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From YouTube: County Board Work Session - FY23 Budget - Budget Wrap-Up
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C
Okay,
we
are
called
to
order
305,
it's
thursday
april
7th.
We
are,
in
our
aptly
name
budget
wrap
up
session,
one
of
our
final
work
sessions
before
we
move
into
conversation
tomorrow
with
our
school
board
colleagues
and
then
finally,
into
chairman's
markup
next
week.
Our
plan
for
today
is
to
receive
some
updates
from
staff
in
a
few
different
areas,
largely
prompted
by
mid-year
revenue
updates,
and
to
ask
remaining
questions
that
county
board
members
may
have
on
the
budget.
C
I'll
note
for
those
listening
at
home
that
you
may
not
hear
board
members
ask
every
possible
question
at
this
point.
That
is
only
because
we
have
been
asking
a
great
many
throughout
the
last
eight
weeks,
and
the
answers
that
we
received
to
those
questions
are
also
posted
online
for
members
of
the
publics
to
see
as
well.
We
are
also
going
to
welcome
chair
peter
robertson
from
the
fiscal
affairs
advisory
commission.
C
We
are
delighted
to
have
you
chair
robertson,
and
we
will
ask
you
to
share
some
summaries
of
dialogues
and
recommendations
of
the
fac
after
the
manager's
presentation,
okay,
so
mr
manager,
I'm
going
to
hand
it
over
to
you.
I
think
we
want
to
lead
the
discussion
by
talking
about
the
vehicle,
personal
property
tax.
D
There
we
go
here,
we
go
okay.
Thank
you.
Thank
you,
madam
sharon.
Just
I
know
we
we've
had
works
work
sessions
before
where
I've
been
sitting
up
there,
but
you
know
that
we
have
other
people
who
may
be
participating,
who
are
scattered
around
the
room,
so
you
may
hear
voices
randomly.
D
So
thank
you
very
much.
We
at
this
point
the
first
wrap-up
work
session
traditionally
will
come
to
you
with
an
update
on
mid-year
and
third
quarter
and
for
those
who
aren't
particularly
familiar
with
the
process.
D
What
that
means
is
that
we
are,
as
of
january,
of
2022
we're
six
months
through
the
fiscal
year,
20
2022
budget,
so
we
spend
some
time
after
we
put
together
the
proposed
budget
for
fiscal
23,
and
we
do
a
look
back
and
see
how
we're
doing
the
first
six
months
of
this
fiscal
year
to
see
what's
going
on
with
revenues
and
what's
going
on
with
expenses.
D
And
then
we
also
take
a
look
at
those
estimates
that
we
made
in
february
for
fiscal
23
and
see
if
there
are
any
changes
with
with
those
and
that's
typically,
what
this
session
would
be
focused
on,
but
one
of
the
places
where
we've
looked
and
where
there's
been
really
a
market
change
throughout,
not
just
the
commonwealth
but
throughout
the
country,
is
a
situation
with
the
value
of
automobiles
and
so
that
by
itself
and
we'll
get
into
the
slides.
Based
on
the
evaluation
process.
D
We
have
in
place
there's
a
significant
potential
increase
in
revenue,
but
also
in
cost
to
taxpayers.
So
I
wanted
to
walk
through
that
part
of
the
process
and
then
take
a
break
before
we
get
into.
What
I
mentioned.
First
was
the
traditional
assessment
of
where
we
are
on
this
fiscal
year
and
whether
other
other
revenue
estimates
have
changed.
D
So
we
have
slides
we'll
go
to
the
first
slide
here,
which
is
entitled
past
the
agendas
entitled
the
projected
change
in
vehicle
personal
property
assessment
and
impacts
on
fiscal
23
a
little
bit
about
how
vehicle
assessments
are
done.
Our
commissioner
of
the
revenue
on
january
1st,
we'll
check
with
what
the
colloquial
is
referred
to
as
the
blue
book,
but
it's
the
jd
power
analysis
of
what
is
the
value
of
vehicles,
and
I
think
it
goes
back
about
25
years.
D
They'll
take
a
a
snapshot
on
january
1st
of
the
value
of
vehicles
and
traditionally
what
our
commissioner,
on
the
revenue
has
done,
is
there's
a
couple
of
columns
in
that
assessment,
one
which
is
the
full
value
of
the
vehicles
and
then
what
you
could
get
if
you
got
a
loan
on
the
vehicle
she
traditionally
is
focused
on
that
column.
That
is
the
loan,
which
is
sometimes
about
90
percent
of
the
full-on
assessed
value.
So
we
have
a
five
dollar
per
100
tax
rate
on
vehicles
and
we've
used
this
slide.
D
Very
often
in
the
past,
let's
say
that
says,
though
it's
a
five
dollar
value
and
a
hundred
dollars
a
five
dollar
tax
on
a
hundred
dollars
worth
of
value.
It
actually
comes
to
more
close
to
four
dollars
and
fifty
cents
when
we're
explaining
to
people
what
it
is
that
the
the
burden
is
on
them,
that's
a
little
bit
of
an
intricacy.
We
can
come
back
to
that
later.
So,
let's
go
on
to
the
next
slide.
D
We
have-
and
I
think
it's
I
I
I
don't
want
to
be-
belittle
the
fact
that
this
is
like
so
obvious,
but
unless
you're
you've
actually
gone
out
into
the
market,
looking
for
a
used
vehicle
or
even
buying
a
new
car,
the
prices,
it's
been
absolutely
noticeable.
Just
an
amazing
increase
in
the
prices
for
for
vehicles
and
what's
going
on
is
we
have
a
few
things?
D
We
have
there's
a
global
shortage
of
parts
and
typically
referred
to
as
supply
chain
chain
issues,
increased
demand
for
vehicles
following
on
with
the
pandemic
and
we're
still
in
a
very
low
interest
rate
environment,
so
that
is
starting
to
change
and
vehicles
typically
depreciate
over
time.
But
the
majority
of
the
values
in
our
county
have
increased
by
double
digits
and
we'll
go
into
a
little
bit
more
specifically
what
those
numbers
are.
We
have
some
examples
and
to
those
who
are
asking
whether
this
is
a
long-term
increase
in
values
or
whether
this
is
temporary.
D
The
most
honest
answer
I
could
give
is,
I
don't
know,
but
I
think
that
it's
caused
by
a
series
of
circumstances
we
have
learned
with
the
pandemic
that
is
likely
to
change
fairly
significantly
in
the
future.
I
can't
predict
how,
but
I
the
way
we
are
treating
this
additional
assessment,
and
this
additional
value
is
more
of
a
one-time
increase,
rather
than
expected
to
be
an
ongoing
source
of
revenue
and
an
ongoing
source
of
burden
for
taxpayers.
D
So
if
we
go
to
the
next
slide,
the
preliminary
impact
of
that
analysis,
what
we
did
is
when
we
proposed
the
budget
in
february.
We
saw
the
first
signs
of
this
and
we
increased
the
valuation
that
we
had
from
fiscal
22
by
about
five
and
a
half
percent,
and
we
thought
at
the
time
when
we're
formulating
the
budget
towards
december
january,
that
we
had
done
a
good
enough
job.
But
then,
when
the
values
came
out
in
january,
you
can
see.
D
There
are
some
examples
here
and
the
average
value
it
turns
out
went
up
23
across
all
vehicles.
But
there
are
some
examples:
if
you
own
a
2008
honda,
civic,
the
valuation
has
gone
up
over
a
hundred
percent
and
rather
than
my
reading.
Through
all
of
these
examples,
I
will
just
tell
you,
there's
and
I'm
looking
there's
140
000
vehicles
in
the
county,
approximately
so
there'll
be
a
hundred
and
almost
140
000
examples
so
not
meant
to
encompass
all
of
them.
D
But
if
we
go
to
the
next
slide-
and
these
have
all
been
posted
online,
here's
some
examples
of
what
happens
with.
I
cited
the
honda
civic
from
2008.
D
You
can
look
down
here
and
see
if
you
have
a
vehicle
that
comes
close
to
that
and
again
it
depends
on
the
year
and
the
make,
and
you
can
see
across
the
board
pretty
much.
There
are
examples
of
fairly
significant
increases
in
value,
so
the
question
became.
You
know
how.
How
is
that
actually
manifesting
itself
and
all
the
various
value
cohorts?
D
So
we
put
together
this
bar
graph
in
tranches
of
two
thousand
dollar
value
increments,
starting
with
zero,
and
you
can
see
that
for
the
most
part,
the
biggest
increases
of
about
thirty
percent
are
concentrated
across
the
values
of
about
three
thousand
to
about
15
000
and
then,
as
you
move
past
vehicle
values
of
about
15
000,
it's
the
increases
become
slightly
less
but
still
significant
and
then,
as
you
go
to
the
very
far
end,
those
increases
are
about
nine
or
ten
percent.
D
We've
also
overlaid
that
this
yellow
line
is
the
number
of
vehicles
in
each
of
those
value
cohorts
so
you'll
see,
there's
a
significant
amount
of
vehicles.
You
know
if
I
said,
there's
140
000
vehicles
in
the
county.
You
can
see
quickly
when
you
get
up
to
about
10
000
dollars
in
value
you've
scooped
up
about
half
of
those
vehicles
that
I
mentioned,
go
to
the
next
slide.
D
So
what
to
do
about
it?
Well,
we
could
do
nothing,
and
what
would
happen
is
that
when
bills
go
to
taxpayers
in
july,
if
the
county
board
had
not
adjusted
the
tax
rate
or
the
assessments
stayed
where
they're
at
people
would
get
those
bills
and
the
county
would
realize
an
additional
17
million
dollars
in
revenue.
D
It
would
be
within
the
county
board's
purview
to
then
set
a
separate
rate
for
automobiles
to
adjust
for
the
potential
for
that
increased
revenue.
A
third
approach
is
for
a
change
in
the
assessment
ratio
that
I
mentioned
on
the
first
slide,
and
that
process
requires
both
the
consent.
D
Consensus
between
the
commission
of
the
revenue
and
myself
and
proposing
a
percentage
to
you
and
the
board
could
take
that
percentage
and
adopt
it
as
a
resolution
and
adopt
it
for
for
one
year,
and
that
would
impact
the
fiscal
23
budget
and
by
terms
of
that
resolution
and
the
way
it's
set
up,
the
assessments
would
be
a
clean
slate
starting
in
fiscal
24..
D
My
recommendation
and
I'll
talk
a
little
bit
about
what
our
sister
jurisdictions
are
doing
is
to
take
the
last
approach
I
mentioned,
which
is
to
adjust
the
assessment
ratio,
but
I
thought
that
this
was
an
appropriate
time
and
I
we
commented
a
little
bit
about
it.
When
the
treasurer
came
before
the
county
board,
we
still
have
in
place
a
motor
vehicle
fee,
which
is
a
33
dollar
fee
used
to
be
referred
to
as
the
decal
fee,
which
is
the
most
regressive
fee
we
have
sort
of
on
the
books.
