
when
open
lanes
are
not
available
due
to
aec
participation
in
other
classes,
and
these
lanes
are
just
not
open
for
public
swim.
We
are
committed
to
continuing
to
look
at
all
options
to
stretch
our
capacity
where
we
can
I
want
to
thank
my
entire
team
at
Longbridge
and
the
broader
team
of
the
athletic
and
facility
services
division
for
focusing
so
hard
on
getting
this
facility
staffed
up.
D
It
is
through
these
efforts
that
we've
been
able
to
see
that
uptick
in
program
offerings
and,
finally,
with
I
want
to
end
on
some
key
budget
considerations
as
we
look
to
the
Future.
Some
of
these
you
may
recognize
from
last
year,
and
there
are
some
consistent
themes
that
continue.
First,
every
year,
I
mentioned
psmp,
as
we
always
have.
Some
of
our
future
work
may
have
Financial
impacts.
I
remind
you
of
the
recent
success
in
this
area.
D
When
you
include
funding
the
capital
Improvement
plan
for
the
two
new
natural
resiliency
and
emerging
uses
programs,
similarly,
we
anticipate
the
fnrp
once
adopted
to
have
future
Financial
impacts
as
well,
and
we
look
forward
to
bringing
the
final
plan
to
you
this
winter.
For
adoption,
contract
prices
increases
remain
at
constant
pressure,
as
you
saw
earlier,
with
nearly
the
400
000
for
DPS
con
DPR
contracts
in
the
general
fund
in
stormwater.
D
Public
engagement
remains
a
large
part
of
what
we
do
and
it
can
be
difficult
to
balance
among
all
the
other
worker
staff
must
accomplish.
And
finally,
Staffing
challenges
are
something
we
deal
with
on
a
daily
basis
in
DPR,
whether
it's
trying
to
fill
vacancies
compete
in
this
labor
market,
trying
to
retain
our
talent
to
staff
and
try
to
accomplish
large
workloads
with
small
existing
teams.
Our
people
are
our
most
important
recess
resource
and
I
am
pleased
to
see
the
proposed
budget
before
you
include
salary
and
benefits
enhancements
for
our
staff.
With
that.
A
Thank
you
so
much
Miss
Rudolph.
Before
we
get
to
board
questions,
we
do
have
four
commissions
who
have
comments
on
the
Parks
and
Recreation
budget.
So
in
this
order,
I'd
like
to
invite
Colt
Gregory
from
the
Park
and
Recreation
Commission,
followed
by
John
Mingus
with
the
sports
commission,
then
Phil
klingelhoffer
with
the
forestry
and
Natural
Resources
Commission,
and
cleaning
up
Peter
Robertson
from
the
fiscal
Affairs
advisory
commission.
So
we'll
start
off
with
Mr
Gregory.
E
E
You
very
much
so
thanks
for
letting
PRC
be
here
today
and
I
want
to
thank
you
for
your
time
and
listening
to
us.
We
want
to
go
over
three
big
things
for
us:
it's
the
Nature,
Center
Staffing,
it's
invasive
removal
and
it's
tree
planting
and
maintenance,
but
let's
go
to
Nature
Center
Staffing
first,
and
you
have
to
think
that
our
nature
centers
are
are
sort
of
the
Gateway
that
we
have
that
our
citizens
have
to
learn
about
appreciate
nature
right
here
in
Arlington
and
now
that
I
recently
had
my
grandkids
come
well.
E
Last
summer
they
came
and
we
went
to
a
program
called
Creek
hiking
at
Gulf,
Branch,
Nature
Center,
and
they
got
into
the
water
they
splashed
around.
They
splashed
at
each
other.
They
overturned
rocks.
They
found
snails.
They
found
Critters
scooting
around
now,
I'm
fortunate
enough
that
they
live
here
and
when
they
want
something
to
do,
you
know
what
they
said:
they
want
to
go
on
a
Creek
Walk
So.
The
the
point
of
of
that
is
our
Nature.
Center
is
really
our
gateways
to
understanding
and
appreciation,
and
so
let's
try
and
give
them
full
funding.
E
Remember
they
were
open
for
six
days
a
week
and
now
they're
only
open
three
days
a
week.
So
these
kinds
of
things
and
experiences
don't
happen
unless
we
have
some
staff
for
it
and
whether
I
don't
really
know
the
exact
Staffing
equation.
I
know:
Gulf
branch
is
down
one
FTE,
but
what
it
takes
to
keep
us
open
and
reasonable
for
six
days
a
week.
We
really
should
do
that
and
we're
going
to
create
citizens
that
appreciate
nature
and
appreciate
living
in
Arlington
and
that's
going
to
make
everything
better.
So
look.
Let's
do
that
one
then.
E
The
second
one
concerns
invasive
plant
removal
so
that
that's
an
effort
to
try
and
keep
the
nature
that
we
got
and
I
I
know.
Nature
appears
to
be
just
a
mass
of
of
green
space,
but
there
are
some
very
important
reasons
that
we
need
to
worry
about
our
invasive
plants,
and
what
happens
is
is
that
the
invasive
plants
come
in
and
we
start
to
lose
the
insects
and
the
birds
and
the
frogs
and
the
things
that
need
to
eat
those
insects
that
lived
on
the
plants.
E
So
it's
it's
a
quick
little
ecology
lesson,
but
if
we
don't
do
that,
we
don't
have
that
habitat
and
if
we
don't
have
that
habitat,
it's
really
hard
to
get
back.
So
we
really
like
the
hundred
thousand
dollars
of
one-time
boost
for
invasive
removal.
Good
thing:
that's
going
to
give
us
a
big
step
in
the
right
direction.
We
need
it.
It's
important
to
do.
Well,
let's
see
if
we
can't
keep
that
up
and
protect
those
areas
over
time,
so
we
can
move
some
of
those
areas
from
active
management
into
active
maintenance.
E
Remember
those
invasive
plants
have
a
long
seed
bank.
It's
not
like.
We
can
just
spray
and
forget
it's.
They
come
back
year
after
year
until
the
seed
bank
dies
out
so
I
know
we
keep
asking
for
money
for
invasive
plant
removal,
but
blame
it
on
them.
It's
not
our
fault,
it's
the
in
basement
plant's
fault
and
we
would
like
to
get
rid
of
them
and
we
would
like
your
help
in
doing
that
in
tying
into
that.
We.
E
We
appreciate
the
300
000
one-time
effort
for
tree
planting
and
the
hundred
thousand
for
okay,
it's
actually
it's
squish
maintenance
and
tree
planting
and
in
a
way
that
sort
of
is
very
complementary
to
our
invasive
plant
removals.
It's
getting
harder
and
harder
to
be
a
tree
in
Arlington.
They
have
a
tough
time,
Let's
help
them.
You
know,
we've
only
got
what
the
County's
got
like
16
percent
of
the
trees.
You
don't
control
that
much,
but
we've
got
to
keep
what
we
got.
So
how
do
we
keep
what
we
got
with
the
invasive
removals?
E
You
get
rid
of
the
vines
you
get
rid
of
kudzu
you
get
rid
of
porcelain,
Bearer!
You
get
rid
of
those
things
where
you
see
when
you're
driving
down
spout
run,
and
you
see
the
trees,
overhanging
and
they're
like
this
and
they're
trying
to
struggle
to
stand
up.
We
can
get
rid
of
that
and
we
can
protect
those.
You
know,
trees,
don't
get
that
tall
by
themselves.
They're
they're
well,
but
they
do
by
themselves,
but
they
don't
stay
that
way.
Mature
trees
take
a
long
time
to
come
up.
E
So,
let's
keep
them,
let's
protect
them
and
then
let's
work
on
replacing
them
when
we
need
to
we've
got
things
like
deer,
brows,
construction,
development,
Redevelopment
that
are
canceling
out
or
getting
rid
plowing
under
the
trees
that
we've
got,
and
this
will
be
a
help.
Let's
maintain
the
things
we've
got
so
the
three
things
that
we
wanted
are
the
Staffing
for
the
Nature
Center.
E
We
will
would
like
to
thank
you
for
the
Boost
in
invasive
removal
and
thank
you
for
the
Boost
in
tree
planting,
but
those
are
things
that
are
going
to
have
to
increase
over
time
increase
thoughtfully.
Let's
protect
the
areas
that
are
important.
Let's
keep
our
Lincoln
Green,
you
know
people
we
like
the
trees.
We
like
the
shade.
We
like
the
reduced
heat
island
effect.
So
thank
you
very
much.
That's
our
comments.
Most
appreciated.
C
C
Excuse
me
thank
thanks
for
the
opportunity
to
come
speak
about
the
budget
today.
From
my
perspective
as
chair
of
the
sports
commission,
we
here
completely
support
the
budget
and
the
fee
increases.
There's
no
issues
for
they're
also
glad
that,
in
a
sort
of
tight
year
that
resources
are
still
found
to
support
Sports,
because
that's
what
we
care
about,
it
is
great
to
see
that
they
were
that
this
year
they
were
able
to
hire
the
staff
as
envisioned
by
the
field
fund
and
we're
glad
to
see
that
that's
continuing
in
for
24..
C
The
one
issue
we
sort
of
want
to
raise
a
little
bit
is,
as
the
experience
collecting
those
fees
to
really
work
with
the
partner
League,
to
make
sure
that
the
process
of
collection
and
fees
have
sort
of,
as
originally
envisioned
in
the
in
the
documents,
also
the
reduction
of
the
fee
being
paid
to
the
aps
for
the
pools.
That's
a
welcome
change,
given
that
those
things
are
totally
untied
now.
I
might
even
suggest
that
that
remainder
of
Chunk
could
be
undone.
C
If
you
were
looking
for
a
couple
hundred
thousand
dollars
also
excited
that
the
budget
continues.
The
dpr's
part
Turf
replacement
program
to
replace
the
turf,
both
at
Williamsburg
and
at
wnl
and
being
totally
honest
with
Williamsburg
I'm
glad
the
turf
is
being
replaced.
I
am
disappointed
and
I
understand
it
why
the
lighting
part
of
this
hasn't
happened
recognizing
it
takes
a
lot
of
things
from
the
psmp
there's
a
lot
of
changes
that
has
to
happen
before
that
happens,
but
I
really
hope
those
changes
happen
before
the
next
time.
This
Turf
has
to
be
replaced.
C
And,
lastly,
while
it's
not
really
part
of
the
operating
budget,
it's
more
on
the
from
the
Sip
side.
I
want
to
congratulate
DPR
the
work
they're
doing
on
communication
and
community
outreach,
as
they
begin
to
think
about
building
the
pickleball
court,
starting
in
24
the
work
they're
doing
the
great
work
to
get
there
now
and
I
just
want
to
say
thanks
for
that
and
I'm
done.
A
F
Good
afternoon,
everyone
and
thanks
for
the
opportunity
to
be
here
representing
the
forestry
Natural
Resource
Commission
I,
don't
want
this
to
sound
like
a
broken
record.
Some
of
the
things
I'm
going
to
talk
about
are
things
you
have
just
heard
about
I
think
I'm
bringing
a
different
angle
on
it,
and
so
let
me
go
ahead
and
get
started.
The
commission
strongly
supports
one-time
increase
in
the
proposed
budget
for
tree
maintenance,
the
300
000
and
for
invasive
species
removal.
F
It's
obviously
much
more
cost
effective
and
beneficial
to
carefully
maintain
and
nurture
the
many
trees
large
maturities
in
the
county,
instead
of
letting
them
succumb
to
early
unnecessary
deaths.
Similarly,
removing
invasive
plants
is
essential
to
the
health
of
our
forests
and
natural
areas.
Removing
these
invasive
species
and
encouraging
the
spread
of
native
plants
brings
major
gains
in
Forest,
Health,
biodiversity,
Beauty
and
the
quality
of
the
people's
experience
in
the
county
parks.
F
The
new
fiscal
year,
2024
funding
for
both
tree
maintenance
and
invasive
species
control
will
enable
the
county
to
significantly
ramp
up
both
those
efforts,
bringing
a
better,
more
diverse
and
healthier
future
for
our
forests
and
Parks.
But
this
momentum
and
all
the
future
potential
benefit
benefits
will
be
lost
if
the
funding
is
not
renewed
in
fiscal
year,
2025
and
subsequent
years,
the
county
needs
to
make
the
funding
permanent.
F
A
second
point
I
want
to
bring
up
is
about
education,
educating,
County
residents
about
the
natural
beauty,
and
the
many
benefits
it
provides
is
crucial.
So
it's
especially
unfortunate
and
sad
that
the
county
has
been
woefully
neglecting
one
of
its
most
effective
tools
for
Education
the
nature.
Centers
not
only
are
the
exhibits
and
the
nature
in
the
Gulf
Branch
Nature
Center
and
the
Long
Branch
Nature
Center,
hopefully
outdated,
but
the
nature
Center's
hours
have
drastically
reduced
with
an
inconsistent
schedule
of
hours.
F
That
Vary
each
day
visits,
especially
the
drop-in
visits,
are
way
down,
because
people
are
confused
about
when
the
centers
will
be
open
at
a
minimum.
The
county
should
set
permanent
hours
that
include
some
days
with
evening
hours,
so
families
can
count
on
being
able
to
visit
the
nature
centers
after
school
or
work
and
restore
a
full-time
manager
for
the
gulf
Branch
Nature
Center,
which
would
cost
about
115
000
per
year.
F
Beyond
that,
the
fnrc
supports
the
recommendation
of
the
friends
of
the
gulf
Branch
Nature
Center
for
modest
investment,
750
000
for
each
of
the
two
centers
to
upgrade
or
expand
facilities,
expand
facilities,
educational
programs
and
Exhibits.
This
is
another
type
of
expenditure
that
should
be
viewed
as
an
investment
in
the
future,
instead
of
just
a
current
cost,
since
it
will
pay
many
times
over
the
form
of
stronger
support
for
nature
and
the
ecosystem
that
improves
the
quality
of
life
in
Arlington,
even
as
the
County's
population
grows.
