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A
Afternoon,
thank
you
so
much
for
your
patience
as
the
county
board
came
out
of
closed
session.
If
you'll
give
me
just
a
minute,
as
our
colleagues
join
us,
I'm
going
to
call
for
a
vote
to
certify
our
just
concludes
concluded
closed
session.
A
I
think
all
right,
let
me
go
ahead
and
make
the
motion,
if
necessary,
we'll
keep
that
open
for
a
vote,
as
ms
garvey
is
able
to
join
us.
Okay,
I
move
that
the
members
of
the
county
board
certified
at
the
just
concluded
closed
session.
First,
only
public
business
matters
lawfully
exempted
from
open
meeting
requirements
under
chapter
37,
title
2.2
of
the
code
of
virginia
and
further
only
such
public
business
matters,
as
were
identified
in
the
motion
by
which
the
closed
meeting
was
convened,
were
heard,
discussed
or
considered
by
the
board.
A
C
A
A
We
are
delighted
to
be
back
at
our
budget
table
today
with
representatives
of
human
resources
for
the
county
to
discuss
compensation,
leadership
of
the
department
of
parks
and
recreation
and
the
leadership
of
the
arlington
public
library.
We
are
slated
to
go
till
6
pm
today
across
those
three
topics
with
opportunities
for
discussion.
A
I
do
believe
that
we
have
some
commissions
with
us
as
well.
So
following
our
presentation
and
compensation,
we
will
hear
from
chair
helen
connolly
of
the
human
rights
commission
depending
on
timing,
nancy
anderson,
then
chair
of
our
or
member
of
our
civil
service
commission,
and
then
once
we
hear
from
parks
and
recreation,
their
presentation
will
be
followed
by
presentations
from
our
parks
and
rec,
commission,
our
forestry
and
natural
resources,
commission
and
our
sports
commission.
A
Given
the
number
of
presentations
and
resident
groups
represented
today,
I
will
ask
for
partnership
from
everyone
presenting
if
you
can
keep
your
comments
as
focused
as
possible,
to
allow
some
time
for
dialogue.
We'd
appreciate
that
very
much
and
I
will
take
my
own
advice
and
say
nothing
further
and
instead
turn
it
over
to
the
manager
to
introduce
ms
foster
for
our
first
presentation.
D
Welcome
mrs
foster,
thank
you
all
for
joining
us
this
afternoon.
As
we
talk
about
the
manager's
proposed
budget
focused
on
compensation,
and
I
want
to
thank
my
staff.
Many
are
sitting
behind
me.
Jason
drake
heads
up
the
training
and
organizational
development
team,
along
with
employee
relations.
Lawan,
I
believe,
is
directly
behind
me.
Has
the
hris
system
safety
risk
management
and
she
is
responsible
for
putting
the
budget
presentation
together.
D
D
Our
total
compensation
philosophy
which
we
developed
with
the
board
in
2018
a
snippet
of
it,
is
on
the
slide.
If
we
need
to
refer
to
more,
we
can
bring
that
slide
up
as
well,
but
the
county
recognizes
our
employees
are
the
foundation
of
our
success.
We
strive
to
offer
a
meaningful,
well-rounded
total
compensation
package
that
provides
employees
with
fair
competitive
pay,
benefit
and
retirement
options.
D
The
proposed
budget
items
in
the
manager's
budget,
an
employee
bonus
a
sixteen
hundred
dollar
one-time
gross
bonus
for
employees,
salary
range
movement,
so
we'd
actually
be
moving.
The
salary
range
top
and
bottom
by
three
percent
tuition:
reimbursement
increased
from
2200
a
year
to
2500
a
year,
but
that's
no
budget
change.
Those
are
dollars
that
are
in
that
tuition,
reimbursement
budget
that
we
haven't
used,
pay
compression
study.
We
might
talk
a
little
bit
about
compression,
but
when
we
bring
new
hires
in
that
are
either
really
close
to
or
over
our
existing
employees.
D
D
Six
and
a
half
percent
for
public
safety
employees
and
the
employees
who
are
in
pay
for
performance
have
a
4.5
budget,
but
a
0
to
6
percent
opportunity
for
pay
increases
next
slide.
So
in
the
region
we
are
showing
you
what
we
know
of
going
on
in
the
region,
so
for
arlington,
no
cost
of
living
increase
often
called
a
market
rate
adjustment,
but
the
merit
increases
that
we
just
mentioned
on
the
previous
slide.
D
Alexandria
has
a
cola.
This
year
they
haven't
had
one
in
a
few
years,
different
by
organization,
so
different
for
fire,
police
and
general
employees,
and
they
have
step
increases
of
two
and
two
point
three
percent
to
five
percent,
so
the
lower
entry-level
jobs
will
pop.
They
have
the
five
percent
steps,
the
more
tenured
you
are
in
the
organization
you'll
get
towards
the
2.3
steps.
D
That
formula
is
providing
them
with
slightly
over
a
four
percent
increase
for
cola,
and
their
merit
increases
vary
between
public
safety,
which
is
a
flat
5
percent
and
general
employees
who
get
1.25
to
3
percent
prince
william,
has
an
increase
for
general
employees
and
an
increase
general
employees
of
cola
for
one
percent
and
a
merit
step
increase
of
three
percent
for
general
and
and
three
percent
for
public
safety
now
prince
william
and
fairfax
have
done
something
in
the
not
too
recent
past
so
earlier
this
year
they
did
some
other
increases
that
wouldn't
be
reflected
on
this
slide.
D
D
Pay
improvements
are
often
not
long
lasting.
So,
even
though
we
have
these
job
studies
that
we've
been
working
on
for
the
last
four
or
five
years,
where
we
look
at
our
competitive
competitiveness
in
the
region,
we
quickly
become
outplace
outpaced
by
our
comparison
jurisdiction.
So,
even
though
we're
focused
on
pay,
if
we're
not
hyper
focused
on
pay,
we
fall
behind
a
little
bit
quickly.
D
As
you
can
see
from
the
previous
slide,
the
surrounding
jurisdictions
often
pay
colas.
We
do
not
normally
do
that,
and
so
on
average,
for
the
last
10
years,
the
range
increases
in
those
surrounding
jurisdictions.
We
talked
about
arlington
doing
a
three
percent
at
the
bottom
at
the
top
over
the
last
10
years,
those
range
increases
have
outpaced
ours,
18
to
12
percent,
so
we're
having
a
tough
time
staying
competitive
compression
issues,
which
we
also
mentioned.
New
hires
are
requiring
higher
salaries.
D
Our
pay
exception
requests
so
bringing
people
in
at
higher
rates
of
pay
keeping
current
employees
promotions
anything
that
we
would
call
pay
exception
where
they
come
through
hr
to
have
us
look
at
their
pay.
Requests
have
increased
100
percent
over
the
last
year
and
we
are
often
looking
at
pay
compression
and
trying
to
help
departments
keep
employees
as
they
bring
those
new
employees
on
board.
D
So
how
does
that
impact
the
employees
that
are
in
that
same
work
unit
or
that
same
work,
team
and
now
we're
starting
to
offer
hiring
bonuses
for
some
of
the
critical
jobs?
Fairfax
was
probably
the
first
to
do
that
and
I
think
we're
right
behind
fairfax
in
emergency
mental
health,
police
and
I
talked
to
fairfax
today
and
there
they
have
a
couple
more
queued
up
that
they'll
be
moving
along
shortly.
So
next
slide
to
talk
a
little
bit
about
that
job.
Family
study,
where
I
say
we're
quickly
falling
behind.
D
D
Now
the
job
family
study
looks
at
their
ranges
to
make
sure
their
ranges
are
competitive
in
the
region,
so
we
want
them
to
be
able
to
come
in
at
a
fair
pay,
and
then
we
want
them
to
have
a
full
career
and
not
max
out
too
early
before
the
job
family
study
you
could
see,
we
were
behind
almost
nine
percent.
In
trades
we
did
our
job
family
study,
we
flipped
to
the
other
side,
we
flipped
to
the
good
side.
D
D
So
we
started
behind
about
12
in
clinical
popped,
a
little
bit
higher
into
the
good
column,
and
then
you
can
see
we've
dropped
back
down
so
we're
about
one
percent
behind
on
clinical
as
well.
So
it's
something
you
have
to
really
stay
focused
on.
You
can't
take
your
eyes
off
that
prize
and
then
the
planner
series
we
were
just
slightly
behind
and
we're
still
in
the
in
the
positive.
If
you
will
on
the
planner
series,
but
you
know
once
the
other
jurisdictions
start
putting
some
increases
in.
D
D
Nearly
40
percent
of
those
were
retirement.
So
we
can
see
some
of
these
coming
in
the
first
six
months,
our
job
announcements,
so
where
we're
posting
we're
out
looking
for
people
are
up
61.
Now
during
covid
people
were
a
little
slower
to
post
jobs,
kind
of
waiting
and
seeing
so
that's
not
that
surprising,
but
they're
higher
than
normal
and
our
applications
coming
in
are
down
46
percent.
So
it's
a
struggle.
D
You
only
need
one
really
good
one
to
fill
those
jobs,
but
everybody
likes
to
have
a
choice
and
that
the
choices
are
getting
fewer
and
you
got
to
stay
on
top
of
them
before
somebody
else,
hires
that
same
person
so
they're
taking
longer
to
fill
and
it's
putting
a
strain
on
the
organization
in
multiple
areas
and
we're
saying
fiscal
year.
2019
was
probably
our
more
normal
typical
recruiting
year.
D
D
If
you
will,
what
have
we
done
in
screening
candidates
to
to
move
things
through
and
get
more
people
in
front
of
hiring
managers?
I
think
we
talked
to
you
a
year
or
so
ago
about
blind
screening
where
we
remove
identifying
information
off
of
these
applications
before
before
they
go
to
hiring
managers.
D
D
The
compensation
maintenance
plan,
we
also
call
it
the
job
family
studies,
it's
meant
to
ensure
we
have
competitive
salary
ranges
and
that
we
can
affordably
give
people
salary
increases
if
we
find
that
they're
off
market.
So
anybody
who
goes
through
a
job
family
study,
if
they
are
behind
market,
they
would
get
a
5
increase.
D
The
ones
that
we
have
been
working
on
most
recently
are
at
the
bottom
of
that
page,
we're
currently
working
on
the
admin
and
support
team.
That's
a
huge
job
family
study.
As
soon
as
we
wrap
that
up
it's
about
600
employees.
As
soon
as
we
wrap
that
up
we'll
move
into
communications,
libraries
and
parks,
I
know
they're
all
cued
up
in
the
back
of
the
room
and
they're
probably
ready
to
move
on
that
as
well
and
then
coming
next
year.
We
have
the
management
accountability
program.
D
D
D
Everybody
except
prince
william,
has
a
consumer
driven
health
plan.
Consumer-Driven
health
plans
have
been
around
for
10
or
15
years,
but
it
encourages
employees
to
be
wise
consumers
and
it
has
a
health
spending
account
set
up
next
to
it.
So
employees
can
tap
into
the
health
spending
account
to
help
pay
down
some
of
the
expenses
in
the
plan.
It
typically
offers
lower
premiums
to
the
employees.
D
So
if
they're
not
using
the
the
health
care
system
at
all,
they
have
a
more
affordable
premium
and
when
they
do
use
the
health
system,
they
have
a
health
spending
account
to
help
offset
what
is
a
higher
deductible.
Normally,
in
that
plan,
I'm
across
the
region,
the
cost
sharing
between
the
county
or
the
employer
and
the
employee.
D
It's
an
80
20
cost
sharing
in
alexandria
and
arlington
fairfax
has
an
85-15
and
prince
william.
Has
it
vary
by
their
different
programs
with
anthem
for
family
coverage?
Arlington
has
a
75-25
percent
cost
sharing
alexandria
stays
at
80,
20
and
fairfax
drops
down
to
75.25,
with
prince
william
still
having
a
various
arrangements
based
on
the
plan
selected
proposed
premium
increases.
We
are
proposing
zero
percent
for
our
larger
plan
cigna,
where
most
of
our
employees
get
their
services
and
a
five
percent
increase
to
kaiser
kaiser
is
actually
insured.
D
Cigna
is
self-insured,
alexandria
has
substantially
higher
premium
increases
and
again
I
talked
to
fairfax
today.
Theirs
will
actually
come
in
higher
than
the
five
percent
shown
there
and
prince
william
is
having
a
seven
percent
premium
increase.
I
did
ask
fairfax
what
they
attributed
to.
They
have
some
really
big
high
cost
claims
that
are
driving
up
their
premiums
right
now,
and
everybody
takes
a
turn
going
through
some
of
those
periods
where
claims
get
a
little
bit
high
comparison
for
retiree
medical.
D
D
A
lot
of
the
current
workforce
would
get
that
subsidy
up
to
six
hundred
dollars
a
month
and
then
anybody
who
was
hired
after
seven
one,
two
thousand
and
eight
when
we
made
this
change,
will
get
a
three
hundred
dollar
a
month
subsidy,
but
stacking
that
up
against
alexandria,
fairfax
and
prince
william.
We
are
still
pretty
generous
in
the
region
and
our
subsidy
for
retiree,
medical
and
prince
william
being
part
vrs
part
of
their
own
program.
D
They
offer
165
from
the
county
and
an
additional
45
dollars
per
month
from
vrs.
If
you
stay
for
30
years,
the
retirement
program
we
haven't
made
any
changes
to
in
a
number
of
years,
and
I
don't
think
the
surrounding
jurisdictions
have
done
much
either,
but
you
can
see
based
on
a
25-year
service
employee
what
the
income
or
placement
would
be.
So
obviously
somebody
retiring
from
arlington
after
25
years
of
service.
This
is
a
general
employee
would
get
just
slightly
over
42
percent
of
pay
pretty
comparable
in
the
region.
D
45
in
alexandria,
50
in
fairfax
and
prince
william,
has
a
couple
of
choices
under
their
vrs
plan,
so
it's
25
plus
a
defined
contribution
plan.
I
believe
employee
contributions
into
those
programs
are
pretty
comparable
in
the
region.
Those
are
pre-tax
comp
contributions
with
arlington
having
the
lowest
contribution
for
employees.
D
Retirement
ages
again
are
also
pretty
comparable.
We
have
an
age
and
service,
so
when
your
age
and
service
equals
80,
you
can
retire.
You
can
see
the
other
jurisdictions
are
slightly
higher
in
the
last
couple
of
years.
They
have
increased
theirs
from
the
what
we
call
the
rule
of
80
agent
service
equals
80
to
agent
service
equals
90
or
85
in
fairfax
final
average
salary,
which
is
what
we
calculate
that
payment
off
of
that
42
percent
is
calculated
off
of
a
salary.
D
Ours
is
off
of
your
high
three
alexandria
is
off
of
a
high
five
fairfax
i3
and
prince
william
high
five.
So
high
three
is
the
more
generous
road
to
go.
Normally.
Your
last
three
years
are
your
highest
paid
years.
So
you'll
be
getting
a
higher
retirement
benefit
if
you
use
a
high
three
and
our
multipliers
are
pretty
comparable.
That
42
and
a
half
percent
time
at
25
years
is
1.7
times.
25.
D
D
The
income
replacement
across
the
top
row
will
show
fairfax
police
with
perhaps
a
generous
replacement
value,
they're
also
contributing
the
most.
They
also
do
not
participate
in
social
security,
so
everybody,
but
fairfax
police
will
be
part
of
a
social
security
plan.
D
D
D
Three
of
the
nine
grants
that
we
issued
in
22
went
to
first
responders
rental
grants
were
also
increased
from
eight
hundred
dollars,
even
to
two
thousand
for
employees
earning
less
than
seventy
two
thousand
and
a
thousand
dollars
for
all
other
employees.
That's
a
one-time
grant
if
you
move
into
the
county
and
rent
those
go
rather
quickly.
D
So
10
of
the
22
grants
that
we
issued
in
fiscal
year
2022
went
to
first
responders
and
then
we're
showing
in
the
other
little
box
the
number
of
employees
that
actually
live
in
arlington.
So
you
can
see.
Police
has
the
highest
ratio
or
36
percent
of
the
police
force
is
living
in
arlington
and
some
of
our
police
officers
are
even
living
in
barcroft
where
they
get
subsidy
to
live
down.
In
that
complex.
D
Organizational
development,
where
we
have
a
little
bit
of
a
focus
on
equity,
our
courses
are
all
available
online.
You
know
pandemic
made
us
move
a
lot
of
things
online,
huge
increase
in
participation
associated
with
that
many
of
them
are
24
7..
We
have
streamlined
the
training
approval
process.
I
think
some
employees
experienced
some
hiccups
along
the
way
and
we
tried
to
make
that
approval
process
a
little
bit
easier
to
get
more
employees
into
the
programs
online
allows
us
to
probably
get
more
employees
into
each
session
as
well.
D
We
have
developed
new,
mandatory
training
for
all
new
managers,
so
managers
are
equipped
to
come
on
board
and
understand
all
the
nuances
of
managing
an
arlington,
so
they
get
a
little
bit
of
everything.
Some
equity
training,
some
employee
relations,
training
just
a
whole
program
to
help
managers
be
successful
in
our
racial
equity
training
series,
which
I
think
may
be
the
fourth
module
is
being
rolled
out
this
month
and
then
from
an
engagement
perspective
with
employees.
D
D
You
know
12
to
18
months,
our
employee
resource
groups
we're
going
to
continue
to
work
with
them
to
make
sure
they
have
the
resources
they
need
to
keep
our
employees
engaged,
celebrate
their
diversity
and
then
we're
going
to
continue
with
our
race
training
and
roll
out
more
modules.
I
know
there's
a
complete
program
that
folks
focuses
on
our
racial
equity
training.
A
Okay,
before
we
move
on
to
board
questions,
I'd
like
to
take
the
opportunity
to
hear
from
chair
connelly
with
the
human
rights
commission
helen.
Are
you
with
us
on
the
video
conference.
E
I
am
good
afternoon
everyone
and
thank
you
so
much
for
allocating
some
time
on
your
schedule
for,
for
me,
wanted
to
share
a
few
inputs
from
the
human
rights
commission,
as
you
all
are
going
through
the
process
of
thinking
about
the
budget
for
next
year
and
at
the
outset,
katie.
