►
From YouTube: County Board FY19 Budget Work Session - April 3, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
A
A
A
A
There
are
changes
to
the
budget,
so
we
will
get
to
questions
of
a
more
strategic
and
ongoing
nature
as
time
permits,
but
encourage
all
of
us,
my
colleagues
and
our
commissions
as
well
to
focus
our
attention,
as
well
as
the
staff
on
the
changes
to
their
budget.
So,
colleagues,
we
are
going
to
begin
with
a
staff
presentation
on
compensation.
A
We
have
a
couple
of
Commission's
who
have
been
with
us
to
weigh
in
on
compensation,
since
we
were
last
with
to
take
up
this
topic,
we
will
hear
from
them,
but
we
will
defer
our
own
conversation
until,
after
all,
departments,
compensation,
Public,
Safety
and
others
have
presented
so
to
the
manager.
Thank.
C
Pick
out
some
of
those
words
myself,
so
we're
gonna
talk
a
little
bit
about
compensation,
not
so
much
changes,
but
an
overview
of.
What's
going
on
in
the
total
compensation
arena.
I
have
some
of
my
staff
up
here.
To
help
should
I
forget
a
few
things,
so
we
have
in
compensation,
Christina
and
Jean
Luanne's
helped
put
together
the
presentation
and
Kristin's
right
behind
Christina
in
and
benefits,
so
we'll
talk
a
little
bit
about
all
those
topics,
but
for
fiscal
year
2019
compensation
goals.
Obviously
we
want
to
be
competitive
in
this
area.
C
We
want
to
be
affordable
and
we
want
to
be
sustainable.
We
always
go
through
a
little
bit
on
employee
demographics.
So
there's
not
any
huge
changes
in
employee
demographics
we're
getting
a
little
bit
a
little
bit
older.
Hopefully
a
little
bit
wiser
and
years
of
service
is
kind
of
peaking
in
the
middle,
with
the
average
years
of
service
in
the
11
to
19
time
frame.
C
So
often
we
say
the
baby
boomers
will
be
taking
over
the
workplace
in
the
near
future.
We're
inching
up
in
the
knot,
the
baby
boomers
of
Millennials,
so
we're
inching
up
in
the
millennial
numbers,
but
nothing
drastic,
I.
Think
last
year
we
said
about
50%
of
the
employees
would
be
in
the
Millennial
arena,
we're
not
quite
there,
but
we
are
inching
that
way.
C
The
average
years
of
service
has
stayed
steady
five
years
or
less
is
the
majority
of
our
workforce
and
then
the
second
greatest
number
is
in
the
11
to
19
range
enhancements
for
fiscal
year.
2018
we
had,
there
are
merit
increases,
but
we
added
an
increased
transit
subsidy
and
we
added
a
match
in
the
dependent
care.
Flexible
spending
account
to
help
offset
the
costs
of
child
care
in
2017,
Marion
creases,
and
we
increased
the
maximum
of
each
hour
of
our
grades
by
1.75
percent
and
we
moved
to
the
open
range
plan.
C
We
left
the
grade
and
step
plan
behind
and
move
to
the
open
pay
range.
We
also
raised
the
minimum
hourly
rate
from
thirteen
thirteen
to
fourteen
fifty
and
we
added
a
bonus
program
for
CDL
drivers.
That's
typically
a
hard
to
fill
position
and
we
added
new
parent
leave
or
we
increase
new
parent
Lee
from
two
to
four
weeks.
C
So
moving
forward,
we
haven't
done
a
classification
maintenance
plan
in
a
number
of
years,
so
we're
going
to
focus
on
compensation
and
look
at
pay
for
all
classes
over
the
next
five
years.
The
last
time
we
did
it,
we
did
it
over
a
four
year
time
frame,
but
we're
gonna
do
it
over
a
five
year
time
frame
and
we're
going
to
start
with
public
safety
and
we
benchmark
our
pay
in
the
salary
range
looking
at
external
benchmarks
and
internal
benchmarks
as
well,
and
then,
as
we
do,
that
we
update
our
admin
regs.