D
In
this
area
of
taxation,
everybody
pays
33
dollars
per
vehicle,
regardless
of
the
value
of
the
vehicle,
and
we
have
some
more
details
on
that
is
most
of
the
majority
of
that
revenue
comes
in
it
comes.
The
5.9
million
dollars
tends
to
be
concentrated
in
the
lower
income
census
tracts
of
the
county,
and
you
can
see
that
we'll
have
a
map
that
sort
of
lays
that
out
it's
a
regressive
fee.
D
My
recommendation
would
be
that
we
use
this
revenue
to
eliminate
that
decal
fee
for
this
year
and
it
would
be
my
recommendation.
We
eliminated
on
an
ongoing
basis,
starting
in
fiscal
24
and
then
take
the
remaining
amount
of
revenue
that
we
would
realize
and
then
not
realize
it
by
lowering
the
assessment
ratio,
and
we
can
talk
a
little
bit
about
that
on
the
next
slide.
D
This
is
a
little
bit
of
just
sort
of
summarizing.
I
think
this
is
a
summary
of
what
we
had
on
the
bar
chart
and
talks
a
little
bit
about
again.
What
would
happen
with
the
number
of
vehicles
in
each
of
the
value
cohorts
and
what
kind
of
increase
people
would
realize
without
the
recommendation
I'm
making
so
I'll
just
pick
a
category
zero
to
ten
thousand,
where
the
vast
majority
of
vehicles
are.
D
D
We
have
spending
some
time
thinking
a
little
bit
about
what
we
can
do
about
those
32
and
47
dollar
increases,
but
you
can
see
generally
how
the
numbers
fall
out
that
people
would
be
paying
less
higher
value.
Cars
obviously
pay
a
lot
more,
and
so
they
will
see
a
reduction,
but
they'll
still
see
a
reduction
below
what
they
would
have
been
paying
without
their
without
the
adjustment,
but
still
end
up
in
a
position
where
they're
paying
more
because
the
cars
are
still
valued
higher.
D
D
I
just
wanted
to
give
you
an
update,
because
I
said
I
would
do
this,
how
our
sister
jurisdictions
are
doing
it
and
it's.
This
is
throughout
the
commonwealth.
We
have
heard
from
all
of
our
sister
jurisdictions
throughout
the
commonwealth,
but
our
near
neighbors,
alexandria
is
taking
the
assessment
ratio
methodology.
D
Fairfax
is
also
doing
that,
as
is
loudon
and
prince
william.
One
thing
that
alexandria
is
doing
is
they're,
also
proposing
an
adjustment
to
the
personal
property.
Tax
relief
act
amount
pptra,
that's
because
they've
already
eliminated
the
decal
fee
and
alexandria,
and
that
gets
a
little
bit
complicated,
but
there's
another
piece
of
the
puzzle
that
goes
into
calculating
what
the
what
each
person
pays
when
it
comes
to
their
vehicle,
and
that
is
an
amount
of
money
we
receive
from
the
state
and
richard
you'll
tell
me
how
much
that
is.
D
Just
over
31
million
with
for
the
last,
I
think,
12
years
we've
received
31
million
dollars
every
year
and
the
county
board
by
policy
has
said
that
the
first
three
thousand
dollars
of
all
vehicles
will
be
relieved
of
taxation
and
then
on
a
sliding
scale
above
three
thousand
those
that
are
clean
vehicles.
Fifty
percent
of
that
value
is
forgiven
and
then,
as
to
others,
the
as
that
you
go
up
the
scale,
the
remaining
monies
are
applied
to
reduce
the
burden.
D
So
that's
another
area
that
we
we
can
talk
about,
I'm
not
suggesting
any
changes
in
that
right.
Now,
though,
we
are
in
the
process
of
doing
analysis
about
what
would
happen
if
all
that
money
were
applied
either
to
all
clean
vehicles
or
whether
we
raised
that
threshold
from
three
thousand
dollars
to
a
higher
number.
At
some
point,
the
31
million
dollars
is
spent,
and
I
think
what
we
have
found
in
our
analysis
is.
D
You
could
raise
the
three
thousand
dollar
number,
almost
all
the
way
up
to
five
thousand
and
spend
all
your
money
and
at
the
same
time
you
could
choose
to
use
some
of
that
money
to
increase
the
clean
fuel
amounts
above
50
or
raise
the
levels
which
it
applies
to,
and
then
the
money
is
gone,
so
you
do
actually
have
some.
I
don't
want
to
call
them
completing
competing
priorities,
but
to
the
extent
that
we
want
to
be
promoting
the
use
of
of
green
and
clean
vehicles.
D
That
is
one
goal
and
to
the
extent
that
we
do
not
want
to
burden
those
people
who
can't
necessarily
afford
the
tax
bill.
There's
that
policy
priority
also
so
they're
in
now,
in
a
little
bit
of
tension
with
each
other.
Let's
go
to
the
next
slide.
I
talked
a
little
bit
about
in
the
past,
there's
a
little
bit
of
a
history
behind
our
33
dollar
decal
fee.
At
one
point
it
had
been
25
dollars
was
raised
about
13
years
ago.
D
You
can
see
that
alexandria
has
eliminated
its
decal
fee,
fairfax,
aladdin
and
prince
william
still
keep
still
have
them
and
happy
to
talk.
If
you
want
to
know
about
the
history
of
that,
I
think
that
it's
an
interesting
history
at
one
point,
the
sum
of
the
money
had
been
dedicated
to
capital
expenditures,
but
that's
no
longer
the
case
go
to
the
next
slide,
which
is
the
map.
D
I
think
that
you
saw
this
when
the
treasurer
of
mr
de
la
pava
came
here
and
talked
about
what
percentage
of
percentage
of
vehicles
in
each
of
the
area
here
at
the
areas
of
zip
code
currently
pay.
Only
the
motor
vehicle
license
fee.
Remember
what
I
said
that
every
vehicle
pays
that
so
under
our
approach.
D
So
what
I'm
gonna
do
is
I'm
gonna
pause
here,
because
I
went
through
a
lot
of
material
and
it's
pretty
complicated.
I
know
somebody
we
I've
talked
to
each
of
you
about
this,
but
it's
the
first
time
the
public's
been
hearing
about
it
and
there's
a
lot
of
questions
before
we
get
into
anything
else.
I
will
just
pause.
C
Thank
you,
mr
manager,
and
it
is
true
that
we've
been
fortunate
enough
to
have
some
time
to
preview
and
be
briefed
on
this
rather
complex
recommendation.
So
if
there
are
not
extensive
questions
from
the
county
board
at
this
time,
that
should
not
be
taken
as
a
lack
of
interest.
We've
had
the
opportunity
to
discuss
this
at
some
length,
but
I
know
we
are
chewing
over
some
of
the
policy
tensions.
C
For
example,
the
ones
that
you
raise
collies
are
there
questions
for
the
manager
about
this
recommendation
at
this
time,
see
ms
garvey
and
then
mr
karen
tonis
yeah
one.
E
And
this
came
up
too
and
just
because
people
are
listening,
if
we
eliminated
the
some
there
would
be
some.
Maybe
administrative
cost
savings.
As
I
remember
it,
wasn't
all
that
much.
Could
you
refresh
my
memory.
F
There
will
be
some
administrative
cost
savings,
particularly
to
the
vehicles,
but
it's
postage,
printing
and
some
staff
time.
As
I
understand
it
in
the
treasurer's
office.
It's
not
a
one-person
task,
so
it's
sort
of
spread
among
people.
So
it's
not
like.
F
You
would
see
a
substantial
decrease
in
personnel
that
they
would
need
to
manage
the
rest
of
their
operations,
but
there
would
be
some
non-personnel
savings
because
we're
not
the
treasurer
now
sends
out
mailings
to
those
cars
that
don't
pay
vehicle
tax
because
they're
less
than
three
thousand
dollars,
but
have
to
send
a
bill
out
for
the
the
decal
or
the
motor
vehicle
license
fee.
So
some
nominal
savings
would
be
achieved.
Yeah.
E
G
Just
a
question
on
clean
fuel
vehicles,
so
we
have
a
a
better
taxation
regime
for
clean
fluid
vehicles.
Do
we
know
I
mean
clean
fuel
vehicles
come
in
different
categories.
There
are
some
that
are
very
expensive,
because
the
the
framing
of
the
discussion
here
is
whether
this
is
an
equitable
taxation.
So
this
is.
This
is
the
point
so
people
so
households
who
can
afford
very
expensive
clean
fuel
vehicles
are
probably
less
affected
by
that,
but
households
who
are
less
we
may
want
to
continue
support
them.
G
D
Let
me
start
off
by
saying
in
ritual
correct
me:
if
I'm
wrong
the
application
of
the
board's
policy,
which
is
to
relieve
the
tax
burden
on
clean
fuel
vehicles,
only
goes
up
to
twenty
thousand
dollars
and
by
policy
has
been
set
at
50
the
board.
At
one
point,
it
said
it
at
100
and
walked
it
back
over
a
series
of
years
as
to
the
number
of
vehicles
and
the
type.
I
will
ask
mr
stevenson
if
he
has
additional
information.
F
F
So
that's
the
percentage
of
clean
fuel
to
gasoline
or
conventional
as
as
they're
referred
to,
but
they
do
cross
all
spectrums
of
the
assessment
because
you
have
older
priuses
that
have
been
around
a
while
and
they
could
be
valued
at
3
000
and
you
have
the
the
newer
electric
vehicles
that
are
significantly
more
expensive
and
at
the
higher
end
of
the
assessment
value
range.
C
Thank
you
any
other
questions
at
this
point.
Okay,
mr
manager,
thank
you.
I
know
we
are
again
chewing
that
over,
but
I
think
it's
probably
fair
to
say
we
are
all
very
interested
in
the
proposal
to
address
the
percent
assessed
value
rather
than
see
very
significant
increases,
get
passed
on
to
arlington
vehicle
owners.
Given
this
astronomical
instability
in
the
pricing
of
the
used
vehicle
market,
okay,
I'm
going
to
ask
you
to
continue
presentation
if
you're
willing
and
then
we'll
invite
back.
D
So,
as
I
said
at
the
outset
and
to
characterize
we,
we
take
a
look
at
fiscal
22
which
we're
halfway
through
and
then
also
just
do
another
check
and
to
see
how
accurate
we
we
were
about
what
we
think
the
revenues
are
going
to
be
starting
in
july,
so
you
can
see
on
this
slide
after
when
all
is
said
and
done,
we
have
total
funding
that
we
think
could
be
available
from
unexpended
funds
in
fiscal
22
or
additional
funds
that
will
become
available
in
fiscal
23
of
about
27
million
dollars.
D
The
vast
majority
of
that
is
one
time
in
its
origin,
which
means
most
of
it
is
coming
from
the
fact
that
we
have
lower
than
anticipated
expenditures
in
fiscal
22,
and
you
can
see
the
one-time
funding
is
coming
from
department
savings.
Mostly
this
is
fairly
typical.
This
is,
if
I
say,
a
fairly
typical
number
for
us
at
this
point
of
the
year.
