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A
All
right,
ladies
and
gentlemen,
welcome
to
the
second
work
session
of
10
of
our
fiscal
2023
budget
cycle.
We
will
be
meeting
today
with
the
department
of
environmental
services,
which
covers
a
magnitude
of
things
here
in
arlington
county.
We
are
also
so
pleased
to
be
joined
today.
Joan
mcintyre
is
here
on
behalf
of
the
climate
change,
energy
and
environment
commission.
The
way
we'll
handle
this
is
beginning
with
a
presentation
on
the
general
funds.
A
A
A
note
for
I
know
my
colleagues
know
this,
but
for
anybody
following
along
all
of
these
presentations,
as
well
as
the
proposed
budget
items,
are
posted
on
our
county's
website
under
the
board's
agenda,
as
well
as
on
the
budget
fiscal
2023
page.
So
with
that,
mr
manager,
would
you
like
to
formally
introduce
our
guest
on
the
hot
seat
today?
I.
B
Will-
and
I
had
a
few
introductory
comments,
so
I
apologize
for
you
having
to
turn
around
and
look
up
here
so
we're
meeting
today
to
review
the
proposed
budget
of
the
department
of
environmental
services.
I
wanted
to
talk
a
little
bit
about
an
item
I
highlighted
in
the
manager's
message.
So
last
fall
in
budget
guidance.
The
board
directed
me
to
prepare
a
budget
that
took
a
whole
of
government
approach
to
achieving
our
climate
change
and
sustainability
goals
as
embodied
in
the
community
energy
plan.
B
So
in
drafting
and
revising
and
adopting
the
cep,
you
know
county
staff
county
board.
We
work
with
everybody
in
the
community,
our
residents,
businesses
and
non-profits,
and
you
know
it's
it's
hard
we're
doing
the
best
we
can
to
speak
for
the
air,
the
water,
the
soil
and
the
natural
environment
we
live
in
so,
and
the
hope
always
is
that
our
children
will
get
a
better
planet
than
what
we
inherited
and
it's
an
urgent
task.
B
So,
as
you
heard
on
tuesday,
with
our
public
safety
agencies,
one
of
the
big
challenges
we
have
in
delivering
on
that
is
hiring,
and
so
I
want
to
make
sure
that
you
focus
on
that.
Mr
emmanuel
will
also
lay
out
the
broad
range
of
efforts
we're
making
this
area,
but
I
wanted
to
just
focus
on
two
points
for
a
minute.
B
The
one
million
dollar
cep
action
fund
that
we
put
in
the
budget
reflects
my
commitment
to
do
what
is
needed
to
explore
every
possible
approach
to
meeting
the
goals
laid
out
by
the
board.
We
can't
hope
to
have
experts
in
our
employment
that
can
analyze
every
idea
that
we
see
and
this
fund
will
ensure
that
any
time
we
need
to
do
work,
it
will
get
done.
In
addition,
I
will
ask
for
and
find
additional
resources
as
needed
in
any
of
the
areas
needed
for
climate
action
and
implementation.
B
Second,
also,
while
we
have
many
opportunities
to
have
a
conversation
over
a
whole
of
government
approach
to
climate
change,
I
want
to
suggest
that
the
cep
represents,
more
importantly,
a
whole
of
community
approach.
If
95
of
the
impacts
on
the
environment
come
from
residents,
businesses
and
visitors
and
not
the
government,
how
can
we
influence
their
behavior?
B
C
C
So
a
lot
of
funds
today,
you've
already
introduced
those
let's
get
underway
since
we,
since
we
are
covering
a
lot
of
ground
today,
I
wanted
to
ground
our
budget
requests
in
the
context
of
our
departmental
mission
and
vision.
This
is
kind
of
the
big
picture
behind
more
than
315
million
and
827.7
ftes.
Now
that
are
included
in
the
proposed
budgets
across
all
des
funds,
we'll
cover
most
of
those
ftes
and
most
of
that
money.
C
That
has
some
little
uncertainty
on
when
that's
going
to
start
now
for
stormwater,
we
finally
had
our
second
ms4
permit
issued
in
fy
21.
by
may,
we'll
have
two
high
water
detection
systems
installed
that
took
a
while,
and
we
have
a
number
of
high
profile
water
infrastructure
products
under
under
construction.
Now
for
streets,
we
paved
close
to
70
lane
miles
repaired
over
9000
sidewalk
hazards
and
completed
13
new
traffic
signal
upgrades
or
installs.
C
We've
now
installed
a
cumulative
total
of
173
battery
backups.
At
intersections,
which
is
why
it's
a
nice
non-event
when
we
lose
power
widespread
for
solid
waste,
we
continued
our
glass
collection
efforts
with
to
date,
7.9
million
pounds
collected,
and
we're
also
really
excited
that.
Last
september
we
kicked
off
our
food
scraps
collection
program.
That
was
a
really
important
milestone
in
our
zero
waste
goal
for
water.
C
Our
new
water
and
sewer
rate
structure
went
effective
just
this
past
january,
and
we're
also
focused
on
a
number
of
critical
capital
projects
like
our
regen
solids
master
plans
at
the
plant
for
transit.
While
transit
is
continuing
to
face
some
real
challenges
with
riderships,
we
have
continued
to
provide
on-time
reliable
service
for
our
community
safety.
C
We
continue
our
culture
of
safety
in
ds
worth
our
lowest
lost
work
days
from
safety
incidents,
since
we
began
tracking
it
about
a
decade
ago.
The
board
also
adopted
the
vision,
zero
thing
that
the
managers
mentioned
action
plan
last
may
and
our
team
has
already
implemented
218
safety
modifications
in
the
roadway.
C
C
C
In
addition,
there
are
targeted
budget
additions
in
transit
and
transportation,
including
implementation
of
the
metrobus
16m
next
spring,
and
our
data-driven
vision,
zero
initiative
all
while
keeping
pace
with
the
very
aggressive
development
activity
and
timelines.
C
Next
we're
increasing
the
use
of
data,
both
raw
and
spatial,
to
analyze
programs
through
a
racial
equity
lens.
We
have
to
do
this
all
in
a
very
competitive
hiring
environment
and
the
proposed
compensation
increases
in
job
studies
in
this
budget
are
greatly
appreciated,
because
we
can't
do
the
work
without
the
right
talent.
C
C
So,
as
a
manager
note
in
his
comments,
the
county
has
taken
on
a
really
expansive
all
hands
on
deck
approach
to
the
whole
of
government
and
its
climate,
energy
planning
programs
from
the
very
beginning.
C
This
graphic
kind
of
shows
how
that
flows
from
the
board's
adopted
policy
down
through
the
manager
and
his
deputies
than
typically
to
a
lead,
coordinating
or
convening
organization,
and
for
this
it's
typically
des
and
ert,
but
which
department,
division
or
bureau
or
bros
pick
up.
The
workload
really
depends
on
the
nature
of
the
task,
so,
for
example,
we're
trying
to
lead
by
example
with
conversion
to
evs
and
we're
also
trying
to
lead
by
example,
with
electrification
of
county
facilities
and
looking
at
electrification
of
transit
buses.
C
So
a
lot
of
that
gets
done
right
within
ds
because
those
functions
are
there,
but
in
the
case
of
electric
vehicles,
we're
still
coordinating
with
the
using
departments.
So
in
the
case
of
you
know,
I
think
chief
popplets
mentioned
on
last
tuesday
for
fire
station
four.
Luckily
they're
getting
some
electric
vehicles,
the
charging
station's
got
to
coordinate
all
that
with
him.
C
So
with
the
proposed
increased
funding
and
as
we
move
to
more
implementation,
I'm
committing
to
be
more
deliberative
and
formalize
and
broaden
how
we
do
this
within
the
government,
particularly
at
the
higher
level.
C
When
we
have
conflict,
it's
also
very
beneficial
to
be
systematic
and
disciplined
about
that
so
similar
to
what
we
did
with
the
very
successful
interdepartmental
work
group
on
stormwater
that
was
backed
by
the
manager's
deputies,
I'm
going
to
convene
a
quarterly
climate
energy
and
resilience,
review
and
update
with
appropriate
department,
heads
and
divisions
just
to
make
sure
we
stay
focused
and
that
we
also
don't
miss
opportunities
or
important
perspectives
as
we
march
toward
our
goals.
C
So
this
slide
illustrates
all
the
in-progress
and
completed
air
actions
we've
reached
milestones
and
continue
work
this
year
across
the
entire
arc
of
the
portfolio,
buildings,
renewables
and
energy,
government
and
private
sectors.
So,
while
we're
doing
a
lot,
we
need
to
do
more,
and
we
also
need
to
maintain
that
right
balance.
Just
like
any
program,
you
can
have
the
right
balance
of
planning
analysis,
pilots,
implementation,
feedback.
C
C
So
helen
reinike
wilt
on
our
air
team,
coordinates
and
facilitates
a
successful
program
with
solar
united
neighbors,
which
makes
it
easy
for
private
homeowners
to
access
and
leverage
the
buying
power
of
a
larger
scale
effort,
and
then
our
neighboring
communities
have
also
gotten
on
board
with
us,
and
now
it's
going
regional.
It
used
to
be
called
virginia
sun,
but
it's
gone
across
the
river.
C
So
this
past
year,
106
residents
in
and
around
arlington
purchased
systems
through
the
program,
which
is
a
200
increase
for
previous
years.
You
can
see
the
cumulative
number
of
solar
through
the
program
on
the
left
side
there
on
the
right
side
since
2018
the
program
expanded
to
include
another
option
for
ev
chargers
and
20.
Electric
charges
were
installed
this
year
more
than
all
the
previous
years
combined.
C
This,
of
course,
is
just
a
piece
of
what's
happening
within
this
program.
There's
a
lot
happening
out
there,
where
a
wealthy
community
there's
also
a
lot
of
private
eb
charges
out
there
from
tesla's
to
others.
So
basically,
both
solar
and
ev
charges
are
starting
to
take
off
in
the
residential
space
and
that's
an
indicator
of
the
market
transformation
to
eps.
C
C
C
C
The
manager
also
included
281
000
in
consultant
funds
to
do
such
things
as
optimizing
on-site,
solar
for
government
buildings,
consultant
support
for
ppas
and
vppa
procurement,
feasibility
studies
for
public
right-of-way,
ev
charging
and
tools
for
assessing
government
building
energy
efficiency
upgrades
a
natural
question
and
a
good
question
and
part
of
the
discussion
we
have
with
c2e2
on
monday
night
is
well.
How
do
you
know
that
this
is
enough?
C
There
in
facilities
will
ensure
we're
able
to
meet
the
projected
need
and
get
things
done
on
time.
One-Time
funding
is
also
being
added
to
pay
for
the
incremental
cost
of
converting
up
up
to
53
new
vehicles.
Almost
all
sedans
that
are
for
replacement,
converting
them
to
electric
the
average
delta
for
a
sedan
right
now
is
about
just
a
little.
Over
five
thousand
two
hundred
thousand
and
pego
is
set
aside
to
fund
the
charging
infrastructure.
The
county
sites
needed
to
support
our
new
electric
fee
fleet
and
then
125k
for
ev
charging
infrastructure
for
public
use.
C
140
000
for
renewable
energy
assessments
of
at
least
10
county
government
sites
for
on-site
solar
capacity,
readiness
and
what
we
need
to
do.
What
we
would
need
to
do
for
the
structure,
250
000
for
replacement
of
hvac
units
with
more
energy
and
cost
efficient
units,
420
000
for
life
cycle
replacement,
a
fire
station
fires,
green
roof
and
three
hundred
thousand
for
window
replacements
at
thirty
seven
hundred
south
four
mile
run.
C
Additionally,
the
budget
continues
the
effort
that
began
in
fy
22
to
replace
gas
powered
landscaping,
tools
to
electric
and
the
board
previously
allocated
24
000
in
arpa
funding
in
fy23.
To
continue
this
effort,
the
household,
solid
waste
rate
is
going
to
fund
300,
000,
to
fund
the
zero
waste
plan,
update
and
last
but
not
least,
in
transportation.
C
Okay,
so
a
lot
on
energy.
There
appreciate
the
patience.
Our
department
also
continues
other
important
efforts,
continuing
focus
on
di
initiatives
internally
and
then
in
our
approach
to
delivering
services.