F
F
Now
is
the
time
to
create
a
specific
program
aimed
at
increasing
biodiversity
and
the
ecological
value,
or
to
issue
a
directive
to
staff
to
explicitly
incorporate
goals
for
increased
ecological
value
in
their
planning
and
operations.
The
county
could
transform
Baron
swaths
of
grass
into
vibrant
and
diverse
Meadows,
full
of
pollinators
and
other
wildlife.
F
Despite
wide
support
from
County
residents
and
efforts
by
the
department
of
parks
and
rec
to
identify
and
bring
to
the
board's
attention
possible
lots
for
acquisition,
even
small
pocket
parks
of
just
one
or
two
lots
in
size
can
be
immensely
important
in
increasing
ecological
value
and
diversity
and
an
offering
nearby
residents
new
places
for
air
creation,
Solace
healthful
connection
to
the
natural
world,
and
it
would
actually
increase
the
property
values
so
I.
Thank
you
for
your
time
and
letting
me
Express
the
perspective
of
our
student
out
to
resources.
Again.
F
G
Obviously,
there
is
a
lot
of
evidence
that
shows
that
these
kinds
of
programs
can
make
a
real
difference
in
the
lives
that
at-risk
youth
and
that
that
evidence
which
multiplies
the
results
when
families
are
involved
with
those
at-risk
youth.
A
second
that
we
want
to
try
to
increase
the
ability
of
those
who
face
cultural
and
language
barriers
that
prevent
them
from
taking
advantage
of
the
opportunity
and,
finally,
just
additional
funding
to
meet
the
increasing
demand.
The
vote
for
that
was
unanimous
in
the
entire
fact.
G
This
next
recommendation
probably
could
could
easily
be
fit
into
our
future.
Consideration
rather,
could
be
easily
fit
into
those
that
we
have
for
any
of
the
departments
in
the
in
the
county,
applying
for
federal
funds
as
early
in
the
availability
of
those
funds
or
as
early
as
we
become
aware
of
them
and
and
that
they
fit
with
a
particular
project
is
absolutely
essential
to
trying
to
be
competitive
in
in
in
getting
those
funds,
and
so
we
recommend
that
the
the
board
work
with
this
department
and
others
to
make
sure
that's
the
case.
G
Centers
that
have
been
talked
about
already
we're
very
much
in
favor
of
those
as
well
and
and
our
recommend.
Our
future
consideration
is
that
the
aboard
work
to
provide
the
funding
necessary
to
address
the
staffing
issues
at
the
Nature
Center,
so
that
they
can
return
to
pre-pandemic
operating
levels.
G
There
have
the
the
fact
encourages
a
DPR
to
develop
a
robust,
volunteer,
Recruitment
and
Retention
program.
Our
understanding
is
that
the
volunteers
drop
from
around
9000
pre-cover
to
3
000
currently
and
those
volunteers
can
help
supplement
paid
Staffing
to
enable
more
programming,
which
is
what
most
of
our
recommendations
are
about.
G
Second,
by
renovating
the
trails
after
they've
assessed,
what's
necessary
and
then
ultimately
finding
the
appropriate
resources
to
provide
a
dedicated
staff,
members
or
extramural
resources,
if
that's
more
appropriate
with
expertise
and
trail
design
and
management,
so
that
we
can
keep
those
trails
in
the
top
condition.
That's
it
for
me,
Mr
chairman.
Thank
you
very
much.
Thank.
A
H
Yeah,
if
I
could
start
with
a
small
item
that
hasn't
even
been
brought
up,
that
I
just
wanted
to
check
on,
and
that's
the
therapeutic
recreation,
education
and
knowledge
program
that
is
being
taken
out.
I
assume
that
served
just
a
few
people,
but
who
is
it
serving
and
what
are
they
doing
now
without
this
program?
What's
the
effect.
D
Very
small
program,
to
be
honest,
we
had
a
hard
time
getting
off
its
feet.
It
was
for
us
to
be
able
to
go
into
group
homes
in
other
areas
where
people
with
disabilities
and
bring
them
programs
and
services
and
I
think
it
was
because
people
were
feeling
they
couldn't
get
out
because
of
covid
and
as
a
result,
they
also
kind
of
didn't
want
us
to
come
in.
So
it
was
not
a
program
that
we
had
had
as
much
success
with
as
we
would
like,
and
we
just
we
decided.
D
H
I
Thank
you,
Mr
chair,
thank
you,
Mr
Rudolph,
everybody
who
is
here.
This
is
a
huge
department.
So
that's
that's.
That
was
a
very
thorough,
comprehensive
presentation
of
the
budget,
and
the
budget
itself
is
very
detailed.
I
wanted
to
start
where
the
over
fact
mentioned
the
issues
with
the
teens
program,
so
the
this
is
page
six
661
and
the
actual
budget
documents.
So
the
numbers
there
are
very
good.
I
It
seems
that
we
are
having
a
good
uptake
on
these
programs,
given
that
we
are
discussing
about
additional
OST
programs
out
of
school
time
programs,
as
in
in
the
context
of
mental
health
and
in
the
context
of
confronting
the
opioid
challenges.
How
is
the
department
thinking
about
that?
How
is
the
department
thing
about
expanding
the
offers?
The
offerings
there.
D
D
To
be
honest,
our
programs
are
often
both
teen
and
tween
and
I
kind
of
highlight
that,
because
we
used
to
call
teens
everything
kind
of
starting
in
middle
school,
but
they
are
actually
very
quite
different
populations.
We
do
a
lot
and
we
do
a
lot
of
really
great
programs,
but
we
can
also
do
is
work
better
with
our
APS,
with
DHS
County
manager's
office,
to
coordinate.
D
How
can
we
do
better
Outreach
so
that
people
can
find
out
about
the
programs
that
we
have
and
get
them
into
to
the
to
our
centers
and
to
our
programs,
and
we
have
drop
in
at
we
have
after
school
programs
in
the
middle
schools
we
have
one
at
Gunston
at
Arlington
Mill
and
at
TJ
we
have
center-based
activities.
We
have,
for
example,
we
have
a
teen
Latin
dance
night
at
lover
run.
D
We
have
drop
in
sports
at
nine
of
our
community
centers,
which
we
often
see
a
ton
of
kids
coming
to
that,
just
as
a
safe
place
for
them
to
hang
out.
We
have
a
soccer
tournament
in
part
in
partnership
with
the
gang
prevention
task
force.
In
the
spring.
We
have
our
clubs,
we
have
our
Sports.
We
have
co-ed
late
night
basketball
for
teens.
We
have
different
programs
like
that.
We
also
have
opportunities
for
teens
to
come
to
us
and
work
for
us
as
summer
camp
counselors.
We
have
leadership
programs
with
the
youth
congress.
D
We
also
support
that.
We
have
our
team
program
as
you've
ever
seen.
That's
what
all
of
our
Inflatables
are
actually
like:
a
youth
mentoring
program
where
people
come
in
and
do
those
with
us
I
often
find
where
we
really
need
to
probably
do
better.
To
be
honest,
is
getting
the
word
out
more
about
our
programs
and
working
better
with
the
schools
that
kids
understand
where
they
can
come
into
us
and
probably
working
better
in
different
languages
as
well.
I
Yeah
I
mean
thank
you
for
that,
because
I'm
seeing
that
in
in
2019,
so
the
high
Mark
was
46
500
number
of
visits
to
programs,
and
now
we
are
actually
bouncing
back
to
24
to
26
000,
but
it's
still
a
a
quite
quite
a
gap
to
cover
until
we
get
to
where
we
were
where
in
2019
and
I
believe
the
the
needs
today
are
even
more
pressing.
Thank
you
for
being
focused
on
that.
A
J
Very
much
in
the
spirit
of
this
and
I
wanted
to
put
a
slightly
different
gloss
on
this.
Obviously
I
I
think
it's
so
helpful
to
just
hear
that
list
right
exactly,
as
our
chair
said
and
as
Ms
Rudolph
noted,
that
the
challenge
of
just
getting
the
word
out
one
of
the
sort
of
angles
on
this
that
I
have
been
hearing
some
discussion
about
in
the
community
and
I
think
was
partially
answered.
J
You
know
if
you're
concerned
about
your
teen
and
you
just
want
to
start
sending
them
to
the
community
center.
Can
you
just
talk
a
little
more
about
sort
of
the
balance
of
programming?
I
know
we
put
so
much
effort
around
the
enrollment
and
getting
those
right
and
just
Kudos
by
the
way
for
I.
Think
I
heard
1100
pre-enrollments
right
focused
on
our
High.
Need
populations
I
think
that's
extraordinary,
but
but
anything
you
can.
J
D
Still
on
so
that
is
correct,
so
we
have
these
drop-in
opportunities
and
we've
tried
to
also
be
intentional
with
the
drop-in
opportunities,
meaning
that,
for
example,
you
know
Friday
nights
at
lover
run
as
a
night
for
teens
in
tweens
to
do
drop
in
and
have
use
of
the
gym
so
that
we
can
have
times.
You
know
it's
not
just
dropping
at
weird
times
when
nobody
can
use
it
or
in
the
past.
We've
often
done
a
lot
of
dropping
on
the
morning,
so
that
families
have
access
on
the
weekends.
D
So
you're
right
in
a
lot
of
our
centers
particularly
drew
it
Drew
and
Carver
a
little
different.
But
but
we
have
a
lot
of
game
areas
and
open
areas
where
also
they
can
come
in
so
that
even
when
the
gym
isn't
open,
you
can
come
to
Arlington
Mill.
You
can
come
to
a
Walter,
Reed
and
there's
a
full
game
area
that
people
can
take
advantage
to
the
centers.
I,
do
think
and
I
hope.
D
We
take
a
with
the
work
with
Nikes
Jordan
to
try
to
get
our
centers
to
be
places
where
people
just
want
to
come
and
hang
out.
I'm
always
so
pleased
to
see
I've
been
going
to
Walter
read
a
lot
lately
for
other
reasons,
but
but
there's
like
a
really
large
groups
of
community
members
who
are
just
hanging
out
playing
cards
and
hang
out
there
at
night
and
I
would
love
to
see
the
teen
population
also
start
joining
in
that
sense
of
community
and
able
to
use
it
but
you're
right.
D
We
do
have
a
lot
of
places
where
people
can
just
come
by
and
play.
Another
thing
we've
done
actually
is
we've
discontinued,
for
example,
at
Arlington
Mill
are
adult
ball
hockey
program
that
was
very
popular
during
pre-covid,
but
it
wasn't
super
popular
and
it
wasn't
a
lot
of
arlingtonians
and
kind
of
just
went
away,
but
instead
of
trying
to
schedule
over
that
time,
we're
just
using
that
for
gym
free
drop-in
time
now.
J
That's
really
helpful
and
it
is
again
sort
of
helpful
to
know
we
are
shifting
out
of
pandemic
mode
and
making
young
people
more
aware.
I'm
wondering
maybe
an
area
for
Fallout
that
I
could
help
with
is
liaison
if
the
T
Network
word
could
be
good
partners
in
that,
and
thinking
about
the
messaging
to
get
the
word
out
for
these
informal
drop-ins
I
think
generally
do
a
pretty
good
job
of
communicating
to
their
peers
in
ways
that
resonate.
So
perhaps.
D
K
K
Have
we
have
we
had
more
than
that
number
of
positions
unable
to
be
filled?
The
last
couple
of
years,
I
just
want
to
understand
a
little
bit
because
I'm
thinking
about
the
number
of
visits
just
like
Mr,
Karen,
Thomas
and
others
have
asked
about
and
wanting
to
make
sure
we
have
as
much
in
the
way
of
Staff
resources
as
we
can
on
this
particular
area.
D
So
I
think
it's
a
combination
of
that
I
also
think
it
has
just
been
that
the
within
its
temporary
dollars
So
within
what
we
can
just
offer
from
our
permanent
staff
and
our
program
capabilities.
We
have
not
been
able
to
have
programs
big
enough
that
we
can
hire
up
to
that
Staffing
level.
I
guess
is
how
I
would
describe
it.
K
Got
it
and
then
perhaps
related,
perhaps
not
you
mentioned
the
volunteer
piece
or
I.
Think
one
of
the
commissions
mentioned
the
volunteers
growing
the
number
of
volunteers
is:
is
it
volunteers
or
is
it
staff?
You
also
mentioned
the
need
to
coordinate
and
get
the
word
out,
communicate
about
the
programs
that
we
have.
Is
there
any
way
in
which
you
could
describe
a
little
bit
more
as
we
recover
to
25
000
from
forty
six
thousand?
K
A
Thank
you
and
for
my
own
question
on
this
issue,
so
you
know
again,
I
think
the
number
of
offerings
that
we
have
is
quite
quite
impressive,
actually
and
I
appreciate
that
there
is
room
to
bring
more
people
into
those
those
programs.
I
want
to
speak
specifically
about
something
that
we
we
talk
about
broadly,
but
to
know
whether
there's
been
any
growth
in
opportunities
for
Family
Programs.
That
include
not
just
the
teams,
but
you
know
their
their
respective
families
as
a
way
of
fostering
good
relationships
and
social
engagement.
D
To
be
honest,
we
do
do
a
lot
of
family
programming,
it
tends
to
be
for
families
with
younger
children.
We
have
and
I
sort
of
by
sort
of
having
a
little
bit
of
as
I
sit
across
from
the
children
very
similar
age
like
had
a
sort
of
moment
of
thinking
about
that
and
tried
to
think
for.
A
second
I
was
like
well,
we
don't
really
do
as
much
of
that
kind
of
family
programming
with
a
teenager
that
we
did
when
we
were
kids.
So
we
do
have
a
pretty
robust
family
programming.
D
We
do
with
families
with
therapeutic
recreation
programs
with
skate
nights
and
other
types
of
family
nights.
We
do
movie
Nights.