D
People
sometimes
in
the
community
will
say:
well,
you
know
they
there
they
go
money's
falling
out
of
the
sky,
and
I
mean
you
know
what
is
actually
happening.
Is
that
when
you
have
a
budget
of
about
one
and
a
half
billion
dollars,
we
were
off
by
about
20
million
dollars
a
year
and
a
half
ago,
and
as
life
happens,
this
is
to
be
expected.
D
It's
actually
a
very,
very
low
percentage
of
change,
but
that
24
million
dollars
and
then
the
2.9
million,
we'll
go
into
more
details-
is
from
ongoing
sources
of
revenue
and
fiscal
23,
mostly
focused
on
business,
tangible
sales
and
and
recreation,
and
I
think
that
anybody
who's
been
paying
attention
to
the
real
estate
market
knows
that
our
residential
real
estate
market
is
quite
hot
at
the
time.
So
and
that's
where
we
pick
up
the
additional
recordation
fees.
So
we
go
to
the
next
slide.
D
I'm
going
to
ask
emily
hughes
to
walk
through
this
in
a
way
that
I'm
sure
will
be
clear
to
all
of
you.
H
Okay,
thanks
mark,
so
on
this
slide
we
have
a
summary
of
what
the
sources
of
the
27
million
dollars
is,
as
you
can
see,
from
from
the
top
line.
Tax
revenue
above
budget
coming
from
fy
22
is
43.7
million,
that's
offset
by
one-time
money
that
we've
already
realized
in
the
fy
23
proposed
budget
of
25.7,
and
then
non-tax
revenue
is
coming
in
slightly
below
budget
as
well.
We'll
have
details
on
that
on
another
slide
and
then
expense
savings,
as
mark
had
mentioned
about
11.4
million.
H
Most
of
this
is
from
personnel
savings.
Although
we
have
had
a
few
program,
areas
in
the
in
the
county
also
have
non-personnel
savings.
Most
of
that
is
due
to
covet
impacts.
So
there
are
programs,
you
know,
especially
during
the
first
half
of
the
year.
We
just
didn't
see
the
demand
for
services
that
we
would
see
in
normal
times,
and
so
it
generated
some
expense
savings
for
fy23
we're
proposing
a
few
changes
a
little
bit
of
additional
non-tax
revenue
on
the
one-time
side.
H
So
here
are
the
details
on
the
tax
revenue
coming
in
above
budget
already,
you
mentioned
the
the
real
estate
tax,
and
then
you
have
the
vehicle
personal
property
tax
that
we've
been
talking
about,
where
the
assessments
are
coming
in
higher.
H
And
this
table
gives
you
a
bit
of
a
summary
of
the
non-tax
revenue
and
how
it's
changing.
So
in
fy
22
there
is
additional
one-time
money
from
license
permits
and
fees,
but
most
that
is
completely
offset
by
other
revenues
that
are
coming
in
below
budget
and
then
in
the
fy
23
column.
There
are
a
few
adjustments.
H
D
Thank
you.
So
you
know
at
this
point,
there's
often
a
question
because
we
have
gone
through.
I
think
it's
eight
of
our
ten
work
sessions.
We
received
an
a
number
of
letters
and
we
had
extensive
public
testimony
the
last
week
of
march
about
additional
requests
from
the
public.
D
I've
also
heard
from
different
members
of
the
board
about
things
that
you're
interested
in
so
I
have
a
list
here
without
dollar
amounts
next
to
them,
and
I
am
working
through
you
know
what
I
think
would
be
the
right
way
to
allocate
these
funds,
but
I
would
like
to
say
that,
as
far
as
the
ongoing
funds,
which
are
a
minority
of
the
money
that
we've
made
available
consistent
with
the
guidance
I
got
from
you
back
in
the
fall
and
also
with
the
priority
I
listed
in
the
proposed
budget-
it's
my
preference
that,
as
we
go
through
this,
that
you
consider
allocating
the
vast
majority
of
those
dollars
towards
compensation,
especially
with
the
challenges
we
have
with
public
safety
and
that
as
to
the
one-time
money,
I'm
thinking
about
additional
incentives
for
hiring
and
retention.
D
We
also
have
a
point
which
I
know
a
number
of
board
members
raised
as
we
were
talking
with
each
department.
Inflation
is
not
only
it's
affecting
all
of
us,
but
it's
by
and
by
all
of
us.
That
also
includes
our
contractual
costs
for
electricity
and
fuel
and
as
contracts
are
up
for
renewal,
we
we
missed
the
mark
on
that
in
some
of
our
estimates.
So
setting
aside
additional
funds
for
that,
I
think
is
important.
D
I've
also
will
post
this
online.
I
have
a
few
other
suggestions
for
you
about
increasing
library
collections
and
a
small
grant
program
for
historic
preservation,
and
then
there's
also
conversations
we've
had
about
partnerships.
This
is
not
meant.
This
list
is
not
meant
to
be
exclusive.
I
know
there'll
be
a
number
of
items
out
there,
but
this
is
to
sort
of
set
set
the
parameters
as
to
what's
going
on,
and
you
know
one
other
item
which
is
this
is
these
are
the
end
of
the
slides
I
did
want
to
mention.
D
There
are
a
few
other
issues
that
are
at
play
here,
which
we've
talked
about,
but
I
haven't
included
on
the
slides,
which
are
the
american
rescue
plan,
act,
money,
the
arpa
money,
which
the
board
has
not
fully
allocated
the
balances
on
that,
and
I
think
we,
our
most
recent
estimate
is-
is
it
1.8
million
as
far
as
funds
available,
we'll
give
you
that
in
a
second?
We
also
have
at
this
point
some
preliminary
information.
D
What
was
it
2.7,
2.7
and
so
people
understand
we
went
through
and
the
board
made
a
series
of
allocations
on
arpa
that
were
based
on
a
series
of
assumptions
and
as
we
go
further
and
further
and
we
get
to
a
different
situation
with
the
pandemic.
Some
of
those
monies
we've
set
aside
have
been
freed
up
and
we've
allocated
most
of
them
for
eviction,
prevention
and
those
types
of
items.
D
We
also
have
some
small
amounts
of
money
and
I
will
not
go
into
a
lot
of
detail
now.
This
is
for
a
different
time
with
our
opioid
funds.
I
made
reference
to
this
in
the
proposed
budget
that
there
would
be
funds
available
for
that.
We
have
allocated
a
small
piece
of
that
in
some
of
our
mid-year
allocations,
and
then
we
also
have,
I
think
it's
twenty
four
thousand
dollars
is
an
estimate,
and
I
will
tell
you
it
is
really
the
barest
estimates
about
revenue.
D
We
can
anticipate
in
this
fiscal
year
for
the
plastic
bag
tax,
and
so
I
haven't
made
a
specific
recommendation
on
that.
We
have
some
costs
associated
with
providing
we're
providing
bags
to.
You
know
not
plastic
bags,
but
canvas
bags
for
use
by
residents
and
who
will
use
those
in
lieu
of
plastic
bags
have
some
of
that
money
go
into
that
that
money
should
be
set
aside
for
environmental
needs.
D
At
this
point,
I
want
a
little
more
time
go
by
to
make
sure
we
have
a
firm
estimate
on
what
that's
going
to
be,
and
we
are
hoping
that
that
source
of
revenue
just
does
dry
up,
because
we
don't
want
people
to
be
using
plastic
bags,
but
I
think
I
have
included.
I
don't
think
I've
left
anything
off
the
table
for
the
moment
about
all
the
potential
sources
of
revenue,
but
I
did
want
you
to
focus
mainly
on
on
the
mid-year
and
third
quarter
uses
and
I'm
happy
to
take
any
questions.
C
Thank
you
so
much
I
am
certain
we
will
have
them,
but
first
let
me
welcome
the
chair
of
our
fiscal
affairs
advisory
commission,
mr
robertson.
If
you're
able
to
join
us,
I
know
we
are
in
receipt
of,
I
think
no
fewer
than
eight
reports
from
the
fact
I
certainly
appreciated
reading
them.
I,
this
is
often
an
opportunity
to
remark
that
we
appreciate
all
of
the
service
that
our
commissions
do
in
reviewing
the
budget
and
I
think
faq
is
without
peer
in
the
dedication
to
really
set.
C
I
I
First
of
all,
I'm
I'm
at
the
very
end
stage
of
the
mother
of
all
spring
colds
and
the
voice
is
the
last
thing
to
recover
for
me.
So
if
I
begin
to
croak
like
a
frog,
I
apologize
in
advance,
but
it
will
also
be
my
excuse
to
avoid
answering
any
hard
questions
that
you
ask
during
the
during
the
course
of
this.
I
I
also
need
to
ask
in
what
order
you'd
like
me,
to
present
the
reviews
of
the
various
departments
or
divisions
that
we
took
up.
I
can
do
them
in
any
order
that
works
for
the
clerk
or,
for
you
all,
obviously,
or
I
can
just
run
down
them
seriously.
Does
it
matter?
Okay,
I'm
just
going
to
start,
then
with
the
one
that's
on
top
yeah.
I
I
do
thank
you,
the
department
of
parks
and
recreation,
and
let
me
say
at
the
outset
that
we
found
very
little
to
disagree
with
in
the
in
the
manager's
recommendations
to
the
board,
so
you'll
hear
an
awful
lot
of
the.
The
fact
recommends
that
the
board
endorse
the
county
manager's
recommendations,
but
I
think
we
still
have
some
helpful
observations
to
make.
So
for
the
department
of
parks
and
recreations,
we
voted
unanimously
to
recommend
that
the
board
adopt
the
county,
rec
manager's
recommendations
for
fiscal
year
23..
I
Among
our
future
considerations.
We
noted
that
the
breakdown
in
the
department's
registration
process
for
spring
classes
led
us
to
believe
that
they
ought
to
put
in
place
a
new
registration
system
in
time
for
the
summer
and
fall
class
registrations
to
proceed
more
smoothly.
We
also
observed
that
it
might
make
sense
to
examine
the
possibility
of
cost
recovery
from
the
current
vendor.
Due
to
the
failures
of
the
registration
process.
I
We
noted
that,
in
this
instance,
with
regard
to
fund
using
arpa
funds
for
gunston
preschool
and
some
other
things,
and
we
simply
call
to
your
attention
our
our
concern
about
that
which
we
know
that
you're
aware
of
obviously
fact
also
notes.
It's
ongoing
concern
with
the
finances
for
the
long
branch
aquatic
center
once
boeing's
donation
has
been
exhausted,
and
so
we
raise
the
possibility
of
whether
there
might
be
future
private
sector
sponsorships
or
other
ways
to
supplement
the
funding
for
the
center
when
that
money
is
gone.
I
And,
finally,
the
fact
is
concerned
that
the
proposed
budget
doesn't
provide
sufficient
funds
to
manage
multi-use
trails,
especially
considering
that
the
available
data
shows
that
paved
trails
are
the
most
used
asset
managed
by
the
department.