Our
des
dei
committee
has
continued.
This
really
good
work
forming
subcommittees
that
are
working
on
focus
areas
from
internal
recruitment
practices,
to
continuing
dei
training
for
our
ds,
workforce
vision,
0
and
our
concrete
study
illustrate
how
racial
equity
is
becoming
a
routine
part
of
our
processes.
C
When
we
look
at
programmatic
changes
or
adding
funding,
so
we're
getting
more
proficient
questioning
ourselves
and
analyzing
data
to
make
informed
decisions
that
data-driven
approach
helps
either
confirm
our
approach
is
not
exacerbating
equities
or
to
indicate
where
we
can
do
better.
So,
let's
look
more
deeply
at
vision,
zero
and
the
sidewalks.
C
As
you
know,
our
business
zero
team
is
very
organized
and
the
equity
analysis
will
also
be
logical
and
organized
as
shown
here.
So
after
initial
scoping
and
formulation
of
an
interdisciplinary
group
of
county
staff,
the
team
broken
into
the
four
areas
you
see
in
here.
Four
areas
of
analysis
shown
here
to
include
non-traditional
things
like,
where
are
the
originating
zip
codes
of
those
involved
in
the
accident
and
what
are
the
race,
ethnicity
and
age
of
those
being
transported
for
treatment.
C
So
this
is
just
a
raw
sample
of
the
type
of
deep
dive
analysis
we
plan
to
do
in
our
vision,
zero,
equity
analysis.
So
in
this
example,
we
overlaid
community
traffic
related
complaints.
Those
are
the
orange
dots
with
the
blue
title.
Six
income
census
block
groups
so
we're
in
the
past.
The
traffic
relay
complaints
may
have
only
been
compared
to
population
density.
Now
we're
also
going
to
look
at
the
title.
C
Six
data
using
that
approach
with
multiple
metrics
helps
us
to
better
understand
and
better
inform
our
decisions
and
strategies
and
shows
this
allows
us
to
view
that
data,
basically
through
an
equity
lens,
to
be
clear.
We
just
started
this.
We
haven't
concluded
anything
yet.
The
equity
analysis
report
is
expected
to
be
released
at
the
end
of
this
calendar
year.
C
Although
there
are
no
preliminary
indications
of
any
widespread
deficiencies
or
systemic
disparities,
the
survey
certainly
did
identify
many
opportunities
for
maintenance,
we're
still
in
the
data
cleansing
mode
and
we'll
release
that
data
as
soon
as
we
have
completed
the
validation
and
eventually,
that
will
lead
to
a
condition
index.
We're
kind
of
leading
the
nation
and
trying
to
do
something
like
this
and
trying
to
get
others
on
board.
With
that.
C
C
Revenues
are
also
projected
to
slightly
drop
compared
to
last
year's
budget,
as
some
revenue
sources
continue
to
be
impacted
by
the
pandemic.
It
also
reflects
the
removal
of
1.65
million
of
nbtc
funding
that
was
used
last
year
to
support
out
our
operations.
For
you
know,
the
current
fi
22,
as
we've
been
recovering
from
the
pandemic
staff
count,
is
increasing
by
8.25
fdes
reflective
at
a
number
of
those
targeted
additions
to
our
budget,
including
the
two
positions
for
the
air
team
already
mentioned.
C
C
If
you
look
at
the
most
recent
data
there
on
the
orange
line,
omicron
and
the
delayed
return
to
office
really
continue
to
make
this
year
challenging
overall
through
january.
We're
about
40
percent
of
our
budgeted
revenue
when
we
would
hope
to
be
obviously
at
50
percent
overall,
we're
cautiously
optimistic
but
uncertain
on
the
timing
and
that
slope
of
recovery
for
these
revenue
sources
in
fy
23.,
because
commuting
patterns
and
the
future
of
telework
have
still
not
normalized.
C
C
C
We've
added
a
quarter
of
an
fte
in
the
solid
waste
bureau
to
fund
temporary
employee
hours
to
increase
shelter,
cleaning
frequency
along
the
pike
and
the
transitway.
So
we're
going
to
do
power
washes
four
times
a
year,
instead
of
twice
a
year,
we're
expanding
the
frequency
of
existing
routes,
41
and
45
to
maintain
service
levels.
Do
that
route
change
from
one
motto
which
I'll
go
through
on
the
next
slide.
C
C
The
metrobus
16m
line
shown
there
in
the
green
will
be
the
new
added
service
which
will
replace
the
16
gh
and
k
it'll,
provide
that
high
frequency
services
connecting
skyline
columbia,
pike,
pentagon
city
and
crystal
city,
so
we're
working
through
with
ramada's
budget
process
for
the
16m,
since
it
will
be
a
regional
route
serving
fairfax
county
arlington.
That
also
requires
support
from
them
as
a
regional
partner.
C
At
the
same
time,
we'll
be
increasing
art
service
on
the
41
and
the
45
shown
there
in
the
gold
or
yellow
to
ensure
that
neighborhood
maintains
its
existing
service
levels.
That's
going
to
replace
the
service
that
was
previously
served
from
metro
16g,
so
we
recently
briefed
this.
The
service
enhancement
and
change
and
status
was
greatly
endorsed
and
supported
by
the
columbia
pike
partnership.
C
We
work
carefully
with
schools
to
kind
of
target
the
choice,
schools
and
then
the
high
schools
we're
also
promoting
our
online
writer
tools.
So
the
students
understand
how
easy
it
is
to
find
options
that
work
for
them.
So
the
picture
in
the
upper
right
there
shows
this
is
from
february
8th
when
about
37
students
were
boarding,
an
art
bus
outside
kenmore
middle
school,
with
data
from
the
pilot
we'll
be
likely
coming
back
to
the
board
in
the
fall
with
recommendations
for
future
expansion.
I
literally
just
saw
some
preliminary
data
this
morning.
C
It
was
great
to
see
that
you
know
the
hundreds
of
little
hundreds
of
rides
that
the
kids
are
already
taking
and
we'll
provide
updates
to
the
board
when
we
we
got
some
more
data,
but
the
great
news
is:
we've
got
it
set
up,
so
the
data
is
being
collected
and
analyzed
right
away
on
the
low-income
resident,
no
fair
pilot,
we're
working
with
dhs
we've
identified,
7
200,
low-income
residents
eligible
to
participate
in
the
no
fair
pilot
that
are
currently
enrolled
in
the
snap
and
tanf
programs.
C
They'll
receive
a
smart
smart
trip
cards
loaded
with
approximately
150
and
that
seeks
to
onboard
new
users
for
the
next
18
months
and
will
gauge
interest
then
in
our
no
fair
programs
and
identify
which
you
know,
residents
need
the
transportation
transportation
services
the
most
so
we're
working
with
the
hs,
and
this
morning's
update
is
that
the
distribution
starts
next
week.
C
Lastly,
there
were
a
few
additional
targeted
budget
ads
across
the
department
where
the
lines
of
business
indicated
important
needs
with
amazon
related
development.
We
are
in
robust
construction
phase,
so
the
proposed
budget
includes
a
construction
management
specialist
and
a
permit
processing
specialist,
both
funded
by
the
cphd
development
fund.
C
The
development
pipeline
includes
roughly
7.5
million
square
feet
of
private
construction
underway
and
another
5
million
expected
to
start
by
the
end
of
this
year.
So
these
positions
are
simply
needed
to
keep
up
with
demand,
also
to
meet
that
demand.
We're
trying
to
be
smart
and
flexible
about
how
we
deploy
our
staff
to
meet
peak
needs.
So
this
budget
includes
a
really
small
amount,
but
a
new
cross-training
incentive
for
construction
management
specialists
to
complete
rigorous
coursework
and
certifications
in
two
different
disciplines,
both
storm
water
and
infrastructure.
C
The
cost
of
the
program
will
cover
with
our
existing
budget.
It
simply
provides
a
one
thousand
dollars
gross
for
bonus
for
employees
who
complete
it.
The
proposed
budget
also
includes
converting
two
limited
turn.
Technology
positions
to
permanent
work
in
that
area
is
always
increasing
is
not
going
away.
We
will
continue
to
fund
with
salary
savings
and
important
work
that
directly
supports
the
operating
units.
C
So
a
quick
look
at
some
of
our
larger
revenue
sources
in
the
general
fund.
We
hit
our
revenue
on
the
earlier
slide
parking
meter.
Revenue
has
seen
steady
recovery
and,
while
we
aren't
back
up
to
pre
to
the
pre
pandemic
revenue
levels
of
approximately
12
million
annually,
we
are
expecting
revenue
to
increase
in
23
we're
projecting
the
10.4
million
commuter
store
fees
come
from
commissions
at
our
commuter
stores
and
online
sales.
C
Not
surprisingly,
since
transit
ridership
is
down,
so
are
the
commission
fees
so
to
address
that
revenue
shortfall,
we
have
reduced
planning
expenditures
accordingly,
with
reduced
marketing
and
outreach
events
and
reduced
contractor
support.
This
is
really
a
balancing
act
because
we're
trying
to
bring
transit
ridership
back,
but
we've
got
to
deal
with
the
reality
of
how
we're
doing
on
the
commission's
fund
and
our
how
much
we're
coming
in
with
revenue
we'll
try
to
figure
out
where
that
new
normal
plans.
C
This
next
slide
shows
parking
meter
revenue
and
how
we're
recovering
and
the
orange
line
illustrates
where
we
are
right
now
parking.
Obviously,
draft
drop
the
pandemic,
although
not
quite
as
significantly
as
other
sources,
we're
about
78
percent
of
pre-pandemic
revenues
and
we're
optimistic
about
recovering
fy23.
C
C
C
Okay,
that's
the
quick
run
through
the
general
fund
and
so
I'll
turn
get
out
of
the
chair
and
crazy.
You
have
john
the
seat.
D
Thank
you
good
afternoon
just
want
to
kind
of
to
set
context
remind
the.
E
The
county
board
that,
on
monday,
the
un's
ipcc
issued
its
latest
report
warning
of
a
world
on
the
brink.
The
urgency
and
escalating
toll
of
climate
change
have
never
been
clearer.
It
says
any
further
delay
will
force
humanity
to
miss
the
brief
and
rapidly
closing
window
to
secure
a
livable
and
sustainable
future
for
all.
E
E
We
certainly
appreciate
the
greater
attention
that's
being
given
to
the
environment
into
climate
change.
That's
in
the
budget
I
mean
for
the
first
time
ever.
I
think
it's
been
recognized
as
a
priority
for
the
county
government,
and
I
think
much
of
that
is
attributed
to
the
county
board
and
their
commitment
to
pursuing
action
on
climate
change.
E
We're
seeing
the
direction
the
movement
towards
ev
vehicles
and
solar
panels
on
rooftops
is
a
very
positive
direction.
E
The
creation
of
the
one
million
dollar
cep
fund
will
offer
some
flexibility
for
funding,
although
we'd
like
to
see
a
lot
more
criteria
about
how
that
funding
would
be
spent
and
then,
finally,
the
addition
of
one
position
directly
to
the
air
team
and
then
another
position
to
support
the
ev
chargers
and
solar
rooftops
is
again
giving
some
additional
capacity
to
deal
with
these
efforts.
E
It's
unclear
whether
the
additional
expenditures
are
going
to
okay,
it's
it's!
It
doesn't
really
give
a
clear
picture
of
how
the
county
plans
to
achieve
achieve
the
goals.
In
some
cases.
It's
really
looking
at.
You
know
expanding
a
little
bit
on
what
current
processes
in
our
place
they
are
talking
about.
You
know
a
senior
level
coordinating
group
that
will
meet
quarterly,
but
there's
no
information
on
on
staffing
and
budget
projections,
as
was
called
for
by
the
county.
E
And
in
about
you
know
how
they're,
how
they're
fully
integrating
sustainability
within
and
then
most
important
what
we
still
see
as
a
glaring
defect
is
lack
of
any
real,
true
expertise
and
leadership
on
climate
and
other
environmental
issues
at
the
very
senior
level
of
the
government,
everyone's
doing
their
job.