C
So
everything
will
follow
suit.
With
the
changes
we
make
year,
one
I
said
public
safety
year,
two,
we
hope
to
get
to
ECC
economic
development,
community
planning
and
trades,
some
of
our
other
hard
to
fill
or
competitive
jobs,
and
then
we'll
proceed
forward
looking
at
engineering
and
construction
and
carrying
on
out
to
year,
four
and
five,
where
we
will
cover
all
of
the
jobs
in
the
organization.
C
So
the
managers
proposed
budget
items
for
fiscal
year,
2019
again
the
emphasis
on
police
fire
and
sheriff,
where
we
put
an
additional
2.9
million
dollars
into
salary
and
going
forward
averaging
about
six
hundred
and
fifty
thousand
dollars
thereafter
for
the
following
four
years.
For
the
other
pay
enhancements,
we're
going
to
start
the
implementation
of
a
kellyday
for
the
fire
department.
This
would
require
adding
36
new
FTEs
over
a
four
year
period,
so
nine
of
them
will
be
in
fiscal
year
2019.
C
C
C
C
Okay,
so
how
do
we
look
in
the
area
so
some
of
the
competitive
metrics
we
normally
look
at
jobs
lagging
at
midpoint.
We
tend
to
mark,
match
the
market
at
midpoint,
so
you
can
see
in
the
last
couple
of
years,
we've
gone
down
in
classes
lagging
at
midpoint,
but
then
we're
starting
to
creep
back
up
this
year.
So
the
decrease
was
working
on
that
classification
plan
and
making
some
changes
to
our
pay
plan,
and
then
we
kind
of
laid
idle
for
a
few
years
so
we're
starting
to
creep
back
up
employees
hired
over
a
midpoint.
C
It's
something
we
do
in
the
non-public
safety
area
as
we
bring
people
in
over
midpoint
because
they're
coming
in
as
skilled
labor
they're
not
coming
in
at
entry-level
again
the
numbers
were
about
35%.
Then
they
took
a
dip
down
and
they're
creeping
back
up
again.
When
you
look
at
the
maps,
those
are
all
the
management
jobs,
so
they
went
from
91
percent
over
a
midpoint
again
decreasing
a
little
bit
and
still
hovering
right
around
the
70%
level.
C
This
year,
turnover
turnover
has
been
a
little
bit
consistent,
but
you
can
see
somewhere
in
the
nine
to
ten
percent
pay
range
in
year-to-date
this
year,
maybe
a
little
bit
high,
but
5.7
percent
and
we've
separated
it
between
total
turnover
and
non-retirement
turnover.
The
non
retirement
turnover,
maybe
is
a
little
bit
more
controllable
and
employees
at
max.
So
the
employees
who
are
at
the
maximum
of
their
pay
range
every
job
has
a
maximum
pay
for
associated
with
it.
C
So
again
we're
starting
to
creep
back
up
in
employees
that
are
hitting
that
maximum
pay
range,
and
if
somebody
wants
to
know
what
midpoint
is,
there's
an
entry
pay
point
and
there's
a
maximum
pay
points.
Amid
is
right
in
the
middle
of
that
range.
So
every
job
is
graded.
There
are
lots
of
grades
in
this
organization,
but
midpoint
is
that
point
right
in
the
middle
between
entry
and
maximum
and
that's
where
we're
often
targeting
bringing
non
public
safety.
C
Employees
and
public
safety
employees
start
at
entry
and
they
stay
with
us
and
progress
up
to
the
top
general
employees
tend
to
come
in
at
midpoint,
but
you
can
see
we're
starting
to
hire
a
large
number
of
them
over
midpoint.
So
we
got
to
look
at
shifting
our
ranges
or
making
our
rain
is
more
competitive.
C
Okay,
how
does
this
pay
look
in
the
region
increases
for
Arlington
or
just
mentioned
3.25%
for
general
3.5%
for
public
safety?