Let
me
pause
there
and
see
if
there's
any
other
questions
and
if
not
I'll,
move
on
quickly.
I
Fine,
absolutely
in
our
brains,
anyways
the
housing
division.
I'll
also
say
that
we
selected
the
things
that
we
were
going
to
review
by
looking
closely
at
the
manager's
message
and
at
the
board
guidance
and
and
trying
to
select
things
that
we
thought
would
be
significant
to
you,
and
so
there's
there's
no
better
explanation
of
how
we
got
there
than
that.
I
I
I
We
noted
that
the
fiscal
year
23
will
be
the
first
full
year,
implementation
of
the
kelly
day
for
the
fire
department
and
we
plan
to
continue
our
communication
with
the
fire
department
so
that
we
can,
as
they
try
to
judge
the
effectiveness
of
the
kelly
day,
so
that
we
can
consider
that
during
the
next
budget
cycle.
I
We
also
noted
that
the
proposed
raises
are
higher
than
they
have
been
in
previous
years,
but
fact
absolutely
supports
the
manager's
justification
for
those
raises.
The
fact
is
also
sensitive
to
the
impacts
that
the
pandemic
has
had
on
the
budgets
and
responsibilities
of
arlington
county
families.
As
we
know,
you
are
and
hopes
that
in
the
next
budget
cycle,
it
may
be
possible
to
return
to
more
historic
levels
of
compensation.
Adjustments
for
the
cphd
development
fund.
I
Obviously,
the
the
cphd
development
fund
is
a
fee
for
service
fund,
and
so
the
fact
reasonably
believes
that
the
customers
should
reasonably
expect
to
see
better
and
faster
service
in
return
for
the
increased
fees
and
the
increased
staff
again
we'll
stay
in
touch
with
with
richard
stevenson
and
the
department
of
management
of
finance,
as
they
do.
A
study
of
development
fees,
which
the
fact
hopes
will
inform
a
better
understanding
of
how
well
the
free
fee
structure
is
working
and
whether
we
might
want
to
make
any
improvements
in
it.
I
The
department
of
environmental
services
I'll
just
take
a
point
of
personal
privilege
on
this
one.
I
worked
as
the
chief
of
staff
and
then
the
deputy
administrator
at
the
u.s
environmental
protection
agency.
During
the
clinton
administration
and
in
those
positions,
I
had
the
opportunity
to
work
with
local
governments,
municipal
governments,
literally
all
over
the
country,
as
they
were,
trying
to
implement
programs
to
protect
public
health
and
environment
in
their
over
the
over
the
nearly
the
six
years
that
I
was
there
literally
hundreds
of
those
opportunities.
I
I
So
it
won't
surprise
you
to
learn
that
we
voted
by
a
unanimous
vote
that
the
board
adopt
the
county
manager's
proposed
budget
for
des
for
fiscal
year
2023.
We
do
have
some
suggestions.
For
fact,
we
hope
that
des
will
work
with
with
arlington
public
schools
to
get
students
to
school
more
efficiently
by,
for
example,
and
these
are
only
a
couple
of
examples-
expanding
the
use
of
the
aps
student
fairless
pilot
program,
expanding
access
and
eligibility
for
it,
and
perhaps
considering
adjusting
some
art
routes
and
schedules
to
enable
students
to
take
transit
to
school.
I
More
often,
the
fact
is
intimately
aware
of
how
important
equity
is
to
this
board
and
we
try
to
question
each
of
the
departments
that
we
talk
to
about
how
they're,
taking
that
into
consideration
in
implementing
their
their
programs.
I
Fac
would
like
to
see
more
public
data
on
the
equity
implications
of
des
services
and
what
they're
doing
the
fact
encourages
the
des
to
go.
This
is
a
you
know,
a
song.
We
sing
every
year
performance
measures
and
how
can
we
improve
them
fact
encourages
the
des
to
continue
to
improve
its
performance
measures,
including
in
finding
measures
that
go
beyond
simply
measuring
output
and
workload.
I
The
department
of
human
services,
we
recommended
by
a
9-0
vote,
that
the
board
adopted
county
manager's
proposed
budget
for
the
department
of
human
services
for
fiscal
year
23.
on
this
one,
we
had
a
second
recommendation,
which,
at
least
within
the
fact
we
take
a
recommendation
on
which
we
take
a
recorded
vote.
I
I
The
the
one
no
vote,
I
think,
was
due
to
that
person
being
sensitive
about
the
potential
budget
implications
of
of
that
compensation
recommendation
under
future
considerations.
We
hope
that
the
county
will
review
the
funding
for
nonprofits
that
provide
a
host
of
services
within
the
county,
as
we
understand
that
the
the
manager's
proposal
essentially
holds
funding
for
those
non-profits
flat
in
fy
2023.
I
We
think
that
the
dhs
should
explore
working
with
educational
institutions
within
the
county,
like
the
nvcc
career
center
and
others
to
ensure
they're
offering
career
pathways,
such
as
social
work
that
will
prepare
students
to
meet
dhs's
needs
and
fac
is
particularly
concerned.
Maybe
I
should
have
put
this
one
first
about
the
the
state
of
children's
mental
health
and
encourages
the
county
to
work
with
aps
to
address
the
need
for
mental
health
and
behavioral
health
services
in
arlington's
children.
I
We
undertook
to
review
the
public
safety
budget
as
we
referred
to
it
and
ultimately
ended
up
splitting
it
into
separate
consideration
of
the
sheriff's
office
and
the
arlington
county
police
department.
I
apologize
for
the
numerous
typos
when
we
refer
to
the
sheriff's
department.
We
know
it's
an
office,
not
a
department,
the
the
the
the
the
subgroup
that
that
reviewed.
Both
the
sheriff's
depart,
the
sheriff's
office
and
the
arlen
county
police
department.
I
Identified
some
concerns
that
that
I'll
describe
and
some
of
the
members
were
concerned
that
that
they
might
not
be
able
to
support
the
overall
budget
recommendation.
If
those
concerns
weren't
somehow
addressed
so
you'll
see
that
in
both
the
sheriff's
office
and
acpd
our
vote,
we
ultimately
decided
that
the
majority
decided
that
the
the
departments
could
that
we
could
endorse
that.
I
The
fact
could
endorse
the
budget
overall,
but
still
raise
concerns
with
individual
provisions,
and
that's
what
you
see
us
doing,
but
anyway,
the
the
the
recommendation
that
we
undertook
by
a
nine
to
one
vote,
that
the
sheriff's
office,
the
budget
for
the
sheriff's
office,
should
be
endorsed
as
the
county
manager
recommended.
It
is
recommendation
number
three.
We
had
two
separate
recommendations
coming
before
that
and
the
recommendation
was
specific.
There
was
a
specific
proviso
saying
the
the
board
should
take
into
consideration
the
additional
concerns
that
we
expressed.
I
The
first
was
that
a
an
eight
to
an
eight
to
zero
vote
that
the
budget
for
the
sheriff's
office
on
the
personnel
side
should
more
accurately
reflect
the
number
of
ftes
and
that
the
office
expects
that
the
office
expects
not
to
fill
the
number
of
ftes
that
the
office
expects
not
to
fill
for
the
fiscal
year
and
the
projected
overtime
costs
of
meeting
departmental
needs.
We
spent.
Probably
our
meetings
are
typically
two
hours.
I
You
know
late
in
the
evening
and
we
spent
at
least
two
full
meetings
discussing
these
issues
that
were
raised
with
regard
to
the
sheriff's
office
police
department
and
at
least
the
department
of
environmental
services,
and
maybe
others,
and
I
think
it
it
to
to
get
to
the
bottom
line.
It
is
essentially
just
a
a
I.
I
guess
I'd
refer
to
it
as
a
as
a
budget
transparency
issue
before,
but
but
to
give
you
a
specific
example,
the
sheriff's
office.
I
Are
we
should
state
that,
just
as
a
as
a
measure
of
transparency
to
the
public
in
the
final
recommendation,
the
fac
voted
unanimously
to
recommend
that
the
board
request
better
performance
measures
that
will
help
us
better
understand
trends.
The
one
example
that
we
discussed
extensively
was
that
the
average
number
of
inmates
has
dropped
significantly
from
2020
levels,
but
we
feel
that
there's
insufficient
information
to
evaluate
whether
that,
in
those
decreases,
are
due
to
efforts
in
the
department
or
covet
or
some
other
reasons
that
we're
not
aware
of
future
considerations.
I
The
decrease
in
inmate
populations
might
suggest
that
service
contracts
for
food
and
medical
costs
could
be
re-examined
for
potential
cost
savings
and
the
fact
notes
that,
upon
booking
a
prisoner
is
triage
for
any
obvious
medical
conditions,
but
that
the
a
medical
examination
isn't
required
to
be
performed
until
the
the
end
of
two
weeks
of
incarceration
and
the
fact
is
simply
concerned
that
if
medical
examinations
might
be
done
earlier,
that
could
be
one
factor.
I
Only
one
factor
that
would
enhance
health
among
the
inmate
population
or
could
contribute
to
a
help
prevent
in
custody
deaths
and
then
finally,
the
police
department.
Again
the
it's.
The
final
recommendation
that
endorses
by
a
nine-to-one
vote
that
the
board
adopt
the
county.
Manager's
proposed
budget
for
the
police
department
for
fiscal
year
23,
but
take
into
consideration
the
additional
concerns
expressed
in
the
additional
votes.
I
Those
additional
votes
are
the
fact
recommended,
by
an
eight,
to
nothing
vote
that
the
budget
for
acpd
on
the
personnel
side
should
more
accurately
reflect
the
number
of
ftes
that
the
department
expects
not
to
fill
for
the
fiscal
year
and
the
projected
overtime
costs
of
meeting
departmental
needs.
I
have
a
specific
example
that
I
can
bore
you
with
here,
but
just
you
know
understand
that
it's
the
same
recommendation.
We
made
part
of
the
sheriff's
office
in
a
separate
recommendation
by
a
10
to
nothing
vote.
I
I
You
know
here,
for
example,
we
we
noted
the
the
number
of
dispatch
service
calls
a
number
of
juvenile
arrests
both
dropped
significantly
from
2019
numbers,
but
we
can't
really
figure
out
why,
given
the
existing
data
and
then
in
a
separate
recommendation
by
an
eight
to
one
vote,
the
fact
recommended
that
the
county
be
more
intentional
about
supporting
staffing
and
recruitment
at
acbt
acpd
due
to
the
high
number
of
functional
vacancies,
and
that
intention
can
obviously
be
reflected
in
financial
and
sometimes
in
non-financial
improvements
for
officers.
I
I
I
am
finished,
and
I've
told
you
more
than
I
know
about
what
the
fact
considered.
But
if
you
have
questions,
I'm
happy
to
consider
those
as
well.
I.