We
do
all
these
different
types
of
things,
but
it's
often
geared
I
would
have
to
say
towards
families
with
young
children
like
the
movies
we
are
selecting
are
more
that
age
appropriate.
A
H
Yeah
and
actually
I'm
going
to
continue
on
the
same
same
vein.
I
was
because
I've
been
thinking
about
this
a
lot
and
I
I
assume
you
talk
to
the
teen
Network
about
yeah,
because
they
should
give
I
mean
I,
I,
think
we've
gotten
better
when
I
had
younger
people
which
never
occurred
to
us
to
actually
ask
the
kids
what
they
wanted.
We've.
You
know
gotten
better
about
that
question
with
invasives
removal.
H
D
We
have
a
wonderful
and
large
volunteer
base
that
does
invasive
plant
removals
anywhere
from
our
master
naturalist
to
the
rip
program.
We
have
really
hundreds
of
volunteers
who
are
supervising
other
volunteers
to
do
invasive
plant
removal.
It's
pretty
amazing.
There
are
groups
that
come
out
almost
every
weekend
and
then
there's
targeted
groups.
D
D
What
they
can't
do
is
put
down
chemicals
and
so
the
money
that
we
use
from
the
hundred
thousand
dollars
that
we
currently
have
and
the
additional
funding
is
for
large-scale
projects
where
it
is
multi
or
the
current
funding
is
multi-year
to
take
large
swaths
of
hard
to
reach
areas,
difficult
areas
where
we
really
can't
have
volunteers
and
they
come
in
and
we
use
chemical
treatment
over.
You
typically
a
three-year
a
three-year
program.
H
D
So
we
have
so
to
answer
that
one
first
we
have
had
high
school
kids,
there's
often
like
an
Eco
club
or
whatever,
who
connect
with
us
and
are
in
our
Parks.
So
you
do
see
kids
doing
or
doing
their
volunteer
hours
that
way.
So
when
we
typically
they
connect
with
us
and
that's
how
they
get
into
our
programs
or
they're
also
connecting
with
our
rip
and
our
Park
stewards
directly
to
get
involved
in
the
programs.
D
We
used
to
have
two
volunteer
coordinators
and
in
one
of
the
years
of
difficult
budgets,
it
was
a
cut
that
we
took
and
we
kind
of
rolled
it
internally
since
last
year,
when
we
talked
about
it
in
my
budget
work
session,
we've
done
some
internal
work
to
really
evaluate
our
volunteer
program,
see
where
we
have
gaps,
see
how
we
can
be
using
our
management
system
better
to
make
sure
we're
also
reporting
all
the
volunteers
that
we
have
and
making
sure
that
we
are
being
clear
about
it.
So
we
are
working
now
on
that
project.
D
I
would
like
to
say
that
we
could
come
back
next
year
with
a
recommendation
to
you
if
I
think
that
we
do
need
a
new
coordinator,
but
right
now
we're
still
in
that
sort
of
evaluation
stage.
We
just
sort
of
kicked
it
off
in
our
have
actually,
oh
just
like
a
week
ago,
assigned
like
an
inter
intra
departmental
team
who's
going
to
be
working
on
Volunteers
in
the
county.
That's.
H
Great
I'm
glad
I'm
glad
to
hear
that
and
I
I
think
it's
interesting
we're
all
asking
these
these
questions
because
we've,
you
know,
we've
been
getting
letters
and
people
concerned
about
our
youth
and
can
we
connect
them
and
can
we
do
more
programs?
And
then
you
list
off
all
of
these
programs
and
all
of
these
things,
I'm
actually
meeting
with
the
president
of
the
County
Council
of
ptas
I,
see
I'm
going
to
talk
to
her
a
little
bit
because
I
feel
like.
H
Maybe
we
even
have
what
we
need
we're
just
not
you
know
connecting
it
correctly.
So
that's
not
a
you
know,
request
for
you
to
do
anything
or
anything
like
that
or
a
budget,
a
suggestion,
but
I
think
a
general
something
for
us
all
to
be
thinking
about
how
to
do
a
better
job
of
maybe
leveraging
what
we
already
have,
and
it
might
be
just
getting
the
kids
to
want
to
do
it.
I
get
that.
Thank
you.
H
I
Thank
you,
Mr
chair,
changing
a
little
bit
the
theme
so
I'm
I'm,
very
happy
to
see
your
slide
on
the
long
bridge.
Aquatic
Center,
I
really
celebrate
one
year
and
a
half
I
hope
that
at
some
point
later
this
year
we
may
I
may
ask
you
for
a
briefing
to
see.
You
know
how
the
how
the
overall
in
detail
how
this
Center
is
performing
as
a
user
have
to
say
it's.
It's
an
amazing
experience,
I'm
very
happy
that
it's
going
very
well.
I
also
appreciate
the
the
staff's
dedication
to
make
it
work.
I
I
The
second
thing
is
I
see
in
the
memberships
and
passes
that
the
the
family
pass
is
not
among
the
the
popular
ones
and
I
want
to
connect
that,
with
a
the
discussion
of
the
fees
for
for
the
fee
reduction
for
individuals
using
income
based
fee
reduction,
which
is
a
number
that's
kind
of
flat,
it
hasn't
been
changing.
3
000
people,
approximately
so
do
we
see
has
the
is:
is
the
long
bridge,
Long,
Bridge
Aquatics?
I
One
of
the
discussions
we
had
at
the
beginning
is
that
the
fees
were
a
little
bit
higher,
but
we
always
said
that
we
have
the
program,
so
is
that
working?
Do
we
get
the
families,
the
users
of
moderate
and
lower
income
that
would
qualify
for
these
reductions
to
use
the
facilities
and
and
take
advantage
of
this
fantastic
facility.
D
So
we
believe
yes,
I,
think
really
the
family
pass
is
expensive
to
be
agree
with
you
and
it's
for
an
entire
year
and
I,
just
don't
I
we.
What
we
are
seeing
consistently
is
people
are
involved
and
interested
in
a
day
pass
a
10
pass
or
25
pass,
because
I
think
they
don't
want
to
commit
to
a
full
year,
because.
D
Is
we
also
see
you
know
in
some
of
those
numbers
that
we
also
have
a
lot
of
people
in
fee
reductions?
The
fee
reductions
you're,
seeing
there
are
for
memberships
right
and
that
doesn't
include
the
fee
reductions
that
people
are
getting
for
participating
in
our
Aquatics
programs
per
se?
So
there's
also
people
receiving
fee
reductions
for
people
who
are
taking
their
bring
their
kids
to
learn
to
swim
classes
and
other
programs
that
we
offer
in
there.
This
is
purely
for
a
membership
number.
The
34k.
D
I
H
H
D
J
Right
thanks
so
much
well,
just
a
quick
word
to
by
way
of
recognizing
the
advocacy
from
I
think
all
of
our
commissions,
the
possible
exception
of
sports.
The
the
support
for
the
investment
in
tree
planting
tree
maintenance
and
invasives
I
really
appreciate
that
and
Mr
klinghoffer.
Take
your
point
heart
about
wanting
to
see
that
become
ongoing.
J
One
area
that
I
I
might
actually
be
coming
at
this
more
slightly
different
perspective
than
some
of
our
commissions,
either
in
comments
today
or
sort
of
in
previous
letters
that
we've
received
is
the
question
of
land
acquisition
and
I.
I.
Do
think
that,
for
me,
I
think
it's
really
important
that
we
start
to
get
out
of
a
mindset
that
the
only
way
we
add
to
our
Park
system
is
by
acquiring
Parcels
in
single-family
neighborhoods
I.
J
Think
that
was
our
approach
for
a
long
time
and
I
think
with
the
psmp
showed
us
and
I'm.
Actually
just
looking
at
it
to
remind
myself
with
the
hot
spot
analysis
is
that
by
far
the
most
significant
gaps
to
quote
here
exist
in
Roslyn,
Ballston,
Crystal,
City
and
Columbia
Pike
planning
corridors,
and
so
that's
you
know
for
me.
J
Anyway,
as
a
policy
maker,
where
I've
really
sought
to
focus
our
efforts
on
expanding
our
our
Park
area
and
programming,
which
often
comes
through
development,
a
roundabout
way
of
asking
I,
don't
think
it's
anywhere
in
the
performance
measures.
How
many
acres
are
in
our
Park
system
and
how
that's
changing
year
over
year
and
I?
Wonder
if
that's
the
kind
of
thing
am
I
missing
it
or
B?
J
D
Measure-
and
it
is
definitely
something
that
we
could
include
in
a
future
year
and
we
can
also
figure
out
different
metrics
to
show
when
we
do
what
it
gets
when
it
gets
acquired,
because
some
of
the
things
you
you
mention
are
like
Public
Access
easements,
which
don't
get
counted
as
Parkland,
but
they
might
be
getting
counted
as
open
space,
so
absolutely
and
very
much
part
of
our
inventory.
So
we
can
explore
that
for
next.
K
I
have
a
couple
of
quick
notes:
the
80
000
for
in
cuts
to
to
garbage
collection.
That's
something
that
I'm
interested.
If
we
were
to
happen,
there
were
additional
funding,
that's
something
that
I
would
be
interested
in,
seeing
if
there,
if
there's
a
way,
we
can
add
in
the
final
budget,
question
I,
don't
know
if
you've
thought
this
through
at
all.
Yet
is
our
forestry
unit
would
be
involved
in
the
it's?
K
D
Is
not
considered
as
part
of
this
process
of
this
budget
I
mean
we
have
active.
We
have
multiple
Urban
Foresters,
who
review
plans
on
private
property
as
part
of
what
they
do
at
we.
You
actually
added
one
a
year
or
two
ago,
because
we
were
really
hitting
a
part
where
we
couldn't
manage
the
workload
and
as
Mark
Mr
Schwartz
knows,
I'm,
not
shy
about
letting
him
know,
particularly
in
the
tree
area,
when
we
are
sort
of
maxing
out
on
what
we
can
do
with
the
existing
staff.
K
K
A
You
so
before
I
go
to
Mr
Karen
Thomas
round
three,
a
question
about
to
the
extent
that
if
you
could
describe
whether
you
coordinate
with
acpd
on
Environmental
sort
of
designed
to
promote
safety,
and
you
know
making
sure
that
we
have
the
ability
to
reduce
the
ability
for
negative
behaviors
to
take
place
in
our
Parks,
particularly
the
outdoor
facilities.
And
whether
or
not
that's
something.
That's
the
subject
of
ongoing
review.
D
D
So
I
think
we
have
a
really
great
working
relationship
with
acpd
right
now,
I.
What
I
really
appreciate
about
it
is
that
we're
doing
more
targeted
collaboration
as
opposed
to
just
sort
of
one-off.
Last
summer,
we've
one
thing:
we've
been
seeing
a
lot
of
is
vandalism
in
our
Parks
horrible
vandalism.
Actually,
a
tyrol
where
it
was
like
I
mean
just
massive
and
large
we've
seen
in
other
areas
as
well,
and
so
I
continue
to
work
with
acpd
about.
D
How
can
we
sort
of
address
that
maybe
in
advance
of
it
happening
and
then
another
area
with
the
whole
I
think
I
might
have
seen
some
of
you
all
there
at
the
block
party
last
summer,
like
DPR,
had
major
presence
there
and
it
was
really
fun
to
collaborate
there
and
have
that
kind
of
Outreach
with
families
with
acpd.
Thank.
A
I
I
D
I
To
add
just
a
few
notes
on
on
measures
that
I
would
be
interested
in
one
is
about
trail
conditions.
That's
a
measure
that
I
would
like
to
see
then
on
on
Urban
agriculture,
the
plots
the
you
you
explained
in
the
budget
narrative,
how
you
deal
with
a
limited
number
of
plots
and
have
you
actually
subdivided
some
some,
but
the
waiting
times
are
important
to
to
know
and
I
think
that
I
mean
I
get
a
few
more
than
a
few
requests
about
what
we
can
do
to
reduce
these
waiting
times.
I
I
mean
you're
already
doing
something
you
are.
You
are
increasing
the
number
of
available
plots,
but
it
would
be
nice
to
be
able
to
to
to
report
on
that
and
something
that
I
found
fascinating
is
the
pruning
cycle
for
our
trees,
I'm,
absolutely
related
to
see
that
it's
now
8.1
years
and
the
goal
is
five
years,
so
we
are
still
not
there,
but
this
is
one
of
the
best
projected
years
ever
and
I
think
that
pruning
is
extremely
important
for
keeping
the
health
and
viability
of
our
tree
inventory.
Thank
you.
Thank.
I
A
H
Yeah
one
more
question:
I
thinking
about
the
nature,
centers
I'm,
remembering
very
vaguely
discussion
during
our
CIP
conversation
and
I
think
we
had
some
discussion
about
doing
some
overall
thinking
and
planning
and
how
to
structure
nature
centers
and
how
they
fit.
You
know
sort
of
right
to
high
level
thinking
about
how
we
do
nature
centers.
H
H
H
A
A
You
know,
generally
speaking,
it
looks
like
in
all
areas
the
intense
demand
for
what
we
have
far
exceeds
our
supply
and
the
satisfaction
that
people
have
with
things
is
off
the
charts.
It
seems
that
with
the
55
plus
programming
as
it's
slowly
returning
to
the
numbers,
pre-covered,
the
satisfaction
level
for
the
critical
measures
is
significantly
below
what
it
was
prior
to
kovid.
Is
that
something
that
you
are
monitoring
or
trying
to
figure
out
how
to
address,
or
do
you
believe,
as
the
numbers
sort
of
get
back
to
the
pre-coveted
times
that
should
increase?
D
My
hope
that
it
will
increase
naturally
I
think
it
is
a
population
where
we
had
sort
of
a
funky
bumps
in
terms
of
what
people
were
comfortable
comfortable
doing
and
when
they
were
comfortable
doing
it,
post,
covid,
so
I
think
I
would
I
am
optimistic.