We
have
made
some
changes
or
enhancements
to
that
normal
Public
Safety
increase.
The
structure
is
shifting
the
bottoms
coming
up
1%
and
the
tops
going
up
1%.
You
got
to
keep
your
ranges
shifting
to
be
able
to
attract
future
employees
and
to
be
competitive
in
the
region,
so
our
average
increase
across
the
entire
population
is
about
2.8
5
%.
You
can
see.
C
Fairfax
has
arranged
for
general
employees
and
public
safety
employees,
yet
they
provide
a
cola
on
top
of
that,
so
on
average
their
general
employees
will
be
getting
4.25
and
their
public
safety
employees.
4.5
percent
Alexandria
is
still
on
the
step
program
that
we
were
on
up
until
a
couple
years
ago.
So
their
step
increases
are
2.3,
25.0
percent
and
they
have
set
aside
some
additional
funding
for
Public
Safety,
which
they
have
not
determined.
C
How
they're
going
to
spend
that
yet
Prince
William
has
three
percent
merit
increases
and
they
have
some
bonuses
for
employees
who
are
at
the
max.
Loudon
has
3.5
percent
annual
increase
and
they
are
putting
some
additional
money
into
compensation.
I
think
they
feel
like
they're,
really
lagging
in
the
region,
so
they're
changing
all
of
their
ranges
by
3
percent
in
Arlington
Public
Schools,
the
teachers
are
getting
5%,
other
employees
are
getting
4%
and
they're
averaging
about
2.8
percent
across
their
board.
C
C
Other
benefit
items
we
are
proposing
that
we
add
adoption
assistance,
so
Financial
of
assistance
of
$5,000
per
child
adopted
anybody.
Who's
gone
through
an
adoption
process
knows
that's
like
scratching
the
surface,
but
it's
a
great
benefit
to
provide.
If
you
can
do
that,
and
we
are
going
to
increase
our
volunteer
leave
from
four
hours,
that's
an
annual
number
to
eight
hours.
C
We
just
started
tracking
how
volunteer
leave
is
being
used
this
year,
so
employees
are
using
it
and
it's
a
leave
that
can
be
used
for
any
not-for-profit
in
Arlington,
so
employees
would
be
giving
back
to
the
community
in
which
they
work
health
insurance,
a
five
percent
premium
increase,
which
is
extremely
low.
We
normally
have
something
that's
more
in
the
seven
or
eight.
Maybe
even
ten
percent
pay
range,
our
increased
range,
because
health
care
is
a
little
bit
off
the
charts
on
inflation.
So
we
are
able
to
keep
that
a
little
bit
lower
this
year.
C
The
premium
increases
vary,
vary
by
plan.
Kaiser
will
be
a
little
bit
higher
Kaiser
will
come
in
at
six
percent.
There
are
two
Cigna
programs
and
the
Delta
Dental
program
will
come
in
even
lower
I.
Think
it'll
be
a
three
percent
increase
for
the
dental
plan,
and
this
is
a
smallest
increase.
We've
had
since
fiscal
year,
2014.
C
In
the
region,
healthcare
increases
I
think
everybody
has
been
a
little
bit
fortunate
this
year.
So
you
can
see.
Alexandria
is
extremely
lucky
at
2.2
percent,
going
to
a
high
of
5.5
percent
in
Fairfax,
and
they
all
have
plans
that
are
structured
or
a
little
differently
covered
a
different
range
of
benefits.
It's
never
an
apples
to
apples
comparison,
but
you
can
see
how
the
cost
sharing
is
split
in
the
region
from
eighty
five
fifteen
or
ninety
five,
five
and
Prince
William
to
you
know:
75
25,
for
some
family
level,
programs.
C
What
does
a
five
percent
premium
increase?
We've
often
heard
that
if
I'm
only
getting
a
three
and
a
quarter
percent
increase
but
I'm
getting
a
five
percent
premium
increase,
you
are
eating
up.