C
C
I
think
one
of
the
common
themes,
particularly
as
you
got
into
the
public
safety
piece,
but
also
with
dhs,
it's
sort
of
that
tension
between
authorized
strength
and
then
what
we're
actually
delivering
and
one
of
the
things
I
know
we've
really
wrestled
with,
is
what
is
the
right
balance
between
compensation
that
is
competitive
enough
to
fill
those
positions,
but
also
ensuring
that
we
have
enough
positions
to
deliver
the
level
of
service
that
is
so
important
in
those
areas
like,
for
example,
youth,
mental
health
or
public
safety?
C
And
thank
you
too,
for
the
exhortation
about
the
transparency
and
the
data
clarity.
I
think
this
is
a
time
where
we're
all
you
know
sort
of
pulling
every
lever.
We
think
that
we
can,
when
it
comes
to
these
crises
in
public
safety
recruiting,
and
I
think,
you've
really
illustrated
why
it's
important
to
leave
a
trail
of
what
we're
doing
track.
What
we're
doing
try
to
establish
the
baseline.
You
know
as
we
as
we
try
to
move
quickly
to
move
intelligently
and
transparently
as
well.
Ms
garvey.
E
Okay,
thank
you.
Thank
you
so
much
this
was.
I
mean
it
was
a
lot
but
boy.
It
was
succinct
and
great
thing.
I
was
delighted
to
see
the
suggestion
you
examine
the
overall
role
that
summer
play
camp
plays
with
childcare,
because
I've
been
thinking
that
we
need
to
take
a
holistic.
Look,
I'm
not
sure
it's
parks
and
rec
alone
that
needs
to
do
it.
That's
part
of
the
issue
that
it's
so
huge.
So
thank
you.
E
You
know
if
you
really
want
to
add
something,
but
I'm
just
I'm
trying
to
just
throw
you
some
bouquets
here.
Thank
you.
E
Thank
you
thank
you
and
I
also
like
the
idea.
I
mean
a
lot
of
the
emphasis,
as
our
chair's
already
said,
on
performance
measures,
I
think,
is
great,
also
tracking
it
back
to
master
plans
and
things.
I
think
that
could
be
really
really
a
nice
idea.
Overall,
I
had
one
question
for
you
on:
it's
not
a
real
specific
question,
but
this
wanting
to
look
at
basically
working
with
a
career
center
and
schools
to
build
basically
a
career
pipeline
of
employees
coming
in
and
you
put
it
under
dhs.
E
I
It
didn't
come
in,
it
could
come
up
as
specifically
in
other
groups,
but
the
issue
of
how
to
ensure
that
the
county
maintains
its
ability
to
attract
and
retain
really
good.
Employees
was
discussed
within
nearly
every
one
of
these
instances,
and
I
think
that's
an
element
in
all
of
those
examples
that
that
we
ought
to
consider.
So
we
agree
with
you.
Yeah.
E
Thank
you
very
much,
that's
helpful
because
that
actually
gets
back
to
none
of
the
ones
you've
talked
about
here.
I
think
it
comes
back
to
our
personnel
department
right
in
a
way.
I
think
it's
just
interesting
all
of
these
cross-cutting
ideas
so
delighted
to
hear
about
them
and
I
think
we'll
we'll
work
on
that.
Thank
you.
A
A
There's
a
lot
you've
captured
a
lot
of
the
conversation
particularly
appreciate
the
the
thoughts
on
our
the
number
of
inmates
in
the
jail
which
has
been
raising
questions
about
for
me
about
what's
the
appropriate
way
to
budget,
especially
given
that
I
don't
have
the
expertise
of
the
also
non-profits
and
then
your
insights
on
the
on
the
camp
registration
with
dpr.
I
guess
my
question
is:
do
you
have
a
you
know
if
you
had
to
synthesize
and
summarize?
A
Is
there
an
area
of
greatest
uncertainty
amongst
these
res
these
recommendations
and
I'll
give
you
an
example?
I
I
given
your
experience
leading
epa.
I
absolutely
agree
with
the
insights
that
we
we
have
extraordinary
leadership.
What
we
also
need
is
we're
now
in
a
science,
scientific
reality
that
is
different
from
even
three
years
ago,
so
that
could
be
one
it
doesn't
have
to
be.
I
It's
a
really
good
question,
mr
de
ferrani,
and
I'm
not
sure
I
have
an
equally
good
answer
for
it.
I
will
say
that
that
I've
been
on
the
fact
for
six
years
now
and
in
every
year
for
every
department.
I
I
think
it's
fair
to
say:
we've
had
concern
about
performance
measures,
especially
from
we're
the
sort
of
classic
example
a
a
a
a
a
group
from
outside
the
the
county
government
that
wants
to
try
to
assess
as
best
it
can,
how
the
work
of
that
department
is
going
and
and
and
are
there,
improvements
that
can
be
made,
etc.
There's
an
awful
lot
of
information
out
there
and
that's
a
part
of
the
problem
for
an
individual
citizen
who
wants
to
try
to
make
that
assessment,
but
would
have
a
really
hard
time.
I
You
know,
reading
a
500
page
budget
document,
I
was
a
regulator
at
one
time
and
we
tried
to
create
performance
measures
for
the
epa
and
I'm
not
sure
we
did
any
better
job
at
it.
You
know
it's
really
easy
to
count
beans
and
to
put
those
counts
of
beans
out
there,
and
we
did
that
all
the
time.
It's
much
harder
to
assess:
how
much
did
you
improve
the
public's
health
or
how
much
did
you
protect
the
environment,
but
just
because
it's
hard
doesn't
mean
you
shouldn't
keep
working
at
it,
so
that
we're
not.
J
Thank
you.
I
wanted
to
continue
with
that,
so
you
know.
First
of
all,
thank
you
for
the
work
and
I
really
appreciate
that
we
have
a
group
of
departments
that
were
reviewed.
That
are,
I
think,
very
timely
to
our
our
public
policy
priorities
and
just
also
to
impact
on
on
the
budget
overall.
So
thank
you
for
that,
as
it
relates
to
performance
measures
with
full
disclosure.
J
This
has
been
something
that
has
preceded
your
tenure
as
chair
as
being
a
fact
priority,
and
if
we're
going
to
be
frank,
we
as
an
enterprise
haven't
really
been
very
responsive
to
it.
So,
aside
from
debating
the
importance
of
it,
I'm
curious
as
to
whether
des
acpd,
the
sheriff's
office,
whether
or
not
you
believe
that
they
felt
equipped
to
make
progress
to
try
and
do
better
in
this
regard,
or
if
there
are
areas
that
we
need
to
build
up
some
some
capacity
in
terms
of
expertise.
I
Mr
dorsey,
because
of
the
lofty
position
that
I
occupy
as
the
chair
of
the
fact,
I
didn't
attend
any
of
the
individual
department
meetings
this
year,
but
I
have
for
several
years
past
and
and
and
I've
seen
small
areas
at
least
small
areas
of
progress.
I
I
think
in
nearly
every
instance
where
we
we
called
to
your
attention
and
to
the
department's
attention:
hey
do
something
other
than
just
counting
beans,
and
so
I
think
that
progress
is
only
there,
because
those
departments
feel
because
of
what
you
all
have
done
to
encourage
them
to
do
it.
The
need
to
to
try
to
look
for
better
ways
to
measure
their
success
and
their
success
isn't
just
in
the
number
of
widgets
they
produce
do
they
feel
equipped
to
do
it.
I
don't
have
any
sense
that
they
don't.
I
C
Thank
you
and
mr
karen
thomas.
G
Thank
you.
I
actually
wanted
to
ask
something
very
similar,
because
you
have
been
very
specific
about
saying.
G
Both
department
sheriff
and
acpd
have
not
provided
any
prediction
about
the
positions
the
ft's
they
won't
fill.
So
let's
say
if
the
output
was
at
any
rate,
considered
constant,
so
obviously
they
can
do
the
job
with
with
the
filled
positions
plus
whatever
we.
We
are
approve
this
budget,
but
there
is.
There
is
the
insinuation
there
that
there
is
a
you
know,
but
the
farmer
should
have
a
methodology
of
predicting
how
many
positions
they
are
not
going
to
be
filling.
G
So
how
was
this
discussion?
Should
the
departments
have
a
methodology
of
actually
saying
look,
you
know
my
force
will
have
this
oscillation.
I
I
I
think
the
short
answer.
Your
question
is
yes,
but
I'll
I'll
also
say
that
before
I
worked
at
epa,
I
was
a
budget
geek
on
the
house
budget
committee,
not
many
people
and
and
and
even
richard
educated,
all
of
us
very
well
about.
As
we
brought
up
these
issues
of
my
gosh,
it
looks
like
there's
going
to
be
more
vacancies
than
there
were,
and
money
is
being
shifted
from
vacancies
to
overtime.
Is
that
really
the
way
we
want
to
do
it?
I
Richard
helped,
educate
us
about
many
of
the
specifics
about
the
way
that
money
is,
you
know,
is
appropriate
at
the
departmental
level
and
how
much
oversight
there
is
before
changes
are
made
in
budget
allocations
etc.
I
Again,
I
don't
have
a
very
good
answer
to
your
question,
sir,
but
I
I
I
I
have
a
sense
that
there
is
a
a
a
method
that
they
use
now,
but
it
it
seems
from
our
observations
that
perhaps
there
might
be
capacity
to
improve
that
in
some
instances.
G
Thank
you.
That's
that's!
That's
that's
actually
confirming
what
I
feel
from
from
your
report
that
it's
needed
to
be
done.
Maybe
we
have
on
our
side
to
think
about
that
as
well,
because
at
the
end
of
accounts,
it
is
us
it's
the
public
interest
who
asks
for
the
performance
measures
and
for
the
methodology
of
estimating
the
the
necessary
force,
the
you
know
the
necessary
inputs
for
specific
outcomes
right,
a
detailed
one
and
not
feel
free.
G
You
know
to
just
not
to
answer
that
if
you,
if
you
don't
feel
comfortable,
do
that
if
you're
not
specifically
knowledgeable
about
that
under
dpr
point
for
the
trail
management,
it
is
noted
that
dpr
has
yet
to
develop
standards
for
trail
maintenance.
It
looks
like
a
significant
asset
is
not
kind
of
properly
served
or
that
doesn't
receive
the
the
systemic
object.
The
systematic
attention
that
it
should
be
is
that
the
is
that
the
message
that's
conveyed
here.
I
Yes,
absolutely
it's.
This
is
a
particular
concern
of
one
member
of
the
fact,
but
we
discuss
it
so
often
that
that
we've
all
sort
of
inculcated
that
belief
in
our
in
our
approach
to
parks
and
recreation
in
the
county.
I
So
I
did
not
independently
confirm
the
assertion
that's
made
in
that
statement,
but
I
have
no
reason
to
believe
that
they
misrepresented
that
in
any
way
shape
or
form,
because
the
three
people
on
that
sub-group
are
extraordinarily
knowledgeable
people,
especially
about
issues
relating
to
trails,
bicycles
and
other
similar
things
in
the
county.
G
C
Okay,
so
seeing
no
other
questions
from
mr
robertson,
I
think
I'm
going
to
conclude
by
thanking
you
again
so
much.
We
really
appreciate
your
work
and
the
good
conversation
you've
prompted
here
with
us
today.