I
mean
we
see
these
huge
numbers
of
people
in
our
55
plus
Community,
engaging
with
us.
We
see
them
now
coming
into
virtually
still
but
like
we
were.
It
took
us
a
long
time
to
bring
back,
for
example,
a
very
popular
or
travel
program,
for
example.
D
Just
because
of
the
caution
you
know,
this
is
a
population
that
we're
not
just
going
to
go,
throw
on
a
bus
immediately
and
that's
really
now
taking
off
again
this
year,
so
I
I,
like
I,
think
you
were
right
to
be
mindful
of
that
I'd
like
to
give
it
another
year
to
see
where
we
are,
because
the
participation
rate
is
really
large
and
I
think
that
I
think
people
are
just
kind
of
getting
back
to
normal
is
my
hope.
Thank.
A
E
L
We're
gonna
go
right
to
it
all
right,
but
first,
thank
you
very
much
for
it
inviting
us
here
today.
This
is
always
something.
Actually
we
look
forward
to
talking
about
what
we're
doing
in
libraries
getting
feedback
from
all
of
you
about
what
we
could
do
better
or
differently
and
then
just
the
opportunity
to
say
thank
you
for
your
support.
L
I've
been
here
17
years,
and
it's
been
a
pleasure
each
year
to
serve
this
community
next
year,
I'll
be
50
years
in
libraries,
which
is
a
good
chunk
of
time
and
in
this
week
of
Employee
Appreciation
I'd
like
to
thank
all
of
the
Arlington
staff.
They
are
a
joy
to
work
with.
I've
worked
with
many
many
many
groups
over
the
years,
and
this
is
by
far
the
finest
and
I
think
they
come
here
to
work
every
day
to
serve
Arlington
and
to
do
the
best
they
can
and
that's
all
anybody
can
ask
for.
L
She
is
the
deputy
director
Peter
petruski
division
chief
for
collections
and
access
and
I
have
a
fan,
club,
Laurel,
Tacoma,
Anna,
Lisa,
alprin,
hendricksonfist,
Catherine
region,
Bell,
Megan,
stazza
and
I
have
a
mentory
Daria
haviza,
who
is
in
Des
she's
a
civil
engineer,
so
she's
shadowing
me
and
working
with
me
and
doing
the
kinds
of
things
you
do
when
you
have
that
kind
of
relationship.
So
so
again,
thank
you
and
thank
you
to
everyone
who's
here
today.
L
First
slide,
please
vision
mission
and
our
promise,
probably
the
most
important
words
for
us,
are
in
the
vision
statement
where
we
are
at
the
heart
of
a
thoughtful,
inclusive
and
dynamic
Community,
where
people
can
make
connections
with
one
another.
I,
don't
know
how
many
of
you
read
the
article
in
the
New
York
Times
on:
let's
see,
Valentine's
Day,
February
14
a
love
letter
to
libraries.
Of
course
you
all
read
it
sure
and
I'm
pleased
to
know
it's.
L
Gardens
Etc,
are
things
that
we've
been
doing
at
Arlington
Public
Library
for
a
number
of
years,
so
I'm
trying
to
persuade
the
the
staff
to
allow
me
to
have
a
cake
pan
lending
program,
but
they
are,
they
are
horrified
by
that
dishwasher
I,
don't
have
a
dishwasher,
but
anyway
well
we're
going
to
do
a
swap.
But
but
those
are
the
kinds
of
things
you
might
have
heard
the
term
library
of
things
and
those
are
the
kinds
of
things
people
are
looking
for
and
we're
very
excited
to
be
part
of
those
conversations.
L
L
And
it
was
a
lot
of
work.
We
all
came
together
in
as
staff
to
look
at
everything
we
were
doing
with
the
lens
of
bringing
back
the
patrons
and
trying
to
figure
out
what
the
patrons
needed
most
from
us
as
part
of
that
Campaign,
which
we
launched
in
September.
We
created
this
new
tagline,
always
free,
always
open,
because
those
were
the
terms
that
kept
coming
back
to
each
of
the
staff
as
they
thought
about
their
value
to
the
community,
and
so
we
are
continuing
to
use
that
Arlington
reads
is
going
strong.
L
We
kicked
off
our
first
program
for
this
year
last
week
with
an
interview
with
Allison
Bechtel,
author
of
fun,
home
among
other
Leading
Edge
books
that
speak
a
lot
to
the
lgbtq
community,
but
their
Memoirs
and
the
conversation
was
just
terrific.
We
have
a
number
of
programs
planned
throughout
the
year
and
the
a
number
of
them
will
appeal
to
teen
audiences
and
I'll.
L
Talk
to
that
in
a
few
minutes
next
slide,
please
that's
the
summary
of
a
number
of
things
that
we're
doing
to
advance
Equity
before
we
go
each
through
each
of
them,
which
I'll
do
very
quickly.
I
heard
the
DTs
folks
talked
the
other
day
about
Wi-Fi
at
a
number
of
our
County
facilities.
We
started
doing
that
in
the
pandemic
in
the
spring
of
2020,
and
since
we
made
Wi-Fi
available
Outdoors
at
all
of
our
locations,
we
have
seen
significant
use.
The
two
highest
use
locations
are,
interestingly,
Aurora
Hills
and
not
so
surprisingly.
L
Columbia
Pike,
the
rest
are
also
active,
but
not
nearly
at
that
degree,
and
that
and
and
that
just
shows
that,
even
when
we're
quote
closed,
we
are
always
open
and
we've
really
enjoyed
the
the
ability
to
provide
that
that
was
part
of
the
digital
Equity
work
that
I've
been
doing
with
Claude
Williamson
and
then
Jack,
Belcher
and
now
noren
lee.
So
next
slide.
Please,
kindergarten
kickoff
was
a
program
we
started
last
year.
This
is
a
preparedness
Program
for
Young
Children,
ready
to
go
into
kindergarten
and
their
families.
L
It
was
a
huge
success,
I
think
400,
plus
people
attended.
It
was
frankly
over
subscribed
a
free
program
to
get
kids
ready
for
a
new
learning
experience.
It
was
brought
to
you
by
the
same
team
that
brought
Arlington,
which
received
a
manager's
Excellence
award.
I.
Don't
know
your
son
may
be
a
little
bit
too
old
for
Earlington.
Now.
A
L
He's
reading
banned
books
so
right
so
he's
ahead
of
the
curve,
but
Arlington
is
a
play
area
where
children
can
there's
a
store
or
there's
a
post
office,
and
so
they
have
a
facility
not
only
in
Reading
Readiness
but
also
numbers
which
is
so
critical
to
the
teaching
at
that
age.
So,
but
it
was
the
same
team
that
launched
this
program
and
we
could
not
be
more
excited
about
it.
Next
slide,
please
teleconnect
space
Libby.
You
were
here
with
us
when
we
launched
that
at
Columbia
Pike.
That
again
is
a
digital
Equity
project.
L
It
is
we
converted
a
conference
room
at
Columbia
Pike
for
the
sole
purpose
of
allowing
people
to
come
in
and
in
privacy
with
high
bandwidth
and
tools,
connect
with
their
health
providers
or
do
a
job
interview
or
do
a
tutoring
session
Etc.
The
project
was
co-sponsored
lowercase
for
those
words
with
the
Arlington
free
clinic,
the
staff
of
DHS
and
other
partners
throughout
the
community.
I
I
would
love
to
see
this
program
grow
and
be
available
in
more
locations.
L
It
was
an
all-in
project
for
the
low
low
price
of
seven
thousand
dollars,
and
we
we
did
that
with
just
kind
of
you
know,
other
staff
helping
us
get
it
together
and
up
and
running
it
took
very
little
time
it.
It
is
helpful
to
have
a
space.
It
is
not
impossible
to
work
around.
You
can
buy
a
pod
or
something
like
that.
L
But
I
could
easily
see
a
facility
like
this
being
in
some
of
our
apartment
buildings,
our
senior
centers,
our
affordable
housing
properties,
because
it
takes
very
little
space
and
seven
thousand
dollars
to
provide
services
and
amenities
that
people
we
take
for
granted.
But
a
lot
of
people
just
sometimes
having
a
quiet
space
with
a
with
good
light
and
high
bandwidth
is
what
people
need
to
realize
their
their
quality
of
life.
L
The
the
Detention
Center
went
through
a
complete
refresh
this
year
we
partnered
with
freedom,
reads
which
is
a
non-profit
which
sends
authors
into
prisons,
to
do
workshops
for
the
residents,
and
we
did
a
number
of
workshops.
The
the
Detention
Center
turned
out
to
be
a
great
partner,
the
men
and
women
who
were
in
The
workshops.
Many
of
them
budding
writers
and
thinking
about
life,
one
once
they
leave
the
Detention
Center.
So
we
had.
We
had
a
great
success
with
that.
Next
slide.
L
Please
Banned
Book
week
is
in
September
we
had
a
terrific
conversation
with
Hannah
Nicole
Jones
and
she
is
the
author
of
1619.
She
talked
less
about
16
19
and
more
about
the
backlash
that
she's
received
as
a
professional
and
as
a
historian
as
somebody
who
has
devoted
Decades
of
her
life
to
studying
this
topic,
which
has
now
been
maligned
as
critical,
race,
Theory
and
therefore
to
be
ignored.
So
it
was
500
plus
people
in
the
Washington
Lee
auditorium
at
Washington,
Liberty,
sorry
and
the
online
another
500.
L
Just
a
terrific
terrific
conversation.
We
are
continuing
to
promote
awareness
of
banned
books.
It
is
not
a
an
idle
threat.
The
American
Library
Association
has
reported
that
challenges
to
books
are
at
an
alarming
all-time
alarming
rate,
especially
against
authors,
who
are
dealing
with
lgbtq
plus
topics,
as
well
as
Black
authors,
both
fiction
and
non-fiction.
So
it's
an
opportunity
for
us
to
stand
tall
and
remind
people
that
we
are
free
and
we
should
be
able
to
read
and
love
and
and
make
the
decisions
that
are
appropriate
for
us.
L
So
we
we
intend
to
continue
to
promote
the
value
of
reading
freely.
Next
slide,
please
this
was
the
gift
Nook,
which
we
did
over
the
holidays.
We
collected
Goods
donations
from
the
community
jewelry
scarves,
some
interesting
knickknacks,
which
are
now
in
Anne's
office
for
just
the
right
time,
and
it
was
a
great
event.
It
was
a
lot
of
work.
It
was
two
days
of
shopping
people
who
might
not
otherwise
have
had
an
opportunity
to
get
gifts
for
family
members
were
able
to
come
in,
and
shop
for,
mom
or
brother
or
I.
L
Think
you
brought
Aaron
in
to
shop
for
Colin
yeah,
so
it
was.
It
was
terrific,
so
we're
hoping
to
do
it
again,
but
it
was
really.
It
was
leveling
the
playing
field,
giving
opportunities
to
people
who
might
not
otherwise
have
an
opportunity
to
to
enjoy
the
holiday
season
next
slide.
Please!
Yes,
the
downstairs
Library
and
Laurel
Tacoma
is
here
she's
the
brains
behind
the
library.
L
L
Yes,
it
took
a
little
bit
of
time,
but
we
are
absolutely
thrilled
with
the
results
and
looking
forward
to
it
being
a
full
service
library
with
Children's
Services,
we
will
have
a
children's
librarian,
which
is
a
first
for
us
in
that
location
and
Laurel
is
already
making
plans
to
connect
with
the
children
and
caregivers
over
at
Rocky
Run
in
the
afternoons.
Have
you
ever
seen
that
in
the
afternoon
it
is
slamming
so
we're
you
know
gonna
what
slamming
hopping
I
don't
know?
Okay
slamming
it's
it
it's
popular!
Thank
you.
L
We
also
have
a
DIY
tool,
lending
library
downstairs
for
people
who
want
to
hang
pictures.
You
can't
renovate
your
bathroom
with
what
we
have
to
offer,
but
but
definitely
some
some
basic
tools.
Next
slide,
please,
the
human
Library
we
are
going
to
host
a
human
library
in
April.
A
human
library
is
what
you
could
imagine.
It
is
check
out
a
human.
L
Allow
me
to
walk
in
your
shoes,
create
radical
empathy,
understand
and
increase
acceptance
of
others,
so
there
will
be
a
number
of
live
people,
including
yours,
truly,
although
they
haven't
given
me,
my
topic
yet
and
it'll
be
a
day
spent
in
conversation
with
people
who
are
curious
about
what
you
or
you
might
represent.
So
it's
a
program
that
was
started
in
Denmark.
This
is
our
first
event.
L
It
has
been
done
previously
at
some
libraries
in
the
United
States,
but
we've
been
wanting
to
do
this
for
a
couple
of
years
and
again
it's
an
opportunity
to
show
how
how
we
can
build
collaboration
and
again
acceptance.
Excuse
me
of
one
another
and
defeat
some
of
these
differences.
That
divide
us
next
slide.
Please.
L
This
is
the
app
I,
don't
know
how
many
of
you
use
the
app
I
use
it
constantly
it's
getting
a
refresh,
it
will
be
available
in
May.
Some
of
the
features
include
a
netflix-like
browser.
Those
of
you
who
use
Netflix.
Can
you
know
it's
organized
by
genre?
So
it's
easy
to
find
something
and
it's
it's
been
one
of
our
most
popular
Innovations
over
the
last
several
years,
so
that
will
release
in
May
next
slide.
Please.
L
We
also
have
two
dedicated
Outreach
Librarians
who
are
going
to
locations
outside
of
the
library
daycare
centers
community
centers
other
places
like
Harvey
Hall,
to
meet
with
with
children
and
do
programming
the
bookmobile.
We
hope
to
get
that
back
on
the
road.
The
pandemic
obviously
slowed
us
for
some
of
these
things,
but
we're
eager
to
get
to
get
going
again
a
couple
of
words
about
internal
staff,
Equity
issues
we
all
the
leadership
team
had
the
training.