E
All
of
that
work
is
absolutely
awesome
from
the
human
rights
commission's
perspective,
but
what
our
focus
is
on
for
this
particular
year
is
that
you
all
have
the
manpower
and
the
resources
necessary
to
implement
the
various
recommendations
that
are
coming
out
of
those
three
steps,
and
I
think,
as
as
most
of
the
folks
on
this
call
know,
there
are
a
series
of
recommendations
listed
in
the
barrier
analysis
in
the
affirmative
action
plan
and
I'm
certain
that
the
chief
race
and
equity
officer
has
a
basket
of
recommendations
as
well,
and
you
know
from
where
the
hrc
sits.
E
We
can
see
that
that
the
demands
that
are
flowing
through
that
office
has
increased
exponentially
in
covid,
given
the
increased
investigation
work
that
the
office
of
human
rights
is
responsible
for,
we
can
see
the
additional
accommodation
processing
work
that
has
to
flow
through
that
office,
and
this
is
all
happening
at
a
time
when,
just
before
covid
that
office
lost
head
count,
I
think
you
guys
lost
maybe
two
two
full-time
employees,
and
so
we
we
see
the
critical
work
that
the
county
needs
to
continue
to
do
to
build
on
what
it's
already
done
as
being
sort
of
necessary
necessarily
implemented
through
the
office
of
human
rights.
E
So
the
specific
ask
from
the
human
rights
perspective
is
to
add
to
your
budget,
to
additional
ftes,
to
bring
the
office
of
human
rights
up
to
a
total
of
seven
employees,
which
you
know
in
our
experience
as
professionals
in
the
space,
we
think
is
even
pretty
small,
given
the
size
of
the
constituency
that
the
office
of
human
rights
is
serving,
but
is
at
least
in
line
with
what
other
federal
agencies
are
doing
in
terms
of
kind
of
sizing.
The
office
with
a
kind
of
like
a
similar
scope
of
duties
and
responsibilities.
E
The
first
is
that
for
many
years
the
the
county
has
had
a
you
know:
an
arlington
county
ambassador
or
liaison
who
has
participated
in
the
virginia
human
rights
association,
which
is
an
association
that
brings
together
all
of
the
human
rights
commissions
across
the
state,
and
this
person
has
been
serving
as
an
ambassador
at
her
own
expense
and
has
been
paying
those
dues
directly
as
an
individual,
and
what
we
have
learned
through
the
liaison
is
that
all
of
the
other
jurisdictions
in
the
state
have
managed
to
pay
for
a
membership
for
the
particular
commission
in
their
applicable
jurisdiction
to
participate
in
this
important
work,
which
is
an
opportunity
for
knowledge,
sharing
and
best
practices
around
what
our
other
jurisdictions
are
doing.
E
So
the
ask
is
a
350
line
item
so
that
the
commission
level
membership
can
be
attained
for
purposes
of
the
hrc
writ
large.
The
second
administrative
budget
request
is
to
just
ensure
now
that
you
know
god
willing
we're
pulling
out
of
covid.
E
With
that,
I
thank
you
very
much
for
hearing
the
point
of
view
of
the
human
rights
commission
and
appreciate
your
time.
A
Thank
you
so
much
church,
not
only.
I
certainly
commend
you
and
the
commission
on
your
steadfast
advocacy
on
the
aap
and
barrier
analysis,
which
is
a
number
of
years
and
coming
so.
The
fact
that
we
now
have
those
in
place
and
recommendations
to
follow
up
on
is
a
real
testament
to
your
work.
A
A
Thank
you
so
much
among
your
asks.
I
should
say
I
don't
believe
that
nancy
anderson
was
able
to
join
us
until
later,
and
so
we'll
keep
an
eye
out
if
she's
able
to
hop
on.
Perhaps
we
can
hear
from
the
civil
service
commission
as
represented
by
her
later
in
the
program
for
now,
I'm
gonna
go
ahead
and
jump
in
with
questions
for
our
hr
team,
as
led
by
ms
foster
from
my
colleagues.
G
G
G
And
then
I
wanted
to
see
if
I
could
ask
this
is
more
a
question
for
next
year
and
and
perhaps
for
the
manager.
G
I
wondered
if
you
had
any
comment
regarding
this
year's.
It's
the
first
time
in
well.
Over
a
decade,
we've
seen
significant
inflation
and
I
wondered
if
you'd
had
thought
as
we
approach
next
year
or
you
know,
the
cola
is
a
is
an
approach
to
funding
that
other
places
use,
and
I
am
pleased
with
the
merit
piece
to
it.
But
I
wondered
if
you
had
just
any
brief
remarks
on
this
unique
year
because
of
seven
or
eight
percent.
H
H
I
think
that's
the
first
time
in
at
least
15
years,
or
maybe
it's
more
like
12
years,
that
we've
done
one
and
I
think
there
is
a
place
for
doing
those
in
in
the
future,
realizing
that,
since
probably
see,
if
I
get
this
right,
at
least
in
the
last
12
or
14
years,
inflation
has
not
been
the
kind
of
item
that
it
is
right
now
so
absolutely
going
forward.
I
think
that's
something,
and
you
see
it
in
some
of
our
surrounding
jurisdictions
and
see
it
here.
G
B
Ms
garvey
yeah,
I
think
you
just
go
quick
through
a
couple
quick
questions
on
the
chart
on
the
comparisons
in
the
region.
Loud's
not
there
is
that
because
you
just
didn't,
have
the
information
yet.
D
We
have
information
on
loudoun
they're,
not
part
of
our
pay
philosophy
as
a
normal
comparison
base,
but
we
do
have
loudoun
information
and
we're
happy
to
share
that.
I
do
know
they're
they're,
making
a
three
percent
range
movement
with
a
three
percent
cola
to
public
safety
and
a
three
percent
merit
increase
for
both
general
and
public
safety.
Okay,.
B
Yeah
yeah,
no,
no
there's
it's
just.
It
may
not
be
how
we
calculate
it,
but
as
far
as
people
are
looking
when
they're
looking
for
jobs,
they
don't
look
at
that.
Thank
you
on
the
I'm
glad
to
hear
about
the
creating
a
pipeline
with
northern
virginia
community
college.
I
think
that's
really.
That's
that's
good.
I
think
we've
been
doing
that
for
a
while.
How
about
our
high
school
as
well
career
center?
Are
we
working?
Are
we
starting
the
pipeline.
D
Early,
we
do
work
with
aps.
We
have
a
couple
of
students
that
are
doing
one
of
their
student
inter
internships
here
in
the
recycling
area,
so
they're
in
des,
but
we
do
work
with
them.
We
just
have
to
get
managers
who
can
work
with
their
theirs
schedule,
so
these
students
go
to
school
in
the
morning
and
then
they
come
to
work
in
the
afternoon.
So
we
have
to
find
the
jobs
that
work.
B
Yeah,
no,
that's
that's
excellent.
I
think,
particularly
for
the
for
the
trades
and
a
question
that
maybe,
if
it's
going
to
be
take
too
long
to
answer,
don't
I
should
know
this.
I
don't.
Why
does
it
take
so
long
to
do
a
pay
compression
study,
I
mean
it
seems
to
me
like
the
idea
how
paid
compression
works,
there's
sort
of
a
general
principle
to
it
and
that
you
can
could
maybe
go
faster
than
some
other
gender
studies.
That
just
shows
my
ignorance.
So
no.
D
No,
no,
no,
I
the
job
family
studies,
which
are
a
little
bit
different
than
the
pay
compression
studies,
you're,
looking
at
all
the
jobs
and
a
number
of
classifications
and
you're,
comparing
them
in
the
region,
but
you're
working
with
the
employees
to
get
their
perspective
and
the
managers
to
get
their
perspective.
The
compression
where
everybody's
bumping
up
on
each
other,
you
have
to
get
hiring
managers
to
bring
people
in
at
the
right
place
and
they're
a
little
afraid
to
bring
new
hires
in
above
the
existing
employees.
D
So
then
we
have
to
go
back
and
work
with
them
to
correct
the
pay
for
the
existing
employees.
So
it's
not
anything
we're
looking
at
county-wide
because
we
haven't
had
the
funding
to
do
so.
We've
been
doing
it
as
they
come
on
board
and
managers
are
saying
hey.
I
got
a
real
issue
here,
because
I
have
to
bring
my
new
hire
in
above
the
five
people
that
they're
going
to
work
with
we
kind
of
do
them,
onesie
twosie.
They
don't
take
that
long,
but
you're.
Looking
at
a
small
group
of
people,
one
at.
B
A
time
so
each
compression
you
look
at
each
one,
okay,
because
I
was
thinking
there
might
be
sort
of
a.
B
D
I
I
was
just
gonna
say
part
of
our.
What
takes
us
time
too,
is
that
our
we're
working
with
two
different
systems.
So
if
we
are
looking
at
a
group
of
people,
we
go
into
one
system
because
we're
looking
at
education
experience,
we
have
to
transfer
that
over
and
then
pull
what
they
have
in
our
current
system.
So
it
also
takes
longer
because
we
don't
have
it
all
in
one
place.
So.
B
J
Thank
you.
Oh
thank
you
for
the
for
the
thoughtful
presentation,
a
lot
a
lot
to
think
about.
I
I'm
particularly
concerned
about
our
ability
to
actually
hire
in
this
market,
so
46
percent
down
in
in
applications.
It's
it's
something
that
says
a
lot
and
it
limits
our
ability
to
actually
choose
when
if,
if
we
get
to
have
a
choice
so
so
my
question
is
a
little
bit
philosophical
in
this,
so
besides
monetary
compensation
and
and
benefits,
etc,
what
other
means
do
we
have?
What
other
levers
can
we
pull?
For
example,
are
we
thinking
about?
J
Location
benefits,
or
or,
for
example,
tuition
assistance,
things
that
you
know
we
may
not
be
always
at
the
bleeding
edge
in
compensation,
but
we
could
consider
other
you
know
means
to
make
this
workplace
a
very
attractive
workplace
for
people
who
are
exceptionally
talented.
So
is
I
I
didn't
see
that
in
here.
So
my
question
is
whether
we
think
around
this.
D
That's
a
great
question:
it
is
not
always
about
pay
and
it
may
take
a
lot
of
little
things
that
matter
to
different
people,
so
the
biggest
requests
we
get
and
some
of
the
challenges
we
face
in
negotiating
new
hires
is:
there
are
more
and
more
people
who
want
to
be
100
remote
that
works
for
some
jobs.
It
doesn't
work
for
all
jobs.
We
increased
our
vacation
accrual
last
year
at
the
bottom,
so
employees
can
accrue
more
vacation
because
that's
meaningful
to
the
new
hires
coming
on
board.
D
They
would
like
more
flexibility,
more
time
off,
we've
added
floating
holidays
along
the
way
and
we've
increased
the
tuition
based
on
the
current
budget,
because
we
we
know
that
there
are
employees
interested
in
getting
two
and
four-year
degrees
and
we
don't
have
a
big
tuition
bucket.
So
we've
been
able
to
nudge
that
up.
So
we
do
look
at
those
little
things,
but
they're
they're.
Their
impact
is
not.
You
know,
county-wide
they're,
for
a
focus
group
of
individuals,
so
we
do
occasionally
negotiate
vacation
on
higher.
J
D
We
we
are,
I
know
at
the
boar's
request,
we're
looking
at
some
things.
We
can
do
with
one
time
money,
so
some
longevity
bonuses
or
some
longevity
rewards
which
fairfax
uses
in
their
public
safety
world
now,
so
we
are
looking
at
some
of
those
as
well.
So
we
can
bring
those
forward
to
you
in
the
next
week
or
so.
F
So
ms
wasser
thanks
thanks
a
lot
I'll,
probably
have
a
number
of
detailed
questions
that
I
won't
bore
you
with
today
that
I'll
just
submit
in
writing,
but
but
one
top
line
that
I'd
love
to
have
addressed,
and
it's
spurred
by
looking
at
page
175
of
the
budget
book
and
looking
at
the
number
of
females
and
minority
applicants
that
we
have
as
a
as
part
of
our
total
job
solicitation
metrics
there.
F
And
it
reminds
me
of
the
barrier
analysis
from
last
year,
which
you
know
identified
that
whites
are
more
likely
to
be
offered
and
hired
for
positions
despite
the
applica
applicant
qualification
pool.
So
I
was
wondering
two
questions
really
stem
from
that
one.
Is
there
anything
that
we're
doing
in
this
budget?
F
Maybe
mr
dre
can
answer
that
that
reflects
a
different
amount
of
training
or
rejiggering
our
hiring
process
to
see
that
those
results
become
more
aligned
with
what
what
would
be
expected
based
on
the
qualified
applicant
pool
and
then
two
would
it
be
possible
in
future
years
to
incorporate
some
more
of
those
metrics
from
the
barrier
analysis
in
the
budget
book
that
we
receive.
While
I
appreciate
having
that
information,
it
doesn't
actually
really
tell
me
what
I'm
most
interested
in
knowing.
F
D
So
I
may
ask
tamara
to
respond,
and
then
jason
one
of
the
metrics
we
are
looking
at
is
the
blind
screening
to
get
more
applicants
in
the
pipeline.
I
don't
know
if
we've
been
doing
it
long
enough
to
give
you
a
measurable
metric
yet,
but
tamara
could
talk
to
you
about
more
of
the
targeted
recruitments,
we're
doing,
including
you
know,
online
job
fairs
and
where
we're
posting
jobs.
D
Some
of
those
metrics
are
hard
to
get
because
we
we
require
the
applicant
to
tell
us
where
they
heard
about
us
on
their
application,
which
may
or
may
not
come
through,
but
they're
certainly
targeted
recruitment.
And
if
tamara
wants
to
talk
a
little
bit
and
then
jason
can
tell
you
about
what
we've
done
to
get
more
people
through
the
training
programs.
I
So
marcie
told
you
most
of
the
things
we're
trying
to
do
on
the
sourcing
side,
which
is
to
keep
increasing
the
number
of
applicants,
minority
and
female
applicants
that
apply.
But
you
can
see
we
already
do
a
pretty
good
job
of
getting
those
qualified
applicants
and
then
the
blind
screening
was
an
attempt
to
get
them
at
least
to
the
first
interview
process
and
then
jason.
I
K
Okay,
so
a
couple
of
things
from
the
barrier
analysis
that
we
pulled
from
there
and
that
we
were
working
on,
but
it
attached.
The
very
analysis
nicely
are
the
the
training,
the
streamlining
of
the
training
process
or
the
training
application
process.
It
used
to
go
to
points
of
contact
out
in
the
departments.
Now
those
come
directly
to
hr,
so
we
we
cut
out
a
middleman.
So
to
speak,
we
still
bounce
them
off
each
of
depart.
K
K
The
other
piece
that
came
out
of
the
barrier
analysis
and
something
marcy
had
suggested
a
couple
years
ago
that
we've
been
working
on
is
mandatory
manager,
training
and
a
couple
of
the
training
classes
in
there
are
managing
for
equity
and
then
also
interviewing
for
equity
and
and
understanding
that
and
that's
what
tamara
was
referencing
okay
so
and
that
set
that
class.
K
F
That's
helpful,
thank
you
and
you've
sort
of
hinted
at
my
second
question.
One
other
thing
that
barrier
analysis
revealed
was
that
in
in
promotions,
we
also
had
a
similar
unexpected
results,
with
whites
being
disproportionately
more
likely
to
be
offered
promotion
compared
to
asians
blacks,
latinos
and
and
also
males
to
to
females.
So
it's
great
that
that
that
work
is
happening
with
those
people
who
are
who
are
hired
question
is:
do
we
have
any
handle
on
anything
that
we
might
be
able
to
do
for
the
employee?
F
Experience
between
that
point
of
you
know
being
onboarded
here
in
arlington
county
to
when
people
would
go
through
the
eligibility
for
promotion
and
hiring
cycle.
One
possible
explanation
for
the
similarity
of
results
that
you
see
is
that
we
are
have
some
blind
spots
and
some
unconscious
biases
at
all
levels
that
reward
whites
and
males
disproportionately.
F
K
A
lot
of
that
work
is
happening
through
the
ergs
as
well,
where
we
we
look
at
the
ergs
as
a
venue
to
kind
of
bring
up
some
of
the
challenges
out
there
that
are
hitting
we're,
seeing
that
in
the
barrier
analysis
as
well
and
then
as
those
kind
of
come
up,
and
we
look
down
the
road
and
are
planning
we're,
taking
all
those
things
into
account.
Terrific.
Thank
you.
F
A
You
thank
you,
madam
chair
great
set
of
questions.
I
appreciate
it
one
very
high
level
question
and
then
one
tactical
one
for
follow-up.
I
think
it's
it's
often
it
sort
of
seems
to
be
truism
that
arlington,
in
terms
of
our
basket
of
benefits
beyond
compensation,
has
really
leaned
into
some
very
compelling
retirement
benefits,
and
I
think
that
really
seems
to
be
borne
out
in
the
slides
you
shared
with
us
right
exactly,
particularly
with
the
the
amount
of
retiree
health
care
that
arlington
shoulders
relative
to
others.
A
It
is
interesting
to
me,
however-
and
I
know
it's
also-
that
is
a
very
big
ship
to
turn
right
if
we
were
to
say
that
we're
going
to
realign
our
basket,
but
but
recognizing
you
know,
particularly
on
compensation
increases
and
in
some
areas
where
we're
on
compensation
period,
we've
fallen
behind
the
region
or
if
there
are
other
non-comp
benefits
that
are
maybe
compelling
as
we
seek
to
fill
these
positions.
You've
discussed,
for
example,
paid
time
off.
A
Do
we
have
a
way
of
assessing
among
applicant
pools,
particularly
at
a
moment
of
change
like
when
we're
experiencing
what
the
most
compelling
benefits
are
to
them,
and
if
so,
how
would
we
go
about
assessing
whether
that
basket
of
benefits,
we're
offering,
which
again
is
so
heavily
weighted
towards
retirement?
D
So
that's
a
great
question
we
do.
We
did
ask
new
hires
recently
and
a
couple
years
ago
about
what
they
were
looking
for
when
they
came
here
and
outside
of
public
safety,
but
maybe
even
within
public
safety
as
well,
we're
hiring
more
and
more
from
the
private
sector.
It's
not
necessarily
a
transfer
from
local
jurisdiction
to
local
jurisdiction,
so
the
packages
being
offered
from
the
private
sector
are
very
different
right.
D
So
if
we
want
to
make
them
look
more
like
the
private
sector,
either
using
the
same
dollars
or
even
using
less
dollars,
we
can
structure
something.
But
it
is
a
big
ship
to
turn.
And
then
you
have
to
be
able
to
turn
that
ship
with
the
the
simplest
thing
is
getting
away
from
a
defined
benefit
plan
to
a
defined
contribution
plan
and
our
employees
going
to
be
able
to
invest
their
own
money
when
it's
been
invested
for
him
them
historically.