E
But
it's
not
one's
job,
no
one's
job
at
the
senior
level
to
be
a
climate
leader
or
to
or
to
have
the
expertise
that
this
very
complex
issue
requires
and,
and
then
so
again,
as
we've
actually
requested
several
times
in
the
past,
is
that
we
really
do
think
that
the
county
should
establish
a
level,
a
senior
level
chief,
climate
change
and
sustainability
officer.
E
Such
a
position
has
really
become
the
best
practice
on
government
and
businesses
with
successful
climate
and
sustainability
efforts,
including
many
of
our
peers.
This
approach
has
become
common
practice,
because
an
olive
government
approach
requires
leadership
from
the
top,
not
from
the
middle,
we're
also
very
concerned,
but
the
apparent
unwillingness
of
the
county
government
to
commit
to
electrification
of
county
operations,
particularly
for
buildings,
decisions
that
extend
reliance
on
natural
gas
digs
even
deeper
into
the
whole.
E
E
Again,
you
know
if
we
move.
If
we,
you
know
the
more,
we
continue
to
rely
on
natural
gas,
the
more
we
we
we're
continuing
to
burn
fossil
fuels,
but
if
we
cl
as
we
clean
up
the
electric
system,
then
once
the
county
government
operation
meets
its
goal
of
100
renewable
electricity,
these
will
truly
be
decarbonized
operations,
so
it
is
pretty
quickly
important.
E
It
is
feasible
and
I
we
think
the
county
really
needs
to
start
to
get
out
of
its
comfort
zone,
to
consult
with
the
appropriate
experts
in
or
in,
and
look
at
the
ways
of
how
they
can
actually
electrify
systems
business
as
usual.
Really
isn't
an
option
anymore,
and
the
county
government
needs
to
get
clear
guidance
requiring
electrification
when
updating
systems,
unless
no
alternatives
are
feasible,
similar
to
the
guidance
that
the
county
board
gave
on
electric
vehicles
last
year
and
finally,
as
mr
emanuel
had
mentioned,
that
this
really
is
a
whole
of
community
approach.
E
E
That
could
include
incentives
as
well.
We
urge
the
so
we
really
urge
the
county
board
to
add
additional
resources
into
the
budget.
In
order
to
promote
this
outward
facing
act,
education
and
education
of
the
community
components
could
be
maybe
a
one-stop
shop
similar
to
the
car
free
diet,
where
it
would
be
a
good
venue
for
people
to
go
and
get
the
information
and
get
access
to
the
resources
that
they
might
need,
or
at
least
it's
more
linking
to
the
resources,
not
necessarily
providing
it
directly.
E
Certainly,
a
robust
public
education
engagement
reaching
out
to
the
community
members
where
they
are
letting
them
know
what
they
need
to
know.
I
think
a
lot
of
people
want
to
do
the
right
thing.
They
often
just
don't
know
what
the
right
thing
to
do
is
this
is
kind
of
a
moving
and
constantly
changing
situation
and
also,
I
think,
a
key
thing.
E
Key
part
of
this
effort
really
needs
to
be
programs
directly
targeted
at
low
to
moderate
income,
housing
and
households,
so
that
they
can
benefit
from
transition
to
both
more
energy,
efficient
buildings,
electric
buildings,
electric
systems,
as
well
as
solar
and
rooftop,
so
they're
really
not
left
out.
E
I
know
the
county
board.
Members
really
recognize
the
urgency
of
the
climate
crisis
and
are
committed
to
taking
actions
that
matches
the
scope
of
the
challenge.
So
let's
make
this
budget
as
well
as
the
upcoming
cip,
reflect
the
urgency-
and
this
is
you
know,
the
future
of
our
children
and
our
community
are
at
stake.
A
As
your
service,
thank
you,
colleagues,
I
think
it
probably
makes
sense
to
try
to
do
this
sort
of
thematically.
Why
don't
we
begin
with
conversation
and
question
about
the
air
program
and
the
sustainability
efforts
in
this
budget
or
generally
then
move
to
transportation
and
then
we'll
open
the
floor
for
conversations
and
questions
about
other
general
fund
operations
of
des
before
we
then
turn
it
back
to
mr
emanuel
to
move
through
the
other
funds.
G
We
we
are
in
a
constant
conversation
about
this
whole
government
approach
and
the
reason
is
because
we
recognize
not
it's
not
just
the
size
of
the
challenge.
It's
the
the
realization,
it's
a
complex
choice
that
includes
everybody
right
and
and
actually
in
your
slide
number.
I
think
six.
You
have
this
organogram,
like
explanation
of
you
know
who
communicates
with
whom
and
what
connects
with
whom.
G
So
the
question
for
me
is:
how
can
we
and
the
community
who
is
who
is
at
the
end
accountable
for
reporting
how
we
are
doing
so
more
or
less?
We
have
to
be
reducing
our
emissions,
but
at
the
pace
of
seven
percent
or
so
every
year.
This
is
a
very,
very
ambitious
goal
and
right
now
I
don't
know
if,
if
we
can
reach
that
goal
at
all
so
who
who
would
be
facing
the
county
board
or
facing
the
community
in
general
and
say,
look
this
is
where
we
are.
This
is
what
we
do.
G
This
is
what
else
we
can
do.
I
was
talking
with
our
counterpart
in
our
sister
city,
nachen
who's,
a
major
she's
with
a
green
party,
and
she-
and
she
was
telling
me-
you
know-
the
problem
is
most
of
our
departments-
don't
really
know
where
to
go.
They
know
they
have
the
general
the
general
plans
they
implement
these
plans,
but
then
we
have
somebody
who
they
in
the
you
know
in
the
in
the
mayor's
office.
There
is,
there
are
two
or
three
people
who
are
functioning
as
a
central
place.
G
A
central
resource
world
departments
they
ask,
is
this
measure.
Is
this
work?
Is
this
implementation?
Is
this
job
that
we
want
to
do?
Can
we
do
it
even
better
in
terms
of
reducing
emissions?
Can
we
report
that
we
are
doing
the
best
we
can,
and
that
goes
through
procurement
calls
through
through
every
department?
Even
dhs
would
ask
so
in
this
big.
G
C
Well,
I
think
it's,
it's
really
a
big
team.
We
have
the
air
team,
which
demetra
leads
very
capably
and
we
have
mike.
We
have
me
and
we
have
all
the
support
staff
that
goes
with
it
and
we
have
the
manager's
office.
So
you
know,
maybe
mr
schwartz
would
want
to
jump
in
a
little
bit
here
as
well,
but
the
the
accountability,
the
way
we're
organizing
the
county
government
is
in
departments
currently
and
the
manager
tasked
us
as
appropriate,
typically
as
a
lead
in
des
and
the
air
team.
C
It's
not
just
like
when
we
meet
as
a
leadership
team
we
meet
as
one-on-one.
So
if
I
got
a
tough
issue,
I
got
to
work
with
claude
williamson
and
cphd.
Then
that's
why
we
have
regularly
scheduled
one-on-ones
or
similarly
with
jane
from
parks.
So
I'm
talking
to
fire
chief
all
the
time.
So
it's
through
those
relationships
that
we
get
to
the
tough
issues
and
when
we
have
a
challenge,
then
we
escalate
them
to
the
manager
or
our
deputy
county
managers.
So
I
don't.
C
I
don't
view
that
as
an
obstacle-
and
you
know
the
manager
is
responsible
for
little
county
government
and
he
tasked
us
to
do
things
that
we
need
to
do
including
this.
So
I
I
don't
so
the
accountability
kind
of
goes.
You
know
typically
to
the
lead,
but
if
someone
else
is
playing
a
really
important
supporting
role,
then
the
accountability
goes
to
them
and
the
dynamic
is
we
hold
each
other
accountable?
C
G
Yeah,
I
I
don't
doubt
that
I
mean
in
the
in
the
classic
model
of
division
of
labor.
I
I
get
that
there
are.
There
are
synergies,
and-
and
you
know
we
have
a
job-
we
try
to
do
that.
We
need,
we
need
the
inputs
and
the
collaboration
synergies
from
others.
That's
that's.
Okay
problem
is
the
kind
that
climate
policy
and
climate
protection-
and
you
know,
climate
adaptation-
is
exceptionally
complex.
G
This
is
a
job
that
everybody
has
to
perform
and
sometimes
way
way
way
beyond
the
the
definition
of
task
of
of
a
department
in
in
order
to
make
it
happen-
and
this
is
this-
is
behind
the
general
discussion-
whether
we
need
a
new
restructuring
of
leadership
specifically
for
for
for
the
climate
for
climate
adaptation
and
response,
because
it's
a
different
type
of
task
than
you
know
the
classic
repertoire
of
tasks
that
we
have
in
our.
G
So
I
I
just
wanted
to
ask
you
this
and
then,
and
and
and
then
how
much
of
this
function
would
the
the
environmental
management
specialist
that
you
want
to
add
to
the
air
team
take
on
what
what
would
be
exactly
the
the
well.
C
You
know
so,
for
example,
if
we,
if
we're
working
to
any
choice,
aggregation,
then
she
might
look
in
the
you
know,
someone
who's
got
expertise
in
that
for
the
next
hiring
of
that
person.
If
that's
going
to
be
her
next
priority,
for
example,
and
typically,
we
will
not
just
rely
on
our
own
in-house
or
people
that
we
hire.
We
often
hire
the
consultant
support
and
the
best
people
that
we
can
find
and
that
particular
area
of
expertise
that
we
need
to
to
cover
an
issue.
C
G
Okay,
I
I
need
to
think
through
that
yeah.
A
And
mr
karen
was,
if
I
could
just
it,
is
because
I
respect
the
magnitude
of
this
philosophical
conversation,
which
I
think
is
going
to
be
one
of
the
big
debates
of
our
budget,
that
I
might
suggest
that
we
we
maintain
our
focus,
at
least
for
the
work
sessions
on
sort
of
more
of
the
factual
questions
that
we
can
circulate
and
items
for
follow-up,
and
I
think
this
is
going
to
be
a
major
area
of
dialogue.
A
It's
also
not
one
that
we're
going
to
resolve
today,
so
I
think
it
may
make
sense
to
sort
of
move
on
to
more
of
the
factual
conversations
that
can
be
surfaced
not
to
diminish
it
actually.
But
out
of
respect
for
the
importance
of
that
broader
dialogue,.
G
H
Miss
garvey,
I
actually
had
a
specific
question
about
this
issue.
Thank
you
and
I
think
you're
right
we're
gonna
have
to
be
talking
about
this.
I
I
will
just
say
from
the
outset.
I
like
the
concept
of
the
roadmap.
I
like
the
concept
of
having
a
whole
structure
that
makes
it
happen,
not
just
one
person
and
I'm
for
one
kind
of
willing
to
probably
give
it
a
try.
Question,
though
I
think
an
annual
report
is
supposed
to
happen
with
this
roadmap,
an
annual
report
to
the
board.
H
When
will
the
first
one
be,
and
it
seems
to
me
the
sooner
the
better,
because
I
would
love
to
have
an
annual
report
that
you
give
to
us
that
kind
of
sets
a
baseline
and
you
report
on
all
of
the
things
that
then
we
can
expect
to
report
on
in
another
year
and
that
I'd
like
that
sooner
than
later,
so
you
really.
The
first
report
is
kind
of
like
where
we
are
now
and
then
the
next
one
will
be
the
progress
that
you've
made
about
a
year
later.
C
The
question
we
won't
give
you
an
annual
report.
Let
me
get
back
to
you
on
the
exact
timing
of
that
first,
one,
as
I
mentioned,
didn't
dwell
on
it
too
much,
but
we
have
a
little
bit
short
staff
right
now.
We
had
some
key
vacancies
and
we
just
lost
another
staff
member
to
parks
which
is
stays
within
the
family
of
the
of
the
you
know
the
county
government,
which
is
great
but
we're
we're
really,
and
we
got
some
great
people
that
we're
interviewing
right
now
to
bring
those
on.
C
So
let
me
get
back
to
you
on
when
we
think
we
can
get
to
that,
because
we
want
to
give
you
the
quality
product
for
the
first
report,
obviously,
and
then
to
build
on
that.
Yeah
reporting
is
super
important.
Showing
progress
is
super
important,
but,
as
mr
carantonis
noted,
it
is
crazily
complex,
you
know,
and
how
often
we
update
the
model.