L
Last
summer
we
reconstituted
A
diversity,
Equity
training
group,
to
focus
on
internal
issues
and
was
part
of
the
original
gear
cohort.
We
now
have
Leonard
Thompson,
who
is
the
chief
of
the
public
services,
and
he
has
a
team
and
they'll
be
looking
at
Hidden
biases
and
all
the
kinds
of
things
that
we
can
do
better
in
the
workplace.
We
still
have
had
things
like
book
clubs,
but
we
haven't
because
of
Staffing
levels
and
our
need
to
focus
on
rebuilding
the
staff,
a
significant
portion
of
which
left
during
the
pandemic.
L
We
are
now
in
a
position
to
focus
more
on
that
and
I
and
I
just
want
to
give
a
shout
out
to
my
pal
Maria
Meredith,
because
she
created
a
book
club
on
this
topic
a
couple
of
years
ago
for
elt
and
she's
kept
it
going,
and
it's
been
a
great,
not
only
great
opportunity
to
read
and
listen
to
podcasts.
We
might
not
have
experienced
and
or
learned
from,
but
it's
been
a
great
bonding
experience
so
kudos
to
Maria
for
taking
the
steps
so
before
we
plow
ahead.
L
It's
a
tough
time
to
be
a
parent
in
Arlington
and
I
would
like
to
say
before
I
get
into
some
of
the
things
that
we
do.
I
am
willing
to
meet
with
parents,
groups
of
parents
anytime
anywhere
I
would
love
for
them
to
come
in
and
talk
to
us
about
how
we
can
be
most
helpful.
I
can
come
up
with
a
spade
of
programs.
I
have
a
Spate
of
programs,
as
you
appropriately
mentioned.
L
We
had
some,
but
now
just
every
afternoon
when
school's
out
groups
of
them
are
coming
in
and
I
I'd
like
to
think
that's
because
they
recognize
it's
a
safe
place,
we're
not
going
to
bother
them
the
other
day.
I.
You
know
approached
because
I
was
looking
for
a
book
and
they
were
all
shh
and
I
said
no.
It's
okay,
I'm
cool,
it's
fine,
but
I
think
we
can
do
more
of
that
and
and
I
would
love
to
talk
with
the
parents
on
how
we
can
be
more
accessible
and
meet
their
needs.
L
But
again
we
do
have
lots
of
programs
and
I
will
say
that
the
once
kids
have
established
that
habit
of
coming
into
the
library
like
the
Swanson
kids,
the
Swanson
kids
for
years,
have
marched
down
the
hill
and
gone
to
the
Westover
Library,
sometimes
for
Mischief
making
they
used
to
climb
on
the
roof
a
bit
of
a
bit
of
a
drag,
but
but
generally,
if
they've
established
that
it's
not
too
hard
to
to
bring
it
up
again.
The
parents
also
talked
about
literacy.
Literacy,
buddies,
I
think
is
a
great
idea.
L
We're
going
to
bring
back
the
pause
to
read
program
which
is
great
for
younger
children
and
possibly
the
tweens
I
love.
The
idea
of
the
reading
buddies
I
would
volunteer
to
do
that.
We've
also
talked
about
establishing
a
mentoring
program.
We
do
work
with
the
teens
when
they
have
their
senior
experience
when
they
come
and
work
with
us
for
three
weeks
in
late
spring.
We
can
do
more
of
that.
We
have
teen
volunteers
who
work
a
lot
with
our
youth
services
programs.
L
Again,
let's
talk,
let's
figure
it
out.
Let's
do
more.
We
would
like
to
renovate
one
of
our
teen
areas
in
central
That
was
supposed
to
be
part
of
the
renovation
we
did
a
few
years
ago.
We
ran
out
of
money.
Is
that
what
happened?
Covid
so
we'd
like
to
get
back
to
that
and
and
get
teens
to
come
in
and
help
design
it
and
and
I
I
furniture
and
the
appearance
of
a
place,
make
a
huge
difference
in
Comfort
level
and
making
teens
feel
welcoming.
L
Here's,
a
Kindle
Mom,
oh
yeah,
so
the
getting
that
going
again
with
some
of
the
tech
clubs,
I
I,
think
sometimes
it's
a
matter
of
finding
not
only
the
right
thing
that
will
attract
them,
but
giving
them
a
sense
of
purpose
that
they're
making
a
contribution
that
they're,
helping
that
they're
they're,
making
a
difference,
and
so
we're
going
to
double
down
on
some
of
that
next
slide.
Please.
M
Please
notice
she
gives
me
the
most
dull
slime,
but
I
will
accept
it.
So
I
want
to
draw
your
attention
specifically
to
the
140
ftes.
You
may
remember
that
last
year
you
funded
phase
one
of
a
temporary
to
permanent
staff
conversion
that
was
8.5,
ftes
and
again
a
reminder.
Prior
to
the
pandemic.
Our
staffing
model
was
very
reliant
on
temporary
employees.
500
to
600
hours
a
week
of
direct
public
service
at
all
of
our
locations
was
being
provided
by
temporary
employees,
which
has
a
whole
host
of
issues
associated
with
it.
M
Our
goal,
which
we're
not
there
yet
is
to
have
all
of
our
regularly
scheduled
Public
Service
hours
staffed
by
permanent
staff
and
that's
to
give
a
consistent
customer
service
experience
to
any
Patron.
That
comes
in
that's
for
fairness
and
Equity
to
our
staff
members,
so
the
person
next
to
you
also
has
the
same
leave-in
benefits
that
you
have,
and
it's
also
really
to
allow
us
to
ride
out
labor
or
Market
fluctuations.
M
The
pandemic
just
really
caused
us
major
staffing
issues,
because
all
those
temporary
employees
went
away
and
it
was
very
difficult
to
find
folks
who
wanted
those
jobs
on
the
other
side,
it's
something
we're
still
struggling
with,
so
I
wanted
to
highlight
that
that
was
included,
and
also
we're
not
quite
there
with
getting
a
phase.
Two
Diane
we'll
talk
about
this
a
little
bit
later.
M
I
think
that's
some
of
the
challenges
we're
facing
in
terms
of
the
amount
of
one-time
funding
in
our
budget
and
where
we
go
in
terms
of
the
Strategic
plan
for
libraries,
so
I
will
go
back
to
Diane,
who
will
probably
go
to
Pete
to
focus
on
some
of
the
areas
where
we
have
one-time
collections
that
are
funding
ongoing
needs
right.
So.
L
L
Welcome
and
I
will
say
that
any
fluctuation
has
a
direct
impact
on
the
wait
times
and
Peter
will
speak
a
little
bit
to
our
goal
for
this
year,
which
was
to
get
the
wait
times
down
to
17
weeks,
which
still
sounds
astronomical,
but
compared
to
where
it
was
it's
quite
a
significant
decrease
and
that
that
makes
people
want
to
use
the
library
because
they
don't
have
to
wait
for
months.
So
with
that
as
an
introduction,
I'll
turn
it
over
to
Peter
petruski.
N
Sure
next
slide,
please.
The
first
thing
I
want
to
say
is
thank
you
for
the
addition
to
the
one-time
money
last
fiscal
year.
You
can
really
see
the
difference
it
made
in
the
chart
on
the
right
where,
in
June
of
2022,
we
were
at
a
wait
time
of
30
weeks
for
our
most
popular
e-materials
July
the
next
month
when
the
new,
the
one-time
money,
went
to
effect.
We
got
down
to
less
than
fewer
than
20
weeks
as
a
wait
time,
so
the
one-time
money
makes
an
immediate
and
dramatic
impact
on
our
wait
times.
N
You
can
also
see
that
during
the
pandemic
in
fy20
and
FY
21,
we
saw
a
significant
increase
to
the
number
of
checkouts
that
were
e-materials
and
that
has
remained
consistent
in
the
years
since
e-material
checkouts
make
out
about
a
third
of
our
overall
checkouts.
So
we
have
continued
to
reduce
the
wait
time.
Our
other
goal
was
bringing
the
e-content
wait
times
in
line
with
the
print
wait
times.
That
way,
our
patrons
could
use
the
library
collection
that
works
best
for
them,
not
which
one
has
the
shortest
wait.
N
Time
and
we've
succeeded
in
that
as
well
as
you
can
see,
it's
stabilized.
We've
got
them
in
line
with
each
other,
depending
on
when
a
really
popular
book
comes
out
like
spare
the
autobiography
of
Prince
Harry,
sometimes
there's
a
fluctuation
of
the
wait
times
going
up
because
there's
high
demand
for
one
particular
title,
but
then
that
stabilizes
as
time
goes
on.
N
That's
that
was
the
most
popular
book
in
February.
So
it's
still
fresh
on
my
mind
and
we
we
spend
a
lot
of
time
really
talking
about
our
biggest
collections,
our
e-content
and
our
print
collections.
Another
collection
I
want
to
highlight,
because
the
library
is
more
than
just
books
is
our
American
Girl
dolls
collection.
We
are
celebrating
10
years
this
month
of
the
American
Girl
doll
collection
at
Arlington,
Public
Library
in
March
of
2013.
We
started
with
four
American
Girl
dolls.
We
now
have
61
in
our
collection.
N
They
are
the
single
most
popular
item
in
our
collection,
they're,
constantly
checked
out
and
for
us
things
like
the
American
Girl
dolls,
along
with
the
reduced
wait
times,
really
speak
to
equity
in
our
community
people.
Who
may
only
have
one
doll
at
home.
They
may
have
no
dolls
at
home.
Now
they
can
come
to
the
library
and
get
have
a
plethora
of
choices,
and
we
look
at
our
overall
collection
that
same
way.
N
N
One
of
the
most
requested
services
from
our
community
was
streaming
movies.
We've
been
working
on
that
for
a
while
now
I'm
happy
to
say
that
we
signed
the
contract
this
month,
so
we
will
be
launching
a
streaming
movie
collection
for
our
community
before
the
end
of
this
fiscal
year.
We're
aiming
for
the
end
of
April.
L
So
where
do
we
go
from
here?
That's
really
kind
of
the
key
question
for
us
with
new
facilities
like
the
one
downstairs
coming
online,
a
facility
in
Crystal
City,
the
potential
for
the
new
Columbia
Pike
Library
on
the
property
of
the
SunTrust
Bank
coming
in
a
few
years.
There
are
lots
of
opportunities
to
imagine
Anew
what
library
service
in
this
community
looks
like.
We
have
many
needs.
We've
spoken
to
some
of
them
this
afternoon.
We've
used
the
word
vulnerable
on
this
on
the
slide.
I
wouldn't
even
limit
it
to
vulnerable.
L
I
would
say
the
library
service
that
meets
the
needs
of
everyone
in
the
community,
at
whatever
is
the
most
appropriate
level
for
them,
and
each
of
us
has
a
different
set
of
expectations
and
threshold.
For
that
there
are
a
few
things
that
we're
doing.
We
We
are
continuing
to
track
the
cost
of
Collections
and
we
will
continue
to
advocate
for
more
money
for
the
collections,
because
that
is
the
single
that's
the
single
differentiator
that
divides
or
makes
us
different
from
every
other
department,
because
we
do
some
social
services.
We
do
some
technology
Services.
L
We
obviously
do
recreational
Services,
nobody
else,
loans,
material
and
that's
very
important
to
what
we
want
to
continue
to
do
so
that
has
to
be
part
of
our
vision.
The
Staffing
model
and
spoke
to.
We
have
been
struggling
frankly
to
to
maintain
a
high
level
of
service
at
all
of
our
locations
for
a
number
of
years,
even
pre-pandemic,
because
the
needs
are
great
and
the
needs
are
different
across
the
community.
L
We're
looking
to
have
a
planning
process,
we
can
call
it
a
visioning,
a
community
dialogue,
a
series
of
community
dialogues
which
we
are
beginning
to
plan
for,
as
in
what's
the
scope,
are
we
looking
also
at
facilities
at
neighborhoods?
Who
should
be
on
the
committee
we're
looking
to
hire
a
consultant
to
work
with
us
consultant?
L
There
are
many
who
have
worked
with
libraries,
Saint
Paul
they're,
always
involved
in
a
strategic
planning
process.
I,
don't
know
what's
going
on
up
there,
but
they
they
do
this
all
the
time.
So
we're
looking
at
a
number
of
Consultants
to
come
in
and
work
with
us
I
know.
A
number
of
Department
directors
have
already
reached
out
to
me
saying
that
they
would
like
to
be
included
at
some
phase
members
of
the
community.
Similarly,
so
we're
going
to
take
the
next
couple
of
months
to
think
about
how
we
can
make
this
conversation
happen.
L
A
Thank
you.
Thank
you
very
much.
So,
colleagues,
if
you
do
not
have
any
advisory
commissions
to
come
at
a
library,
so
we
can
begin
with
the
Q
a
and
discussion.
I'll
start
us
off.
So
what's
the
what
are?
What
are
the
best
practices
in
the
industry
for
amount
of
of
time
for
popular
titles
to
be
available,
so
we're
at
the
17
it's
better
than
we
were,
but
what's
what's
the
ideal.
N
I'd
have
to
do
a
little
bit
of
research
to
give
you
a
definitive
answer
on
the
best
practices
we've
been
aiming
for
somewhere
between
8
and
12
weeks.
There
is
kind
of
an
expectation
with
a
shared
community
resource,
like
a
library
collection,
that
there
is
some
amount
of
wait
time.
So
a
wait
time
of
zero
weeks,
probably
not
practical,
but
what
we're
aiming
for
is
between
eight
to
ten.
A
Yeah
I
just
you
know,
it
seems
to
me
that,
if
we're
thinking
about
all
of
these
these
principles,
especially
reaching
teens
and
young
people,
you
know
at
the
rate
that
we
are
they.
They
could
put
something
on
hold
and
if
it's
a
popular
title,
they
could
be
halfway
through
their
school
year
before
it
may
become
available.
That
didn't
seem
to
be
making
a
whole
lot
of
sense.