But
if
you're
moving
people
from
the
private
sector
they've
been
doing
that
anyway.
D
So
how
do
we
get
on
board
so
years
ago,
five,
six,
seven
years
ago,
we
created
a
defined
contribution
plan
with
a
group
of
employees.
We
had
all
kinds
of
focus
group
discussions,
but
we
only
offered
it
to
our
most
senior
employees
because
their
fear
was
employees
would
not
be
ready
to
invest.
So
we
got
get
employees
comfortable,
investing
their
own
money.
Some
of
it
is
the
health
spending
account
and
that
in
the
health
plan,
has
them
doing
some
of
their
own
little
investment
as
well.
D
So
how
do
we
get
them
comfortable,
but
we
have
voya
on
site.
We
have
trainings
for
employees,
so
we
got
to
get
employees
comfortable,
investing
and
then
we
got
to
make
that
offer
available
for
more
than
just
the
most
senior
or
most
highly
paid
employees.
So
we've
been
looking
at
that
and
I
even
have
a
public
safety
entity.
That's
interested
in
that,
because
employees
may
not
be
coming
and
staying
in
public
safety
for
25
or
30
years
anymore.
D
They
might
have
a
5
or
10
or
15
year
career
and
they
might
be
looking
for
a
different
package.
So
those
discussions
are
underway,
but
it
is,
it
is
a
big
ship
to
to
shift
gears
on,
doesn't
mean
we
shouldn't
do
it.
It's
we're
attracting
a
totally
different
workforce
and
they're
staying
for
different
periods
of
time,
so
offering
the
more
private
sector-like
package
might
be
a
way
that
we
have
to
attract
more
employees
into
the
organization.
That's.
A
Great,
I'm
glad
to
know
that
you
all
are
already
thinking
and
gathering
data
and
kind
of
focus,
grouping
that
and
testing
it
as
well.
One
question-
and
this
is
really
I
think,
I'll-
follow
up
for
the
manager,
because
I
know
that
the
office
of
human
rights
is
within
your
office,
great
questions
from,
or
suggestions
from
human
rights
commission
about
the
the
the
volume
of
work
that
that
team
is
handling,
and
I
know
given
the
number
of
covet
accommodations,
etcetera,
it's
been
a
real
demand
on
them.
Could
you
either
now
or
just
follow
up?
A
I
know
the
the
vacancies
that
chair
connolly
mentioned
were
challenges.
Could
you
give
us
a
sense
again?
Follow-Up
is
fine
about
how
many
vacancies
are
currently
there,
and
you
know
if,
as
positions
have
been
filled,
how
long
they've
been
filled.
I
think
we
often
have
this
conversation
about
what
is
the
right
mix
of
just
making
sure
the
positions
we've
got
are
filled
before
adding
new
fte.
So
any
insights
you
can
give
us
on
that
picture.
Yeah.
H
We
have
currently,
as
of
today,
two
positions
that
are
vacant
in
the
office
and
that
office,
like
many
other
offices,
has
faced
the
challenge
of
recruiting,
and
I
I
will
say
this,
and
I
don't
say
very
often,
krijit
did
come
to
me
and
ask
for
additional
positions
in
the
process,
and
my
response
was
not
quite
yet
given
that
we're
having
problems
filling
and-
and
I
will
say
that
I
take-
I'm-
not
ashamed
of
it,
but
I
take
prime
responsibility
for
the
fact
that
when
we
did
we're
one
of
two
jurisdictions
in
in
this
in
virginia,
I
think
who
did
the
vaccine
mandate
the
bulk
of
that
work
and
it
was
hundreds
of
hours,
fell
on
gurjee
and
anna
and
her
stat
their
staff,
and
they
have
been
pulled
away
from
doing
some
of
their
other
work
and
there's
just
no
getting
around
that.
A
Thank
you,
and
that
presents
a
great
opportunity
to
say
thank
you
very
publicly
to
miss
chima
and
ms
maynard
and
everyone
who's
been
working
really
hard.
I
think
we
all
consider
that
vaccine
mandy
to
be
a
success
story
and
helping
this
community
combat
the
virus,
but
I
know
it
came
with
just
as
you
said,
mr
manager,
hundreds
of
hours
of
work,
and
we
really
appreciate
all
that
you've
done.
Okay,
I
think
in
the
interest
of
time
we
will
move
on
to
our
remaining
departments.
Thank
you
so
much
ms
foster
and
dear
team.
A
Okay,
so
with
the
changing
of
the
guards,
I
believe
we
are
going
to
go
next
to
the
department
of
parks
and
recreation,
and
I
know
mrs
rudolph
is
here.
We
welcome
you
and
I'll
note
that
our
parks
and
recreation,
commission,
forestry,
natural
resources,
commission
and
sports
commission
should
be
on
deck.
We
look
forward
to
hearing
from
you
all.
A
A
Unless
our
manager
has
any
important
words
of
introduction,
we'll
just
give
you
a
welcome
and
hand
it
over
to
mizuta.
L
Great
thank
you
so
much
so
good
afternoon
and
thank
you
for
having
me
here
today.
I'm
joined
by
becky
schmidt,
our
finance
officer
and
angie
lucas,
our
department
budget
analyst,
and
I
want
to
thank
them
for
all
their
work.
Getting
me
prepared
today,
our
team
on
teams,
it's
not
our
team
on
teams,
I'm
also
joined
by
my
leadership
team,
who
you
might
hear
from.
If
you
throw
me
a
zinger.
L
I
would
like
to
thank
this
team
for
all
their
amazing
work
over
the
past
year
to
ensure
our
parks
and
programs
are
at
their
highest
quality.
We
have
had
new
members
of
that
team
and
I
look
forward
to
introducing
them
to
you
when
we're
together
at
a
park
event.
I'd
also
like
to
take
this
opportunity
to
thank
all
the
dpr
staff
for
their
hard
work
this
past
year.
Things
have
not
always
been
easy.
L
We've
had
to
pivot
all
the
time,
but
this
great
group
of
park
and
recreation
professionals
always
rise
to
the
occasion
and
I'm
proud
for
the
opportunity
that
I've
had
to
lead
this
team.
And
finally,
I
want
to
thank
mark
schwartz
and
michelle
cowan
for
their
constant
support
and
guidance,
I'm
lucky
to
call
them
my
two
bosses.
L
There
we
are
great,
so
our
next
slide
just
shows
our
mission
and
our
vision.
Our
mission
is
to
promote
wellness
and
vitality
through
dynamic
programs
and
attractive
public
spaces,
and
our
vision
is
that
arlington
is
the
happiest
and
healthiest
place
to
live,
work
and
play,
and
you
can
see
a
lot
of
that
happening
on
this
slide.
L
Our
next
slide
this
year.
I
just
want
to
share
some
of
dpr's
highlights
in
a
broader
context
of
our
departmental
strategic
plan,
you'll
see
here
that
we
have
six
goals
that
guide
our
work.
Our
first
goal
is
about
places
and
the
spaces
we
provide.
Last
summer,
in
the
span
of
seven
weeks,
we
opened
two
major
facilities.
L
In
august
2021
we
opened
the
long
bridge,
aquatics
and
fitness
center.
I
have
a
separate
slide
on
that
later
in
the
presentation
to
go
over
some
of
the
highlights.
Since
opening-
but
I
do
want
to
pause
and
thank
all
the
staff
involved
from
multiple
departments
that
helped
us
to
get
these
facilities
opens
each
were
a
huge
effort
and
to
open
them
during
a
pandemic
and
during
dpr's
busiest
season
was
a
huge
lift
and
I'm
grateful
for
the
hard
work
and
dedication
of
my
team
that
made
it
happen
around
the
county.
L
L
We
also
continue
to
prioritize
our
trail
and
bridge
network.
This
is
something
you'll
learn
more
about
at
the
pago
work
session.
Our
second
goal
is
about
programs
and
the
services
we
offer.
I'm
taking
this
opportunity
to
share
you
some
details
about
our
programs
that
have
taken
the
longest
to
restart
since
the
pandemic
after
skipping
our
indoor
winter
basketball
season
last
year.
We
wrapped
up
this
incredible
season
this
past
weekend
with
nearly
4
500
participants
from
grades
1
through
12..
L
Master
plan
update
our
sub
element
of
the
public
public
spaces
master
plan,
and
we
look
forward
to
releasing
the
first
draft
with
the
companion
public
engagement
opportunities.
This
spring
invasive
plant
control
remains
a
key
priority
that
we
have
been
focused
on
for
nearly
a
decade
and
there's
plenty
more
work
for
us
ahead
to
reorient
you
quickly.
We
have
two
bodies
of
work
for
this
first
active
management,
which
is
the
more
expensive
phase
as
we
address
large-scale
invasive
plant
removal.
L
Second,
the
maintenance
levels
maintenance
level
management,
which
is
the
long
term
work
to
ensure
the
invasives,
don't
return
in
fy
12,
the
first
year
of
the
program,
we
were
actively
managing
63
acres.
Today,
291
acres
are
managed
and
we
prioritize
the
parks
with
higher
ecological
value.
We
have
many
volunteers
who
help
us
with
our
invasive
plant
removal
and
we
thank
them
for
their
work
regarding
trees,
I
feel
like
I
can't
have
a
work
session
without
trees.
L
L
Proper
maintenance
of
our
existing
healthy,
mature
canopy
is
the
best
way
to
keep
our
community
healthy
and
beautiful.
The
200
000
one-time
additional
funding
for
the
tree
maintenance
that
the
board
approved
for
our
current
fiscal
year
has
had
a
great
impact.
It
has
allowed
us
to
maintain
nearly
an
extra
1
000
trees
this
year
above
our
typical
1000
per
year.
I
also
want
to
thank
the
board
for
the
addition
of
the
urban
forester
position
that
you
approved
to
our
to
our
team
in
fy
2022.
L
This
position
enables
us
to
keep
up
with
the
amount
of
work
needed
to
protect
and
plant
trees
across
the
county
when
it
comes
to
protecting
our
natural
resources.
I
should
mention
deer
here
as
well.
We
conducted
a
deer
study
last
spring
and
findings
from
that
are
available
on
our
website.
We
are
in
the
next
stage
steps
of
developing
an
rfp
to
have
a
consultant
conduct
a
deer
management
assessment
for
us
later
this
year
goal
four
focuses
on
building
community,
promoting
wellness
and
ensuring
access
to
all.
L
In
regards
to
special
events,
I've
always
felt
that
the
variety
and
the
breadth
of
special
events
in
arlington
that
arlington
hosts
and
then
arlington
holds
each
year
are
an
indicator
of
what
a
diverse
and
healthy
and
fun
community
we
live.
In
last
calendar
year
2021
we
held
over
120
special
events.
L
We
also
do
community
engagement
and
you
know
that
we
do
it
very
different
ways
from
our
front
desk
at
our
community
centers
to
staff,
delivering
programs
and
taking
care
of
our
parks.
Our
success
is
closely
tied
to
how
well
we
inform
the
community
and
we
listen
to
the
feedback
as
we
are
given
currently
we're
engaging
with
community
members
who
use
outdoor
courts
to
support
the
growing
interest
in
pickleball,
while
continuing
to
support
tennis,
basketball
and
other
courts.
L
L
Over
the
past
two
years,
we've
been
dynamic
in
our
program
offerings
and
our
senior
programs
are
a
great
example
of
this,
notably
we've
had
twice
had
sorry,
notably.
We
had
twice
the
amount
of
participating,
attending
virtual
program
options
and
in
our
pers,
then
as
an
in-person
options.
Just
recently
during
omicron,
our
staff
worked
closely
with
program
leaders
and
presenters
to
pivot
to
pivot,
from
in-person
programs.
L
Moving
on
to
our
goal
about
managing
our
assets.
Last
year,
our
parks
and
natural
resources
division
conducted
a
comprehensive
inventory
of
all
the
signs
in
our
parks
system,
which
were
categorized
geolocated
and
stored
in
our
asset
management
system.
We
have
begun
a
planning
process
to
better
manage
our
natural
natural
surface
trails
for
the
recommendation
of
the
psnp
and
as
a
starting
point,
we
are
conducting
an
inventory
and
sustainability
assessment
of
our
natural
trails.
L
And
finally,
our
sixth
goal
is
about
dpr
workforce.
Like
many
other
departments,
we
too
are
facing
large
vacancies
and
significant
hiring
challenges.
Right
now
we
have
nearly
50
permanent
positions
vacant
or
about
16
of
our
permanent
ftes.
Before
the
pandemic,
we
typically
had
about
five
to
eight
percent
of
our
permanent
fte
positions
vacant.
At
a
given
time
for
our
temporary
positions,
we
are
currently
actively
recruiting
over
200
positions.
Many
of
those
are
for
summer
camp
staff,
but
also
our
seasonal
park
staff
and
various
jobs
in
our
athletic
and
facilities
division.
L
Our
forestry
unit
is
finally
coming
close
to
being
fully
staffed
after
having
quite
a
few
vacancies.
This
is
really
helping
us
to
be
able
to
address
open
work
orders
across
our
system
and
across
the
department.
We
continue
to
have
several
management
analysts
vacant.
These
positions
parts
provide
significant
administrative
and
behind-the-scenes
operating
operation
support.
Often
we
have
to
recruit
for
these
positions
several
times,
because
the
top
candidate
will
get
another
job
during
the
interview
process
or
no
suitable
candidate
was
found,
and
on
the
temporary
staff
side
we
need
to
hire
190
summer
camp
counselors.
L
By
may
at
pnr
we
need
16
temporary
employees
to
run
our
operations
at
an
ideal
level
during
our
busy
season.
We've
interviewed
and
offered
12
positions
with
eight
recently
accepting
and
we
continue
to
recruit
for
the
additional
eight
through
all
this.
We
continue
to
do
training
and
development
as
a
major
priority
for
our
department,
although
we
have
not
been
able
to
do
as
much
as
we
would
like,
because
another
hard
to
fill
vacancy
remains,
as
we
have
a
vacant
organizational
development
specialist
position
as
well.
L
L
As
you
know,
our
summer
camp
registration
on
february
23rd
did
not
go
as
planned.
Our
goal
was
to
enable
our
customers
to
find
affordable
and
accessible
engaging
summer
camps
quickly
and
easily,
and
instead
we
had
an
unprecedented,
unprecedented
failure
of
our
online
system
that
caused
numerous
problems,
including
delayed
processing,
cancelled
payments
and
customers.
Getting
kicked
out
of
the
registration
process.
L
I've
heard
from
many
frustrated
customers
who
depend
on
summer
camp
to
meet
their
summer
their
summer,
child
care
needs,
and
we
let
them
down.
What
happened
is
completely
unacceptable.
We
hold
ourselves
accountable
for
the
breakdown
in
the
registration
process,
addressing
what
happened
and
making
certain
it
does
not
happen
again
is
our
highest
department-wide
priority
and,
as
we
know,
and
as
we
know,
the
issue
goes
beyond
just
a
technology
solution.
L
What
has
become
frustrating
on
february
23rd
was
the
technology
fail,
but
would
also
be
cl
became
clear
is
that
we
have
a
high
demand
and
not
enough
supply
for
certain
camps
and
for
certain
age
groups.
Camps
fill
up
so
fast
that
there
is
barely
an
opportunity
for
anyone
to
get
into
all
the
camps
they
would
like,
and
we
don't
have
enough
opportunities
for
those
families
that
can't
log
on
at
7am
on
a
random
day
in
february
to
get
their
kids
into
camp.
L
To
that
end,
we
are
in
the
process
of
conducting
a
wholesale
review
of
what
happened
with
with
the
intent
of
designing
a
new
registration
process.
The
timeline
shown
here
represents
the
major
steps
in
that
plan.
I'm
going
to
go
walk
through
a
few
key
milestones.
Our
first
priority
is
getting
kids
into
camp
for
this
summer.
L
By
the
end
of
the
first
day
february
23rd,
we
had
11
600
enrollments
7
100
people
on
the
weight
participants
on
the
waitlist
and
6
000
available
slots.
As
of
this
sunday,
that
number
is
now
up
to
12,
800,
enrollments,
8,
800,
waitlists
and
five
thousand
seven
hundred
available
slots
to
help
to
respond
to
customers
needs
we've
added
900,
more
slots,
417
are
contracted,
run
camps
and
300.
Sorry
430
in
our
dpr
run
camps.
L
We
have
also
set
aside
4
400
slots
across
a
variety
of
our
dpr
run
camps
for
families
who
may
need
our
camps
for
their
kids,
but
either
are
unaware
of
our
services
or
cannot
register.
We
work
with
our
partners
at
dhs
and
aps
to
fill
these
slots
to
help
inform
the
future
process.
Improvements
that
we've
already
begun.
We've
already
begun
an
after-action
of
the
registration
process
documenting
what
happened
leading
up
to
the
23rd.
L
Failure
we
contact
our
vendor
and
have
been
in
constant
contact
with
them
ever
since,
as
a
first
step
in
making
operational
changes
to
the
way
we
structure
our
registrations,
we
have
separated
our
spring
enjoy
registration,
which
is
tomorrow
into
three
different
groupings
with
three
different
start
times,
rather
than
the
typical
two
to
reduce
the
system
load
this
month.
We
are
also
kicking
off
a
full-scale
evaluation
of
the
registration
process
with
four
key
areas
of
consideration:
communications
technology
operations
and
access
and
equity.
L
We
have
begun
a
benchmarking
exercise
of
local
jurisdictions,
both
within
the
region
and
nationwide,
understand
the
operational
and
technology
approaches.
Similar
organizations
are
using,
so
we
can
compile
some
best
practices
this
spring
we
will
engage.
We
will
have
engagement
opportunities
for
both
our
staff
and
the
public
to
get
feedback
on.
What's
working
and
what's
not,
and
with
this
information
from
our
after
action
report,
the
benchmarking
data
and
the
input
from
our
staff
and
the
public,
we
will
develop
a
plan
for
summer
2023
camp
registration
since
summer
camp
planning
starts
immediately
after
the
prior
summer
ends.
L
Our
goal
is
to
have
that
recommendation
on
on
next
steps
by
summer.
Sorry
by
september
2020,
two
during
the
same
time
frame
we
will
be
working
with
purchasing
and
dts
and
we
will
begin
a
broad
evaluation
of
the
technology
that
supports
our
registration
process.
This
work
is
intended
to
inform
our
long-term
decision
making
and
while
we
won't
be
able
to
implement
a
new
system
for
summer
2023,
this
is
a
long-term
project
that
we
can
keep
the
board,
keep
you
all
posted
about.