I
I
should
say
that
we
have.
We
anticipate
unless
christian
tells
me,
no,
that
we're
gonna
take
a
close
look
at
the
cip
too,
and
so
we'll
be
happy
to
engage
you
on
that.
C
C
And
the
manager
wants
to
join
us
again.
I
I
come
to
think
of
this
part
of
the
budget,
as
you
remember
that
old
jeopardy
category
of
potpourri.
So
I
think
this
is
kind
of
her
chance
to
ask
any
remaining
questions.
I
have
a
couple
myself
that
I
that
I'm
happy
to
bring
forward
while
colleagues
organize
their
thoughts,
one
possibly
for
discussion
today
and
then
a
couple
potentially
in
follow-up.
C
We've
had
quite
a
fair
bit
of
advocacy
about
the
gulf
branch
nature
center,
and
a
lot
of
that
has
come
in
after
our
conversation
with
the
department
of
parks
and
recreation.
So
I
wanted
to
make
sure
that
I'm
understanding
my
understanding,
I
think
from
the
discussion
we
had
about
gulf
branch
nature
center-
is
that
the
the
staffing
issues
that
are
in
turn
leading
to
changes
in
levels
of
service
are
problems
of
not
being
able
to
fill
positions
or
the
problems
of
cuts
in
positions.
C
And
if
we
don't
know-
and
I
need
to
get
information
and
follow
up
that'd
be
helpful.
I
guess
my
question
is:
is
this
something
that
money
can
solve
or
is
it
just
a
need
for
for
sort
of
the
addressing
the
ongoing
recruiting
challenges.
D
Well,
let
me
start-
and
I
cowan
is
here
she
can
add
or
correct.
You
know
the
one
of
the
changes
is
in
our
staffing
policy,
which
requires
more
than
one
person
to
be
present,
so
that
immediately
limits
our
flexibility
about
the
amount
of
time.
Our
goal
has
been
to
make
sure
that
there
is
a
nature
center
open
every
day
of
the
week
may
not
be
true
on
sunday,
but
I
think
six
days
of
the
week
you
can
go
to
a
nature
center
in
the
county.
D
You
can't
go
to
both
of
them,
and
so
one
way
to
if
the
board
were
looking
to
add
capacity.
That
would
require
additional
staff
to
do
that.
C
E
D
Yeah,
if
I
can
just
amplify
what
michelle
is
saying,
we
get
this
question
for
a
lot
of
our
programs,
and
the
answer
is,
it
depends
as
to
who
the
volunteer
is
and
what
level
of
training
we
and
supervision.
We
have
it's
something
that
we
look
at
all
the
time,
so
there
could
be,
but
I
you
know
in
the
past,
when
we
have
these
challenges
with
both
libraries
and
parks.
It's
not
going
to
be
enough
to.
D
E
That
yeah
that's
fine
and
if
I
could
follow
up
one
more
question
and
then
we'll
let
mr
dorsey
follow
up
as
well.
Okay,
excuse
me
real
quickly,
cip,
are
we
gonna
see
any
recommendations
about
the
nature
centers
in
the
cip?
At
all?
I'm
wondering
I'm
thinking
this
might
come
forward
then,
to
not
the
issue
of
staffing,
but
the
centers.
D
I
I
have
not
yet
I'm
just
started
this
week
with
internal
briefings
on
the
cip,
and
I
know
we're
going
to
be
here
with
a
10-year
cip,
covering
billions
of
dollars
in.
May
I
don't
know
the
answer
to
that
question.
I
will
just
say
that
I
mean
it's
been
commented
on
that
everyone
loves
our
nature
centers
because
they're
so
quaint,
which
is
another
way.
It's
a
real
estate
term
of
saying,
yeah
they've
looked
the
same
for
the
last
30
years
and
there's
some
real
challenges
there.
D
So
it's
something
that
we
I
know
we're
going
to
be
talking
about.
I
just
don't
know
what
our
answer
will
be.
H
E
J
Just
before
we
leave
the
nature
center
conversation.
Thank
you,
madam
chair.
I
seem
to
recall
that
when
we
discussed
this
with
with
dpr
that
there
was
some
attempt
to
align
the
operating
hours
with
levels
of
demand,
and
so
have
we
done
any
sort
of
analysis
of
whether
or
not
we
are
falling
short
of
meeting.
What
is
typical
demand
because
we
could
we
could
always
staff
it
up
so
that
it's
operating
all
the
time,
but
you
know
some
places
that
decide
to
close
on
mondays
because
there's
nobody
who's
there,
and
so
it
makes
sense.
A
Just
to
put
it
on
the
mic,
the
question
that
was
asking
is
I'm
curious
too
about
sundays.
I
know
that's
could
be
more
expensive,
but
that
was
there
was
some
some
resident
brought
that
up
so
with
respect
to
the
nature
centers.
Thank
you.
A
So
I
had
a
question
trying
to
under
a
big
picture
question
trying
to
see
if
I
understand
the
arpa
money
and
where
we
are
big
pic
big
picture,
because
there's
and
I'll
try
to
do
this
so
that
it's
helpful
for
dmf
there
was
a
slide
that
was
back
on
fiscal
24
at
the
beginning
of
the
process.
You
guys
did
you
did
a
slide
deck
and
there's
about
9
million.
D
The
answer
is
you,
you
have
it
exactly
correct
and
if
I
could
just
emphasize
something
that
I
said
a
little
bit
earlier,
if
you
look
at
the
if
you're
looking
at
the
same
information,
I
have
we,
we
slotted
a
number
of
dollars.
Example
for
fiscal
22
for
covet
response.
We
have
found
that
as
time
goes
on
and
we
start
receiving
reimbursements
on
from
fema,
and
especially
over
the
last
60
days,
where
some
of
the
demand
has
gone
down.
D
Some
of
those
funds
that
we
have
allocated
are
potentially
freed
up
so
and
we
need
so
we're
in
this
balancing
act
right
now.
We
have
about
two
points:
it's
about
2.3
million
dollars,
I
think
available
2.6
million
available,
but
that
number
is
constantly
changing
and
so
as
more
money
becomes
available,
that's
a
good
thing
as
we
get
closer
to
2024.
D
That's
not
such
a
good
thing,
because
we
have
to
make
sure
we
spend
it.
So
it
is
an
enormously
helpful
resource
to
have.
I
think,
when
we
proposed
the
budget
back
in
february.
At
that
time
we
said,
we
only
thought
we
would
have
a
million
and
a
half
available
since
that
time.
Obviously,
over
another
million
dollars
has
become
available
and
I
think
I've
apprised
you
of
the
fact
that,
for
example,
we've
used
some
of
that
to
address
some
of
the
issues
we
faced
with
columbia,
gardens
and
I've
come
to
you
and
we
have.
D
A
Got
it
that's
very
helpful
and
that
example
is
helpful
of
everything
shifting
so
quickly.
The
only
other
sort
of
big
picture
question
that,
as
I
try
to
get
a
sense
of
things
I
think
is
slide
16
of
this
slide
deck.
I
think
I
have
that
right.
Let's
see!
Yes,
it's
about
tran,
it's
about
the
hotel
tax,
transient,
occupancy
tax
and
the
meals
tax,
and
I
want
to
understand,
see
if
I
got
it
right
on
fiscal
year,
22
and
fiscal
year,
23
ongoing.
A
D
Yes,
so
when
we
go
through
and
we're
doing
estimates
about
what
is
going
to
happen
in
the
future,
we
are
cautious
by
nature
to
make
assumptions
and
we
see
that
the
transient
occupancy
tax
receipts
are
actually
doing
better
to
the
tune
of
nine
hundred
thousand
dollars.
I
can't
remember
what
the
base
is,
but
they're
up
about
50
from
the
year
before,
but
they're
still
double
digit
below,
where
we
were
pre
pandemic,
so
we're
being
a
little
bit
measured.
D
So
I
have
this
conversation
all
the
time
with
the
dmf
team
and
since
I
used
to
sit
in
their
seats,
there's
a
little
bit
of
like
okay.
Well,
you
know,
aren't
things
going
really
well
and
they
go
well
yeah,
it's
going
well,
but
mark
you
know
you
never
know.
D
F
So
there
were
significant
increases
in
a
number
of
taxes
in
the
23
proposed
over
the
adopted
22,
because
we
were
already
seeing
it
in
this
fiscal
year
and-
and
there
are
a
number
of
these
taxes-
and
tot
is
one
of
them-
that
that's
somewhat
cyclical
the
in
it
within
the
within
the
talent
within
the
calendar
year
october
is
the
peak
and
april's,
historically
a
peak,
and
so
we're
we
just
like
with
b-pole
taxes.
We
don't
even
know
what
that
is
until
the
spring.
F
So
as
we
see
that
you
know
we
can,
we
can
more
accurately
adjust
and
and
what
we're
seeing
is
with
how
sales
and
recreation
have
been
acting
more
recently,
based
on
our
what
we
proposed
in
the
23
budget,
there's
capacity
there
to
increase
those
from
what
we're
seeing
at
the
level
of
comfort
that
dmf
has
to
put
on
the
table.
So
to
speak,
so
we'll
continue
to
monitor
this
we'll
report
back
at
closeout.
F
But
that's
sort
of
we're
watching
this
all
along
and
we're
just
now
making
some
new
incremental
adjustments
to
some
of
the
estimates
that
we
proposed
in
in
february.
Based
on
what
we
had
seen
through
the
first
half
of
the
fiscal
year.
A
Great
thanks,
it's
very
helpful,
to
get
a
sense
of
the
care
you're
trying
to
put
into
the
estimates,
and
you
could
say
you
might
slide
towards
a
different
approach
with
the
fiscal
24
money
there.
But
to
say
that
you
know.
I
think
it
is
intellectually
lazy
to
say.
Oh,
you
know
that
cautiousness
is
out
of
bounds
compared
to
where
I
might
want
to
be,
and
so
it's
just
really
helpful.
I
appreciate.
D
It
yeah,
and
so
you
know-
and
I
say
this
and
I
I'm
not
sure
I
say
it
enough,
which
is
that
in
a
billion
and
a
half
dollar
budget,
if
we're
talking
about
20
million
dollars
and-
and
I
know
this
isn't
going
to
be
received
very
well
by
some
people
in
the
community-
that's
a
miniscule
percentage
and
people
will
say.
Well,
you
got
it
wrong.
D
We
we
are
required
to
air
on
the
conservative
side,
but
I
I'm
very
proud
of
the
work
we
do
and
getting
as
close
as
we
can
without
cutting
ourselves
literally
like
on
the
razor's
edge
and
people
should
know,
we
have
a
more
advanced
revenue,
estimating
effort,
for
example,
on
sales
tax
than
counting
the
number
of
amazon
boxes
on
people's
porches.
C
J
Thank
you,
madam
chair.
So
I've
got
a
few
figure
out.