A
L
We
do
a
lot
of
examining
and
checking
in
on
our
collections
like
what's
moving
and
what
isn't
and
what
are
we
going
to
do
about
it?
So
it's
really
we
like
to
say
in
the
collections:
business,
it's
more
art
than
science.
Yes,
there
are
best
practices
and
we
would
like
to
as
as
you
noted,
Peter
get
back
to
you
on
that.
But
just
I
will
say
again.
We
are
so
grateful
that
we
were
able
to
get
it
down
to
this
level
because
it
was.
It
was
really
tough
and
I.
L
I
I
have
been
in
the
library
when
I've
been
browsing
myself
and
I've
overheard
a
parent
saying
to
a
child,
not
a
child
child,
but
like
a
teen,
oh
yeah.
No,
they
don't.
You
know
they
don't
have
a
good
enough
collection
in
this
area.
That's
upsetting
I
will
say
that
we
have
twenty
four
thousand
graphic
novels.
So
we
have
a
huge
collection
of
those.
F
L
J
I
had
a
really
similar
question,
which
is
I
I
wondered.
This
may
be
more
of
a
thought
for
this
upcoming
strategic
visioning
Community
dialogue
love
all
of
it
I'm
thinking,
especially
falling
on
the
heels
of
DPR,
how
helpful
it
was
with
the
public
spaces
master
plan
to
come
up
with
levels
of
service
which
I
know
they
did
by
surveying
by
benchmarking
to
peer
communities
and
looking
at
whatever
might
be.
You
know,
industry,
standard
or
industry
best
practice.
J
J
You
know
what
is
again
that
sort
of
extensive
surveying
of
the
community,
which
sounds
like
it's
on
tap
anyway
right.
It
gives
us
a
sense
of
what
we're
driving
towards
right
right,
because
I
loved
your
point
that
we
can
never
get
to
zero
wait
times
and,
as
you
noted,
Miss
Crush,
that
we
don't
want
to
find
ourselves
in
an
over
abundance
of
spare.
J
When
that's
no
longer
on
Trend
anymore,
either
that's
right,
but
having
some
sense
of
you
know
what
what
expectations
look
like
in
communities
like
ours,
Etc
I,
think,
could
be
really
helpful.
The
other
area,
where
I
think
that
sort
of
level
of
service
mentality
could
be
really
helpful,
is
in
the
citing
decisions
right.
What
is
our
expectation
about
how
approximate
some,
but
he
should
be
to
a
library
by
public
transit
or
walking,
or
that
type
of
thing
that
work
was
just
I,
as
a
decision
maker
found
that
so
helpful.
L
At
the
I
think
the
slide
that
addressed
the
key
considerations
did
indicate
that
we
really
haven't
changed
from
the
original
sightings
from
1950
and
I
know
that
may
sound
astonishing,
but
the
community
has
changed
significantly.
I
I
first
moved
to
this
community
in
1958
and
it
is
com.
You
know
it's
largely
different
from
what
it
was
then
and
are
the
locations
the
right
locations
and
if
not,
what
are
we
going
to
do
about
it?
L
And
what's
the
appetite
of
both
the
community
to
work
with
us
as
well
as
all
of
you
and
we've
had
some
conversations
in
the
past?
I
I
understand
the
luxury
of
having
a
library
right
across
the
street.
240
60
000
people
by
the
census
are
not
going
to
have
the
library
across
the
street.
The
other
point,
Miss
Crystal
is
I'll,
go
back
to
the
Saint
Paul
folks
back
in
like
2008.
They
did
scenario
planning
this.
L
This
will
be
an
Express
library,
and
this
will
be
this
kind
of
library,
and
this
will
be
a
neighborhood
library
and
we
could
certainly
consider
those
kinds
of
models
where
it's
not
the
cookie
cutter.
Every
single
Library
looks
just
like
this:
it
meets
the
needs
of
the
neighborhood
and
taking
into
consideration
things
like.
Where
are
the
schools?
What's
the
public
transportation
like
most
of
the
time,
I
think
we
get
too
worried
about
things
like
parking?
K
K
Question
part
thought
just
mindful
of
the
the
work
that
the
last
18
months
have
been
in
terms
of
of
the
the
employment
employee
shift
to
full
time,
and
it's
I'll
stay
in
my
Lane,
but
also
say
that
you
know
every
person
that
fits
and
stays
is
a
huge
addition,
and
just
thank
you
for
all
the
time
that
you're
putting
into
that
I'm.
Mindful
that
you
can
put
a
ton
of
Time,
find
someone
and
then
they
in
this
market.
But
it
feels
from
afar,
and
you
don't
have
to
comment.
K
But
if
you
have
a
thought
to
be
great
that
we're
starting
to
hit
that
curve.
There's
you
know,
I
think
there
were
10
vacancies
in
what
I
saw
between
actual
last
year
and
what's
here,
but
the
services
are
there
and
I
feel
like
you're,
starting
to
get
there
from
afar,
and
so
I
just
want
to.
Thank
you
for
that
work
and
see
if
that's
in
the
ballpark
of
accurate,
because
the
people
are
what
make
the
books
come
alive.
100.
L
It
is
the
people
that
make
the
difference,
and
yes,
we've
made
a
lot
of
strides,
and
thank
you
for
that
compliment.
That
said,
one
of
the
other
things
that
happened
with
the
pandemic
is
that
people
made
different
life
choices
and
they
decided,
maybe
they
weren't
cut
out
for
public
service.
So
we
had
a
huge
drain
in
our
Public
Service
staff,
not
just
attempts,
but
a
number
of
formerly
permanent
staff
who
decided
they
wanted
to
do
something
else.
We're
still
experiencing
a
little
bit
of
that.
L
There
are
always
going
to
be
people
who
want
to
make
it
a
career
and
they'll
stick
because
it's
a
good
family-friendly
environment
in
the
county
staff
and
Workforce
is
is
family
friendly,
and
that
is
a
huge
thing
for
many
people
and
people
want
choice
and
My
Philosophy.
My
personal
philosophy
is
I
will
get
the
best
out
of
you
while
you're
here
and
wish
you
well.
A
H
M
N
H
Thank
you,
I
should
know
that
and
then
I
don't
know.
I
I
think
I
asked
this
every
time
and
I
always
need
a
refresher.
It
always
continues
to
shock
me
that
e
material
ebooks
are
more
expensive
than
print
books
and
there's
a
limit
on
them
because
for
the
publisher,
I,
don't
think
once
they
get
that
ebook
out
there
I,
don't
think
it
costs
them
so
much
to
send.
It
always
seems
wrong.
Do
you
want
to
expound
upon
that
I
just
a
refresher
on
how
it
works.
N
Sure
so,
when
you
look
at
the
cost
of
a
print
book
either
to
us
or
to
a
consumer,
you
can
kind
of
back
of
hand
math.
You
can
say
that,
and
the
average
ebook
is
twice
as
expensive
as
the
average
print
book,
and
then
the
average
e-audio
book
is
probably
three
times
to
four
times
more
expensive
than
the
average
print
book
and
and
those
don't
seem
to
be
changing.
N
As
the
we
see
more
people
in
our
community
and
more
people
across
the
nation
in
the
world
using
e-content,
the
prices
have
remained
relatively
steady,
they're
not
going
down
they're,
not
going
up
dramatically
anymore.
Another
thing
to
keep
in
mind
is
that
often
people
conflate
the
price
to
Consumers
for
e-content
versus
the
price
that
libraries
pay.
We
do
not
pay
the
same
price
that
a
consumer
pays.
H
N
It's
something
where
the
ebook
Market,
the
the
people
who
operate
in
that
market,
specifically
for
libraries.
They
have
a
monopoly,
essentially
there's
not
a
whole
lot
of
choice.
If
you
look
at
libraries
as
consumers,
we
can't
take
our
business
across
the
street
to
another
ebook
vendor.
We
have
limited
options
in
who
we
can
work
with
and
who
is
set
up
to
work
in
the
library
Marketplace.
H
I
Gary
stole
my
thunder
here.
It
was
about
to
ask
the
same
thing:
I'm
coming
from
a
culture
where
law
prescribes
the
the
price
of
books.
You
cannot
have
cheap
books.
You
can
also
not
have
very
expensive
books,
so
they
they
are.
They
are
prescriptive
in
this,
but
anyway
this
is
not
where
we
are
and
I've
seen.
You
know
how
the
the
investment
new
materials
and
in
the
in
the
collection
has
affected
positively
affected
the
the
waiting
times,
just
as
a
two
two
things.
I
First
of
all,
the
library
downstairs
is
an
excellent
showcase
for
the
entire
system.
I
think
this
has
to
be
there.
I
I
I
sneaked
in
several
times,
including
when
it
was
completely
in
construction
and
hid
there
for
for
a
while,
I
think
it's
an
excellent
space
to
make
the
case
and
yeah
I
know
that
I
was
almost
arrested.
So.
I
So
it's
an
excellent
showcase
and
I
I,
don't
know
what
you
know.
This
part
of
the
the
institution
can
do
to
to
boost
that,
whether
it
is
with
events
or
otherwise
or
or
with
pushing
the
the
idea
of
having
this
cultural
Swiss
army
knife
of
an
institution
that
actually
touches
people's
life
and
and
works.
The
second
thing
is
what
is
in
in
your
budget?
Is
there
any
specific
provision
for
the
strategic
planning
process?
I
L
Do
have
money
in
our
existing
budget
consultant
training
line
and
we
believe
that
having
that
outside
expertise,
particularly
with
a
Consulting
Group,
that's
worked
with
libraries
and
there
are
a
number
to
choose
from
including
firms
that
have
worked
locally.
We
have
staff
who
joined
us
from
DC
Public
Library.
They
too
do
a
lot
of
strategic
planning,
so
I
think
I
it's
necessary
and
we
do
have
the
budget
and
if
we
run
short,
call
Mark.
L
J
M
L
That's
that's,
it
is
I
will
say,
though,
to
be
a
little
bit
of
a
Debbie.
Downer
I
mean
a
couple
of
those
situations
where
we
made
the
offer
the
person
came
and
said
you
know
this
really
doesn't
work
for
me,
and
so
then
you
have
to
start
the
process
all
over
again,
if
you
didn't
have
enough
people
in
the
applicant
pool
to
just
you
know,
use
the
same
certification
list
and
go
to
the
next
candidate
they're
a
lot.
L
There's
lots
of
choice
out
there
and
we
were
up
against
a
lot
of
other
municipalities.
Hiring
for
libraries
at
the
same
time
and
I
think
fit
is
absolutely
important.
We
want
people
to
want
us
and
to
feel
like
it's
the
right
environment,
so
if
it
takes
a
little
longer,
yeah,
that's
stressful,
but
I
think
in
the
long
run,
we're
better
off.
J
Thank
you,
I
I
know
there
was
such
a
challenge
coming
out
of
the
pandemic
right.
I.
Think
I
remember
dealing
with
a
lot
of
those
concerns
that
were
sort
of
widespread
sense
that
oh,
we
were
staying
closed
because
of
the
pandemic
and
in
fact
it
was
the
Staffing
shortages
I'm
delighted
we're
out
of
the
woods
it
to
some
extent,
at
least
on
the
worst
of
that
I.
J
Also,
since
you
always
Inspire
levels
of
creativity
from
board,
I
wanted
to
note,
with
the
Bosman
Branch
now
open
one
Department
of
May,
the
the
that
you
have
partnered
with
one
Department
you
have
not
perhaps
is
the
County
Board
office
which
I
raise
because
I
have
had
citizens
suggest
that
they
would
love
to
be
able
to
both
comment
at
the
County
board
meeting
and
take
their
child
to
story
time
after
and
obvious.
It's
very
important
to
know
that
story.
Time
in
children's
activities
are
not
daycare.
J
J
B
L
A
L
H
A
I
think
we'll
go
ahead
and
close
this,
and
let
me
just
just
thank
you
a
lot.
You
know
one
we're
just
thrilled
that
you've
been
able
to
aggressively
rebound
from
some
deep
covid
challenges.
It's
really
kind
of
remarkable
continue
to
be
odd
and
applaud
your
Innovation.
The
concept
of
the
human
Library
seems
incredibly
cool,
so
we
look
forward
to
finding
ways
to
participate,
help
support
you
in
the
work.
It's
really
just
such
value
added
to
the
community,
and
it
also
must
be
said.
A
We
know
that
even
though
Arlington
has
certainly
not
experienced
the
worst
of
it,
you're
not
immune
to
some
of
the
culture
wars
which
have
implicated
libraries.
So
I
just
want
you
to
know
that
you
have
our
support
you.
Let
us
know
how
we
can
help
if
that
is
needed,
and
as
always,
if
you
can
relate
our
thanks
to
the
friends
for
the
wonderful
we'll.
L
A
A
I
A
B
You
Mr
chair
before
we
begin
our
conversation
on
compensation.
I
did
want
to
take
a
minute.
We
two
years
ago,
had
a
barrier
analysis
and
wanted
to
use
this
as
an
opportunity
to
give
you
an
update,
Marcy's
going
to
go
into
more
detail,
but
we
have
the
barrier
analysis
completed
in
2021
and
made
recommendations
and
identified
strategies
to
reduce
barriers
for
bypoc
employees
and
also
improved
practices
that
would
benefit
the
entire
Workforce
and
the
analysis
focused
on
four
areas:
Recruitment
and
hiring
promotion
and
salary,
training
and
development
and
culture
and
retention.
B
So
you
know,
I've
said
this
many
times.
All
County
employees
have
a
responsibility
to
identify
and
know
those
strategies
and
work
on
them
in
those
four
areas
and
establishing
the
goals
and
programs
to
incorporate
our
commitment
to
equity
diversity.
Inclusion
and
belonging
is
a
joint
effort
that
human
resources
has
been
leading,
along
with
our
staff
from
the
office
of
Human
Rights
and
our
team
that
focuses
on
racial
Equity.