L
Also
after
summer
2023
and
beyond,
we
will
conduct
after-action
reviews
to
ensure
that
we
are
constantly
constantly
iterating
our
registration
process
to
ensure
that
we're
meeting
our
our
program,
registration
goals
to
port
to
provide
affordable,
accessible
and
engaging
camps
quickly
and
easily
to
pivot.
I
just
want
to
spend
a
second
on
our
dpr
focus
on
race
and
equity.
L
Since
our
last
work
session,
we've
made
steady
progress
in
our
journey
towards
centering
racial
equity
within
the
department
focusing
first
on
normalizing
the
conversation
around
race
and
equity.
We
have
conducted
several
facilitated
department-wide
dialogues
and
trainings,
including
several
in
spanish,
to
ensure
that
all
our
employees
could
fully
participate,
the
goal
being
to
move
beyond
the
intentions
and
breakdown
assumptions
that
when
we
operationalize
our
goals,
we
have
an
impact.
We
also
establish
an
interdepartmental
race
and
equity
core
team
to
help
us
implement
the
work
of
race
equity
within
the
department.
L
We've
also
made
some
targeted
changes
to
improve
access
to
our
programs,
specifically
dpr
transitions,
some
traditionally
fee-based
programs
to
free
programming
that
serve
all
ages
and
abilities
like
outdoor
skate
movies
on
the
deck,
55,
plus
nature
hikes
and
walking
groups
and
more
to
reduce
transportation
barriers.
All
free
programs
in
the
park
were
strategically
placed
in
locations
where
the
community
had
easier
easy
access,
whether
they
were
driving,
walking
biking
or
taking
public
transportation.
L
We
also
introduced
all-day
preschool
at
centrally
located
lover
run
community
center
in
september
2021,
which
has
been
wildly
successful
and
in
response
to
the
man
for
these
slots,
we
plan
to
open
all
day
preschool
at
gunston.
This
fall
recognizing
our
plans,
policies
and
programs
can
have
an
impact
on
the
distribution
of
benefits
or
burdens
in
our
community.
Our
path
forward
will
include
applying
an
equity
lens
to
our
programs
and
services
to
ensure
improved
equity
outcomes.
Current
currently,
the
core
team
will
be
assessing
department,
programs
and
policies,
starting
first
with
our
language
translation
policy.
L
Similarly,
as
we
update
the
fnrp,
our
focus
will
be
to
craft
policy
recommendations
that
connect
natural
resources
to
those
who
have
been
historically
overlooked
and
underserved
by
discrimination,
discriminatory
policies
and
practices.
Okay,
so
now
on
to
the
budget.
So
thank
you
for
letting
me
give
that
little
introduction.
L
So
the
county
manager's
proposed
budget
includes
nearly
five
52.3
million
dollars
in
expense
budget
for
dpr
and
15
million
in
revenue
budget
with
position
count
nearly
at
415
that
are
filled
by
permanent
and
temporary
staff
for
expense
I'll
get
into
the
key
changes
on
the
next
slide,
but
one
change
I'll
mention
here
is
the
addition
on
both
the
expense
and
the
revenue
side
of
1.1
million,
which
is
a
net
tax
support,
neutral
change.
You
will
recall
that
for
summer
camp
2021
we
moved
the
contracted
registration
in-house.
L
This
is
a
budget
adjustment
to
reflect
that
change
beyond
that
I'll
get
into
a
few
other
related
items
in
a
later
slide
as
well
and
finally,
for
our
staff.
In
this
total
number
there's
just
over
311
permanent
staff
positions
and
the
remaining
100
are
temporary
positions,
temporary
staff
positions
so
now
onto
some
key
changes
in
the
budget
for
dpr.
First,
we
have
the
addition
of
two
of
two
remaining
ftes
to
fully
staff.
Lubber
run
community
center.
L
As
you
know,
lover
run
opened
last
summer,
but
we
opened
it
with
less
than
the
full
staffing
model
planned
planned,
recognizing
that
there
were
budget
constraints.
We
are
pleased
to
see
this
year's
proposed
budget
includes
funding
to
bring
the
two
additional
positions,
an
assistant
facility
manager
and
a
customer
service
representative.
L
Secondly,
also
at
lover
run
is
an
adjustment
to
the
funding
for
our
all-day
year-round
preschool
program.
Since
we
launched
the
successful
program,
we've
identified
some
necessary
adjustment
to
the
staffing
model,
namely
converting
some
temporary
staff
support
to
two
permanent
part-time
positions,
which
we
think
we
will
will
help
us
attract
and
retain
staff.
L
Our
third
key
budget
change
is
the
addition
of
two
new
athletic
field
maintenance
staff.
This
change
is
the
direct
result
of
the
recommendations
out
of
the
field
fund
working
group,
which
was
formed
in
the
fall
of
2020
by
the
sports
commission
to
examine
the
fee,
setting
methodology
to
determine
how
fee
revenue
should
be
allocated
and
what
amounts
the
fees
should
be.
L
The
working
group
included
members
from
the
sports
commission
park
and
rec
commission
faq
partnership
for
youth
and
family
and
dpr
staff,
and
the
group
completed
their
work
in
early
2021,
and
the
sports
commission
chair,
briefed
you
on
their
efforts
at
our
work
session
last
year.
The
key
findings
they
highlighted
last
year
were
one
that
the
fees
and
arlington
charges
are
lower
than
our
pure
jurisdictions
and
two
that
arlington
is
spending
less
on
field
maintenance
than
our
peer
jurisdictions.
L
The
addition
of
the
two
staff
is
a
net
the
sorry.
The
addition
of
the
two
staff
is
net
tax
support
neutral,
as
the
change
in
the
fee
structure
is
expected
to
generate
up
to
240
000
in
additional
revenue.
Beyond
the
220
000
proposed
budget,
there
is
a
one-time
net
tax
support
impact
this
year
for
the
purchase
of
a
vehicle
and
other
equipment
to
support
the
new
staff.
L
These
fees
are
outlined
in
the
dpr
fee
resolution.
Before
I
move
on
from
this
item,
let
me
take
a
moment
to
thank
the
board
for
your
continued
investment
in
support
of
our
athletic
fields.
Over
the
years
in
fy
2020,
you
added
139
000
into
our
contractional
and
supplies
budget
for
field
maintenance,
and
that
edition
was
confirmed
as
ongoing
change
in
our
current
budget
for
fy
2022.
L
The
remaining
three
changes
here
are
added
for
a
few
key
positions.
First,
an
administrative
assistant
in
the
community
recreation
division
serving
youth
and
family
needs.
This
is
zero
net
tax
support
impact
as
we
are
reallocating
temporary
staff
dollars
to
support
this
change.
Second,
is
an
fte
authorization
for
an
additional
plumber
to
support
existing
large
body
work
that
our
current
one
plumber
on
our
team
cannot
cover
alone.
We
currently
must
pull
staff
from
other
areas
of
the
division
to
help
respond
to
plumbing
plumbing
work,
requests
and
general
plumbing
maintenance.
L
Work
dpr
will
work
to
identify
funding
within
our
existing
budget
to
fund
this
fte
and
finally,
a
civil
engineer.
This
is
a
storm
watch.
This
is
stormwater
funded.
I
know
that
the
des
director
discussed
this
in
his
work
session
earlier
this
month.
We
want
to
highlight
it
here
in
our
work
session,
as
this
is
related
to
request
brought
forward
from
dpr
to
have
an
engineering
position
that
can
support
our
team
with
stormwater
management
work
specific
to
the
park
system.
L
So,
in
addition
to
the
general
fund,
support
changes
that
I
discussed,
we
also
have
a
few
items
being
supported
by
arpa.
Funding.
First,
is
the
ongoing
funding
to
allow
our
55
plus
programs
to
continue
to
provide
emergency
meal
distribution
early
in
the
pandemic?
We
were
delivering
meals
to
our
seniors
when
our
centers
were
closed
and
we
could
not
provide
the
concrete
meal
program.
Although
we
are
open,
we
continue
to
see
the
value
in
providing
seniors
with
take-home
meals.
L
L
We
need
the
next
few
years
to
transition
our
inventory,
given
that
the
industry
it
to
give
the
industry
time
to
catch
up
with
our
operational
needs.
An
example
of
operational
considerations
include,
for
example,
during
leaf
season,
which
runs
six
to
eight
weeks
during
the
fall.
We
must
clear
leaves
across
many
of
our
parks.
To
put
this
in
perspective,
a
mature
oak
has
anywhere
from
200
thousand
to
five
hundred
thousand
leaves
park.
Large
parks
with
heavy
tree
cover
can
take
four
to
six
hours
with
multiple
passes
to
manage
the
fall
leaves.
L
Battery
powered
packs
are
harder
for
our
staff
to
use
over
long
periods
of
time
because
they
concentrate
the
weight
of
the
equipment
in
one
area
rather
than
distributing
across
the
body
like
a
gas
powered
models.
Do
they
also
require
multiple
battery
swaps?
In
some
cases,
don't
handle
the
removal
but
leaves
with
the
same
power
as
a
gas
power
blower.
L
Nevertheless,
the
translation
to
battery-powered
landscape
equipment
is
important
to
us
and
we
are
committed
to
reach
this
goal
over
the
long
term,
we'll
be
looking
for
opportunities
to
continue
to
convert
our
utility
vehicles,
our
utility
fleet
to
electric,
while
also
keeping
an
eye
towards
increasing
our
work
efficiency.
For
example.
L
This
year
we
transitioned
from
a
gas
power
push
mower
to
a
battery
powered
ride
on
mower,
which
enables
us
to
cover
more
area
in
less
time,
and
do
it
more
sustainably
going
forward.
We
will
be
evaluating
opportunities
when
the
technology
is
available
to
convert
other
drivable
non-drivable
equipment
like
our
tool
cap,
which
combines
several
machines
into
one
to
move
on
to
revenue.
Our
revenue
budget
is
proposed
with
most
with
most
revenue
sources,
estimated
at
pre-pandemic
levels
in
our
fy21.
L
L
Another
indicator
that
our
pr
our
participation
excuse
me.
Our
participation
levels
are
really
returning.
This
year
we
have
already
provided
550
thousand
dollars
in
fee
reductions
to
little
over
a
thousand
households
pre-pandemic
levels.
We
are
providing
over
900
000
a
year
to
1700
households
just
quickly
I'll
highlight
a
few,
a
couple
adjustments
to
our
fee
resolution
this
year
for
our
gymnastics
teams,
the
team
the
fee
resolution
reflects
updates
the
overall
program
structure,
including
some
additional
hours
and
associated
fee
increases.
L
L
I
know
there's
a
lot
going
on
here,
but
I
really
want
to
share
some
exciting
and
variety
of
different
information
about
longbridge,
so
I've
spent
a
lot
of
time
in
these
work
sessions
over
the
years.
Talking
about
how
longbridge
is
on
the
horizon,
and
so
finally,
we
get
to
talk
about
it
being
open,
which
is
pretty
cool.
L
It's
been
open
for
nearly
seven
months
and
I
want
to
take
this
opportunity
to
share
with
you
how
it's
been
going.
So,
first
of
all,
it's
getting
a
ton
of
use.
We
have
had
over
62
000
swipes
into
our
facility.
Since
we
opened,
we
have
generated
680
thousand
dollars
from
our
membership
and
pass
sales.
L
Our
most
popular
options
are
proving
to
be
the
10
visit
and
the
25
visit
passes.
We
have
sold
over
3,
200
memberships
and
pass
options
generating
anywhere
between
ten
thousand
to
twenty
thousand
in
revenue
on
a
weekly
basis,
and
we
have
sold
about
three
thousand
to
five
thousand
worth
of
day
passes.
Each
week
we
offer
over
400
we've
offered
over
400
classes
in
our
fall
and
winter
programs
and
served
over
3
500
participants
and
with
all
those
programs.
L
The
revenue
stream
chart
at
the
bottom
left
gives
a
sense
of
what's
coming
in
30
for
programs,
70
for
membership
and,
of
course,
fee
reductions
apply,
we've
already
extended
over
40
000
in
fee
reductions.
We
are
budgeted
for
expense
for
up
to
3.7
million.
Through
february,
we've
only
spent
1.4
million.
We
anticipate
some
savings
due
to
staff
challenges
and
we
continue
to
grow
into
our
non-personnel.
Spending
such
as
contractual
and
supply
needs.
L
Whatever
amount
we
spend
beyond
revenue
generated
will
be
offset
by
a
portion
of
the
boeing
company
funding
the
budgeted
amount
this
year
is
2.4
million
and
for
fy23
it's
2.2
million.
Talking
about
the
expense
brings
me
to
where
we
have
some
challenges.
Staffing.
The
staffing
issues
are
particularly
difficult
at
longbridge,
as
we
like
the
rest
of
the
region
and
the
country
struggle
to
hire
lifeguards.
L
We
are
still
actively
recruiting
eight
to
ten
lifeguards
and
we
currently
have.
We
currently
have
16
lifeguards
on
staff,
including
two
head.
Lifeguards.
Additional
lifeguards
will
allow
us
to
offer
more
hours
on
the
slide.
Roll
out
birthday
parties
expand
diving
opportunities,
not
to
mention
to
allow
our
head
lifeguards
to
dedicate
more
time
to
other
essential
job
functions
and
their
responsibilities,
including
training
scheduling
and
developing
policies
and
procedures.
L
Beyond
lifeguards,
we
have
seven
vacant
permanent
positions,
six
of
which
are
actively
being
recruited.
The
general
manager,
a
second
maintenance
technician,
two
out
of
our
four
lead
aquatics
instructors
and
the
aquatics
program
manager,
an
additional
lead,
aquatics
instructor,
is
being
reviewed
to
reclassified,
to
become
an
instructor
and
a
lifeguard
so
missed.
All
this
and
like
I
opened,
the
facility
is
busy.
The
energy
is
great
play
time.
Family
playtime
of
the
weekend
is
extremely
popular,
as
is
our
50
meter.
Lap
swimming
plenty
of
people
are
upstairs
in
the
fitness
wells.
L
L
I
think
I've
kind
of
talked
a
lot
about
the
vacancies,
so
you
know
it's
a
challenge
and
to
sort
of
touch
on
longbridge
for
a
second,
we
are
really
fortunate
to
have
the
boeing
company
funding,
which
has
allowed
the
facility
to
be
net
tax
tax
support
neutral
over
the
next
several
years,
and
while
we
continue
to
increase
revenue
opportunities,
it's
important
to
highlight
that
the
fee
structure
was
not
intended
to
generate
enough
revenue
to
make
the
facility
fully
net
tax
support
neutral.
L
The
program
will,
within
the
facility
utilizes
dpr's,
cost
recovery
philosophy,
we're
covering
direct
costs,
cost
and
a
portion
of
overhead,
but
other
fees
like
membership
and
day
passes
are
based
on
significant
benchmarking
efforts
and
engagement
efforts
conducted
by
the
long
bridge,
longbridge
fee
working
groups.
So
this
will
be
a
future
conversation
for
us
and
as
we
do
every
year,
we
will
come
to
you
later.
This
spring
to
provide
an
update
on
our
psnp
implementation
efforts.
L
L
We
have
seen
this
year
that
we
have
seen
this
over
the
years
where,
every
five
years,
when
some
of
our
large
dollar
contracts
come
up
to
be
rebid,
we
encounter
significant
price
increases.
To
be
clear,
these
are
price
increases
where
the
scope
of
service
has
not
materially
changed.
Just
the
cost
of
doing
business
for
the
same
services
continues
to
rise.
Year-Over-Year
increases
are
somewhat
limited
during
the
during
the
time
period
of
the
contract.
So
when
we
we
re
bid,
contracts
is
when
we
see
significant
jumps.
L
So
with
that,
I
just
want
to
thank
you
all
for
taking
the
time
to
hear
me
and
I
look
forward
to
answering
your
questions
great.
Thank
you
so
much.
We
look
forward.
A
To
asking
them
first,
let
me
invite
a
couple
speakers
from
our
commissions.
I
believe
we
have
mr
howell
the
chair
of
our
parks
and
recreation
commission
david
howell.
Are
you
with
us
on
the
line.
M
Welcome,
I
am,
I
am
not
the
chair
of
the
commission.
M
And
so
thank
you
yeah.
I
think
you
all
should
have
received
a
letter
from
prc
in
the
last
couple
of
days,
and
I
won't
repeat
that,
but
I'll
just
highlight
the
things
in
the
letter.
The
first
thing
I
want
to
say
is
that
we
all
thank
the
dpr
employees
for
their
very
innovative
and
stellar
service
in
the
last
two
years.
M
We
mentioned
it
in
last
year's
letter
as
well,
but
it's
been
an
amazingly
difficult
time
and
an
amazing
time
in
terms
of
dpr's
performance
and
response
to
the
needs
of
citizens
in
the
county
with
some
major
achievements,
as
we're
already
mentioned
by
director
rudolph
on
the
highlights
page,
but
just
day
to
day,
with
the
innovative
responses
to
program
delivery,
it's
just
amazing
and
we're
we're
really
quite
lucky
to
have
that
kind
of
staff.
And
of
course
this
starts
with
the
leadership
team.
So
I'll
just
leave
it
at
that.
M
Among
other
things,
all
of
the
avid
birders
in
arlington
will
be
very
happy
to
have
get
rid
of
the
gas
leaf
blowers
that
make
so
much
noise
and
ruin
their
mornings
now
getting
down
to
the
to
the
the
key
issues
that
we're
concerned
about
is
that
I
think
we
feel
now,
with
increased
density
in
the
county,
increased
awareness
and
appreciation
by
citizens
for
the
the
natural
resources
we
have
and
the
pressure
on
them
and
the
importance
of
them
in
a
biophilic
community.
That's
entertaining
new
planning
policies
for
density.
M
We
really
have
to
take
sort
of
kick
it
up
a
notch
in
terms
of
the
protection,
the
conservation
of
the
natural
resources
we
have.
It
is
a
there
are
constant
threats,
and
I
can
just
give
you
very
quickly
some
categories.
M
In
addition,
just
the
to
the
population
pressure
on
the
spaces,
we
have
the
storm
wind
and
storm
rain
storm
water
impacts.
A
lot
of
our
natural
areas
are
in
the
riparian
riparian
corridors.
So
that's
that's
a
challenge,
the
intentional
tree,
removal
for
either
for
safety
or
for
development,
but
it's
still
tree
removal
diminished,
natural
replacement
mechanisms
such
as
understory
growth
and
other.