What's
my
most
important
one
that
I
want
to
ask
here
for
this
first
round,
so
as
it
relates
to
a
few
of
the
positions
that
we're
seeking
to
to
add
in
this
year's
budget
can
looking
first
at
the
positions
that
are
associated
with
entering
into
the
new
collective
bargaining
regime
are
any
of
those
three
designated
to
be
the
chief
negotiator,
or
has
it
yet
to
be
determined
whether
or
not
that's
going
to
be
new
staff
or
current
staff
that
fulfills
that
role.
D
So
there's
a
position
and
I
believe
it's
already
been
authorized
in
the
22
budget
for
the
chief
labor
relations
officer,
we're
in
hopefully
the
very
final
days
of
interviews
on
that,
because
we
do
want
to
we've
already
seen
requests
to
bargain
from
both
the
police
and
fire
union
right.
They
would
like
to
bargain
yesterday.
D
I've
told
them
that
please
let
the
board
adopt
the
budget
so
as
soon
as
that
happens,
the
next
day
we'll
be
entering
into
negotiations,
but
we
feel
at
least
right
now
that
we
have
the
staff
we
need
to
start
off
with
that
process.
If
we
need
more,
we
will
come
back.
So
as
a
chief
labor
relations
officer,
we
have
the
labor
neutral.
Our
labor
relations
administrator
is
on
board
through
a
contract
that
we
have,
and
also
we've
added
staff
in
this
budget
for
additional
capacity
and
human
resources.
D
So
we
feel
at
least
at
the
moment,
we've
got
the
balance
correct,
but
you
know
what
I
know
about
negotiations
is.
There
will
be
especially
when
you're
entering
a
collective
bargaining
green
field,
where
there
is
no
extant
agreement,
there's
a
lot
of
time
and
a
lot
of
effort
that
has
to
go
into
that.
So
we've
also,
I
think,
proposed
a
position
for
the
county
attorney's
office
to
assist
with
that
and
we've
also
hired
outside
counsel,
so
I
feel
ready
to
go
as
soon
as
the
budget's
adopted,
but
I'll
be
back.
C
Thanks:
okay,
move
into
round
two
a
compensated,
related
question
that
perhaps
dmf
might
have
some
insight
into.
If
not
for
follow-up.
You
we
talk
often
about
how
there
are.
We
have
kind
of
a
complex
relationship
with
the
constitutionals
and
what
we
fund
versus
what
the
state
funds.
I
know
that,
right
now,
in
both
the
house
and
senate
budget
proposals,
there
are
increases
for
sheriff's
deputies.
C
We
are
awaiting
with
bated
breath
to
see
what
comes
out
of
that
conference,
but
can
you
do
we
have
any
insight
into
in
the
past
when
the
state
has
allocated
increases?
For
those
you
know,
com
board
employees?
Do
we
just
treat
those
increases
as
additive
to
whatever
we've
put
in
the
budget?
So
if
there
was
a
four
and
a
half
percent
public
safety
increase
in
a
given
year
and
the
state
approves
another
two:
does
that
mean
six
and
a
half
for
sheriff's
deputies?
F
C
F
We
don't
actually
know-
and
emily
can
correct
me
if
I'm
wrong
what
the
exact
dollars
dollar
amounts
are,
that
the
the
state
adopts
until
the
comp
board
itself
gets
together
and
we
get
those
numbers
in
june.
So
I
don't
really
know
what
the
delta
is
between
x.
If
the
state
adopts,
what
some
of
the
legislation
is,
what
that
delta
is
between
what
we've
already
sort
of
built
in
they're,
not
getting
a
new
we've
already
assumed
some
growth
do.
F
F
Right
so,
as
you
were
mentioned
that
the
county
provides
net
tax
support
to
all
our
constitutional
offices
with
in
downstate,
you
know
that's
all
the
money
that
they
get
so
this
this
boarding
community
supports
those
those
offices
in
addition
to
the
com
board.
So
if
the
revenue
change
yes,
the
net
tax
support
picks
up
that
that
cost
okay
and
with-
and
if
you
give
raises
that's
that-
would
be
net
tax
support.
If
the
state
didn't
provide
funding.
C
Okay,
so
that
would
be
really
helpful
to
know
what
we
have
assumed,
because
then
we
can
compare
what
is
under
discussion,
which
I
think
is
four
percent
in
the
house
package
and
five
percent
in
this
in
the
senate,
to
what
you
all
have
assumed
already
and
try
to
get
us.
C
E
Wrong
with
you,
so
while
we're
talking
about
things,
we
don't
know
yet.
First,
thank
you
for
all
the
caution
built
into
the
budgets.
Anybody
who
didn't
like
cautious
budgeting
two
years
ago
should
totally
understand
why
we
need
to
do
that.
The
grocery
tax.
I
realized.
I
wasn't
paying
all
that
much
attention
because
I
figured
oh
we'll
know
by
the
time
we
get
to
this
point:
how,
where
what
are
the
what's
the?
What's
the
possibility,
the
range
of
possibilities
with
this
grocery
tax?
It's
effective!
I'm
sorry!
I
should
know
that,
but
I
realize
I
don't.
D
I
I
will
say
this,
which
is
I've,
asked
this
question
multiple
times
and
the
answer
is
still
a
little
bit
murky.
For
me,
I've
been
assured
by
emily
and
she
can
reassure
me
publicly
now
that
under
either
the
house
or
senate
version
we're
probably
okay
for
fiscal
23
but
I'll.
Let
her
elaborate.
H
So,
as
far
as
we
know
right
now,
the
plans
in
the
house
and
senate
versions
they're
different,
but
one
of
them
maintains
the
funding
for
localities.
So
the
grocery
tax
is
split
into
different
pieces.
There's
a
piece:
that's
applied,
that's
for
local
tax,
there's
a
piece
that
state
one
of
the
versions-
and
I
don't
remember
which
one
is
maintaining
the
funding
for
localities.
H
The
other
version
has
some
assurances
about
maintaining
the
funding
for
schools
and
the
two
bodies
are
going
to
have
to
work
it
out.
What
we've
heard
from
our
legislative
liaison
is
that
the
locality
funding
is,
we
think,
fairly
safe,
but
our
estimates.
If
we
were
to
lose
grocery
tax
altogether,
we
would
lose
about
seven
million
dollars.
C
A
I
I
I
want
to
ask
a
question,
but
I
do
just
the
big
picture.
I
think
your
slide
18
it
potential
uses
of
available
funding.
The
top
one
is
additional
compensation
for
staff
and,
since
we've
been
working
on
it
for
working
on
a
lot
of
these
issues
for
a
number
of
weeks,
I
think
it's
just
worth
saying
and
just
appreciate
that
the
budget
draft
included
a
focus
on
compensation
as
we
asked
in
direction
and
there's
a
lot
of
work.
I
know
going
on
that.
A
I
don't
over
promise,
but
that
is
the
focus
of
a
lot
of
the
work.
I
kind
of
wanted
to
ask
a
related
question
or
a
question
a
little
bit
about
big
picture
with
respect
to
one
of
the
areas
for
you.
I
guess
for
you,
mr
manager.
More
than
for
dmf
it's
on
the
the
in
the
area
of
affordable
housing
and
eviction
prevention.
We
got
a
couple
of
people
who
mentioned
that
we
were
short
on
capacity
to
do
the
nofa
this
past
year,
and
you
know,
we've
been
talking
for
a
while
about.
A
We
want
to
keep
doing
new
projects
for
new
admit,
committed,
affordable
units,
but
eviction
prevention
has
had
to
be
a
huge
priority
and
so
in
the
area
of
resources,
there's
kind
of
the
housing
team
and
their
capacity
staff
wise
and
then
there's
dhs
and
they
work
hand
in
glove
together.
And
I
wondered
if
you
had
any
thoughts
about
that
area
and
how
we
approach
the
next
couple
weeks.
D
D
But
there's
another
group
of
people
which
include
some
of
our
housing
staff,
but
really
heather,
venner
and
brooke
hammond
perez
and
the
dhs
staff
who
are
you
know
they
went
into
columbia,
gardens
and
found
a
situation
which
I
think
that
probably
shouldn't
have
been
a
surprise
to
us.
But
there
are
a
lot
of
places
and
we
think
where
there
are
people
who
are
very
low
income
who
have
multiple
people,
sometimes
undocumented,
living
with
them,
and
the
intensity
of
service
that
we
needed
to
provide.
D
In
that
case,
where
we
were
going
not
just
family
by
family
but
person
by
person
and
trying
to
find
a
location
for
them,
we
find
ourselves
stretched
really
thin
and,
as
we
explore
more,
I
think
that's
an
area
where
we
could
do
well
with
additional
resources.
That
doesn't
mean
that
we
shouldn't
get
more
additional
resources
on
the
housing
side,
but
the
housing
side
is
about.
I
don't
mean
to
limit
this,
so
the
idea
of
putting
deals
together
and
going
out
and
finding
places
to
do
it
is
incredibly
important
but
sort
of
like
the
day-to-day.
D
Where
are
people
going
to
sleep?
That's
that's
a
real
need
and
I
think
we-
and
maybe
we
were
just
weren't
eyes
wide
open
enough.
I
think
there's
just
we've
just
scratched
the
surface
of
the
kind
of
need
there
and
we
have
partners
too.
We
have
we
work
with.
You
know
our
partner
organizations,
so
it's
not
only
perhaps
additional
resources
for
us,
but
making
sure
that
our
partners
are
working
in
concert
and
they
have
the
resources
because,
as
much
as
you
know,
I
think
the
world
of
county
staff
they're
phenomenal.
D
A
Thank
you.
That's
very
helpful,
I'm
mindful
of
the
tectonics
of
one
time
and
there
are
places
where
there's
consulting
resources
and
then
there's
there's
sort
of
the
the
capacity
we
know
we'll
need
as
the
state
program
and
funding
kind
of
ends
thanks.
I
appreciate
it.
J
Thank
you,
madam
chair.
So
mr
schwartz,
you
alluded
to
you,
know
contractual
risks
and
maybe
using
a
portion
of
one-time
funds
to
create
a
reserve
or
indemnify
against
them.
Can
you
give
us
a
greater
sense
of
the
magnitude
of
it?
So
have
we
analyzed
the
number
of
contracts
that
are
up
for
renewal
this
year,
where
they
have
their
significant
inflationary
pressures
associated
with
those
contracts
and
also
whether
there
are
existing
contracts
that
we
have
that
are
at
risk?
D
D
I
think
we
do
a
really
good
job
at
negotiating.
We,
we
lock
in
some
prices
in
a
low
inflation
environment
that
seems
to
work
out
well
for
us
and
for
the
contractors,
but
we
have
contracts
that
will
roll
off
in
the
next
year
or
two,
and
it's
not
only
stressful
for
us
but
stressful,
as
the
contractors
who
can't
seem
to
make
ends
meet
I'm
going
to
let
richard
and
emily
and
maria
or
michelle
weigh
in
with
some
more
examples.
F
Yeah
we've
been
working
with
the
departments
to
revisit
the
contracts
that
and
and
budgeted
levels
of
those
contracts,
especially
the
larger
ones.