The
model
itself,
because
it
is
so
complex,
is
a
time-consuming
activity
by
itself
and
so
choosing
the
right
frequency
so
that
we
can
motivate
people
and
show
progress
and
have
dashboard
is
important.
C
H
Right,
so
that's
going
to
be
the
proof
of
the
pudding
if
this
concept
works,
so
that
that
would
that
would
be
great.
I
have
one
more
quick
question
on
this
sort
of
area
and
then
I've
got
transportation
for
later,
and
that
is
a
more
even
specific
one.
On
the
concrete
study
you
know
they
make
concrete
analytics
absorb
co2,
I'm
sure
you're,
aware
of
that,
and
there
are
some
places
using
it.
I
gather
it's
expensive,
I'm
sure
there's
some
issues
with
it,
but
is
that
included
in
the
scope?
Or
might
it
be
included?
H
C
Well,
we're
working
with
low
carbon
cement
that
goes
into
the
concrete,
as
part
of
our
you
know,
looking
to
incorporate
it
into
our
specifications
for
the
concrete
that
we
do
a
lot
of
different
projects
and
making
sure
that
meets
the
quality
standards
and
specifications
of
strength,
while
still
being
a
lower
carbon
input
into
the
construction
process.
H
H
A
I
The
first
question
I
have
is
both
you,
mr
manager,
as
well
as
you.
Mr
manuel
talked
about
the
95
of
our
energy
usage
that
is
community-based
and
we
we're
working
on
our
four
percent
goal
for
2025
or
5,
which
is
county
operations,
and
then
the
other
95
of
our
energy
usage
is
is
a
community,
and
so
I'm
wondering
it
doesn't
appear
that
the
two
additional
positions
actually
address
that
95
percent
and
it's
not
a
I'm,
not
asking
it
to
be.
I
You
know
I
just
think
the
next
step
like
it
would
be,
and
I'm
not
saying
we
don't
put
resources.
We
do
in
air
towards
community
engagement,
but
you
know
there's
way
more
hybrids
than
there
are
solar,
roofs
and
there's
hybrids
are
okay,
but
we
need
electric
vehicles
now,
and
so
you
know,
for
example,
we're
I'm
thinking
of
putting
solar
on
our
house,
but
I
don't
I've
been
to
the
county
website
and
I
don't
know
enough
to
feel
confident
enough
to
to
know
all
the
the
the
consequences
financial
and
how
to
budget
it
out.
I
I
It
doesn't
quite
yet
feel
as
though
that
piece
of
what
we
have
to
do
at
a
rate
of
eight
percent
per
year
is,
is,
you
know,
there's
a
ton
of
work,
and
I
want
to
acknowledge
that
these
slides
there's
a
ton
of
work.
That's
happened,
but
I
don't.
I
don't
know
that
I
feel
like
yet
that
structural
change
of
community
engagement
that
we
need
to
do
is
is
that
covered
in
our
already
in
our
budget?
Or
is
there
a
question
over
the
coming
weeks
as
to
whether
additional
resources
might
be
appropriate
there.
C
Okay,
well,
I
really
appreciate
that
feedback
and
that
thought
focus
for
on
the
outward
community
and
I
think
we
will
get
back
to
you
on
that.
Again,
the
we
have
a
very
capable
community
engagement
team
across
a
lot
of
programs.
C
I
think
that
we
partner
pretty
well
with
the
manager's
office
and
we're
also
blessed
that
jessica
baxter
who
was
in
des,
is
now
on
the
on
the
cape
team.
So
I
think
we
can
get
a
positive
partnership
going
there
to
maximize
the
resources
we
have
and
then,
if
we
decide
that
we
need
more
resources,
that'll
be
a
separate
conversation.
B
I
want
to
just
sit
up
here
and
just
hang
out,
but
a
couple
things,
which
is
that
bryan
helfer
right
now
we're
in
the
process
of
hiring
three
additional
staff
in
the
manager's
office
and
the
focus
of
one
of
those
hires
will
be
to
bring
some
more,
no
pun,
intended
energy
to
this
area
and
also
another
thing
and
I'm
glad
you
brought
up.
I
know
when
miss
garvey
was
chair
of
the
board.
B
I
spent
a
lot
of
time
having
a
conversation
with
her,
because
I
was
looking
at
putting
solar
panels
on
my
house
and
we
did
a
little
bit
of
a
test
run
on
the
county
website
and
there
were
some
things
that
were
lacking.
I
think
we've
made
improvements
on
that
and
also
we
have
our
regional
partners
nvrc,
which
really
has
a
great
program
and
another
thing
which
I
think
that
we
need
to
have
some
more
conversation
on
which
we've
looked
at
a
little
bit
on
the
model
of
the
complete
count
committee
and
the
complete
vaccination
committee.
B
I
That
helps
and
that's
great
to
know,
I
I
sometimes
feel
having
been
in
an
advocacy
role.
I
sometimes
feel
as
though
the
marriage
of
subject
matter,
expert
and
communications
is
key,
and
so
I
could
envision.
That's
that'll,
be
a
follow-up
area,
at
least
that
I'd
like
to
pursue
over
the
coming
weeks,
because
some
of
it
is
a
cape
function
and
some
of
it
might
be
like
you
know,
a
website
function
and
someone
who
is
enough,
subject
matter
deep
that
they
can.
They
can
help
these
folks
and
say:
there's
too
much
shade.
I
A
Thanks
mr
defranti,
on
under
critical
measures
on
the
budget,
this
is
page
405
for
the
air
team.
There's
a
note
that
the
percentage
of
government
operations,
electricity,
consumption
using
renewable
electricity
will
actually
jump
from
18
this
past
or
this
current
fiscal
year
to
100,
which
would
be
encouraging,
because
that
puts
us
a
couple
years
ahead
of
schedule.
I
think
we're
trying
to
get
to
2025.,
but
I
know
at
the
time
we
adopted
the
community
energy
plan.
There
was
some
conversation
about.
A
You
know
how
much
we
would
reach
that
goal
by
purchasing
offsets
versus,
for
example,
the
true
gold
standard
of
diminishing
our
energy
consumption.
Is
there
anything
you
can
do
to
help
us
kind
of
break
out
that
that
that
100
goal,
which
is
great
to
see
in
terms
of
how
we're
achieving-
and
I
know,
we're
achieving
something
like
80
percent
right
with
that
partnership
with
amazon
to
purchase
the
off-site
renewable
electricity?
A
But
is
there
more
to
be
said
about
you
know
we
are
reducing
the
amount
of
electricity
consumption,
thus
making
it
easier
to
get
to
100
of
it.
What
are
the
other
sources
beyond
that?
20
after
the
joint
procurement?
With
amazon
any
other
insight
you
can,
you
can
shed
into
that
goal.
Well,.
C
I
think
you
hit
on
the
big
one.
Is
that
the
deal
with
amazon
making
that
happen,
and
then
we
will
purchase
as
necessary
green
power
to
fill
that
remaining
gap,
but
I
think
we
actually
get
more
than
80
on
that
we'll
get
back
to
we'll
get
to
you
on
some
more
details
on
that.
Okay,
and
as
I
mentioned,
you
know
that
that's
a
little
bit
delayed
right
now,.
A
C
Certainly
through
our
efficiency
act
through
our
efficiency,
efforts
also
seek
to
re
to
reduce
that.
But
this
is
what
back
to
the
complex
nature
that
mr
carantonis
mentioned.
If
we
do
building
electrification,
we're
of
course,
going
to
drive
up
our
electrical
consumption,
so
we
have
to
you
know:
do
all
that
math
yeah
yeah!
C
A
Although
isn't
the
goal,
I'm
forgiving,
this
is
not
my
area
of
expertise
to
diminish
the
amount
of
energy
required
period
in
the
building
right,
whether
and
then
shift
the
energy
that
is
required
to
renewable
sources
exactly
yeah,
so
I
think,
hopefully
with
electrification.
That
also
means
diminished
use
of
energy
altogether.
All
right,
okay,
mr
dorsey,
thank
you.
J
Thank
you,
madam
chair,
and
thank
you
for
the
for
the
presentation
so,
as
we
sort
of
think
about
the
whole
of
government
approach
and
the
resourcing
of
the
air
team,
broadly
speaking,
we're
spending
around
two
million
dollars
for
the
air
program,
but
I
recognize
that
with
the
way
you
portray
the
framework,
it's
not
just
within
the
air
team
that
this
responsibility
lives.
So
it's
it's
not
necessarily
illustrative
to
just
look
at
the
ongoing
growth
in
that
department's
budget
or
that
agency's
budget.
J
So
I
want
to
focus
more
on
what
I
would
desire
out
of
a
whole
government
approaching
if
you
can
match
that
with
your
assessment
of
whether
or
not
we
have
enough
resources
within
your
sphere
of
influence
to
achieve
it
so
and
just
going
to
give
a
couple
of
illustrative
examples.
J
Hatteran
hazard
mitigation
planning,
which
I
presume
is
the
responsibility
of
dr
miller,
but
is
there
a
way
for
you
to
be
involved
in
that
work
so
that
we're
reaching
the
highest
level
of
climate
and
sustainability
outcomes?
Do
you
have
someone?
Is
that
someone's
responsibility
to
engage
with
that
effort.
C
Yes,
we
do
that,
both
at
my
level
and
with
demetrius
level.
We
certainly
did
a
lot
of
that
and
when
we're
doing
a
lot
of
our
storm
water
work
with
with
aaron
and
his
team,
okay.
J
So,
in
the
event
that
there
is
a
conflict
you
mentioned
earlier,
that
relationships
have
kind
of
been
the
way
that
those
things
are
resolved
and
that's
great
to
hear.
I'm
glad
that
we
have
great
relationships
among
leaders
in
our
organization.
That
also
scares
me
a
little
bit
because
relationships
are
not
a
way
to
deliver
outcomes
as
those
actors
change.
C
We
escalate
when
we
need
to,
I
mean
I
routinely
meet
with
my
deputy
county
manager,
michelle
cowan
on
a
weekly
basis
and
then
that's
when
we
get
into
those
tough
issues
and
talk
strategies
and
when,
when
and
how
we
want
to
escalate
something
to
the
manager.
I
also
have
that
direct
line
to
mark
as
well.
J
Great
and
as
it
relates
to
residential
construction,
specifically
a
residential
building,
specifically
a
quarter
of
our
our
greenhouse
gas
emissions,
mostly
our
work
historically,
has
been
in
solar.
We've
done
a
lot
of
work,
great
outcomes
in
increasing
solar,
arrays
and
residential
buildings.
What
about
some
of
the
other
things
that
we
could
be
doing
on
the
residential
side?
Are
we
well
staffed
enough
to
deliver
on
incentive
programs
for
retrofits
capturing
those
people
who
don't
have
the
capacity
and
wherewithal
to
already
be
committed
to
home
renovations,
who
can
take
advantage
of
green
home
choice
and
those
resources?
C
So
I
think
in
the
residential
space
where-
and
maybe
I
will
turn
it
over
to
mitra
for
a
little
bit
more
on
this
one
after
I
give
an
initial
answer
in
the
residential
space
you
know,
helen
is
is
already
there
I
mentioned
on
the
seller
program.
We
have
the
green
home
choice
that
she
runs.
C
Dominion,
doesn't
have
a
great
incentive
program
right
so
then,
within
the
legal
construct
that
we
have
in
our
principles
and
priorities
to
achieve
our
goals,
what
type
of
incentive
program
is
appropriate
at
what
level?
So
I
think
that's
something.
We
could
certainly
come
back
to
the
board
on
to
consider
as
a
policy
and
funding
issue.
J
A
You,
mr
karantonis,
with
another
round
of
questions,
and
then
mr
deferenti,
thank
you
unless
you
had
more
on
sustainability,
oh
no!
I'm
on
youtube,
we'll
get
to
transportation!
Next,
I'm
going
to
start
with
you
on
transportation.
How
about
that?
Let's
do
it
great
security
that.
G
Will
be
a
short
one,
I'm
trying
to
understand
better
what
does
exactly
the
plan
on
ev
charging
stations
in
public
use
government
sites,
so
I
actually
appreciate
them
where
they
are.
They
are
currently
an
amazing
resource.