M
Protections
of
the
smaller
smaller
trees
and
saplings
that
will
become
our
future
for
us
most.
All
of
our
ecosystem
here
is
one
or
another
type
of
oak
based
forest,
and
so
without
the
trees
as
the
anchor
our
ecosystem
is
in,
most
parts
of
the
county
is
already
under
under
duress.
So
we
we
really
have
to
keep
that
balance.
Weather
extremes,
of
course,
which
may
be
climate
change
based
most
people
would
think
so,
but
that
can
help
contribute
to
sort
of
broader
changes,
such
as
the
recent
oak
decline,
where
we've
lost,
probably
hundreds.
M
I'm
sure
that
vincent
can
provide
information
on
that,
but
that's
we've
had
a
severe
impact
of
some
very,
very
important
sort
of
core
tree
resources
and,
of
course,
invasive
species,
and
so
it
gets
down
to
the
recommendations
that
we're
making,
which
we
believe
are
very
much
worth
the
investment.
The
first
is
is
on
the
invasive
species
species
program
which
is
doing
well,
but
it
needs
to
be
beefed
up
to
do
more
faster.
M
You
don't
you
can't
repair
your
roof,
doing
a
portion
of
the
roof
at
a
time
over
years
and
years
and
years
without
without
have
a
lot
of
backsliding
and
and
and
damaged
from
doing
it
too
slowly,
and
I
feel
like
an
infusion
sooner,
will
save
more
in
the
long
run
and
also
more
quickly
put
us
in
a
place
where
our
natural
spaces
are
truly
more
natural
to
our
ecosystem.
So
we're
talking
about
my
fairly
minor
funding
increases,
but
funding
increases
that
are
would
be
very
important
and
measurable
in
accelerating
that
program.
M
Second,
is
the
tree
canopy
study.
We
need
to
study
a
lot
of
things
about
our
environment
and
ecosystem.
We
need
to
do
it
more
systematically
and
more
more
fully
in
a
comprehensive
way,
but
the
core
of
it
again,
because
the
core
of
our
ecosystem
is
trees.
The
core
is
the
tree
canopy
study,
and
we
we
just
really
need
to
do
another
one.
M
Now
it
will
be
six
years
since
the
previous-
that's
not
fast
enough,
with
the
rate
of
changes
that
we're
facing,
and
finally
the
conservation
and
interpretation
program
with
important
changes
in
the
in
the
nature
center,
which
is
where
their
offices
are
the
nature
center
opening
hours.
Right
now
with
having
a
minimum
of
two
staff
on
you
know
in
the
in
the
offices
anytime,
it's
open
and
we
always
totally
agree
with
that.
M
But
there
aren't
enough
staff
to
do
all
of
the
different
programs
all
of
the
different
places
in
the
county
and
then
also
re.
You
know
maintain
the
the
the
nature
centers
being
open
all
the
hours
that
one
would
expect
for
people
who
are
going
on
weekdays,
and
that
goes
all
the
way
from
young
children
preschool
children,
kids,
after
school
adults
of
all
ages.
M
People
who
are
otherwise
not
occupied
during
part
of
the
day,
which,
as
you
can
be
aware,
is
a
lot
more
people
now
than
it
was
a
few
years
ago.
People
have
flexible
schedules.
They
like
to
go
out
and
see
our
natural
spaces
and
visit
places
like
the
nature
center.
So
we
need
to
have
a
sufficient
staffing
level
that
we
do
not
have
to
have
those
closed,
because
one
person
is
out
doing
a
field
trip.
One
person
is
doing
a
presentation
at
a
school
and
they
can't
leave
it
with
the
third
person
there
by
themselves.
A
Mr
owl,
thank
you
so
much
you've
done.
I
think,
added
a
lot
of
texture
to
those
three
major
recommendations
from
the
commission.
I'm
gonna
see
if
we
can't
wrap
up
there
just
given
that
we
do
have
a
couple
more
commissions
and
we're
hoping
to
keep
this
at
the
five
o'clock
hour.
Am
I
cutting
you
off
but
before
any
final
recommendations.
M
G
A
Much
and
thank
you
to
chair
koopa
for
for
that
really
thoughtful
letter
that
we've
received
from
you
all
as
well.
We
appreciate
your
subject
matter,
expertise
on
this
topic,
as
well
as
your
representation
of
the
commission.
Okay,
I'm
going
to
welcome
next,
mr
klingelhoefer,
and
then
mr
mingus
in
the
sports
commission.
If
you
all
could
could
maybe
keep
coming
to
about
five
minutes,
you
would
certainly
be
helping
us
out,
although
we
very
much
appreciate
the
perspectives
that
you
bring
on
behalf
of
your
commissions
as
well.
N
First,
I
do
want
to
acknowledge
the
very
hard
work
and
during
extraordinary
times
by
ms
rudolph
and
her
staff
at
all
levels,
managing
protecting
our
wonderful
parks
and
our
precious
natural
resources,
providing
meaningful
nature,
education
to
the
public
and
perhaps,
most
importantly,
planning
for
our
future.
Thank
you.
Forestry.
Natural
resources
commission
met
in
february
and
discussed
the
county's
upcoming
fiscal
year.
23
budget.
We
understand
this
is
a
very
tight
budget
and
proper
compensation
for
county
staff
is
an
important
priority
which
we
strongly
support.
N
I
do
think
we
can
point
out
a
few
areas
where
a
modest
increase
in
funding
will
make
a
huge
difference
for
arlingtonians.
These
areas
are
as
follows,
and
this
will
mirror
somewhat
what
david
howell
also
proposed.
So
I'm
going
to
shorten
it,
but
we
do
support
increased
funding
for
the
removal
of
invasive
species.
N
The
program
has
been
funded
at
the
level
of
approximately
a
hundred
thousand
dollars
yearly
for
ten
years,
and
currently
about.
Two-Thirds
of
that
program
goes
to
active
management
or
removal
of
plants,
and
another
one-third
goes
for
maintenance
of
the
previous
efforts
and
some
increase
in
that
funding
will
allow
us
to
tackle
more
of
the
new
work
that
needs
to
be
done,
while
maintaining
the
management,
ongoing
maintenance
of
of
areas
that
have
already
had
the
invasives
eradicated.
N
So
we
support
that.
The
second
thing
we
also
support
is
funding
for
a
tree
canopy
survey.
We
asked
the
county
to
do
this,
a
new
survey,
because
the
last
one
was
completed
in
2017
and
for
us
to
move
forward.
We
have
to
be
able
to
know
where
we
are
where
changes
are
occurring
and
and
and
then
plan
to
address
those
changes.
N
N
So,
moreover,
the
county
should
consider
similar
recurring
future
funding
for
surveys
about
the
status
of
other
natural
resources
such
as
water
quality
erosion
and
biodiversity.
We
believe
these
modest
sums
will
allow
the
county
to
tailor
strategies
for
conserving
and
enhancing
the
natural
gifts
that
we
now
enjoy.
N
A
third
area
is
to
provide
funding
for
execution
of
a
plan
to
address
the
results
of
the
deer
survey.
We
noted
in
our
letter
of
2020
that,
while
deer
are
delightful
to
see
in
the
wild,
when
the
populations
are
too
high,
they
are
very
destructive
to
trees
and
the
natural
habitat,
that's
precious
to
all
wildlife
and
even
deleterious
to
the
deer
themselves.
N
We
note
that
most
other
nearby
jurisdictions
have
used
similar
surveys
and
have
adopted
measures
for
dealing
with
overpopulation
of
deer.
We
ask
that
the
budget
include
funding
to
develop
and
move
forward
with
an
action
plan
to
address
the
results
of
the
survey
and
protect
our
precious
natural
resources,
and
the
last
item
I
want
to
raise
is
also
focused
on
nature
center
staffing
because
of
the
new
policy
that
was
introduced,
requiring
the
minimum
of
two
county
staff
to
be
on
site
whenever
the
nature
center
is
open.
We
agree.
N
This
is
a
wise
policy
for
the
public
and
for
staff,
but
it
can
de
limit
the
delivery
of
very
popular
and
important
programming
to
the
public,
makes
program,
scheduling,
complicated
and
subject
to
change
and
inequitably
impacts.
Those
whose
age
or
capability
favors
visiting
nature
centers
when
they
are
less
busy.
N
We
strongly
support
a
robust,
active
educational
outreach
effort
to
support
the
county's
goals
for
protecting
natural
areas
and
our
tree
canopy,
and
our
steps
to
include
biophilic
principles
throughout
the
county.
We
believe
the
county
should
continue
some
to
provide
some
increased
funding
for
nature
center
positions
and
continue
to
look
at
scheduling
options
to
best
meet
the
needs
of
the
broader
community.
N
I
want
to
stress
that
none
of
our
suggestions
should
cost
huge
sums.
Each,
however,
would
significantly
enhance
citizens
ability
to
use
our
natural
resources,
and
next
year,
after
adoption
of
the
updated
forestry
and
natural
resource
master
plan,
we
will
likely
have
additional
budget
requests
to
support
the
elements
of
that
plan.
N
A
You
so
much
mr
klingelhoefer.
We
appreciate
that
and
finally,
mr
ming
is
on
behalf
of
the
sports
commission.
Welcome
we're
glad
to
have
you
look.
Of
course
I
didn't
even
process
welcome.
Thank.
C
You
it
just
was
easier
with
my
day
to
come
here
and
thanks
thanks.
Let
me
also
say
I
heard
your
comments
earlier
and
I'm
trimming
down
my
remarks
to
get
just
to
get
under
to
keep
it.
You
said
five,
I
think
I
might
give
you
as
many
as
three
of
those
back
okay,
awesome.
C
Thank
you
for
the
opportunity
to
come
talk
about
the
dpr
budget
today,
especially
the
sports
related
aspects.
I
got
to
say
from
my
bottom
line
is
I'm
very
pleased,
especially
I'm
most
supportive
of
fully
staffing
lover
run
to
get
those
activities
up
to
speed
pay
increases
for
the
staff.
Everybody
else
said
what
amazing
job
they've
done
during
the
during
these
times.
It's
been
great,
also
the
the
maintenance
staff
that
are
being
added
by
the
field
fund.
You
know
the
field
fund,
that's
that
that
staff
is
needed.
C
I
think
arguably
there's
a
case
case
to
make
for
some
more
and
we'll
talk
about
that
and
I'll
get
to
that
in
a
second
also
we're
excited
about
some
of
the
opportunities
you
know
from
lover
run
and
long
bridge,
and
also
the
projects
that
are
coming
online.
I
mean
my
personal
is
the
along
our
tj
upper
turfing
that
that
project,
when
it
comes
online,
is
going
to
create
another
great
option
for
field
space.
C
I'm
not
going
to
talk
about
the
field
fund
very
much
you
should
have
we
get
the
field.
The
sports
commission
sent
a
letter
about
a
week
ago
fully
expressing
our
support
for
the
for
the
project
or
for
the
field
fund,
so
I'm
going
to
sort
of
skip
that
part
for
now.
If
you
have
questions
I'm
here
and
also
shirley
brother,
all
my
predecessors
here
in
case
their
questions.
C
As
you
know,
the
dpr
budget
continues
to
include
a
transfer
of
approx
of
roughly
400
000
to
aps
for
dpr
programming
in
the
pools.
However,
with
the
opening
of
longbridge
and
changes
in
aps
policy,
there
there's
effectively
no
dpr
programming
going
on
in
the
pools.
At
this
time
I
mean
in
fact,
dpr
is
actually
paying
a
rental
fee
of
approximately
a
hundred
thousand
dollars
in
order
to
get
field.
Our
I
said,
field
pool
time.
C
Excuse
me
for
the
engineering
aquatic
club,
so
from
my
perspective,
that
400
thousand
dollars
should
be
could
be,
should
be
reprogrammed
to
other
resources
within
dpr.
C
A
Terrific
thank
you
so
much.
We
really
appreciate
that
and
thank
you
truly
for
all
of
the
work
that
you've
done
as
part
of
that
field
fund
the
commission,
the
super
group
that
brought
together
commissioners
from
not
only
sports
but
partnership
and
many
others.
It's
really
great-
to
see
that
bearing
fruit
in
a
better
organized
system
that
we
hope
will
serve
many.
We
appreciate
you.
Okay,
the
conversation
is
now
with
the
board.
A
I'm
gonna
see
if
we
can't
do
this,
maybe
in
around
20
minutes
or
so
so
we
don't
give
our
library,
friends
short
shrift,
I'm
looking
around
to
see
who
might
like
to
start
with
questions.
Ms
garvey,
I
think
you
get
the
order.
The
honor
of
the
first
yeah
just
so.
B
An
overall
general
topic
that
I'd
like
you
to
talk
about
a
little
bit
is
the
role
of
volunteers.
I
think
you,
you
know,
there's
been
an
up
and
down
on
the
number
of
volunteers
that
are
used,
and
I
think
you
talked
about
a
new
community
engagement
person
being
hired.
B
Do
you
want
to
just
talk
generally
about
how
you
see
volunteers,
kind
of
helping
out
with
the
whole
department
you've
got
a
lot
going
on
by
the
way.
I
am.
I
I'm
amazed
again
when
I
look
through
the
budget,
everything
that
goes
on
with
parks
and
recreation.
So
so,
obviously
you
could
talk
a
long
time
about
it,
but
just
sort
of
generally
what
you're
thinking
about.
L
So,
generally
speaking,
as
you
noted,
we
have
a
lot
happening
in
our
department.
As
a
result,
we
have
volunteers
that
are
in
so
many
different
aspects
of
our
different
lines
of
business.
So
we
have
lots
of
volunteers
who
help
out
in
our
natural
areas,
both
with
trees
with
invasive
plant
removal,
with
programming
in
our
various
parks
and
natural
resources
projects.
L
So
our
volunteer
network
is
extensive
and
large,
and
this
year
our
biggest
task
was
making
sure
that
all
of
their
vax
cards
were
in,
as
we
had
to
have.
All
of
our
volunteers
need
to
show
proof
of
vaccination
to
volunteer
with
us
that
was
sort
of
a
big
effort
for
this
year
and
I
actually
just
want
to
also
highlight
we
bring
in
student
volunteers
in
the
summer
as
part
of
our
summer
camp
program.
So
we
also
our
volunteers
are
of
all
ages.
L
B
You
and
the
reason
I
brought
up
the
question
was
really
wondering
about
that
cut.
Would
I
mean?
Is
that
something
that
ought
to
be
revisited?
Possibly
you
as
you
I
mean
just
you
label
all
the
different
volunteers.
You've
got
and
maybe
not
maybe
it's
all
different
you
know
distributed
and
that
works
best,
but
it
seems
like
a
crucial
item,
for
you
actually
is
volunteers.
L
So
I
would,
I
appreciate
that,
and
I
would
say
for
the
next
fiscal
year
budget
I
can
work
with
my
team
and
county
manager's
office
to
see
like,
I
think,
the
way
we
did
it
in
the
past
wasn't
efficient,
and
so,
if
we
were
to
ask
for
additional
resources
for
volunteer
management,
I
kind
of
want
to
spend
a
little
time
sort
of
seeing
where
our
gaps
are.
B
G
Thank
you.
I
I
have
just
one
question,
so
others
will
continue,
but
I
do
have
a
couple
of
comments.
I
appreciate
the
chance
to
follow
up
in
writing
on
and
to
have
a
short
conversation.
I
believe
it's
next
week
on
on
the
the
tree,
canopy
study
and
the
and
the
leaf
blower
piece
just
so
I
understand
I
want
to
focus.
The
question
is
really
on
on
the
summer
programs.
G
First,
I
want
to
thank
you
for
your
comments
taking
being
accountable
and
responsible.
I
really
appreciate
that.
I
want
to
also
thank
you
for
already
taking
the
steps
of
the
three
different
time
frames
for
the
for
the
camps,
and
I
I
I
want
to
underscore
and
just
add
my
thoughts
on
the
equity
lens
that
should
that
is
so
critical
to
apply
to
the
summer
camps.
G
I
want
to
see
if
I
can
understand,
underneath
there's
for
there's
a
significant
just
over
a
million
in
increase
for
next
year,
and
you
mentioned
the
supply
challenge
and
how
this
is
child
care
for
some.
But
it's
also
meeting
all
of
the
supply
challenge
for
every
different
type
of
camp
is
different,
so
in
that
million
in
increase,
is
it
sort
of
you're
taking
part
of
the
approach
is
to
address
the
supply
issue
and
part
of
the
approach
is,
of
course,
to
address
the
administrative
issue
you're.
Not.
G
I
would
imagine
that
we
can't
we
might
not
be
able
to
get
to
all
of
the
supply
problem
that
arlington
residents
might
have.
So
I
wondered
if
you
could
just
talk
a
little
bit
to
how
what
the
million
attempts
to
do
underlying
ideals,
both
administrative
and
then
how
much
of
the
supply
problem
would
we
be
able
to
get
to,
because
I
want
to
be
fair
so.
L
L
Families
had
to
register
for
that
separately.
It
was
not.
The
registration
was
not
done
at
done
by
dpr
when
kovid
came,
and
we
had
that
first
summer
of
2020
and
we
had
to
shut
down
camp.
We
realized
that
our
contracted
camps
did
not
have
a
consistent
and
equitable
way
to
refund
parents
across
the
board,
in
the
same
way
that
dpr
did
and
we
had
other.
They
had
different
policies
about
how
they
did
the
refunds.
L
The
solution
to
that
and
when
we
benchmarked
against
other
jurisdictions,
was
to
bring
those
contracted
camps
into
dpr
when
we
brought
them
into
dpr
you'll,
see
it's
not
just
a
million
dollars
on
the
expense
side,
it's
also
a
million
dollars
on
the
revenue
side.
So
basically
we
are
taking
in
funding
from
parents
to
who
are
registering
for
these
contracted
camps,
and
then
we
have
contracts
with
these
camps
and
we
pay
them
back
as
a
result
of
the
service
that
they
provide
and
that's.
L
A
I
wanted
to
follow
up
on
that.
If
you
wouldn't
mind
mr
defranti,
because
I
do
think
certainly
that
narrative
got
very
quickly
established
that
there
was
a
dramatic
shortage
of
summer
camp
slots
for
students
who
need
them,
and
I
noted
when
you
were
describing
it
miserable
if
you
talked
about
there's,
not
enough
supply
for
certain
camps
and
certain
age
groups,
and
so
I
just
want
to
take
a
second
and
establish
you
know
what
we
know
to
be
sort
of
the
actual
nature
of
the
issue.