The
community
received
a
briefing
from
Sami
and
Amber
at
the
County
board
meeting
two
months
ago
on
our
work
on
racial
Equity.
O
Well,
first,
thanks
for
having
us
all
here,
I
didn't
bring
gifts,
but
if
I
might
take
credit
for
the
cookies,
or
at
least
one
of
you
who
got
out
there
to
get
a
cookie
I
do
have
my
staff
here,
who's
been
working
on
the
barrier
analysis
as
well
as
compensation
recruitment.
All
the
things
you've
probably
been
hearing
about
for
weeks,
Tamara
goliani
is
sitting
up
here.
O
Next
to
me,
she
was
involved
in
working
on
the
barrier
analysis
along
with
Jason
Drake
who's
sitting
right
down
there,
Kristen
young,
who
handles
payroll
and
benefits
you
might
you
could
thank
her
for
paychecks
and
Luan
who
handles
I.T
risk
management,
the
budget
process
for
us
so
they're
all
here
to
help
as
well.
So
on
the
barrier
analysis,
as
Mark
said,
we
did
a
full-blown
consultant
work
on
the
barrier
analysis
and
there's
a
lot
to
be
taken
care
of
working
with
the
data
that
came
back
again.
O
O
It
also
ensures
Equity
across
the
organization,
so
we
can
make
sure
everybody
has
an
opportunity
to
get
into
those
programs.
We've
created
a
new
leadership
cohort,
so
all
new
managers,
new
hires
and
promoted
managers
can
go
through
a
leadership
cohort.
They
are
working
with
other
managers
at
their
level.
It
has
a
diversity
and
inclusion
component.
It
has
bias
training,
hiring
without
bias.
You
know
interview
panels,
I'm
sure,
there's
a
number
of
the
topics
that
Jason
can
go
through
if
you're
interested
in
that
as
well.
O
We
have
brought
back
everything
old
is
new
again,
so
we've
brought
back
hiring
fares.
We
haven't
done
those
in
a
number
of
years.
It
has
to
do
with
the
labor
market
out
there,
so
we
have
more
job
fairs
going
on
and
we
have
more
active
recruiting
to
make
sure
we
have
a
larger
candidate
pool
and
a
diverse
candidate
pool.
O
By
going
to
more
specific
job
fairs,
we
talked
last
year
about
the
blind
screening
process,
so
we
have
our
departments
all
using
blind
screening
where
we
might
remove
some
of
the
identifying
information
that
might
cause
some
bias
in
the
hiring
process,
so
everybody's
using
that
blind
screening
process,
we've
looked
at
pay
compression,
we've
started
at
the
lowest
paid
jobs
and
looked
at
pay
compression,
so
that
occurs
when
we're
bringing
in
new
hires
at
higher
pay
than
the
existing
Personnel.
So
it
happens
in
a
tight
labor
market.
O
You
have
to
pay
what
it
costs
to
get
staff
on
board,
but
you
have
to
come
back
and
look
at
staff
that
are
here
that
make
sure
those
who
have
more
experience
are
paid
comparably
and
we've
been
looking
at
the
lowest
paid
jobs.
First,
more
Equity
training
that
I'm
sure,
Amber
and
Samia
and
gurjit
have
talked
to
you
about
more
Equity
trainings,
more
eeo,
trainings
county-wide
offerings
mandated
trainings
and
we're
looking
at
doing
more
with
our
Career
Development
website.
O
We
do
have
a
career
development
website,
but
it
all
leads
to
more
requests
for
mentorships
and
coaching,
so
we're
making
sure
that
we
can
make
those
offerings
available
to
more
staff
as
well.
And
then
we
keep
looking
at
the
required
skills
for
job
classes
to
make
sure
we
don't
have
barriers
out
there
that
we
don't
need
some
jobs
may
not
require
a
four-year
degree
may
not
require
an
advanced
degree,
so
we're
making
sure
that's
a
long
process.
So
we're
kind
of
at
the
beginning
stages
of
that.
O
O
So
our
mission
is
to
provide
leadership
and
expertise
to
attract,
develop
and
retain
a
high
performing
and
diverse
Workforce,
where,
as
somebody
has
said
before,
we're
only
as
good
as
our
employees
are.
So
we
want
to
make
sure
we
can
keep.
Bringing
in
employees
gets
more
challenging
these
days,
but
we're
hoping
to
keep
at
it,
and
the
number
of
job
fairs
has
probably
doubled
this
year
over
last
year.
O
So
we're
doing
the
best
we
can,
but
there
are
fewer
people
out
there
and
we
just
got
to
make
sure
that
they
find
Arlington
a
place
that
they
want
to
work.
We've
had
a
total
compensation
Philosophy
for
years.
It
was
worked
on
with
the
board
a
number
of
years
ago.
It
may
be
time
to
look
at
that
again,
but
here's
a
snippet
of
our
total
compensation
philosophy.
O
We
have
the
full
philosophy
if
anybody
needs
to
see
it,
but
we
recognize
our
employees
are
the
foundation
of
our
success
and
we
want
to
offer
meaningful
and
well-rounded
total
compensation
that
provides
Fair,
pay,
competitive
pay
and
benefit
and
retirement
options,
along
with
all
the
other
things
that
make
this
a
complete
job.
The
work
environment,
the
opportunities
to
advance
to
train
a
snapshot
of
the
manager's
recommendation,
recommendations
for
fiscal
year,
24.
O
non-bargaining
unit
employees
would
have
a
range
movement
and
their
pay
range
is
a
four
and
a
half
percent.
With
a
four
and
a
half
percent
Merit
increase
assuming
they've
met
expectations.
Pay
for
performance
has
always
been
slightly
higher
because
you
have
the
ability
to
have
pay
at
risk,
so
the
pay
increases
range
from
zero
to
seven.
O
O
The
difference
here
is
most
of
our
competitors,
and
these
are
our
competitors
and
our
our
name
philosophy
are
providing
a
cola
adjustment
this
year.
Normally
it's
usually
just
Fairfax,
but
the
others
have
upped
up
the
ante.
A
little
bit
and
put
in
a
cola
increase
Merit
increases.
Alexandria
has
the
step
plan
we
had
years
and
years
and
years
ago,
so
their
steps
increases
are
somewhere
between
2.3
and
5
percent.
O
Fairfax
has
a
different
step
schedule
for
General
and
Public
Safety,
but
you
can
see
that
shown
and
Prince
William
has
a
three
percent
increase,
whether
you're
general
or
Public
Safety.
Now
that
gets
added
to
their
Cola,
so,
for
example,
Public,
Safety
and
Fairfax
would
would
get
a
two
percent
Cola,
plus
a
five
percent
step
unless
they
were
at
the
max
of
their
ranges,
because
their
ranges
are
not
moving
quite
as
much
as
our
ranges
are
moving,
but
our
range
movement
is
shown
as
well.
O
Okay,
next
slide
the
compensation
maintenance
plan
you've
been
hearing
about
for
years.
We
have
been
working
on
it
for
years.
It
was
a
four-year
plan
that
probably
got
stretched
out
a
little
bit
during
covid
into
a
six
or
seven
year
plan,
but
we're
wrapping
it
up.
We
have
four
groups
coming
in
24
and
the
final
one
we
call
it.
O
The
maps
is
the
pay
for
performance,
a
group
so
directors,
Deputy
directors
and
there's
probably
a
few
others
in
the
map
programs,
but
those
will
be
wrapping
up
in
the
next
12
to
18
months,
we'll
probably
hit
pause
and
re-examine
where
we
need
to
go
at
that
point
in
time,
but
you
always
want
to
stay
competitive
in
the
market.
So
they'll
always
always
should
be
some
type
of
comp
maintenance
plan.
O
I
know
you've
all
heard
about
recruitment
concerns.
There's
compensation
concerns
anytime.
There's
a
tight
labor
market
recruitments
take
a
little
bit
longer
and
demand
higher
salaries.
So
we
we've
noticed
that
we
have
half
the
number
of
applicants
that
we
normally
have.
There
are
just
fewer
people
out
there
walking
around
looking
for
jobs
at
this
point
in
time.
O
So
if
we
can
look
at
a
larger
pool
at
one
time,
it's
just
the
easier
way
to
handle
or
spend
those
dollars,
but
we
keep
our
eyes
on
that
and
we
know
in
the
other
regions
what
they're
up
to
they
have
been
very
competitive
down
in
Prince
William
Fairfax
might
be
a
little
bit
more
like
us,
but
there's
always
Loudon
will
be
a
player
shortly,
and
so
we
keep
our
eyes
on.
What's
going
on
in
that
region,
next
slide
turnover,
I
know,
you'll,
hear
a
lot
about
turnover.
O
O
Retirements
are
kind
of
your
known
turnover,
although
people
spontaneously
retire.
We
can't
always
see
it.
They
do
not
all
get
into
the
drop
plan
and
send
up
that
red
flag.
So,
but
some
of
it
is
we
got
a
plan,
we
know
who's
eligible
for
retirement
and
how
can
we
plan
to
grow
people
here
so
they're
ready
to
step
in
when
those
surprise
retirements
do
occur,
but
that's
the
retirement
for
the
last
couple
of
years
and
we've
projected
It
Forward
into
2023.
O
The
benefit
enhancements
in
the
manager's
budget,
we're
showing
you
the
current
benefit
and
the
proposed
benefits
so
increasing
paid
parental
leave.
Some
of
you
may
remember.
We
were
the
first
out
of
the
gate
with
paid
parental
leave.
We've
been
lapped,
maybe
a
couple
of
times
recently,
so
we're
increasing
our
paid
parental
leave
from
eight
weeks
to
ten
weeks.
Those
additional
two
weeks
can
also
be
used
for
illness
that
is
covered
under
family
medical
leave.
O
O
Bereavement
leave
we
had
a
long
long
time
ago,
and
we
took
it
away
and
it's
coming
back.
So
we're
going
to
add
16
hours
of
bereavement
leave
that
will
work
like
a
floating
holiday.
It
will
get
replenished
every
year,
so
nobody
will
end
up
five
or
ten
years
down
the
road
with
20
years
of
bereavementally,
they
haven't
been
able
to
use
it's
kind
of
a
use
it
or
lose
it,
but
it'll
be
replenished
each
year.
O
On
top
of
the
sick
leave,
they
can
currently
use
now,
so
they'll
have
a
full
week
off
should
they
need
to
use
that
for
bereavement
purposes
the
dependent
care
match
which
we
implemented
at
several
years
ago,
because
it's
hard
to
find
child
care
in
this
region
is
going
to
be
increased
from
1500
to
two
thousand
dollars.
So
that's
from
the
county,
if
the.
If
the
parent
is
able
to
put
that
money
aside,
the
county
will
match
it.
O
O
So
that
is
meant
to
help
with
retention,
because
it
is
hard
to
recruit
we're
leaving
some
of
our
most
trained
senior
best
and
brightest
employees
leave
after
three
years.
If
we
can
keep
them
another
year,
not
so
much
cause
the
inability
to
move
up
but
to
buy
us
some
time
to
get
some
of
those
pipelines
filled.
So
we
can
develop
our
staff
and
they
can
step
into
those
senior
level.
Jobs
next
slide
talk
briefly
about
health
care.
We
do
have
multiple
plans
that
we
offer,
as
does
everybody
in
the
region.
O
You
can
see
on
this
slide.
We
are
still
doing
quite
well
on
our
premiums.
We
have
not
increased
them
in
a
couple
of
years,
nor
did
anybody
else
in
the
region,
but
now
you
can
see
Alexandria,
Prince,
William
or
kind
of
forced
to
increase
some
of
their
health
care
costs
above
what
we
are
doing
along
with
Fairfax.
O
The
cost
sharing
is
pretty
similar
across
the
region
with
Alexandria
and
us
having
the
same
cost,
sharing
very
similar
to
Fairfax
and
Prince
William
as
a
a
generous
individual
contribution
where
they
pick
up
95
percent
of
the
cost.
But
we
want
to
make
sure
when
we
look
in
totality
with
pay
and
our
other
benefit
package
that
were
competitive
next
slide.
O
Our
employee
assistance
program-
you
may
have
heard
that
we're
bringing
it
in-house
into
a
hybrid
model,
talk
about
people
that
are
hard
to
recruit
and
retain
our
EAP
staff,
had
some
turnover
as
well
and
getting
that
replenished
is
difficult.
So
we
have
contracted
with
Cigna
to
broaden
our
coverage
with
Cigna.
It
will
be
all
employees
can
use
it.
O
Should
they
not
be
able
to
get
in
to
see
a
Signet
provider
as
quickly
they
do
a
lot
of
Emergency
Services?
They
can
still
do
Telehealth
all
the
things
they
did
during
the
pandemic,
but
they
are
here
on
site
as
well
live
where
you
work
grants
a
little
update.
We
did
change
the
program
last
year
and
the
grants
were
not
a
flat
Grant.
They
were
a
different
level
of
Grant,
the
maximum
Grant
being
25
000.
O
We
changed
the
commitment
to
stay
from
three
years
to
five
years,
not
the
best
time
to
change
your
grants
on
your
live.
Where
you
work,
High
interest
rates.
Covid
everything
came
into
play,
so
the
purchase
grants
have
gone
down,
but
the
rental
grants
have
gone
up
so
hopefully,
with
the
change
in
the
economy.
People
will
be
more
interested
in
when
the
housing
prices
maybe
come
down
or
stabilize
more
or
interest
rates,
change
that
they'll
go
back
into
purchasing.
O
But
right
now
the
house,
the
rental
grants
are
still
going
strong
and
that's
those
are
partial
year
numbers,
so
the
housing,
the
rental
grants
May
totally
surpass
last
year's
next
slide
organizational
development
or
something
we
might
have
called
training
years
and
years
and
years
ago,
greater
accessibility
to
an
online
course
catalog.
Thousands
of
courses.
We
are
happy
to
share
any
of
that
information
with
you,
but
employees
could
take
24
7
training.