It's
also
an
equity
thing,
because
you
know
it
makes
this
charging
accessible
to
people
who
may
not
have
you
know,
maybe
not
live
in
a
single
family
home
and
need
that
etc.
G
So,
127,
325
000
seems
to
me,
as
a
small
amount
for
for,
and
I've
seen
that
in
recent
sites
like,
for
example,
down
in
long
bridge,
we
put
like
four
or
we
have
for
for,
and
we
are
already
getting
some
some.
You
know
feedback
on
the
accessibility
of
that
and
whether
it
works.
So
what
how?
What's
exactly
the
the
goal
here?
How?
How
do
we
want
to
increase
availability
in
in
places
where
we
know
that
people
can
go
and
charge
easily.
C
C
If
we
give
a
broad
goal
is
to
keep
up
with
demand
or
stay,
keep
up
or
stay
ahead
of
the
demand
right
and
to
gain
enough
knowledge,
and
I
think
we
can
do
some
partnership
things
with
vehicle
registration
and
know
what
the
trends
are
and
try
to
stay
ahead
of
that
right,
so
use
the
data
to
our
knowledge
and
stay
ahead
of
that.
I
think
a
lot
of
people
will
try
to
do
that.
Charging
it
at
home.
C
Obviously,
a
lot
of
will
depend
also
on
what
we
do
with
outreach
to
places
like
aoba
apartment
owners
of
buildings.
You
know
what
we
encourage
them
to
do
to
meet
the
demands
within
those
private
spaces,
so
because
it's
typically
it's
best.
You
know
where
a
person
is
overnight,
so
they
can
do
a
slow
charge
and
it's
efficient
and
it's
off
peak.
C
C
I
I
I
So
my
question,
I
guess,
is
for
the
manager-
and
I
appreciate
the
chairs,
but
I
want
to
frame
up
the
issue
and
the
question
is:
did
you
think
of
a
chief
sustainability
officer
and
if
not
just
share,
I
it's
okay?
I
get
the
whole
of
government
that
wasn't
in
our
budget
direction.
My
question
is:
why
do
you
think
that's
not
an
additional
step
given
the
emerging
science
and
given
the
fact
that
we've
got
a
governor
who
is
not
committed
to
doing
anything
on
climate
change.
B
So
your
question
was
whether
I
considered
a
chief
sustainability
officer.
I
did
consider
it
the
incremental
investment
of
adding
another
person
into
the
manager's
office.
Well,
let
me
just
say
if
it's
a
250,
000,
probably
300,
000-
that
money,
to
my
mind,
was
better
spent
with
trying
to
have
as
greg
put
it,
have
the
doers
that
we
need.
We
can't
fill
the
slots.
We
have
right
now,
and
I
know
that
as
appealing
as
it
may
be
to
some
people
to
have
a
chief
sustainability
officer-
and
I
don't
don't
question
that
appeal.
B
We
need
people
to
carry
through
on
the
120
page
cep
plan
that
this
board
hopefully
will
adopt
shortly,
and
you
know
this
is
partially
informed
by
my
view
of
how
you
go
about
doing
things
in
government
and
referring
what
mr
dorsey
said.
B
You
can't
necessarily
rely
on
having
good
people
in
good
places
all
the
time
and
that
isn't
what
always
happens,
but
all
the
issues
that
we
deal
with
in
the
government,
whether
it's
sustainability,
whether
it's
hunger,
whether
it's
mental
health
issues,
whether
it's
how
we
approach
policing
these
are
all
in
in
many
ways,
extremely
incredibly
important
issues
in
my
tenure
in
the
county
in
16
years,
I've
had
the
number
of
times
I've
had
people
come
to
me
and
ask
for
a
chief
blank
officer.
Fill
in
the
blank
has
been
multiple
times,
and
you
know.
B
I
think
that
we
have
an
obligation
to
deliver
a
whole
range
of
services
and
follow
the
board's
priorities,
and
it's
a
very
I
don't
say
it's
very
complicated,
but
it
is
very
complicated
and
those
decisions
at
the
end
of
the
day,
rest
with
me,
it's
my
decision,
and
you
know
I
want
to
borrow,
go
down
independence,
missouri
and
borrow
harry
truman's
little
plate
and
put
it
on
my
desk.
The
buck
stops
with
me.
I
have
to
make.
B
I
Thank
you.
I
know
it
wasn't
an
easy
question.
My
thought
is
both
and-
and
I
think
there
are
two
defining
challenges
of
our
time
and
the
chief
race
and
equity
officer.
I
care
about
hunger,
but
I
think
that
we
we,
I
will
be
thinking
that
we
need
to
consider
seriously
both
and
doers
and
because
we've
talked
about
the
need
for
ideas
that
can
make
change
and
and
and
that's
sort
of
the
thinking.
I
appreciate
it.
Mr
manager
and
madam
chair.
A
Thank
you
so
much
so
I
do
want
to
make
sure
we
are
focused
on
something
that
just
looking
at
the
number
I
believe
drives
over
a
third
of
emissions,
which
is
transportation,
I
think
sometimes
they
focus
on
air
like
that's
the
only
place
that
we're
focused
on
sustainability
on
the
budget.
I'd
actually
argue
that
transportation
is
probably,
and
especially
getting
people
out
of
single
occupancy
vehicles
is
one
of
the
most
important
ways
we're
actually
addressing
this.
So
ms
garvey,
we'll
start
with
you
and
I've
got
some
questions
myself.
So
thank.
H
You
I
have
two
you
can
decide
after
the
first
one,
if
I
get
to
get
to
get
them
both
at
once,
we'll
see
it
so
and
they're
very
different.
First,
mr
monument,
how
do
you?
How
do
you
pick
where
to
put
the
accessibility
station?
I
know
we're
making
more
and
more
of
our
bus
stations
accessible.
So
people
who
are
you
know,
mobility
challenged,
can
use
our
system.
How
do
we
decide
where
to
do
that?
I
may
have
asked
this
before
and
got
an
answer,
but
I
have
forgotten.
C
I'll
turn
it
over
to
dennis
leech
after
I
give
you
initial
answer,
so
basically,
we've
surveyed
them
all
and
we
try
to
line
up
with
what
other
things
we're
doing
like.
If
we
got
a
street
project
going
on
there,
we
certainly
want
to
weigh
that
into
it
at
the
same
time,
because
it
may
be,
you
know,
hold
off
because
there's
a
project
coming
a
year
later
and
then
we
just
systematically
go
after
it.
I
don't
have
the
tip
of
my
tongue
of
the
progress
we've
made,
but
we've
made
steady
progress
on
those.
C
I
think
we
also
consider
the
ridership
levels,
obviously,
because
we
want
to
have
the
biggest
bang
for
the
buck
and
and
we're.
You
know
the
great
thing
about
being
a
big
government,
but
small
enough
is
that
there's
a
special
request
from
someone
that
we
know
or
has
a
special
need,
then
that
that's
going
to
obviously
go
straight
to
our
priority.
H
H
K
H
Excuse
me
all
right,
because
that's
because
one
of
the
things
I'm
struck
by
listening
to
it
is
how
complex
it
is
having
to
give
students
cards
and
people
being
straight,
which
student
can
have.
It
feels
very
complex,
and
I
guess
my
last
question,
which
is
part
of
this:
is
it
possible
to
just
give
cards
out
to
students
and
they
just
and
every
time
they
use
it?
It
clicks
and
gets
paid
another
way.
You
see
what
I'm
saying
so
like
when
I
go.
You
know
that
it
you
don't
have
to
load
the
card.
I
I
suspect.
H
That
means
a
whole
new
payment,
fair
system.
In
fact
I'm
sure
it
does.
But
I
wonder
if
that's
possible,
it
just
feels
like
that
would
be
much
better
than
we'd
know
who's
using
it
where
they're
using
it
when
they're
using
it
and
if
they
get
a
card
and
they
don't
use
it.
It
doesn't
matter
because
some
students
are
getting
it
apparently
not
using
it.
Some
of
them
are
using
a
lot
and
then
some
students
would
like
to
use
it
and
don't
have
cards
so
there's
a
lot
to
still
work
out.
C
Yes
and
as
we'll
again
we'll
share
that
the
details
and
the
feedback
that
we're
getting
from
the
data
that
we
have
and
just
know
that
some
of
the
backbone
because
of
the
integration
of
art
with
metro
bus,
we
rely
on
kind
of
the
the
metro
bus
technology
is
the
underlying
because
it
all
has
to
work
together
and
so
whatever
we
do,
it
then
has
to
go
back
and
work
with
that,
but
yeah.
That
was
one
of
the
questions
I
have
with
our
team.
H
C
H
A
I'd
like
to
follow
up
actually
on
where
mrs
garvey
left
off:
it's
no
secret.
I
think
we
all
express
our
disappointment
at
how
few
students
relatively
this
pilot,
is
reaching.
You
know
it's
about
giving
the
numbers
here.
It's
about
nine
percent
of
aps
students,
less
than
nine
percent
of
abs
students,
I'm
trying
to
be
fair,
because
I
think
we
need
to
compare
apples
to
apples.
So
it's
just
asking
one
of
our
school
board
members
to
make
sure
I
had
the
right
data.
A
We
have
looks
like
13,
630,
middle
school
and
high
school
students,
so
this
pilot
will
say
is
reaching
18
of
secondary
students.
A
We
are
spending
between
the
dedicated
fte
and
the
amount
allocated
almost
a
million
dollars
on
this
pilot.
If
you
look
at
the
amount
allocated
and
divided
by,
you
said,
500
cards
distributed,
that's
1700
per
card
or
it's
you
know.
If
all
200
2
400
students
are
involved,
that's
366
per
student.
I
just
the
math
does
not
work
out
here,
and
so
I'm
going
to
maybe
put
an
even
sharper
point
on
ms
garvey's
comments
and
say
this
definitely
isn't
working
right.
A
I
mean
the
whole
point
is
that
we
want
students
out
of
out
of
vehicles
being
driven
either
by
themselves
or
their
parents,
to
schools
and
on
to
our
art
buses
to
again
reduce
emissions,
and
so
this
is
a
lot
of
money
and
I'm
sure
that's
not
a
fair
way
to
look
at
it
right,
divided
by
the
number
of
cards
distributed
because
I'm
sure
we're
paying
for
consulting
support
and
data
collection.
But
you
know
I
I've
expressed
to
the
manager
that
that
I'm
really
hoping
by
the
time
the
fall
comes
around.
A
H
If
I
could
add
one
just
to
pile
on
a
little
bit,
don't
take
it
badly.
I
mean
when
I
was
getting
the
report.
One
of
the
things
they're
talking
about
is
they're
distributing
the
cards
in
the
cafeteria
and
students
are
coming
up.
Some
of
them
don't
know
whether
they
can
get
them
or
not
and
aren't
coming,
and
then
some
students
are
coming
asking
for
cards
until
they
can't
have
them
because
they
don't
qualify
and
then
that
getting
when
it
comes
to
changing
behavior.
H
I
kind
of
feel
like
every
student
wants
to
ride
an
art
bus,
we'd
love
to
have
them
on
it.
So
you
know
we
just
we're
dumping
a
lot
on
you,
I'm
glad
we
are
doing
the
pilot
and
we
better
get
some.
You
know
we'll
get
some
good
information,
but
I
think
a
really
simple
way
to
just
get
everybody
using
it
would
probably
in
the
long
run,
be
better,
maybe
but
we'll
we'll
get
there
we'll
see.
A
A
J
Somewhat
flummoxed
as
to
why
this
pilot
is
as
ineffective
in
delivery
compared
to
options
that
are
available
currently
so,
for
example,
there's
the
smart
benefits
approach
where
you
preload
a
card
with
a
certain
amount
of
dollars.
You
decide
whether
or
not
they
roll
over
and
what
happens
if
they're
not
used
and
walmata
the
agency
that
administers
that
can
refund
the
money.
J
So
I
actually
don't
understand
why
this
is
as
complex
as
it
is,
and
we
just
didn't
figure
out
a
way
to
work
with
wamada
to
modify
that
smart
benefits
approach
for
these
students
give
them
out
to
everyone.
There's
no
risk
in
terms
of
lost
foregone
revenue,
you're,
not
preloading,
anything
people
who
use
it.
You
pay
for
it.