A
Is
it
that
there
is
an
across-the-board
shortage
or
delta
between
availability
and
demand
for
camps,
or
is
the
issue
that
there
are
some
I
mean,
certainly
are
the
most
popular
camps
and
the
enjoy
classes,
as
you
were
talking
about
which
go
live
tomorrow,
always
in
short
demand,
but
but
help
us
understand
when
we
say
there
is
kind
of
a
supply
problem
or
a
shortage.
What
exactly
that
means?
Is
it
across
the
board?
Is
it
in
certain
areas,
and
how
do
we
know
great.
L
So,
as
you
saw
in
my
talking
what
I
heard
from
my
talking
points,
you
know
we
have
large
enrollments,
we
have
large
waitlists
and
we
also
have
large
slots
available.
So
what
that
means
is
that
there
are
still
obviously
camps
available,
but
they
may
not
be
there's
two
factors
there's
the
weeks
that
people
are
in
camp,
so
we
have
certain
weeks
that
are
much
more
popular
than
other
weeks.
We
also
have
certain
age
groups
that
are
more
popular
sort
of
the
older
toddler
to
elementary
age
is
incredibly
popular.
L
On
the
contracted
side,
we
have
certain
contracted
camps
that
are
more
popular.
Some
of
the
sports
camps.
Some
of
the
robotic
camps,
are
more
popular
than
say
a
chess
camp,
for
example,
although
my
kids
have
done
chess
camp,
so
I
can
use
that
as
an
example.
So
that
said,
we
have
to
look
at
like
each
year
like
what
can
we
do
to
increase
those
slots
in
those
areas
that
we
see
the
demand,
and
so
particularly
our
dpr
provided
camps
for
the
elementary
age?
L
I
think
we
really
need
to
look
into
should
we
can
we
provide
more-
and
I
think
can
we
is
really
important
because,
as
I
said
also
noted,
we
need
to
hire
a
ton
of
camp
counselors
and
that
too
continues
to
be
similar
to
lifeguards
in
terms
of
that
recruitment
issue.
It's
a
big
issue
across
the
region,
and
so
we
all
are
continuing
to
look
at
innovative
ways.
L
L
I
was
actually
just
talking
to
dc
director
and
he's
also
looking
at
potentially
doing
a
lottery
system,
we're
looking
again
at
opportunities
to
really
stretch
out
registration,
because
another
thing
we
hear
is
a
fam,
unlike
sort
of
the
some
of
the
class
programs.
You
know
this
is
your
summer,
and
summer
is
10
weeks.
So
sometimes
a
parent
could
be
logging
on
with
three
kids
for
10
weeks,
that's
30,
30
camps.
L
That's
a
lot
to
try
to
get
in
when
a
lot
of
our
camps
fill
up
within
the
first
five
minutes,
so
we're
also
looking,
should
we
be,
you
know
doing
it
out
by
different
types
of
programming
different
ages.
There's
a
lot
for
us
to
consider.
I
don't
want
to
delve
too
far
down,
but,
like
some
of
our
age
program
camps
are
different
depending
on
the
program,
for
example,
a
sports
camp
that
we
have
likes
to
be
able
to
have
a
huge
age
range
so
that
siblings
can
attend.
L
Some
of
our
camps
are
more
for
elementary
age.
So
how
do
you
break?
We
just
have
to
work
through
these
types
of
things.
This
is
what
we're
going
to
be
doing
okay,
but
we
realize
that
we
need
to
potentially
within
our
own
programs
for
toddlers
and
for
elementary
can
we
offer
more,
and
that
is
something
we're
going
to
be
looking
into,
and
I
think
this
spring
how
many
counselors
we
can
hire
will
be
a
good
indicator
of
that
as
well.
A
Is
there
any
mechanism
in
real
or
semi-real
time
to
say
you
know,
for
example,
there
is
a
as
you
were
saying,
there's
a
huge
amount
of
supply
right.
So
you
know
there
are
hundreds
of
spots
in
say
those
middle
school
age,
hypothetically
chess
camps
right
that
are
going
unfilled,
but
we
know
the
waitlists
have
gotten
really
long
for
that
kind
of
early
childhood
or
early
elementary
camps.
Is
there
any
ability
in
real
time
to
say
we're
gonna?
A
L
L
But
I
did
note
that
both
our
contractors-
and
I
really
would
thank
them-
they
have
stepped
up
to
provide
almost
470
more
slots,
and
my
own
team
has
also
stepped
up
to
figure
out.
Can
we
offer
another
430
slots
in
our
different
camps?
So
we
are
trying
to
find
our
slots?
We
have
a
amazing
customer
service
unit
who
have
been
on
the
phone
non-stop
since
february
23rd,
trying
to
call
families
to
get
them
to
get
them
into
the
camps
that
they
want
to
be
in.
So
we
are
working
diligently
to
continue
to
doing
this.
L
L
We
have
always
in
the
past
had
a
very
sort
of
loose
cancellation
policy,
which
basically
means
that
you
don't
need
to
cancel
without
any
recourse
until
almost
the
week
before,
which
means
that
we
will
have
a
camp
that
is
so
booked
and
huge
wait
list,
and
then
we
find
out
like
a
couple
days
before
that
there
is
a
you
know:
three
people
dropped
out
and
the
people
who
had
been
on
that
waitlist
no
longer
want
the
spot.
We
perp.
L
We
knew
this
was
an
issue,
but
with
kova
we
purposely
did
not
change
it
because
we
didn't
want
to
burden
and
impact
families.
So
we
know,
as
part
of
this
review,
that
we
have
to
do
a
much
stronger
policy
that
has
sort
of
select
dates.
You
know,
may
1st,
if
you're
not
going
to
do
it
you
get
penalized
by
this
month
and
then
starting
to
do
that
as
we
get
closer
to
camp
each
week.
This
is
very
common.
L
I
think
a
lot
of
the
private
sector
camps,
but
we
purposely
didn't
do
it
last
summer,
because
we
were
so
concerned
about
the
about
covenant
and
just
people
were
going
through
a
lot.
What
we
are
doing,
though,
is
we
are
calling
people
when
we
do.
You
know
we
are
trying
to
find
out
and
push
people
to
say
if
you're
not
going
to
use
the
camp,
please
drop
out
just
so
that
we
can
continue
to
open
up
as
many
slots
as
possible.
A
Really
helpful,
thank
you
and
I,
before
I
turn
back
over
mr
deferenti
I'll
just
opine,
I
was
glad
to
see
the
change
that
you
made.
That
is
actually
already
in
effect
for
the
enjoy
registration
tomorrow,
separated
by
this
three
different
times,
which
I
I
think
roughly
mirror
the
popularity,
the
hotly
competitive
camps
and-
and
I
I
do
think
there
is
a
dynamic
where
it's
sort
of
the
self-perpetuating
the
run
on
the
banks
phenomenon
right,
because
it's
so
hard
to
get
your
kid
in
to
say
gymnastics
or
robotics.
A
Everyone
tries
to
log
on
at
7
am
to
do
that
and
then
there's
this
sort
of
sense
that
there's
nothing
available
right,
because
the
system
has
crashed
in
this
case,
which
we
are
absolutely
certain
is
not
going
to
happen
again,
but
I,
but
I
do
think
while
we
await
the
the
full
review
and
you've
described
the
scope
well
for
us
now
at
least
staggering
those
times.
I
hope
we'll
work
better.
A
G
Keeping
in
my
mind,
we've
got
the
review
coming.
I
want
to
I'll
probably
follow
up
with
this
question
and
see
if
we
can
have
a
a
little
longer
or
a
dialogue.
So
I
make
sure
I
understand
the
numbers
you
mentioned:
12
800,
enrollments,
8,
800,
wait
list
and
5700
slots
open
in
our.
G
Do
we
have
enough
budgeting
in
there
not
to
go
to
full
child
care
for
the
summer
for
every
student
or
every
young
person,
but
to
imagine
a
little
bit
broader
of
a
program?
Where
is
that
really
not
what
we're
envisioning
budget-wise
here
and
that's
I
don't
know,
if
that's
a
specific
question
for
this
moment,
we're
happy
to
follow
up.
But
if
you
have
thoughts.
L
I
just
don't
know
if
it's
a
budget
question
per
se,
you
know
the
I
think
it
would
be
worth
like
looking
into
again
is
more
about
the
models
that
we
provide
and
what
models
we
want
to
provide
going
forward
and
then
from
there
we
can
figure
out
what
we
need
funding
wise.
Typically,
though,
our
camps
are
part
of
our
cost
recovery
model.
We
have
opportunities
for
people
to
get
fee
reductions
and
that's
that's
sort
of
baked
into
our
budget.
L
G
L
Right
now
we're
looking
specifically
so
there's
kind
of
two
things:
we
have
a
camp
committee.
We
work
on
camp
all
year
round,
so
I'm
really
trying
to
be
specific
on
this
project
and
this
project
is
related
to
registration,
because
I
need
to
figure
out
how
to
solve
this
registration
issue,
which
is
access
equity.
That
doesn't
mean
that
we
should
not
be
looking
at
what
we
provide
and
like
in
terms
of
do.
We
shift
to
a
different
model.
L
Do
we
shift
to
a
multi-week
camp
sign
up
because,
typically,
it's
mostly
by
week,
you
know
what
do
we
do
and
I
have
a
whole
team
that
meets.
I
mean
I
have
a
full
two
full-time
staff
who
only
really
work
on
camp
and
then
we
also
meet.
I
have
a
separate
thing
that
we
serve
focus
on
operations,
but
for
this
specific
issue
of
solving
registration,
I'm
trying
to
keep
us
actually
kind
of
targeted
because
we
need
to
get
to
september
20
20
september
2022
for
the
next
year.
B
Ms
garvey's
eager
to
get,
I
know,
and
it's
really
the
same
issue:
do
you
have
a
sense?
How
many
people
depend
on
the
summer
camps
for
child
care?
I
mean
people
sign
children
up,
for
you
know
for
summer
camp
for
different
reasons,
and
that
gets
to
this
question
about
what
are
we
providing.
O
E
L
Child
care
for
10
weeks
and
it's
hard
for
us
to
say
we
don't
really
get
that
level
of
detail.
When
we
do
our
public
the
engagement,
we
want
to
keep
it
short.
We
don't
want
to
have
some
kind
of
massive
survey
they're
going
out,
but
I
want
to
ask
some
targeted
questions
and
that's
the
kind
of
targeted
question
we
want
to
ask.
B
Well,
I
think
at
some
point
what
we
provide
should
there's
a
community
in
much
of
the
western
world.
Child
care
is
not
a
worry
for
people,
but
here
it
really
is,
and
we
do
have
a
child
care
initiative.
We
have
camp
and
poor
parents
are
just
completely
fragmented,
trying
to
piece
things
together,
and
I
don't
know
this
isn't
for
now
or
or
maybe
even
really
soon,
but
it
seems
to
me
a
look,
a
holistic
look
at
what
just
to
experience.
B
Somebody
has
having
needing
child
care
through
the
schools
and
through
our
summer
camps
would
be
useful.
I
think
there
are
a
number
of
parents
for
whom
summer
camp's
really
crucial
to
them
for
their
child
care,
and
is
that
a
need
that
we
want
to
be
fulfilling?
I
would
argue
at
some
point
it
is,
but
that
is
getting
it's
making.
You
do
something
different
in
a
way
from
what's
been
done
before
so,
and.
L
L
B
J
Thank
you.
It's
amazing
how
multifaceted
and
multi-purpose
the
department
of
parks
and
recreation.
J
So-
and
I
have
to
tell
you
one
of
the
reasons
I'm
so
grateful
to
to
you
and
to
all
your
team
for
your
work
is
exactly
because
you
serve
that
such
a
multi-layered,
incredibly
broad
scope
and
and
every
time,
with
a
lot
of
focus
so
on
on
on
the
discussion
on
how
how
our
budget
should
reflect
our
focus
on
improving
the
registration
process
to
the
program.
I
really
appreciate
your
your
focus
on
that.
I
think
that
we
all
will
learn
a
lot
in
in
the
process.
J
The
the
little
the
small
conversations
that
I
had
so
far
is
that
you
know
the
the
of
the
offer
side.
The
supply
side
tries
to
figure
out
what
actually
the
demand
is
and
and
the
it
seems
to
me
that
finding
a
way
to
have
people
actually
sign
up
and
and
express
their
preferences
in
advance
and
keep
it
keep
track
of.
That
is
kind
of
a
a
good
practice
and
then
decide
about
the
best
mode
mode
of
of
how
to
to
portion
this
this
the
supply.
J
So,
but
you
know,
lottery
systems
have
a
certain
advantage
there,
because
they
ask
their.
You
know
the
participants
to
to
to
sign
up
in
advance
so
that
you,
you
know
what
you
know
the
the
demand
could
be,
but
this
is
a
different
conversation.
One
one
thing
that
I
wanted
to
ask
you
here:
is
you
even
mentioned
that
at
the
very
very
beginning,
the
the
issue
of
capacity
was
with
fields,
and
you
know,
trends
and
emerging
needs
like,
for
example,
the
pickleball,
a
search,
etc.
J
We
and
and
that,
combined
with
the
fact
that
you
told
us
that
you
have
a
16
vacancies,
so
is
that
what
what
needs
to
be
done
to
service
this?
This
increased
demand
in
sports
and
use
of
the
facilities.
While
we
are
seemingly
not
capable.
I
mean
it's
not
very
realistic.
To
expect
that
we
will
reduce
the
16
percent
that
we
will
be
able
to
to
have
appropriate
staff
to
to
do
that.
Work.
L
Well,
in
our
facilities,
I
think
if
you
we've
always
said
this,
and
I
think
it's
continues.
The
future
is
just
multi-purpose
so
that
anything
that
we're
doing
there's
no
court.
That's
just
one
court,
there's
no
field
that
just
plays
one
sport,
you
know
even
a
baseball
field
can
be
used
for
in
an
off
season
for
something
else,
and
so
in
terms
of
a
management
of
our
resources.
L
So
I
think
there's
two
questions
there.
Sort
of
one
is
how
we
manage
these
resources
and
I
think
that
that's
sort
of
the
future
for
a
lot
of
our
things
is
sort
of
multi-use.
I
think
for
on
the
staffing
side,
we
are
really
hopeful
that
we
can
continue
to
get
that
number
down
we're
actively
recruiting
on
all
the
positions
and
we're
hoping
to
everything
will
stabilize
soon,
but
I
think
you've
heard
it
from
all
our
colleagues.
It's
just
a
problem.
L
We
have
right
now
we
have
ways
through
just
using
our
current
staff
through
some
temporary
employees
and
then
just
you
know
not
maybe
doing
some
new
things
that
we
are
able
to
manage
where
we
are,
but
it
hasn't
always
been.
It's
been
a
challenge,
I
think
covid's
for
part
of
it,
because
we,
you
know
not
all
of
our
centers
have
always
been
open.
We've
been
able
to
have
some
flexibility.
There
too,
for
example
with
say
walter
reed,
being
used
as
a
vaccination
site
and
arlington
mill
not
fully
open.
L
We've
been
able
to
take
some
of
that
staff
and
ship
them
to
other
places
where
we
need
people
to
help
out
similar.
Some
of
the
vacancies
we've
had
some
of
the
preschools.
We
have
our
co-op
program,
which
is
only
really
doing
things
outside,
so
that
stealth
staff
has
been
helping
out
in
the
in
the
preschool
program.
So
part
of
it
is
just
this
kind
of
constant
shifting
around
to
see
like
where
we
have
holes
and
trying
to
plug
them.
J
Okay,
because
I
I've
seen
that
also
at
the
aquatic
center,
you
know
it
is
a
challenge
there
to
to
staff
it
as
well,
and
you
know
when,
when
you
want
to
get
to
more
than
300,
or
you
know,
350
users
a
day
in
average,
you,
you
need
to
have
a
program
that
attracts
people,
and
this
is
a
fantastic
center
that
can
do
so
much
more
so
that
I
I
really
see
that
as
a
major
impediment
to
to
progress
here
that
that's
that's
just
I
mean
that's
my
my
main
takeaway
from
from
the
presentation
that
staffing
is
so
critical
right
now
and
the
question
is
what
what
should
we
be
doing
to
to
to
enable
you
to
to
staff
the
department
better.
A
Thank
you,
mr
karen
thomas.
I
don't
know
if
we've
got
another
round
of
questions
I'll
ask
just
one
others
that
I
had
ever
posed
comments
from
a
few
of
our
commissions
as
well
as
general
interest
in
the
community.
Certainly,
we've
heard
a
lot
of
advocacy
for
an
updated
tree,
canopy
study.
Can
you
tell
us
whether
there
is
or
any
currently
planned?
I
know
the
the
I'm
trying
to
remember
what
we're
calling
it
now.
It's
no
longer
the
forestry
and
res
natural
resources
master
plan.
A
It
is
the
fnrp
okay
great
with
that
forthcoming.
That
may
be
one
of
the
recommendations
but
timing
and
then,
to
the
extent
we
know,
are
there
any
benchmarks
about
what
the
appropriate
time
horizon
is.
How
often
you
know
best
practice
would
tell
us
to
conduct
a
study
like
that.
So.
L
Our
hope
is
if
everything
goes
well.
As
I
said
this
spring
we're
going
to
be
putting
out
the
draft
first
plan,
that'll
be
our
second
engagement
in
the
process
and
we
would
hope
in
winter
2023
that
the
board
would
be
adopting
the
new
plan.
We're
hoping
this
to
be.
If
we
can,
because
this
is
right
now
a
sub
element
kind
of
quickly
do
this.
So
there
is
an
opportunity.
L
After
that,
that
is
adopted
to
do
the
tree
study
could
be
the
first.
I
think
this
the
plan
will
come
out
with,
I
can't
obviously
say,
but
a
series
of
plans.
I
think
mr
klingerhoffer
was
you
know
referring
to
that
and
almost
seeing
that
each
these
things
typically
are
about
a
five-year
time
horizon.
So,
if
you
sort
of
think
about
each
of
these
plans
probably
cost
anywhere
from
like
100
to
150
000
to
do
the
plan
like
so
do
you
do
or
the
survey
excuse
me
not
plan,
so
you
do
like
the
tree
survey.
L
There's
the
d
survey,
there's
the
natural
resources
survey
kind
of.
Is
there
a
that's?
The
kind
of
key
considerations
that
we've
talked
about
is:
should
there
be
sort
of
future.
Some
of
the
implementation
to
these
plans
does
cost
money,
and
so
a
tree
study
should
we
want
to
do
it
immediately
after
we.