O
Our
ergs
are
all
handled
on
that
organization,
so
we
have
nine
ergs,
there's
another
one
in
the
works
and
there's
probably
some
even
further
down
the
pike.
But
that's
a
body
of
work
that
some
HR
staff
work
with
to
make
sure
that
they
can
stay
engaged,
help
out
feel
like
they're,
adding
to
the
diversity
and
inclusion
of
the
organization.
O
A
P
First
is
the
county
board's
Direction
on
keeping
the
equity
resolution
sort
of
in
priority
focus
in
implementing
the
budget
and
directing
the
the
county
manager's
office
to
put
together
a
budget?
We
appreciate
that
despite
the
budget
Gap,
this
is
still
receiving
the
degree
of
priority
that
we
think
inappropriately.
P
Should
we
also
commend
and
support
the
proposed
budget
in
including
an
expanded
Suite
of
benefits,
including
what
Miss
Foster
just
talked
about
in
terms
of
creating
increased
access
to
parental
leave,
benefits
for
County,
Workforce
and
staff
members
from
the
perspective
of
the
Human
Rights
Commission?
That
is
a
really
important
step
in
creating
an
inclusive
community
by
providing
necessary
support
for
families,
including
for
the
for
the
County's
Workforce.
P
So
those
are
all
really
awesome
steps
that
the
HRC
is
delighted
to
see
now
in
terms
of
the
focus
of
the
work
that
the
Human
Rights
Commission
has
been
deeply
prioritizing.
This
year
is
to
make
recommended
and
frankly
necessary
changes
to
our
outdated
and,
in
some
respects,
Antiquated
human
rights
ordinance
and
the
goal.
P
Alongside
of
a
strident
recommendation
from
the
Human
Rights
Commission
that
you
approve
it
and-
and
you
know,
obviously,
you
will
see
that
markup,
which
will
be
vetted
through
the
county
attorney's
office,
but
some
of
the
key
things
that
we're
going
to
propose
there
are
to
broaden
the
scope
of
some
of
the
protected
bases
on
which
an
individual
can
assert
a
claim,
and
this
is
going
to
include
things
like
source
of
funds
in
the
housing
context.
I
know
we
talked
about
this
last
year.
P
You
guys
have
heard
about
this
from
the
housing
commission,
we're
going
to
propose,
recommended
changes
to
protect
persons
with
disabilities
in
the
Commonwealth
and
correct
some
of
the
Antiquated
language
in
the
ordinance
around
that,
and
we're
also
going
to
recommend
and
propose
that
the
ordinance
scope
is
broadened
to
pick
up
the
County
Workforce,
as
well
as
schools
as
being
jurisdictionally
covered
they're
under
okay.
So
that's
the
focus
of
the
Human
Rights
Commission
and
its
work
this
year.
P
P
Human
Resources,
the
work
under
the
chief
race
and
Equity
officers
organization
can
Implement
any
of
these
necessary
changes
that
might
result
from
the
proposed
changes
to
the
ordinance
right,
and
so
you
know
this
is
going
to
include
continuing
to
do
the
training.
The
retention,
the
recruiting
and
the
promotion
work
that
Mr
Schwartz
was
talking
about.
It's
going
to
include
the
scope
and
the
room
and
the
budget
to
have
the
resources
to
be
able
to
continue
to
implement
and
refine
the
affirmative
action
plan.
P
It's
going
to
be
to
have
the
internal
resources
and
staff
to
finalize
the
anti-bullying
policy
that
the
Human
Rights
Commission,
proposed
to
the
board
in
2020
we'd,
really
like
to
see
that
approved
and
ensure
that
we
have
the
necessary
internal
resources
to
do
it.
And
then
you
know
a
related
point
to
this.
As
we
talk
about
expanded
protections
for
persons
in
the
county,
is
we
heard
a
little
bit
about
this
before
when
we
were
talking
about
Parks
and
Rec,
but
it's
to
ensure
that
people
who
are
not
primarily
English
speakers
can
access
these
services.
P
What
the
services
of
the
office
of
human
rights
are
both
on
the
website
and
in
its
various
written
materials
and
then,
lastly,
as
just
sort
of
a
a
PostScript
on
on
what
we
talked
about
last
year,
is
to
ensure
that
there
is
some
scope
in
the
budget
to
support,
and
this
is
sort
of
de
minimis,
but
to
support
some
of
the
work
that
the
Human
Rights
Commission
wants
to
do
at
the
Commonwealth
level.
Right.
P
So
commission
level,
participation
in
in
the
Human
Rights
Association,
which
brings
together
the
various
commissions
of
multiple
counties,
I,
think
we
Remain
the
only
County
where
the
Commissioners
are
funding
that
individually
and
that's
not
a
cost-
that's
covered
by
by
the
county.
So
with
that,
I
really
appreciate
your
time
this
evening
and
for
incorporating
our
perspective
into
your
work.
A
K
I
don't
have
extensive
questions
that
I
want
to
push
want
to
move
forward
at
this
moment,
but
I
did
want
to
just
kind
of
outline
on
the
barrier
analysis.
Thank
you
so
much
for
bringing
it
Forward
I
would
like
to
look
if
there's
an
opportunity.
There's
also
numeric.
I
would
assume
background
to
this
and
I'd
like
to
just
look
at
those
at
some
point,
and
so
that's
the
way
that
I
propose
to
follow
up
there
and
then
on
the
budget
side.
K
I
Thank
you
Mr
chair
and
thank
you
for
the
presentation,
always
very
insightful
and
very
thought
provoking
so
on.
The
live
world
reward
grants
Etc,
so
it
do
I
understand
it
correctly
that
what
is
happening
here
on
the
purchase
side
of
fiscal
year
23
year
to
date
that
this
uptake
is
because
we
extended
the
requirement
to
five
years
stay
or
do
I
understand
it
wrong.
O
I
O
Right,
I,
don't
think
that
has
anything
to
do
with
the
five
years.
I
just
think
it's
the
environment,
the
economic
environment,
we're
in
right
now
the
rental
grants
I,
don't
think
they
have
the
five-year
requirement.
They
do
not
have
a
five-year
requirement,
so
I
think
a
lot
of
and
it's
a
lot
of
Public
Safety,
maybe
police
more
than
anyone
using
those
rental
grants
so
they're
willing
to
come
into
the
community
use
the
grant
perhaps
buy
some
time
till
they
can
buy
that
house.
But
there
is
not
a
five-year
requirement
on
the
grants
for
for
rentals.
I
I
Well,
we
have
been
receiving
in
other
contexts
a
lot
of
a
lot
of
testimony
and
on
on,
you
know,
live
where
you
work,
especially
for
County
employees
and
teachers.
Specifically.
The
second
question
is
on
on
disabilities.
So
I
had
a
conversation
recently,
the
federal
government,
even
the
Commonwealth
of
Virginia,
have
provided
a
special
authority
to
hire
people
with
disabilities
and
a
more
you
know,
expeditious
way
if
they
qualify
is
that
is
this
something
that
we
have
or
we
would
contemplate?
Having
at
some
point.
Q
So
the
general
assembly
did
pass
or
I
guess
expanded
their
some
of
their
language,
around
persons
with
disabilities
and
Veteran
status
in
hiring.
There's
no
we're
not
like
the
federal
government,
though,
where
they
have
like
a
point
system,
and
we
add
points.
So
we
are
the
languages
consider.
So
we
are
trying
to
figure
out
how
to
make
that
a
more
standardized
practice,
but
right
now
we
simply
ask
for
that
status
when
we're
when
we're
hiring.
A
J
I
wanted
to
Echo
the
things
on
the
barrier,
analysis
and
I
wanted
to
also
thank
if
we
still
have
chair
Connolly
with
us.
The
Human
Rights
Commission
I
know
has
really
stayed
with
us
in
advocating
on
that
over
really
a
period
of
years,
maybe
six
or
seven
at
this
point,
including
conducting
a
new
one
when
the
when
the
previous
results
approved
not
as
robust
as
we
would
have
hoped.
I
really
appreciate
the
county
manager
prioritizing
that,
and
particularly
you
Ms
Foster
and
your
team.
J
It
is
so
heartening
to
know
that
we
now
have
an
analysis
with
just
really
robust
recommendations
and
to
see
some
of
the
ways
in
which
those
are
being
implemented
suggests
to
me
that
that
time
and
advocacy
was
well
spent
indeed.
Similarly
wanted
to
to
give
thanks
for
the
work
that
I
know,
you
have
been
doing
with
our
Public
Safety
unions,
in
trying
to
migrate
towards
a
step
and
grade
system
which
I
know
is
a
priority
for
them.
J
I
know
that
work
is
by
no
means
complete,
but
I
I
have
really
appreciated
and
I
know.
My
colleagues
have
all
heard
appreciation
from
the
public
sector
unions
for
the
time
spent,
at
least
to
date.
One
question
that
we
talked
last
year
and
in
fact
gave
some
direction
last
year
about
encouraging
the
manager
to
look
at
benefits
and
particularly
retirement
holistically
I
know.
J
Speaking
of
our
Public
Safety
unions,
they
have
expressed
strongly
that
they
would
like
the
the
retirement
system,
as
articulated
to
stay
in
place
for
Public
Safety,
which
is
their
prognitive
and
I
respect,
but
for
General
employees.
I
I
continue
to
think
there
may
be
some
opportunity
to
say
with
this
basket
of
dollars,
can
we
be
offering
a
more
competitive
package,
particularly
as
you
look
at
the
you
know,
younger
two
generations
now
that
are
in
the
workforce
and
may
have
different
priorities
and
a
generous
retirement
benefit.
What
is
the
status
of
that?
O
We
just
rolled
out
the
invites
to
a
group
to
work
on
that.
We
have
been
calling
it
the
basket
of
goods
committee.
We
have
a
consultant
in
place.
Those
meetings
will
take
place
over
the
next
three
or
four
months.
Public
Safety
is
not
involved
in
those
at
the
moment.
That
might
be
where
the
biggest
bang
for
your
buck
is
in
the
public
safety
world,
but
that
doesn't
mean
we
can't
make
some
changes
in
the
general
population
that
gives
them
the
basket
of
goods.
O
That
is
most
beneficial
for
them,
and
maybe
it
expands
the
basket
of
goods
and
lets
them
pick
and
choose
things
differently,
but
over
the
next
several
months
we
probably
have
about
10
or
12
staff
working
with
a
consultant
to
understand
what
we
currently
have
and
how
they
might
make
suggestions
or
improvements.
So
the
future
Workforce
can
have
the
opportunities
or
the
options
that
would
be
most
meaningful
for.
H
H
Yes,
thank
you
all
right.
We
will
follow
up
another
question.
Thank
you,
I
and
I.
Think
I
heard
you
say
that
you're
moving
EAP
out
of
working
with
APS
that
we're
separating
out.
Could
you
talk
about
that
a
little
bit
because
I
remember
when
it
went
together
and
it
was
a
big
deal
so
and
what's
what's
APS
doing
sure.
O
So
during
covid,
as
you
know,
anyone
had
struggled
with
difficulties
in
getting
the
right,
Staffing
right
resources
and
sharing
those
resources,
schools,
kind
of
moved
off
and
perhaps
did
their
own
thing
with
their
health
plan
and
added
some
expanded
coverage
for
EAP
Services.
Under
their
plan.
They
didn't
want
the
Staffing
model
that
they
had.
We
do
need
those
resources.
We
need
them.
O
You
know
more
than
anybody
else,
probably
at
this
point
in
time,
but
we
also
expanded
our
Cigna,
offering
like
the
schools
did
so
that
we
can
get
more
services
for
all
employees,
just
not
those
under
the
Cigna
contract.
We
also
didn't
want
the
resources
that
we
had
under
our
employment,
like
Kathy
young
who's,
been
with
us
longer
than
I
have
not
have
an
opportunity
to
come
back
and
work
with
us
she's
bringing
a
half
of
a
staff
person
with
her
schools
is
keeping
some
of
the
staff
that
they
hired
to
manage
their
Cigna
contract.
O
But
we
wanted
to
make
sure
we
can
expand
what
we
offer
through
a
Cigna
contract,
yet
keep
the
resources
that
we
know
and
love
who
are
here
on
a
daily
basis
that
can
respond
in
the
event
of
an
emergency
and
keep
working
with
staff
that
they've
been
working
with
for
years
and
years
and
years
and
years.
But
the
there
is
some
savings
to
going
down
this
road
and
that
we
don't
have
a
building
that
we
have
to
fund.
O
We
have
space
in
our
Health
Smart
Clinic,
that
is
pretty
private
and
pretty
confidential,
for
employees
to
stop
by.
They
can
still
do
telemedicine
online
with
1.5
ftes
and
make
sure
that
they
guide
them
through
the
Cigna
process
to
get
what
they
need
in
a
more
broad
or
Global
area.
And
so
it's
a
similar
model
to
what
the
schools
has.
It's
actually
probably
a
little
bit
more
cost
effective
right
now
to
not
have
that,
building
that
we're
all
maintaining
and
to
use
the
resources
a
little
bit
more
wisely.
Thank.
H
A
Thank
you
and
I
think
my
only
question
is
you
know
I
note
that
we
in
terms
of
the
recruitment
performance
measures,
we
measure
the
number
of
applicants
that
we
may
receive,
who
are
female
or
persons
of
color,
but
we
don't
actually
report
on
who's
hired.
Is
there
a
reason
we
don't
do
that
can't
do
that?
Can
we
do
that.
A
O
O
A
Thank
you,
and
so
with
that
colleagues,
we
are
finished
with
this
work
session.
We
we
have
a
light
week
with
work
sessions
next
week,
only
one,
but
you
may
remember,
we
do
have
some
other
business
that
will
occupy
much
of
the
week.
So
we
look
forward
to
seeing
everyone
who
is
interested
on
March
23rd,
when
we
will
discuss
the
proposed
budgets
for
Public
Safety
agencies
and
then
the
following
week.