It's
the
dollar
difference
between
what
they
could
ride
at
and
what
they'll
so
help
me
understand.
Why
we're
doing
it
as
we're
doing
it,
where
we're
unearthing
the
issues
of?
Why
are
we
only
reaching
17
of
the
students?
C
I
would
simply
note
before
dennis's
jump
dennis
jumps
on
that
we
did
an
initial
round
of
the
roll
out
of
the
of
the
cards
right.
You
don't
get
everybody
the
first
round,
you
hope
you're
hoping
for
that.
Behavioral
change
right.
So
the
kids
talk
to
each
other
and
hopefully
market
it
and
then
we're
taking
a
whole
another
round
to
all
those
schools
again
this
month,
so
to
increase
our
uptake
and
and
pass
out
mark
hart.
So
we're
not
done
by
any
means
with
initial
distribution.
C
C
K
Yeah,
so
just
a
couple
things
so
we're
at
the
very
front
end
of
the
pilot.
We
have
done
an
initial
round
in
the
six
target
schools
that
were
selected
with
aps,
so
we
have
have
distributed
about
500..
K
We
have
a
full
set
of
schedules
for
march
for
all
six
schools
and
we
work
collaboratively
with
aps
on
notifications,
letting
them
know
when
our
team
will
be
there.
We
also
help
with
trip
planning
trying
to
line
them
up
with
what
buses
can
actually
get
them
to
the
school,
and
this
really
is
intended
to
just
be
scaled
up.
K
We
learn
from
this
pilot
and
we
fully
intend
to
provide
a
kind
of
end
of
spring
report
to
the
board,
but
also
what
I
imagine
will
be
a
fairly
significant
restructuring
and
expansion
of
the
program
for
the
fall.
So
much
of
the
funding
really
is
for
really
the
upcoming
year,
as
opposed
to
this
initial
spring
pilot
and
again
we're
in
week
three,
and
if
lynn
rivers
would
like
to
add
anything
more.
L
Thank
you.
Thank
you
dennis.
The
only
thing
I
would
just
add
to
that
is
that
the
reason
why
we
structure
the
pilot
the
way
we
we've
done,
first
and
foremost,
to
affect
students
that
we
know
have
transportation
challenges.
L
So
we
felt
like
this
was
the
the
population
that
we
could
get
the
most
information
from
with
regards
to
their
travel
behavior
and
secondly,
because
of
the
sheer
fact
of
the
capacity
of
the
arts
service,
the
number
of
vehicles
that
we
have,
the
fact
that
we
are
going
to
be
actually
moving
vehicles
over
the
course
of
the
the
pilots
as
well.
So
we
wanted
to
have
this.
We
wanted
to
have
these
pilots
to
be
manageable,
so
that
we
could
get
the
information
that
we
needed
in
order
to
grow
it,
as
dennis
says.
F
Yeah,
the
only
thing
I
would
add
just
to
what's
what
linda
just
said,
I've
already,
I
think
the
transit
team
recognizes
some
of
the
cost
implications
that
mrs
crystal's
indicated,
but
there
are
already
some
ideas
on
how
that
might
be
scaled
up
as
lin
said
and
simplified.
In
that
you
know,
student
passes
something
of
that
nature
that
would
not
have
such
an
iteration
on
loading
of
cards
etc.
F
So
there's
some
other
ideas
and
the
transit
team's
already
looking
at
that
and
reviewing
that
kind
of
option
in
the
future,
but
it
just
seemed
a
little
premature
since
we
just
launched
it
in
february,
but
I
think
that's
all
something
they're
thinking
about
because
they
recognize
this
pilot
methodology
is
strictly
applicable
for
the
pilot
and
we'll
have
to
do
something
a
little
more
efficient.
If
this
is
going
to
make
sense
over
the
long
term,
thanks.
A
Thanks,
mr
dressey,
did
you
want
to
follow
up?
No
okay,
thanks,
mr
defending
transportation.
I
I
guess
I
sort
of
associate
that
I
might
want
to
follow
up
with
writing
on
that
question
that
you
guys
both
surfaced.
My
question
is,
is,
is
part,
comment
per
question
thrilled
to
see
the
vision,
zero
position
and
I'm
not
sure
whether
it's
for
you,
mr
emanuel
or
mr
leitch,
or
who
might
drop
down
from
the
sky
and
help
answer
the
question.
But
on
I
had
a
conversation
about
you
know,
total
number
of
vehicles
through
an
intersection
is
super
important
as
we
keep
people
safe.
I
So
is
the
pattern
of
accidents
and
so
just
wanted
to
sort
of.
I
don't
know.
If
that's
I
guess
the
question
would
be.
Is
that
a
written
pop
policy
that
might
come
forward
as
to
sort
of
as
we
have
vision,
zero
resources?
Would
we
be
able
to
do
a
little
more
of
that
analysis
and
research
to
say
that
we
have
that
we
could
could
look
at
accidents
in
addition
to
through
traffic,
and
I
don't
know
if
that's
for
you
or
or
mr
leitcher.
C
I'll
take
that
I'll
try
to
keep
it
at
a
high
level,
and
this
relates
to
a
conversation
I
have
with
way
wong
our
our
teo
bureau
chief,
who
routinely
briefs
us
on
the
vision,
zero
program
and
the
progress
they're
making.
So
the
answer
is
yes,
we
look
at
both.
You
know
all
the
all
the
volumes
at
the
intersection,
the
vehicular,
the
pedestrian
and
presumably
the
scooters
and
so
forth,
the
bikes
as
well,
and
how
those
all
interact
in
that
intersection
and
then
the
accident
data
and
the
type
of
accident
right.
C
What
is
it
vehicle
vehicle?
Is
it
vehicle
pedestrian?
What
are
the
risk
and
so
forth?
And
then,
when
we
look
at
traffic
controls
and
different
types
of
controls,
you
know,
particularly
when
people
look
at.
You
know
the
warrants
for
four-way
stops
or
they
look
at
the
warrants
for
a
signal
or
a
rapid
flash
beacon,
look
at
the
warrants
and
the
numbers
and
the
thresholds
for
those
one
of
the
conversations
we
had
with
huay
recently
was.
C
You
know
because
some
of
these
warrants
are
like
based
on
the
number
of
accidents
that
occur
and
before
you
say
yes,
we
met
the
warrant,
and
so
part
of
our
proactive
thinking
is
like
how
do
we
get
upstream
of
that?
How
do
we
look
at
the
the
data
and
the
analysis
without
actually
having
the
accident?
There
are
other
ways
to
look
at
this
where
we
can
buy
the
volume
and
the
conflicts
draw
enough
parallels
to
where
we
can
get
ahead
of
the
accidents.
That's
that
makes.
I
C
I
Thank
you.
That's
helpful,
I'm
mindful
of
time
I
just
mostly
someday
in
the
in
the
next
20
or
so
learning
how
the
vision
zero
person
fits
in
with
waze
team
would
help.
I
don't
think,
that's
a
now
and
that's
not
that's
an
operational
and
management
question,
but
how
you
anticipate
that
might
work
I'll
follow
up
on
that
thanks.
A
All
right,
one
more.
J
Please
yeah
just
wanted
to
ask
about
the
16m,
as
it's
coming
along
very
happy
to
happy
to
see
that.
Finally,
within
a
near-term
budget,
which
is
terrific,
could
you
just
provide
a
status
update
on
some
of
the
other
approaches
that
we
were
hoping
to
have
when,
when
this
service
was
introduced,
such
as
transit
signal
priority,
other
improvements
to
move
the
flow
of
buses
through
the
columbia
pike
corridor?
It's
pretty
nice
now,
but
we're
we're
moving
back
towards
pre
pandemic
gridlock
right.
C
Great
question
and
we
owed
the
board
an
update
on
the
transit
signal
priority
we
just
sent
a
memo
to
the
manager
two
days
ago
was
mr
schwartz,
I
think,
and
so
we'll
get
to
that
information.
C
I'll
try
to
summarize
verbally
kind
of
give
you
a
quick
preview,
the
analysis
and
that
we've
done
indicate
that
lee
highway
is
your
our
first
priority.
Our
number
one
choice
for
transit
signal
priority
and
the
west
end
of
the
pike
would
then
follow
behind
that.
We
think
that
the
west
end
of
the
pike
makes
sense,
because,
obviously
it's
nearing
completion,
it's
got
some
stability
and
the
the
road
form
is
there
where
it
needs
to
be.
C
Obviously,
as
we
do,
the
other
segments
on
the
pike
they're
going
to
be
under
traffic
disruption-
and
it
probably
doesn't
make
sense
there,
but
we
can
certainly
benefit
from,
hopefully
the
west
end,
where
it's
more
normalized
for
at
least
that
portion.
So
we'll
get
you
some
information.
The
team
is
doing
great
analysis.
It
shows
the
the
opportunity
and
reduction
of
time
that
is
there
with
these
different
corridors,
based
on
the
number
of
intersections
the
patterns
and
the
nature
of
the
traffic
behavior.
All
right.
G
What's
the
target
head,
I
think
the
trial
target
frequency
for
69
headways,
you
mean
yeah.
K
So
the
16
m
headway
would
be
six
minutes.
A
Terrific
to
hear
that
it's
a
little
overdue
but
six
minute
headways
is
that's
a
game
changer
for
the
bike.
So.
G
A
A
All
right,
thank
you.
I
I'm
gonna
flag.
I
just
have
a
few
questions,
I'm
putting
them
in
writing
now
for
follow-up,
but
but
to
give
a
little
bit
of
a
heads
up
across
departments
the
water
sewer
streets
bureau,
the
performance
measures
noted
a
really
significant
increase.
I
think
if
my
math
is
about
25
in
the
asphalt
maintenance
cost
per
lane
mile
and
if
you
could
just
again
follow
up
share
a
little
more
about,
what's
driving
that
I
assume
related
to
inflation,
maybe
labor
materials,
but
that's
a
pretty
big
jump.
A
So
if
I
could
get
that,
as
well
as
the
the
total
line
item
in
the
fiscal
23
budget
for
asphalt
maintenance,
there
is
speaking
of
signal
optimization,
although
that's
about
transit,
optimization
that
we
were
just
talking
about,
but
there's
a
big
increase
in
the
forecasted
number
of
signals
to
be
optimized
this
year,
and
so
if
I
could
get
more
of
a
sense
about
what
this
means
for
users
of
our
streets,
what
improvements
they'll
see
as
a
result,
and
then
there
are
two
fte
that
we
haven't
talked
about,
that
are
that
are
going
to
be
within
the
this
division
of
decision,
support
and
gis,
and
I'm
unclear
what
those
employees
will
correlate
with
in
terms
of
improved
outcomes.
A
The
performance
measures
didn't
indicate
in
that
section
didn't
indicate
big
changes.
So
if
you
could
help
me
understand
a
little
bit
about
what
having
those
two
new
fte
will
mean,
I'd
appreciate
it,
but
I
can,
unless
there's
anything
you
wanted
to
speak
to
now.
I
can
send
all
that
over
and
follow
up.
C
I'll
just
give
you
a
real
quick
one
on
the
the
two
people
on
decision
support.
We
have
one
who
does
coding
for
us
apps
for
the
operational
units
and
keeping
those
going
and
doing
new
ones.
Anthony
taylor
he's
an
amazing
young
man
who
was
an
intern
and
worked
his
way
up
and
then
that
he
wanted
to
stay
with
us
and
in
the
work
that
we
do.
C
So
that's
the
type
of
work
that
they
do
and
we
just
like
to
move
them
because
they're
right
now,
there's
their
future
is
uncertain
as
a
limited
term,
people
that
were
started
out
as
interns
and
this
gets
them
to
a
permanent
status.
We
want
to
pipeline
for
success
for
intern
people
to
then
grow
and
continue
to
grow
their
skills
and
with
the
organization.
If
we
can
do
that.
A
I'm
really
glad
you
shared
that,
because
it
sounds
like
it's
actually
less
about
creating
a
new
function
and
more
about
keeping
a
couple
of
people
that
could
be
the
future
of
the
division
and
it
sounds
like
actually.
Maybe
we
can
hope
to
see
the
the
impact
of
their
work
across
the
es
and
maybe
across
the
enterprise,
rather
than
than
having
it
specifically
change
the
performance
measures
within
decision
support.