I
hope
that
this,
the
the
fnrp
could
be
adopted
within
the
next
fiscal
year.
Great
thank.
J
To
understand
it
correctly,
it
is
advisable
to
do
the
the
complete
study
or
the
survey
after
we
have
adopted
the
goals
of
the
plan
that.
L
Is
what
we
have
said
all
along
that
we
feel
like
it's
important
for
us
to
get
through
the
fnrp
and
then
the
next
step
is
to
do
the
tree
study
that
way,
we'll
get
the
information
back
from
it.
There'll
be
adopted
policy
from
the
board.
That
will
then
help
us
to
then
deal
with
the
implementation
from
that
those
findings,
and
so
I
think
again,
I
can't
predetermine
what
would
be
in
the
plan,
but
I
would
think
that
our
next
study,
once
the
plan
is
adopted,
would
be
to
do
the
tree
survey.
B
And
ms
garvey
I'll
give
you
the
final
question:
okay
and
and
again
this
is
a
a
larger
question
that
don't
take
a
long
time
to
answer
it.
B
We
can
talk
about
it
later
and
that
is
actually
on
the
we've
heard
a
little
bit
about
the
nature
centers
and
they
have
been
cut
back
you're
talking
somebody
we
used
to
take
our
children
to
the
nature
center
on
weekends,
quite
regularly,
many
many
years
ago,
now,
d,
what's
you
what's
your
overall
philosophy
and
thoughts
about
sort
of
the
future
of
the
nature
center,
so
this
isn't
a
specific.
This
is
again,
maybe
not
for
this
budget,
but
looking
forward
and
you've
got
so
much
on
your
plate.
B
L
So
thank
you
for
asking
that
so
before
the
pandemic
in
arlington,
there
are
three
nature:
centers,
two
that
are
from
that
we
operate
and
then
one
is
potomac
overlook.
They
all
were
open
every
day
of
the
week,
except
for
mondays
when
they
all
were
closed
and
they
were
all
open,
basically
from
about
10
a.m,
to
5
p.m.
L
When
the
pandemic
happened
and
we
closed
down
completely,
we
made
the
determination
when
we
began
to
reopen
that's
actually
the
time
we
also
put
in
two
employees
into
we
felt
we
had
the
role
to
have
two
employees
that
was
based
on
you
may
recall.
We
had
a
sexual
assault
in
our
department
in
2019.
We
realized
that
we
had
should
not
best
practice
to
always
have
two
employees.
L
So
on
the
days
currently
so
right
now
in
arlington
there
is
always
a
nature
center
open
every
day,
but
monday
still
so
it's
either
potomac
overlook
gulf
branch
or
long
branch
on
the
days
that
either
center
is
closed.
That's
when
they're
often
going
to
aps.
We
do
a
program
where
we
are
back
and
we're
actually
back
in
schools.
Now,
where
we
are
bringing
nature
to
all
the
first
graders,
so
I
think
what
would
be
great
to
spend
some
time
this
coming
year.
L
To
think
about
is
what
is
the
right
sort
of
mix
of
like
there
is
nature
center
programming
happening.
It
just
might
not
always
be
happening
in
the
nature
center,
and
while
I
appreciate
them
discussing
the
opportunity
about
having
it
open
is
ten
to
five
the
right
time.
We
have
no
evening
hours.
Currently,
you
know,
and
so
are
there
ways
for
us
to
look
if
we're
going
to
contin
open
them
for
more.
L
What
is
the
right
mix,
so
I
think
we're
going
to
look
this
year
to
see
if
we
can
use
some
temp
dollars
to
maybe
increase
some
hours,
but
I
would
say
it
would
be
a
good
exercise
for
next
year
to
bring
forward
some
sort
of
recommendations
on
the
future
of
sort
of
nature
center
hours
and
nature
center
programming,
because
I
really
do
think
it's
important.
We
talked
about
this
a
little
bit.
We
need
to
bring
nature
to
where
people
are
and
not
everybody
can
get
to
a
center.
L
So
I
also
really
have
been
proud
of
the
work
that
the
team
has
done
to
go
to
our
special
events,
to
go
out
into
the
parks
to
go
out
to
areas
where
they
don't
normally
go
and
get
out
of
the
centers
so
that
they
can
actually
meet
people
where
they
are.
So
I
think
it's
a
conversation
about
the
centers,
but
also
nature,
programming
and
education
too.
A
Mr
duff,
thank
you
and
I
think
we
can
all
echo
the
things
that
were
given
by
our
commission
to
commissions
your
extraordinary
staff.
We
really
appreciate
all
the
work
that
you
do
and
we
will
welcome
next,
our
library
team.
I
see
ms
kreshma's
cable,
who
will
be
joining
us.
A
We
are
glad
to
have
you
come
come
unless
the
manager
has
any
brilliant
words
of
introduction.
You
can
join
us
and
launch
right
in
as
soon
as
you're
ready.
Thank
you.
P
Q
H
F
Q
Thank
you.
Thank
you
county
board
for
this
opportunity
to
have
this
conversation.
I
know
it's
been
a
long
afternoon,
but
we
appreciate
some
of
your
time
to
talk
about
what
we're
doing
in
libraries.
I'd
also
like
to
thank
mark
schwartz
and
his
team
for
the
support
that
they
continue
to
give
us
I'm
joined
by
deputy
anne
gable.
Today,
her
mother
was
a
librarian,
so
even
though
ann
wasn't
she's
an
honorary
librarian,
I
also
would
like
to
introduce
my
amazing
leadership
team
they're
not
joining
us.
Today.
Q
The
public
service
staff
are
leonard
thompson,
sherry,
henry
and
dina
little.
They
are
the
leaders
of
our
public
service
program.
Peter
petrowski
is
the
leader
of
collections
and
access
and
stacia
aho
is
the
leader
of
the
center
for
local
history,
plus
the
web
presence
that
we
have
in
social
media
and
finally,
a
thank
you
to
the
friends
mark
just
mentioned
the
friends,
but
they
really
are
singly
responsible
for
all
of
our
programming.
Q
Every
time.
There's
an
author
event
every
time,
there's
a
summer
reading
program
every
time,
there's
a
special
program
to
celebrate
juneteenth
or
halloween
or
women's
history
month
or
black
history
month
or
whatever.
All
of
that
is,
is
because
of
the
large
s
and
the
commitment
of
the
friends
of
the
arlington
library.
Q
So
the
next
slide,
please
our
mission
statement,
the
three
most
important
words.
There
are
story,
connection
and
inclusion.
Those
are
the
hallmarks
of
the
services
that
we
provide
in
the
library
and
we
do
it
through
the
staff
and
the
hiring
that
we
do
that.
We
hope
mirrors
the
community,
the
patrons
we
serve
identifying,
who
is
served,
who
isn't
and
why
not
our
collections
and
our
programs
next
slide.
Please
highlights
of
last
year
telling
arlington's
story
was
a
big
part
of
what
we
were
doing
with
the
community.
Q
Mrs
garvey,
I
had
the
pleasure
of
working
with
her
on
the
history
task
force
where
we
celebrated
100
years
of
arlington,
the
name
and
that's
represented
by
the
photo
at
the
bottom,
where
we
had
that
trunk
of
fun
stuff,
but
we
also
celebrated
and
conducted
several
oral
histories
at
honoring
and
acknowledging
the
20th
anniversary
of
911
and
our
public
safety
staff.
We
conducted
a
walking
tour
of
little
saigon.
Q
We
again
had
the
100th
anniversary
celebration
and
we
also
launched
a
major
collecting
effort
called
ray
encuentro,
which
is
the
photo
on
the
right
hand,
side
where
we
are
attempting
to
tell
the
story
of
the
latinos
in
our
community
and
emma
viola
sanchez
has
been
extremely
valuable
to
that
effort.
She
has
donated,
or
is
in
the
process
of
donating
her
papers,
and
we
look
forward
to
having
additional
events
where
we
hope,
mr
tahada,
for
example,
and
others
who
have
made
a
contribution
to
our
community
can
be
recognized.
Q
We
also
had
a
very
exciting
arlington
reads:
we
probably
had
about
one
program
a
month.
The
theme
was
food
for
thought.
We
discussed
democracy,
we
discussed
immigration,
we
discussed
the
media
and
its
role
in
preserving
democracy
and
last
fall.
We
had
a
very
exciting
and
robust
series
on
climate
and
the
effect
of
climate
change
on
our
environment
and
bina.
Cromeron's
book
was
just
one
of
the
four
that
we
had
in
addition
to
these
special
programs.
However,
we
also
continue
to
work
with
the
mitigation
of
kovit
in
the
community.
Q
Q
We
have
been
part
of
the
information
phalanx
with
oem,
so
we
have
continued
to
provide
a
lot
of
support
to
that
effort
and,
more
recently
we
are
installing
opioid
emergency
boxes
in
all
of
our
branches,
so
that
we
can
support
mitigation
of
the
opioid
crisis,
which
has
been
so
ravaging
not
only
for
this
community
but
across
the
state,
and
so
that
the
staff
are
being
trained
by
dhs
and
the
use
and
administration
of
narcans
etc.
So
that's
another
way
that
we're
giving
back
to
the
community
next
slide.
Anne,
please
so.
The
new.
Q
Thanks
to
the
manager
and
his
support
of
what
we're
doing
and
the
county
board
we
have
as
of
september
2021
reopened
all
of
our
branches,
including
three
locations
on
sunday,
we're
still
hoping
to
add
a
branch
west
over
sundays
hours
as
well
sometime
later
this
spring,
but
that
was
a
huge,
huge
milestone
starting
in
march
of
last
year,
and
it
took
us
a
long
time,
but
but
we're
back.
We
are
still
hiring
and
more
about
that.
In
a
few
slides,
we
are
doing
story
times
we're
got.
Q
We've
got
the
truck
out
on
the
road
doing
events,
so
there's
there's
a
lot
going
on
with
book
giveaways
and
in
general,
representing
in
the
community.
Next
slide.
Please
equity
is
a
part
of
everyday
decision
making
and
everything
that
we
do.
Q
I'm
a
part
of
the
digital
equity
sponsor
group,
along
with
claude
williamson
and
jack
belcher,
and
one
of
the
things
that
directly
affected
libraries
was
the
provision
of
outdoor
wi-fi
at
library
locations.
We
began
that
process
in
2020
and
I
guess,
in
the
early
part
of
this
year,
succeeded
in
adding
outdoor
wi-fi
at
all
library
locations
huge
success
in
2020
we
had,
I
think,
three
locations
and
365
000
separate
sessions.
Q
We
are
now
close
to
900
000,
separate
wi-fi
sessions,
so
clearly
there
was
a
need
in
the
community
for
outdoor
wi-fi
we're.
Also.
I
want
to
just
throw
a
shout
of
support
to
claude
and
jack
for
the
broadband
study,
because
I'm
involved
in
that
I
realize
it's
in
the
procurement
stage
and
you've
already
received
presentations
on
that
and
the
final
area
that
we're
exploring
again
actively
with
dhs,
is
providing
a
tele
services
portal.
Q
If
you
will
at
columbia,
pike
library,
which
would
be
an
actual
physical
location,
with
equipment
with
white
noise
machines
that
we
can
ensure
privacy
for
purposes
of
being
used
by
members
of
the
community
who
want
to
make
a
telehealth
appointment
who
want
to
have
a
job
interview,
so
it
would
be
more
safe
and
secure
and
private
than
some
of
our
meeting
room
spaces
now
so
again,
very
early
stages.
Q
We
are
working
with
appa
to
create
a
summer
program
for
youth.
They
have
a
dynamic
resident
services,
marquan
jackson,
perhaps
you've
met
him,
he's
met
with
us
and
we're
going
to
do
a
youth
literacy
program
at
columbia,
library,
books,
book
groups,
talking
about
books
and
the
importance
of
literature
and
reading
ann
was
telling
me
about
statistics.
Q
The
statistics
for
young
children
who
have
been
adversely
affected
by
kovid
and
their
and
their
reading
ability
is
very
worrisome,
and
I
think
it's
an
opportunity
for
all
of
us,
as
government
officials
to
work
to
make
sure
that
these
children
are
not
left
behind.
If
you
can't
read,
you
can't
do
a
whole
lot
and
we've
privileged
in
this
community
that
we
have
a
lot
of
resources,
and
I
want
us
to
be
focusing
on
making
sure
that
no
one
again
is
left
behind.
Q
Arlington
reads
is
featuring
rebooting
the
classics,
it's
it's
a
reboot
of
classics
like
great
gatsby
and
jane
eyre,
and
some
of
those
great
things
that
we
were
forced
to
read
in
high
school,
but
the
the
young
man
I'm
pictured
with
who
had
a
very
cool
hat,
is
dwayne
betts.
He
has
a
very
interesting
personal
story.
Q
He
was
sent
to
jail
at
the
age
of
16
for
a
nine
year
sentence
that
could
have
been
life
because
of
a
carjacking
was
the
only
time
he
ever
did
anything
like
that
and
was
in
the
wrong
place
with
the
wrong
crowd
at
the
wrong
time.
So
he
went
to
jail
in
virginia
and
one
night
in
desperation
because
he
was
in
solitary
because
he
had
done
something
he
was
screaming
aloud.
Q
Please
somebody
give
me
a
book
and
sliding
under
his
door
came
a
copy
of
black
poets
by
dudley
randall
and
it
turned
his
life
around.
He
was
always
a
reader
and
a
good
student,
but
opening
himself
to
the
world
of
poetry
changed
his
life
and
he
will
openly
admit
that
literature
saved
his
life.
He
got
out
of
prison,
he
went
to
yale
law
school,
he
has
created
the
freedom
reads,
foundation
which
has
mellon
funding
and,
through
that
program
he's
creating
curated
collections
that
can
be
placed
in
detention,
centers
and
prisons
across
the
united
states.
Q
So
we
are
talking
with
him
actively
now
about
getting
one
for
the
detention
center.
We've
talked
with
camille
watkins,
who
is
a
young
woman
in
the
sheriff's
office
who
is
working
on
that
renovation
project?
But
this
is
this
is
not
just
social
justice,
but
it's
making
sure
that
that
that
people
who
don't
otherwise
have
access
to
literature,
to
books,
to
improving
their
minds
to
having
workshops
have
a
chance
to
do
so
and
there's
there's
lots
more.
Q
Q
Let's
see
the
last
couple
of
items
there
we
looked
very
hard
at
our
internal
organization
over
the
covent
period
and
determined
that
we
could
do
some
things
differently.
For
example,
we
always
had
a
dichotomy
between
what's
done
in
central
versus,
what's
done
in
the
branches,
yeah
more
or
less
the
same,
but
policies
practices,
so
we've
blown
that
model
up
and
we're
now
one
public
service
operation
we
put
professional
librarians
at
each
branch,
which
was
not
always
necessarily
the
case.
Q
Every
library
always
had
a
youth
services
librarian,
but
we've
also
added
a
senior
librarian
for
policy
and
and
consistency's
sake-
and
I
I
you
know-
change
is
hard,
but
I
think
overall,
we're
able
to
provide
better,
more
targeted
service,
not
just
in
central
library
but
across
the
system
and
anne
was
the
the
leader
of
that
and
the
principal
designer,
and
she
and
the
team
really
pulled
that
off
and
it's
it's
made
a
made,
a
big
difference
in
our
ability
to
provide
public
service
and
then
finally,
the
one
of
the
conversations
you
all
have
been.
Q
Q
So
we
have
repurposed
hours
from
a
couple
of
positions
to
recreate
a
position
that
was
lost
many
budget
cycles
ago,
so
that
we
can
be
keeping
pace
with
the
need
to
have
these
conversations
and
not
just
occasionally
or
during
black
history
month,
but
throughout
the
year,
ann
was
involved
with
the
cohort
that
samia
byrd
pulled
together
and
we're
still
we're
still
figuring
out
how
this
is
all
going
to
work.
But
but
we're
excited
about
it.
Q
And
one
final
comment:
when
dwayne
was
at
the
library
two
weeks
ago,
it
was
our
first
in
person.
Arlington
reads
since
roxanne
gay
in
march
of
2020
and
mr
dorsey's,
wife
and
daughters
were
there,
and
I
have
a
lovely
picture
of
your
younger
daughter
with
me
to
show
that,
but
it
was
yeah
a
long,
a
long
wait,
and
that
was
a
an
exceptional
program.
But
we
were
literally
in
the
first
week.
Q
I
think,
two
days
later,
we
we
shut
down
and
you've
heard
me
speak
about
how
difficult
that
was
next,
please,
the
budget
summary
expenses,
an
increase
in
expenses.
I
will
talk
about
why
that
is
and
an
increase
in
revenue
which
is
modest,
and
it
really
just
it
tends
to
state
aid
which
we
get
at
a
rate
of
around
170
000
and
maybe
some
printer's
fees.
Q
We
did
try
to
get
any
outstanding
fines
back,
but
people
moved
and
did
not
leave
forwarding
addresses
so
we're
still
working
on
that,
but
that
accounts
for
those
two
two
changes
and
arpa
funding
is,
is
continuing
to
be
used
for
glenn,
carl
and
cherrydale
libraries
next
slide,
please
budget
highlights
and
equity.
Big
big
deal
here
is
the
children's
librarian.
Q
I
know
the
bosman
library
downstairs
is
not
yet
ready
for
reopening
soon.
I
walked
through
it
this
morning,
we're
getting
there,
but
this
will
be
a
full
service
library.
This
will
not
be
a
convenience
for
for
a
government
staff.
This
will
be
full
service
and
we
use
the
equity
dashboard
to
determine
the
demographics
of
the
area
and
we're
very
confident.
This
is
the
highest
level
of
concentration
of
hispanic
residents
in
arlington.
Q
Outside
of
columbia
pike-
and
we
heartily
believe
that
the
opportunity
for
literacy
and
developing
literacy
skills,
especially
for
the
zero
to
five
age
group,
is
going
to
be
rewarded.
So
we're
really
really
excited.
I
know
key
elementary
we're
looking
forward
to
doing
some
programming
with
them.
We've
got
rocky
run
up
the
road
doing
some
outdoor
programming.
So
we're
really
excited.
Q
Excuse
me
to
put
this
forward
as
a
request.
Next
slide,
please
library
collections.
I
want
to
talk
more
about
this
at
the
end
of
the
presentation,
but
right
now,
thank
you
all
for
our
mark
and
his
team
for
putting
together
a
proposal
for
175
000
in
one
time.
This
is
not
the
first
time
mr
manager
has
put
this
forward
and
many
times
you
all
support
that
and
we're
very
appreciative
with
that
money.