I
think,
when
we
come
back
to
you
in
a
week
or
two
as
you're
doing
your
final
deliberations
and
we're
we're
discussing
one-time
dollars
that
we'll
have
a
a
recommendation
for
you
for
what
we
think
is
a
shortfall
that
we're
anticipating
in
2013
in
23.
F
some
are,
and
some
of
that
number
will
be
the
unknowns
and
some
will
be
the
unknowns
and
will
probably
recommend
that
some
dollars
flow
to
departments
and
some
flow
to
a
contingent
to
accommodate
contracts
that
will
be
coming
up
for
renewal
that
will
need
to
have
funding
to
address
at
higher
levels
than
you
know
might
be
in
the
base
budget.
Okay,
thank
you.
D
One
thing
I
will
note
is
that
we
and
michelle
you
can
correct
me
wrong:
we
our
contract,
we
have
for
our
solid
waste
collection,
I
think,
is
up
in
the
year
yeah
in
2024
we
negotiated.
I
think
we
went
through
a
lot
on
that,
if
you
remember
four
or
five
years
ago
that
entire
industry
has
changed,
and
so
we
are
finding
that
in
a
number
of
places,
whether
it's
custodial
services
or
any
other
kind
of
thing,
there's
an
enormous
amount
of
pressure
built
up
in
the
economy.
D
So
having
that
one-time
money
as
a
way
to
you
know
bridge
us
when
a
contract
expires,
and
then
we
work
that
into
the
base
in
the
following
year,.
G
Thank
you
so
from
the
overall
advocacy
and
the
testimony
that
we've
heard
there
were
two
areas
that
I
you
know
I
received
as
specifically
important.
One
was
you
know,
additional
investment
in
environmental,
and
you
know
trying
to
get
us
closer
to
our
goals
so
that
that's
the
one
thing
and
I
don't
know
how
the
how
we
can
see
the
additional
revenue
playing
into
that
in
the
last
slide
where
well,
where
with
this
fit.
G
The
other
part
was
a
mental
health
and
very
recently
we
heard
just
advocacy
to
to
see
whether
we
can
hire
a
medical
professional,
a
you
know,
a
a
specialist
on
you
know
a
medical
specialist
which
I
don't
know
whether
this
is
something
that
is
under
the
sheriff's
office
under
dhs
or
so
so.
These
two
things.
D
So
I'll
deal
with
the
start
with
the
last
question
and
move
to
the
environmental
towards
the
end,
but
the
I
think
what
we've
seen
is
that
the
use
of
one-time
hiring
incentives,
and
especially
even
retentions
and
internal
incentives
on
the
mental
health
field,
has
actually
made
a
difference.
So
you'll
see
that
I'm
going
to
have
a
pretty.
D
D
D
I'm
not
sure
if
it's
95
or
96
of
the
community,
sometimes
the
number
of
waivers
about
how
we
as
a
county
government,
are
letting
people
know
and
are
advocating
to
the
residents
of
the
community
what
their
role
is,
and
I
think
right
now
with
us
being
in
the
last
six
months,
literally
trying
to
fill
vacant
positions.
We
haven't
been
able
to
do
some
of
that
forward-leaning
work
and
we
have
to
do
more
of
that.
So
I
I
think
that
you'll
see
some
more
of
that.
I
think
between
now
and
when
the
budgets
adopted.
E
Excellent
ms
garvey
yeah,
I
had
questions
very
relatively
small
amount
of
money
compared
to
everything
we've
been
talking
about.
If
board
member
salaries
were
to
be
increased
by
20
000
a
year.
What's
the
answer
there's
usually
additional
cost
that
has
to
go
into
the
budget.
For
that,
what
do
you
know
what
that
would
be,
or
could
you
tell
me
later.
F
We
could
provide
some
some
follow-up
on
that
with,
on
top
of
the
salary,
the
benefit
percent
is
an
additional.
H
D
D
E
J
J
A
I
think
that
may
be
in
part
because
some
of
those
indirects
are
already
in
the
base
salary.
So
that's
helpful.
I
appreciate
you
asking
I
I
did
want
to
ask
the
last
question
or
in
the
area
on
the
environmental
area.
I
just
wanted
to
sort
of
surface.
A
I
think
we've
had
conversation
about
community
choice,
aggregation
which
is
a
relative
detail,
but
I
think
that
there's
that
that's
one
of
the
questions
in
the
queue
for
staff
in
the
existing
environmental
fund
that
we
could
loudon
has
done
an
assessment
and
we
could
consider
doing
such
an
assessment
through
one
time.
Yeah.
D
Yeah
we
could-
and
I
may
be
getting
way
over
my
skis
on
this.
I
think
we
there's
a
lot
we
can
do
and
I
I
certainly
hope
that
we
could
do
it
together
with
our
sister
jurisdictions.
I
know
that
loudon
and
fairfax
are
doing
things
which
is
fantastic
and
I
congratulate
them.
I
think
there
may
be
some
more
benefit
in
us
partnering
with
them
in
doing
things.
D
So
there's
always
that
push
and
pull
of
wanting
to
get
out
there
and
do
something,
because
it's
a
serious
issue,
but
absolutely
that's
what
that
the
million
dollars
we
set
aside
again.
I've
said
this
before:
I
don't
want
anybody
to
think
that
if
there's
an
idea
that
we
can
work
through
and
we
have
the
resources,
we
will
have
the
resources
to
do
what
needs
to
be
done.
A
Thank
you,
that's
helpful
and
that's
one
on
which
our
fairfax
counterparts
frankly
annoyed
me,
because
they
would
not
go
regional
on
the
green
bank,
even
though
we
asked
for
an
assessment
that
would
be
done
that
way,
and
I
guess
the
only
other
I
don't
know
if
you
it's
sort
of
a
comment.
I
know
that
we've
had
ongoing
discussions
with
respect
to
sort
of
perhaps
additional
work
that
can
be
done
in
light
of
the
many
residents.
A
Who've
asked
questions
about
the
the
our
approach,
our
whole
of
government-
and
I
don't
know
if
you
care-
want
to
comment
at
all.
I
know
it's
you're
thinking
about
it.
D
No,
I
mean
I
would
I
would
just
repeat
what
I
said
to
mr
carontonis,
which
is
that
I
think
that
it's
not
only
reasonable,
but
I
think
it's
sort
of
imperative.
I
think
our
residents
are
saying
what
is
it
that
we
can
do
to
help
with
that,
and
I
think
we
have
more
that
we
can.
I
think
we
have
answers,
but
we
have.
D
We
can
do
more
to
get
the
answers
out
there
and
maybe
have
more
voices
with
the
answers
and
also
partner
with,
for
example,
c2e2
or
the
sierra
club
and
other
groups
to
make
sure
that
the
information
is
getting
out
to
people.
People,
I
think,
are
very
interested
in
knowing
what
they
can
do
because
of
the
you
know
the
threat
it.
D
It
becomes
a
little
bit
worrying
for
people
to
read
the
headline
in
the
washington
post
every
other
day
about
how
the
u.n
has
declared,
yet
again
that
we
only
have
you
know
another
year
or
two
years
to
do
it
and
people
are
like
what
can
I
do
about
it
and
they
want
to
know,
and
so
we
can
do
a
we.
I
think
we
do.
Let
me
say
I
think
we
do
a
great
job
with
what
we
have.
Can
we
do
more
with
more.
I
think
we
could
do
more
with
more.
Thank
you.
C
We
are
in
receipt
of
a
recommendation
from
the
mental
health
and
disability
alliance
that
I
think
was
really
interesting
and,
having
been
just
briefly
in
touch
with
the
sheriff,
I
think
it's
one
that
she
supports
as
well,
which
is
to
to
bring
in
some
expertise,
sort
of
a
kind
of
contract
staff,
a
one-time
expertise
from
the
american
society
of
addiction,
medicine
to
review
our
police
department
and
sheriff's
protocols
and
make
recommendations
about
intake
and
an
assessment
of
people
in
particularly
coming
out
of
substance
abuse,
detox
et
cetera,
to
do
a
review
protocols.
C
It's
a
very
detailed
recommendation,
I
think
very
thoughtful.
I
hope
you
have
seen
it
if
not
I'll,
share
it
and
and
actually
provides
us
a
point
of
contact
which
most
recommendations
don't
do
but
doesn't
provide
a
dollar
estimate,
and
I'm
trying
to.
I
think
my
question
is
sort
of
to
what
extent
would
you
as
the
manager
or
what
would
you
and
as
the
manager
recommend
for
our
next
steps?
C
Do
we
have
teams
who
who
might
be
willing
to
get
in
touch
with
the
american
society
of
addiction
medicine,
to
get
a
better
sense
of
what
expertise
is
on
offer
and
what
the
price
associated
with
it
might
be?
G
G
And
and
the
proponents
argued
that
it
will
be
around
100
000,
that's.
G
Okay,
I
had
not
heard
that
yet
hiring
a
consultant
at
a
minimum
of
250
dollars
an
hour
for
enough
hours
to
to
supervise
that
and
that
and
that,
but.
G
D
So
I
I
know
we
will
get
back
to
you
with
what
we
think
is
an
estimate
on
that,
but
I
do
want
to
tell
you
naomi
verdugo,
who
regretted
when
she
said
yes
to
be
on
the
police
practices
group.
D
She
did
pick
up
the
phone
and
call
our
chief
of
police,
andy
penn
before
the
budget
hearing
and
said,
I'm
sending
a
letter
on
this.
I
want
you
to
get
familiar
with
this
concept.
I
don't
know
if
she
had
a
conversation
with
the
sheriff,
so
chief
pen
has
that
letter
and
is
doing
some
due
diligence
on
that
and
it's
something
we're
very
interested
in
so
again,
I
want
to
say
that
it's
not
only
intriguing
but
could
be
really
helpful,
so
we
will
make
sure
the
allocation
is
set
aside.
D
Typically
something
like
that
if
it
had
come
up
outside
of
the
context
of
the
budget
cycle,
given
the
manager's
contingent,
that
would
be
definitely
something
I
would
sort
of
give
you
a
heads
up
on
that.
We
want
to
do
given
the
potential
really
for
it
to
really
help
us
with
a
lot
of
good
information.
C
Yeah,
okay,
that's
terrific,
so
we
will
stay
tuned
if
we
can
make
an
appropriation
and
signal
our
board
level
support
for
it
in
the
budget.
That's
great!
If
not
I'm
very
glad
to
hear
you
say
that
it
likely
would
have
been
paid
for
the
manager's
contingent.
Otherwise,
okay,
have
we
exhausted
our
questions?
C
I
think
we
have
mr
manager
and
dmf
team
staff
team.
Thank
you
all!
So
much
again,
I'll
just
I
know
my
colleagues
know
this,
but
for
those
who
are
following
along
there's
a
real
trove
of
answers
to
our
questions
over
the
past
six
weeks
now
available
on
our
budget
page,
our
community
will
see
us
next
at
this
table
with
our
colleagues
from
the
school
board
tomorrow
afternoon,
at
3
p.m.