I'm
sorry,
ms
garvey.
H
No,
I
had
a
question
the
exact
same
and
it's
just
sort
of
a
general
question
which
maybe
there's
not
even
a
good
answer
for
reading
about
the
decision,
support
and
gis
section
I
kept
thinking.
Oh
this
is
dts,
I
mean
no,
it's
not
I
kept
thinking.
I
was
reading
about
dts
so
and
I'm
wondering
if
I
haven't
been
reading
about
it
in
the
past
or
we're
just
describing
it
differently.
Could
you
talk
just
a
wee
bit
about
how
that
office
interacts
with
dts
they've
got
to
be
close
because
they're
doing
yeah.
C
They're
very
integrated
jack
of
the
dts
team
and
all
the
great
people
he
has
on
his
team,
provide
kind
of
the
backbone
network
for
us,
the
security
protocols
and
infrastructure
and
the
architecture
that
we
all
fall
under
the
people
that
I'm
talking
about
in
decision
support,
provide
that
operational
support
to
the
units,
the
innovation,
the
tools
that
the
basically
the
the
business.
Okay.
C
The
applications,
the
business
applications
and
the
the
stuff
for
the
people
in
the
field
and
connecting
the
data
and
using
the
application,
so
we
have
and
claudia
o'connor,
is
our
decision,
support
lead
and
she-
and
I
were
just
talking
about-
we-
just
hired
a
new
technology
guy-
just
came
started
this
week
to
replace
when
she
stepped
up
as
a
position
and
we're
talking
about
the
enormous
number
of
business
systems
that
we
have
business
applications
and
how
we
keep
our
arms
around
them.
Keep
them
current,
keep
them
maintained
and
what
our
strategy
is
going
forward.
C
Now
that
we've
got
her
replacement
hired,
she
can
start
focusing
on
on
that
particular
task,
but
the
short
story
is
they
provide
the
backbone
and
all
the
infrastructure
that
enables
everything.
But
our
team
is
in
the
business
applications,
things
that
support
the
operational
units
from
solid
waste
to
the
water
streets
to
the
plant
to
wherever
it
is.
H
H
Super
quick
small,
I
mean
there's
no,
no
priority
order
here
I
was
interested
to
read.
I
just
need
a
little
explanation
on.
It
was
on
recycling,
and
you
said
it
was
particularly
good
at
the
detention
facility
and
parks,
so
what's
happening
with
parks.
Is
this
just
that
our
park
staff
is
really
good
about
getting
brushed
together,
or
are
you
saying
that
our
residents
who
go
into
our
parks
are
really
good
about
recycling
when
they're
there?
Do
you
see
what
I'm
saying
I
don't
have
to
follow
up
that.
H
A
C
All
right,
so
these
photos
represent
activities
underway
or
coming
soon
on
active
construction
projects.
So,
on
the
top
left,
there
is
donaldson
road
trip
b
during
construction.
It
shows
a
stable
cascade
and
a
completed
section
on
the
top
right.
It's
not
happening
yet,
but
it's
what
we
can
expect
to
see
at
cardinal
elementary.
C
C
So
this
year
we're
proposing
a
static
sanitary
district
tax
of
1.7
cents
and,
as
we
stated
last
year,
that's
not
a
you
know:
there's
no
rate
increase
needed
this
year.
The
second
ms4
permit
was
issued
during
calendar
21.
So
now
we
have
the
next
five
years
to
reach
our
40
total
tmdl
reduction
or
the
additional
35
percent.
C
As
you
heard
in
the
work
session
here
right
here
on
the
february
1st,
the
stormwater
utility
implementation
is
beginning,
and
then
our
stormwater
working
group
moved
from
study
to
implementation
during
the
pandemic,
with
the
blended
engineering
strategy
as
part
of
our
cip
last
summer,
moving
to
development
of
a
draft
flood
resilient
design
manual
as
a
tool
for
voluntary
resilience,
and
then
I
talked
briefly
one
of
the
earlier
slides
about
the
flood
sensors
on
the
right-of-way
at
key
intersections.
C
Our
tax
rate
remains
unchanged
so,
based
on
those
increased
assessments,
revenues
are
also
going
up
about
six
percent,
since
it's
a
balanced
fund
where
revenues
and
expenses
have
to
to
match.
We
allocate
the
budget
based
on
those
revenues
expected
and
we
then
first
have
to
fund
the
debt
service,
which
is
about
936
thousand
or
six
percent.
C
Then
we
fund
the
o
m
expenses
about
eleven
point:
one:
six
million.
Seventy
percent
of
the
revenues
and
the
remaining
balance
goes
to
capital
pay,
as
you
go
so
keep
in
mind
that
capital
paycode
doesn't
include
any
anticipated
bond
funding
for
the
capital
program
that
will
be
highlighted
with
more
detail
during
the
upcoming
cip
process.
C
C
The
ftdes
will
include
a
gis
analyst,
a
billing
technician
and
half
fte
for
public
engagement
communications
so,
additionally,
to
support
the
capital
program.
We're
adding
one
civil
engineer.
That
engineer
will
work
on
storm
water
management
and
capital
projects
and
storm
water
and
erosion
control
maintenance
in
public
spaces
for
those
projects
that
are
across
the
departments,
so
with
a
particular
emphasis
on
supporting
the
parks,
because
they
have
a
lot
of
capital
projects
that
have
need
storm
water
support
as
well.
C
The
quick
update
regarding
the
stormwater
utility
for
those
not
watching
who
may
have
missed
or
first
give
me
those
now
watching
who
may
have
missed
the
work
session
on
the
first
of
february.
C
So
today,
we've
completed
phase
one
which
included
the
feasibility
analysis
led
by
our
consultant
that
examined
the
impacts
of
moving
to
a
stormwater
utility
that
deliverable
included
a
comprehensive
final
report.
That's
on
the
county's
website.
We
also
completed
phase
2a,
which
was
an
add-on
to
the
feasibility
study.
We
looked
at
additional
rate
options,
recommendations
for
billing
and
credit
program
options
so
now
we're
going
into
phase
2b
engagement
and
implementation
phase.
C
So
again,
there's
a
project
page
out
there
with
all
the
project,
documentation,
more
information
about
the
project
and
they
can
the
bubble
can
also
view
the
one
february
work
session
on
that
project,
page
moving
on
to
the
utility
fund.
So
just
a
quick
note
on
this
slide
on
the
bottom
left
that
says
it's
kind
of
like
what
is
that
that
doesn't
look
like
a
water
thing.
Well,
that
is
a
picture
of
the
mcmillan
north
clearwell,
where
our
water
source
provided
the
washington
aqueduct
plans
to
replace
that
particular
structure.
C
Design
is
getting
underway
to
replace
it.
It
was
built
in
1902,
it's
a
significant
investment
by
the
aqueduct,
and
we
are
one
of
three
partners
of
the
aqueduct.
C
C
It's
basically
a
mobile
workshop
for
the
electric
instrumentation
shop,
45
000
for
the
van
15k
for
the
charging
infrastructure
utilities,
of
course,
is
part
of
a
county,
the
county-wide
initiative
to
upgrade
to
evs,
and
so
for
utilities.
There
are
seven
total
vehicles
for
the
plant:
three
water
sewer
streets,
seven
replacements,
total
five
trucks,
two
vans,
so,
whereas
I
talked
earlier
about
the
cars
being
about
a
little
over
five
thousand
a
piece,
the
delta
for
the
bigger
vehicles
like
this
are
significantly
more.
C
As
I
mentioned
earlier,
the
water
sewer
rate
increases
by
2.4
percent
this,
this
page
kind
of
shows
it
nicely
in
a
graphic
way.
It's
a
blended
rate
increase
based
on
a
number
of
factors.
C
C
Moving
on
the
auto
fund
so
year
to
year,
the
auto
fund
moves
around
depending
on
what's
due
for
replacement
and
how
much
it
costs.
We
are
experiencing
significant
inflationary
pressures
for
heavy
equipment.
So,
for
example,
a
medium
dump
truck
is
now
costing
us
about
fifty
thousand
dollars.
More
than
previously,
a
small
bucket
truck
is
about
12
thousand
dollars
more.
C
The
equipment
bureau
is
working
aggressively
with
the
facility
staff
and
the
air
team
to
meet
the
board's
direction
on
replacing
vehicles
with
evs
where
feasible.
So
the
graft
on
the
right
shows
our
projected
progress
over
22
and
23
on
how
we're
converting
our
non-public
safety
fleet
to
electric.
So
by
the
end
of
23,
we
estimate
that
over
35
percent
of
our
sedans
in
this
category
will
be.
Electric
we've
tried
to
compare
like
how
we
doing
relative
to
other
communities.
I
asked
this
question
to
meet
mcbride.
C
I
think
it
was
last
week
and
one
one
data
point
is
we're
doing
better
than
berkeley.
So
you
know
we
I
I
we.
We
need
to
be
proud
of
the
efforts
that
we're
making
here
and
the
effects
of
the
boards
direction
on
this
and
the
commitment
you're
making
with
the
funds.
C
C
C
C
I
mentioned
earlier
that
we
hired
a
great
new
technology
applications
manager
who
started
this
week,
but
that
was
after
three
rounds
and
other
candidates
who
accepted
and
then
turned
us
down,
we're
still
on
the
hunt
for
a
facilities,
design
and
construction
bureau
chief
to
replace
june
locker,
our
former
one-
and
you
know
through
some
of
those
interviews
that
I've
been
able
to
talk
to
some
of
the
candidates.
C
A
common
theme
is,
you
have
really
great
work.
I
think
I'm
a
great
match
for
your
team,
but
I
can't
take
that
much
of
a
pay
cut.
That
is
a
recurring
theme,
we're
hearing,
so
we
still
haven't
reached
the
new
normal
for
some
of
our
services
like
accs
transit,
future
programs.
Those
could
all
look
different
than
they
do
today.
C
Metro,
funding
pressures
in
the
future
could
impact
local
transit
delivery
and
put
more
pressure
on
art,
there'll
be
more
and
a
future
work
session,
as
we
continue
to
implement
the
cep
roadmap
to
guide
our
future
energy
investments,
transform
our
community
and
reach
our
2050
goal
and,
of
course,
systematically
we're
doing
it,
both
internally
and
externally,
we're
looking
equity
with
our
program
delivery.
C
So
let's
do
the
next
round
of
questions.
A
I
Sure
on
stormwater
I
know
we
have
more
to
go,
but
I
think
it's
appropriate
to
say
thank
you
for
the
progress
that's
been
made
and
I
don't
have
much
in
the
way
of
questions
on
slide.
45
41,
where
you
talk
about
that
the
vehicles
that
were
not
ordered
as
electric
vehicles.
I've
never
been
so
happy
about
a
statement
about,
what's
not
there
as
that,
because
it
gives
program
integrity
that
that
you
guys
are
working
and
so
just
a
big.
Thank
you
on
that.
I
I
you
said
with
respect
to
on
slide
40
the
graph
with
the
sedans.
I
didn't
quite
hear
you,
you
said
we're
doing
better
than
others
or
better
than
most
in
the
region.
Is
that
I
always
like
to
do
better
than
all
of
everyone.
I
Better
than
berkeley,
that's
even
better,
that's
correct,
so
I
actually
do
have
a
question
in
here
and
it's
about
the
number
of
vacancies
that
you
have
872,
I
think,
was
the
number
of
employees
of
of
authorized
ftes
that
you
have,
and
I
just
you
know
if
you
have
a
ballpark
of
how
many
vacancies
I
know
dhs.
We
have
a
lot
of
vacancies
and
I
just
it
might
help
to
orient
if
you
had
a
sense
of
that
or
someone
on
your
team
where
you
could
get
back
to
us.
C
C
I
I
wonder
I
have
been
wondering
as
to
whether
some
flexibility,
because
of
how
difficult
the
market
is
with
respect
to
to
to
compensation.
This
is
a
manager
and
you
sort
of
a
question.
But
I've
been
wondering
that
question
because
your
experience
with
three
rounds
of
looking
for
someone
I
I
guess
I
would
be
more
inclined
towards
even
more
discretion
than
than
in
other
circumstances,
and
I
don't
know
if
there's
a
idea
there,
that
we
can
pursue
either
with
dds
or
the
manager
as
a
whole.