We
hope
to
expand
the
print
collection
that
we're
purchasing
for
bosman,
particularly
in
the
area
of
children's
materials,
ebooks
and
audio
books.
Q
There's
a
high
demand
for
it
and
they're
quite
expensive,
and
the
outreach
collections
refers
to
what
I'll
call
outposts
stand-alone
book
lockers
for
back
a
lack
of
a
better
term
that
we
will
put
in
arlington
mill,
potentially
or
walter
reed
recreation
center
or
an
apartment
building,
so
that
people
can
help
themselves.
So
that's
that's
been
done
in
other
communities.
Q
My
collections
manager
told
me
pleadingly
diane,
it's
the
only
thing
I
want
to
do
so.
I
have
to
do
it,
but
I,
but
I
think
I
think
again,
it's
another
way
to
recognize
that
going
where
the
patrons
are
they're,
not
all
coming
to
us.
We
have
to
go
to
them
next
slide.
Please
collection
holds
if
you
haven't
read
this
book,
it's
great.
If
you
haven't
read
this
book,
you
will
be
waiting
for
it
for
a
long
time.
Q
19
weeks,
wait
time
for
the
print
version.
43
weeks
wait
time
for
the
ebook,
which
frankly
I've
read
ebooks,
I
don't
recommend
them
e
audio,
a
whopping
36,
wait
time
and
also
the
most
expensive
of
the
three
formats.
The
library
must
purchase
books
in
all
formats.
People
expect
to
have
the
richness
of
our
collection
displayed
along
these
three
formats
and
ideally
pre-pandemic.
We
were
around
at
12
weeks,
we're
nowhere
near
12
weeks,
the
more
money
we
spend.
Q
I
try
always
to
borrow
the
books
that
I
read
from
the
library,
because
I
want
to
experience
what
everybody
else
is
experiencing.
I
did
break
down
recently
and
and
by
the
anomaly,
because
I
just
couldn't
wait
for
it,
but
it's
we.
I
think
we
can
do
better
and
we
can
have
a
separate
conversation
about
how
to
do
that.
We've
broken
it
out
year
by
year,
but
I
think
that
the
wait
times
are
critical
and
we
lost
20
000
users.
Q
During
the
pandemic,
we
had
a
patron
base
of
something
over
75,
000
and
now
55
000
is
the
folks
represented
by
they've,
used
their
card
in
the
last
year,
and
we
want.
We
want
those
people
back
and
maybe
a
lot
of
them
switch
to
audio.
Well,
then,
we've
got
to
bring
them
back.
I
kind
of
switched
to
audio
and
I
I
don't
want
to
have
to
spend
a
lot
of
money
on
the
books,
just
like
everyone
else,
so
12
weeks,
great
10
weeks,
better
eight
weeks
best
of
all
for
a
wait
time.
Q
So
again
we
can
have
a
separate
conversation
about
hold
times
and
what
a
funding
plan
might
look
like
going
forward.
Next
slide,
please
public
service
model
prior
to
the
pandemic.
We
used
a
lot
of
temporary
staff
and
they
basically
filled
in
for
permanent
staff.
If
you
came
into
the
library
you
and
your
children,
mr
dorsey,
on
a
weekend,
you
were
very
likely
dealing
with
temporary
staff,
certainly
in
the
evenings
and
very
likely
on
saturdays.
Q
What
we
are
doing
now
is
converting
that
body
of
money.
If
you
will
to
permanent
positions,
I
think
there
are
17
total
that
we're
hoping
to
convert
over
a
couple
of
years,
the
initial
tranche,
I
think,
eight
and
a
half,
but
it's
an
opportunity
to
recognize
that
this
is.
This
is
full-time
professional
work
and
yes,
volunteers
can
help.
Mrs
garvey
raised
that
issue
earlier.
I
I
completely
agree:
temps
are
useful,
just
as
substitute
teachers
are
important,
but
substitute
teachers.
Q
In
rare
cases,
of
course,
their
exceptions
are
not
teaching
the
entire
year.
So
we
want
to
get
to
that
model
where
we
have
a
full-time
permanent
staff
at
all
levels,
and
we've
spent
a
lot
of
time
on
figuring
out
what
will
get
us
to
the
next
level
and
with
mark
and
dmf's
help,
we've
come
up
with
a
with
a
model
that
we
think
works.
The
first
positions
will
start
to
be
filled
in
january
of
2023,
so
we
have
a
little
bit
of
time,
but
I
think
this
is
going
to
be
a
real
sea
change.
Q
When
I
arrived
at
the
library
I
didn't
understand
the
funding
and
the
staffing
model
then,
and
had
some
conversations
and
each
time
we
had
budget
cuts.
The
first
thing
to
go
was
the
temp
budget,
which
has
an
automatic
negative
impact
on
our
ability
to
provide
public
service
and
when
it
happened
yet
again,
this
last
time
and
very
almost
no
temps
were
with
us
before
closing
agreed
to
come
back.
We
had
to
we
had
to
shift
gears
and
do
something
else
so
again
with
anne's
help
and
advice
from
mark
and
his
team,
michelle
and
dmf.
Q
We
think
we
have
a
good
plan
next,
please
we're
super
excited
about
a
new
columbia
pike
branch
with
the
with
the
bank
purchase
suntrust,
they
might
have,
they
might
have
and
planning
for
a
crystal
city
branch,
which
again
would
be
unlike
the
connection
which
was
very
limited,
but
would
be
more
like
our
full
service
branches,
which
we
currently
have
seven
of
eight
is
bosman,
and
this
would
be
a
new
opportunity
for
us
in
crystal
city.
The
great
resignation,
I'm
sure
other
department
directors
talked
about
this.
Q
We
too
have
had
our
challenges
with
recruiting
and
retaining
staff.
I
think
in
public
services
alone,
you
heard
me
use
the
figure
of
25
of
our
public
service.
Public-Facing
service
people
were
gone
because
of
the
pandemic
gone
for
lots
of
reasons.
I
don't
want
to
do
this
job
anymore,
my
husband's
retiring,
I'm
leaving
I'm
rethinking
I'm
going
to
school,
so
the
great
resignation
is
is
upon
us
and
I
was
telling
ann
earlier
for
every
position
we
fill
and
we're
we've
had
we've
been
in
continuous
hire
from
last
year
through
now.
Q
Today,
a
person
leaves
they
want
to
go
back
to
school.
They
bought
a
house
in
prince
william
and
they
want
to
live
closer
to
home,
so
we're
getting
there
we're
not
nearly
in
the
dire
straits.
We
were
a
year
ago,
but
it's
an
ongoing.
We
do
work
very
closely
with
hr
on
fun.
Excuse
me
hiring
strategies.
Q
We
use
our
own
networks,
we
attend
conferences
and
there
are
a
lot
of
people
who
you
know
are
doing
different
things
and
a
lot
of
people
are
competing
for
the
same
talents
when
we
were
putting
up
our
postings,
so
was
louden,
so
was
dc,
so
was
prince
william.
So
that's
that's
something
that
we
have
to
continue
to
work
on.
We've
also
had
the
situation
where
the
person
the
recommended
candidate,
came
all
the
way
to
me
for
the
final
conversation,
which
is
usually
right
before
we
make
the
offer.
Q
We
were
in
negotiations
on
salary
with
three
individuals
and
then
they
said,
never
mind.
That's
a
lot
of
effort.
I
mean
just
as
well.
If
they
really
didn't
want
to
come
here,
that's
great,
but
but
it
that
was
a
big,
a
big
time
commitment
and
then
the
final
thing
about
future
budget.
The
local
history
app.
Q
How
we
tell
arlington's
story
all
right,
so
look
for
more
about
the
history
app
in.
In
coming
months,
so
the
final
slide.
Q
Q
It's
not
my
responsibility
alone,
it's
all
of
ours
and
if
you
haven't,
listened
to
or
read
clint
smith's
how
the
word
is
passed,
put
it
on
your
list.
It
is
mind-blowing
and
one
of
the
best
reads
I
ever
I
ever
managed
to
to
to
to
read-
and
it's
it's
terrific.
So
there's
a
lot
with
disinformation.
Q
There
are
publishers
who
are
finding
hope.
Hoopla
was
a
service
that
we
had
a
few
years
ago
was
a
streaming
service.
They
have
some
eighteen
thousand
publishers,
but
a
number
of
publishers
got
through
their
guard
rails
and
they
were
publishing
information
that
was
patently
false
and
hate
mongering
and
nothing
more
than
pure
propaganda
to
the
to
the
ceo's
credit
he
removed
the
titles.
This
is
not
new.
Q
There
are
communities
across
the
country.
Sadly,
who
want
to
remove
books
from
the
shelves
it's
happening
in
local
school
systems.
It's
happening
across
the
country,
idaho
tried
to
pass
a
bill
where
they
would
find
and
jail.
Librarians
who
put
something
quote
harmful
in
the
hands
of
a
minor.
I
would
have
difficulty
defining
harmful.
Q
Maybe
idaho
has
a
better
handle
on
that.
Happily,
it
did
not
pass
through
their
senate,
but
I
think
it's
it's
a
real
threat
and
I
read
100
books
last
year
and
I
throw
that
statistic
out
not
to
be
impressive,
but
because
I
could
read
100
books.
I
had
access
to
100
books.
I
had
access
to
tony
morrison
and
james
baldwin
and
a
number
of
debut
authors
the
likes
of
what
like
embolo
and
boy's
book.
For
example,
I
mean
these.
Q
And,
yes,
we
get
challenged
occasionally,
but
it's
so
important
that
we
be
available
not
just
for
our
patrons
but
for
school
children
for
everybody,
so
that
the
origin
story
isn't
one-person
story
or
one
group
story,
but
everybody's
story
and
the
libraries
are
at
the
front
and
and
front
and
center
of
that,
and
so
I
I
feel
like
the
collections,
if
I
were
to
put
a
stake
in
the
ground,
is
the
most
important
thing
for
me
as
the
chief
librarian,
as
somebody
who
in
june
will
be
celebrating
48
years
in
librarianship,
the
collections
are
our
core,
so
I,
with
that
I
will.
Q
I
will
stop
and
be
very
eager
to
hear
questions
or
comments
before
I
meant
to
say
something
about
this
amazing
book.
It's
gotten
terrific
reviews,
it's
for
middle
schoolers.
You
might
remember
robert
dawson,
it's
his
wife
who
wrote
this.
It's
a
debut
novel,
it's
phenomenal!
It's
it's
historical
and
it's
based
on
slaves
who
escaped
and
hid
in
the
swamps
of
dismal
swamp,
which
is
located
in
part
in
virginia,
and
I
think
in
in
north
carolina,
so
good.
Q
A
Going
on
and
I
will
absolutely
promise
excellent,
thank
you
so
much
that
is
an
inspiring
conclusion
as
well.
Given
the
late
hour,
I'm
gonna
urge
us
to
see
if
we
can't
limit
ourselves
to
the
things
that
could
not
be
asked
in
follow-up.
That
must
be
asked
at
this
table
and
we'll
start
with
mr
dorsey,
mr
carrentonis
I'll.
F
Just
take
you
up
on
your
offer
to
provide
us
with
some
thoughts
on
the
funding
model
necessarily
necessary
in
order
to
bring
those
wait
times
down
in
the
collection
and
then
my
my
question
to
you
is:
do
you
do
any
work
with
arlington
public
schools
directly
alluding
to
the
the
learning
loss?
If
you
prefer
that
term
during
covid
to
figure
out
remediation
plans
and
how
the
library
might
be
of
help
during
the
summer
when
school.
Q
Throughout
the
session,
our
youth
librarians
work
very
in
in
the
before
times
our
youth
librarians
work
very
closely
with
the
school
librarians
both
to
do
book
talks,
as
well
as
promote
summer
reading.
That's
something
that
we
very
much
want
to
get
back
to.
The
data
is
very
clear
if
you
don't
learn
to
read
by
the
time
you're,
seven
or
eight
years
old,
it's
pretty
much
over
and
what
we
can
do
to
remediate
that,
because
of
of
covet
and
the
times
we've
been
in,
I
think
will
be
a
real
challenge.
J
P
J
Thank
you
also
also
the
the
rescue
boat
at
the
end,
so
I'm
really
shocked
about
the
the
the
price
of
the
books
and
is
there
any
angle
of
regional
cooperation
with
other
regional
library
systems
that
could
give
us
any
any
leverage
there.
Q
We
have
had
those
conversations
previously.
We
all
have
different
constituencies.
Frankly,
fairfax
is
larger,
but
our
reading
public
is
much
heavier.
We
have
you
know
what
I'll
call
power
readers
and
power
users.
So
I
I
think
the
publishers
also
militate
against
that,
because.
Q
Is
one
emerging
publisher?
You
might
sometimes
listen
to
audible
books
and
they
do
not.
They
choose
not
to
work
with
libraries
that
is
part
of
their
plan,
and
that
has
been
a
barrier
for
us
pretty
much
since
e-books
were
introduced
in
the
90s
first,
it
was
limiting
the
number
of
circulations
and
it
was
always
cost
and
yeah
the
the
model
is
a
little
better,
but
the
prices
are
unacceptable
and
and
put
these
materials
out
of
reach
of
many
people.
J
Thank
you,
yeah.
Thank
you.
I
I
I
I
will
get
back
to
you
and
I
mean
this
is
a
strategic
thing.
A
collection
is
just
not
occurring
over.
You
know
overnight.
It
has
to
be
a
strategic
pathway
to
a
great
collection,
I'm
especially
encouraged
by
the
by
the
fact
that
you
see
now
the
entire
system
has
one
system
not
only
has
a
central
and
branched
system
right.
B
Right,
thank
you.
Thank
you.
Miss
garvey,
yeah
I'll
I'll,
just
kind
of
pick
up
a
little
bit
same
thing.
It
occurred
to
me
going
through,
I
mean
we
go
through
this
every
every
year
I
mean
the
cost
of
the
ebooks
it
it
feels
like,
and
you
maybe
even
don't
know
it's
right
for
disruption.
Is
it
not?
There
is
such
a
market
out
there.
I
don't
think
each
e-book
costs
very
much.
It
just
feels
to
me,
like
somebody
ought
to
break
into
this.
Somehow
I
don't
know
if
anybody's
working
on
it
or
you
know
anything.
Q
Libraries
are
working
on
it,
libraries
have
been
working
on
it
and
have
have
done
some
very
impressive
work
taking
on
the
publishers,
and
we've
made
some
modest
gains,
which
is
why
we
don't
have
circulation
limits
on
some
of
our
titles,
but
ebooks
are
not
owned
by
us.
They're
leased
and
that's
another
part
of
the
model
and
another
part
of
you
know
the
challenge
I
can.
I
can
replace
this
multiple
times,
provided
it
continues
to
circulate
and
that
I
don't
have
that
power
with
ebooks
or
e-audio.
Q
B
G
I
just
want
to
say
thank
you
to
you
and
miss
gable
and
the
whole
team
for
everything
I
I
thought
of
them.
The
phrase
keep
reading
or
keep
you
know,
keep
reading
arlington
and
with
respect
to
your
work,
keep
hiring
seems
like
irrelevant.
You
know
that
you've
made
so
much
progress
and
a
big
thank
you
there.
You
mentioned
story,
connection
and
inclusion.
I
feel
like
in
this
work
session.
You've
given
us
all
three,
so
thanks
thank.
A
You
thank
you
I'll.
Just
associate
myself
with
mr
dorsey's
comments
about
sort
of
looking
forward
to
seeing
you
know,
guidance
or
a
model
for
how
we
can
think
about
balancing
those
three
platforms
that
you
described
so
compellingly,
and
you
know
I
do
think.
Sometimes
we
don't
always
in
communications
with
a
community
about
expectations,
assign
costs
to
things
right,
and
certainly
we
don't
want
to
put
a
price
on
knowledge
right.
A
But
I
do
I
think
you
you
talked
about
such
an
important
piece
about
how
there
is
a
real
peak
in
terms
of
of
hot
books,
right
and
and
we
could
spend
a
lot
of
money
to
satisfy
demand
in
a
pretty
short
window,
and
so,
as
we
think
about
just
how
do
we
communicate
that?
How
do
we
help
people
understand?
You
know
as
a
library
user?
A
A
I
want
to
reread
again
right
so
just
thinking
about
how
we
can
communicate
with
with
users
about
you
know
how
we
we
create
some
sense
of
balance
between
you
know,
desire
to
invest
and
shorten
those
wait
times,
but
also
recognition
that
we
will
probably
will
probably
never
be
cost
effective
to
make
the
wait
time
for
an
absolute
hit
book.
The
same
as
a
book.
A
Q
And
because
arlington
is
a
curious
and
passionate
community
every
time
a
book
hits
the
headlines
like
mouse
did
about
six
weeks
ago.
That
book
still
has
more
than
150
holds
yeah,
and
we
have
hannah.
Excuse
me,
nicole
hannah
jones,
coming
for
banned
book
week
this
this
this
september.
Q
Let's
all
read
it,
that's
the
good
news,
the
bad
news
is
it's
being
banned
and
and
so
we're
looking
forward
to
doing
a
program
with
her
not
quite
sure
what
the
format
will
be
yet,
but
but
we
keep
this
issue
of
freedom
to
read
if
you
will
front
and
center
and
trying
again
to
book,
to
put
books
in
the
hands
of
readers
in
the
most
cost
effective
way,
as
as
we
can
and
that's
important,
so,
yes,
we
will
look
forward
to
some
follow-on
conversations
and
some
strategies
and
look
looking
forward.
A
Say
it
too
speaking
of
of
features,
I
love
the
while
you
wait
list
that
pops
up.
When
I
add
myself
to
a
list,
I
think
that's
another
way
of
keeping
readers
reading
well,.
Q
It
is
it
is
it,
is
you
can't
get
this
one,
but
how
about
this?
And
as
I
said,
I
became
a
believer
in
audiobooks,
because
I
couldn't
necessarily
get
books
easily
from
the
library
and
print
books,
but
print
is
still
alive.
I
like
to
refer
to
it
as
the
artist
formerly
known
as
print
is
not
dead.
A
We
appreciate
you
so
much.
Thank
you.
This
is
always
one
of
the
most
inspiring
of
the
budget
presentations.
Don't
tell
the
other
department
doctors
and
thank
you
for
the
gifts.
We
really
appreciate
it.
I've
been
looking
forward
to
reading
both
of
these
too.
Ever
since
I
saw
desani's
story
in
the
new
york
times,
thank
you.