C
Yeah
we
we
work
with
hr
in
a
positive
way
when
we're
in
those
hiring
moments.
You
know
to
exercise
a
reasonable
amount
of
flexibility,
or
sometimes
it's
a
simple
matter
of
you
know.
Maybe
we
can
throw
something
in
depending
on
the
level
of
the
person
we've
been
throwing
a
little
leave
time.
You
got
to
really
understand
the
candidate.
What
their
issue
is.
Sometimes
it's.
You
know
you
can
land
them.
You
know
we.
We
kick
them
over
to
our
benefits.
C
Amy
rozier
does
a
great
job
of
explaining
the
benefits
and
the
true
value
of
our
benefits,
and
you
know
sometimes
that
lands
people,
but
sometimes
it
doesn't
you
know,
and
in
certain
areas.
I
think
that
people
just
take
our
offer
and
take
it
on
to
the
next
thing,
and
you
know
it's
it's
the
market.
They
can
do
that
yeah,
you
know.
C
So
it's
it's
just
a
it's
a
combination
of
things
and
it
is
challenging
because
you,
you
also
don't
want
to
make
the
wrong
hire,
and
you
also
want
to
thank
those
people
who
are
serving
in
acting
roles.
Doing
a
tremendous
job
right
because
they're
doubling
up
their
work
or
tripling
up
their
work
in
the
unit
to
make
it
happen
and
you're
like
because
there's
no
perfect
human
being
ever
or
perfect
hire,
and
so
you
might
try
to
make
those
judgments.
But
you
also
don't
want
to
make
that
decision
to
just
choose.
A
Thank
you
for
that
ernest
answer
and
mr
different.
I'm
really
glad
you
raised
that
question.
I
think
that's
going
to
be
a
common
theme
for
a
few
of
our
departments.
We
talked
with
public
safety
in
particular
acp,
particularly
acpd
yesterday.
I
know
this
is
a
big
challenge
for
dhs
and
you
know
I
think
generally,
the
board
has
not
gotten
too
into
the
weeds
of
hr
decisions,
but
we
are
obviously
in
an
economy
where
this
is
really
challenging.
Our
ability
to
deliver
the
level
of
services
that
we
expect
and
the
budget
is
always
our
level.
A
So
thanks
for
answering
it
so
honestly,
I
don't
know
that
there's
a
silver
bullet,
but
I
think
we
get
real
insights
from
the
the
the
decisions
you're
trying
to
make
as
a
department
lead
and
we'll
let
you
know
if
we
have
any
brilliant
ideas
for
lovers,
we
can
pull
in
the
budget
to
help
with
with
a
great
resignation
that
is,
that
is
hitting
some
of
our
departments
so
hard.
Ms
garvey
question.
H
Okay,
sure
so
this
is
on
the
the
street
sweeping
residential
street
sweeping,
and
I
know
you
don't
have
it
it's
page
414..
I
just
a
question
about
you
eliminated
one
of
the
one
of
the
sweeper
trucks
in
2020
and
that's
lowered
the
number
of
passes
and
you
still
have
a
goal
of
doing
more
passes.
But
as
I
gather
you
can't
do
it
without
that
truck
back
on
order,
but
you're
not
asking
for
it,
and
I
guess
the
question
is
why
not?
H
It
does
seem
to
me,
as
you
stay
in
here,
that
the
more
we
get
stuff
off
the
streets,
the
less
gets
swept
into
the
bay
and
to
everything
else.
So
I
was
just
kind
of
curious
about
what
the
thinking
was
there.
I
know
you've
been
put
putting
more
on
on
bike
paths
which
you
talk
about,
and
I
also
would
be
in
that
there's
a
there's.
The
figure
of
the
sweeper
material
collected
in
tons
so
there's
a
huge
drop
off
when
we
lost
that
truck
from
1500
to
1500
tons
to
400.
H
You
know
about
500
tons,
so
I'm
just
kind
of
curious
about
that
and
you
may
want
to
answer
that
later.
But
that's
just
something
that
sort
of
jumped
out
at
me
and
I'm
just
wondering,
is
that
it
persuaded
me
that
that's
a
wise
thing
to
not
do.
C
Well,
what
we
found
is,
you
know
the
when
you
look
at
the
the
tons
collected,
what
these
these
good
metrics,
but
they
don't
tell
you
the
full
story
and
what
we
were
finding
is
that
we
were
coming
up
empty
on
some
of
those
extra
passes
largely
empty,
and
it's
also
it's
really
tough.
I
mean
we
have
great
citizens,
but
it
is
super
hard
to
get
them
to
understand
and
comply
with
when
we're
going
to
be
sweeping
on
a
residential
street
in
particular,
and
so
you're
going
around
the
vehicle
yeah.
H
C
And
you're
not
getting
it
and
then
that
vehicle
is
always
parked
there
and
that's
particularly
true
when
there
was
more
parking
in
neighborhoods
during
the
pandemic
and
that
hasn't
stopped
either.
There's
more
daytime
parking.
So
our
ability
to
get
to
curb.
C
There's
another
factor
that
happens
and
it's
winter
weather,
which
varies
greatly
all
right.
So
if
there's
not
a
snow,
much
snow
and
ice
is
super
mild.
We're
not
throwing
salt.
C
Putting
our
bullet
we're
not
putting
our
blades
down
and
and
creating
the
problem,
if
you
will
and
we're
not
throwing
sand
down,
which
we
then
have
to
sweep
up
later
so
that
all
plays
into
it.
There
are
winter
differences
as
well.
I
don't
know
mr
moon,
do
you
have
anything
else
to
add
that
I
haven't
hit
there.
F
Now,
the
only
thing
I
would
add
is
we
did
have
some.
There
was
some
covet,
but
I
think
the
two
mile
winners
too,
with
less
chemicals
and
salt.
It
was
a
big
factor
in
what
we
collected
and
I
do
think
what
we
are
increasing
there
and
we
we
did
reduce
from
seven
to
four.
As
you
indicated
passes,
and
one
of
it
was
just
the
value
added
for
those
additional
passes
was
looked
at
pretty
pretty
closely.
C
C
G
A
short
question
it
has
to
do
with
the
water
and
the
the
the
storm
storm
management
infrastructure
that
you're
building.
We
have
been
talking
about
the
cost
pressure
that
we
have
from
you
know
on
payroll
and
you
know
trying
to
to
retain
and
and
bring
in
personnel,
but
there
is
also
another
pressure.
This
is
the
pressure
cost
and
construction
cost
for
for
all
this,
I've
been
told
many
times
that
things
are
looking
not
looking
great
and
that
that
you
know
concrete
is
more
expensive
in
general.
Contracting
is,
is
more
expensive.
C
C
C
I
literally
talked
with
jeff
chambers
this
morning
on
this
specific
topic
about
what
are
you
going
to
do
for
your
cip
inflation
assumptions?
What
are
you
basing
it
on
and
he's
like?
We
haven't
decided
yet
we're
talking
with
our
financial
people
and
we're
going
to
wait
till
a
couple
of
our
bids
come
in
before
we
decide,
and
so
we
can
take
a
similar
approach
and
we'll
work
with
maria
meredith
and
her
team
and
figure
out
what
makes
sense.
C
C
L
A
To
be
continued
right,
okay,
I
think
the
only
other
question
that
I
had
and
then
we
might
actually
wrap
up
a
little
early
this
evening,
but
you
the
the
slides
about
the
take
up
of
the
food
scraps
program,
we're
encouraging
to
hear-
and
I
wanted
to
ask
one
of
the
questions
about
diversion,
which
also
was
a
question
raised
for
me,
as
I
was
reviewing
the
the
the
curbside
recycling
tonnage,
the
trash
tonnage,
the
organic
stoneage
all
all
under
the
solid
waste
bureau's
budget
pages,
20
diverted
to
date,
that
is,
of
food
scraps
that
we
knew
to
be
in
the
trash
stream.
C
F
Yeah,
I
think
the
the
3
000
tons
on-
I
guess
it's
on
page
413
that
are
shown
on
that
curbside
organic
increase,
diversion
that
is
coming
from
different
majority
of
it.
We
think,
is
coming
from
the
trash
going
from
the
the
trash
container
to
the
to
the
green
cart.
But
there
is
also
some
there's
some
additional
things
that
our
solid
waste
beer
is
tracking,
where
some
of
that
could
have
been
going
down
the
drain.
Some
people,
you
know,
actually
use
that
through
the
garbage
disposal.
F
There
is
some
and
you
know
we
don't
want
to
think
this.
There
could
be
a
small
element
that
that
we,
like
the
reuse
principle
with
composting.
Some
could
be
coming
there
because
it's
more,
you
know
they
would
feel
better,
some
feel
better
about.
You
know
it's
going
to
be
used
in
an
organic
recycling
program,
so
some
com
composting,
but
we
don't
really
think
that's
material.
F
I
think
the
overall
there
is
an
embedded
increase
in
our
trash,
a
projection
on
an
annual
basis
of
about
one
percent
and
so
that
it
doesn't.
If
you
look
at
the
additionality
of
3
000
tons
in
that
some
of
that
is
also
coming
from
increased
trash,
so
it's
not.
You
know,
you
don't
see
the
3000
exactly
reducing
from
the
curbside
trash
cage,
but
it's.
A
F
A
I
ask
because
I
know
we
and
I
think
we're
going
to
be
revisiting
this
at
some
point
with
our
planning
this
year
we
have
the
zero
waste
goal
right.
So
I
think
it's
it's
it's
interesting
to
know
or
to
try
to
track
to
what
extent
the
food
scraps
program
is
helping
us
reach
that
it's
you
know.
A
Certainly,
I
would
hope
cause
for
optimism
that
you
all
are
projecting
that
that
trash
tonnage
will
as
an
absolute
number
decrease
yes
in
this
upcoming
year,
as
our
population
grows,
I
think
that's
a
good
sign
and
I
know
we're
eventually
trying
to
get
it
to
zero,
so
that's
great
to
see
and
as
a
a
very
satisfied
customer
of
the
food
scraps
program,
I'm
kind
of
seeing
some
number
of
arlingtonians
are
joining
me
there
too.
So,
okay,
I
think.
Oh,
mr
dorsey,
I'm
sorry
I
just
did
it.
A
J
J
C
J
The
question:
well,
the
first
part
of
the
question
was
making
sure
that
they
were
calculated
in
the
same
way
since
in
at
least
the
language
they're
written
in
a
different
way,
which
could
impute
that
they
are
actually
calculated
differently.
So,
if
you
could
just
tell
me
whether
or
not
they're
the
it's
an
apples-to-apples
comparison
and
then
part
two,
why
do
we
have
a
sense
of
why
we've
seen
a
degradation
in
that
percentage
rate
since
fy
21.
C
G
A
C
Workplaces,
we
literally
got
that
information
from
our
from
shaney
crozek
this
morning
that
we
think,
what's
particularly
in
the
residential
stream,
which
is
where
we
do
most
of
our
work.
C
A
Which
has
always
been
a
little
bit
of
a
challenge
right
with
our
recycling
program,
that
it's,
it's
and
and
increasing
amounts
of
arlington's
life
is
being
conducted
in
commercial
buildings
right,
whether
that's
residential,
that's
technically
classified
as
commercial
or
there
we
go.
I'm
gonna.
H
A
Okay,
great,
thank
you
all
so
much.
We
appreciate
it.
I
think
we
can
take
the
the
level
and
detail
and
rigor
of
the
questions
as
a
sign
of
interest
and
everything
that
your
department
does.
So
thank
you
for
spending
so
much
time
with
us
this
afternoon.
We'll
look
forward
to
following
up,
and
I
think,
as
noted
earlier,
a
couple
of
the
conversation
points
are
going
to
be
ones
that
we
carry
with
us
throughout
the
budget.
A
They're
big
philosophical
questions
about
the
future
of
some
of
the
most
important
work
within
des.
So
we
look
forward
to
continuing
that
dialogue
and,
in
the
meantime,
thank
you.
We
are
adjourned
until
next
tuesday,
when
we
will
gather
again
at
3
pm
for
a
work
session
on
community
planning,
housing
and
development
and
human
services.