My
entire
pay
raised
by
a
healthcare
cost
increase
so
showing
you
what
an
average
employee
looks
like
the
average
salary
for
an
employee
here
would
be
about
seventy
five
thousand
dollars
their
three
point:
two
five
percent
increase
would
be
twenty
four
hundred
and
thirty-eight
dollars.
C
If
they
are
using
a
family
plan,
the
cost
of
that
plan
would
be
going
by
$292,
so
their
increase
in
take-home
pay
would
be
twenty-two
thousand
one
hundred
and
forty-five
dollars.
The
premium
comes
out
pre-tax
and
the
21:45
would
that
be
taxable
to
do
to
the
employee,
so
they
will
still
come
out
ahead.
C
Retiree,
medical,
just
so
you
know
what
it
looks
like
in
this
area:
alexandria,
subsidizes,
their
retiree
medical
at
$260
a
month.
Ours
is
subsidized
at
$600
a
month
for
employees
hired
before
seven
one,
two
thousand
and
eight
and
three
hundred
dollars
a
month
for
those
hired
thereafter,
Fairfax
subsidizes
at
$230
a
month
and
Prince
William
at
$210
a
month.
So
we
still
have
the
most
generous
retiree
medical
program
in
this
region.
C
Recent
enhancements
that
I
mentioned
earlier
I
know
there
was
some
interest
in
how
they
were
being
used
so
that
dependent
care,
FSA
reimbursement
that
I
mentioned
earlier,
where
we
are
putting
some
money
in
your
dependent
care
account
to
help
offset
the
cost
of
child
care
increase
in
the
dependent
care
reimbursement.
Account
went
up
30%
this
year
in
order
to
capture
that
child
care
subsidy.
We
increase
the
transit
program
as
well.
We
don't
see
any
huge
increase
in
participation,
but
we
don't
see
anybody
fleeing
the
transit
program.
C
So
we
wanted
to
maintain
the
standard
that
we
are
at,
so
those
additional
dollars
kept
those
people
riding
public
transportation,
tuition
reimbursement.
We
have
about
150
employees
every
year
who
participate
in
using
the
tuition
reimbursement
program
and
in
addition
to
that,
we
fund
some
slots
and
the
Council
of
Governments
certified
public
manager
program,
the
George
Mason's
Public
Administration
cohort
program
and
the
leadership
Center
for
Excellence,
also
known
as
leadership
Arlington
programs,
our
fund
funded
from
those
same
tuition
dollars
and
the
live.
C
Where
you
work
program,
where
we
allow
grants
of
$6,000,
if
your
purchasing
a
home
in
Arlington
or
grants
of
$800,
if
you're
renting
in
Arlington
those
dollars
will
again
be
fully
utilized,
so
I
think
every
year
we've
had
that
program
available.
The
dollars
have
been
fully
utilized
and
there
were
two
years
when
we
didn't
fund
it
at
all.
C
And,
what's
going
to
happen
going
forward,
we
have
been
working
with
Aon
and
looking
at
our
benefits
package,
our
total
compensation
package
so
based
on
the
information
that
we
got
from
employees
participating
with
a
survey
with
Aon
we've
created
some
task
force
to
look
at
all
of
our
programs.
So
the
healthcare
working
group
has
kicked
off
and
they
will
be
looking
at
healthcare
and
are
we
offering
the
right
healthcare
program
to
attract
the
future
workforce
and
the
right
health
care
program
for
existing
employees?
C
Leave
programs
and
other
benefit
programs
will
kick
off
this
month
and
then
the
last
group
that
will
kick
off
in
mid-summer
will
be
a
review
of
our
retirement
programs.
So
we
hope
to
come
out
of
the
analysis,
with
recommendations
on
what
we'll
do
over
the
next
two
to
five
years.
To
make
sure
our
benefit
programs
are
the
right
package
of
programs
to
bring
in
the
right
workforce
and
keep
the
existing
workforce.
C
Programs
that
I
just
mentioned
would
take
the
balance
of
the
year
to
come
back
with
some
recommendations
on
and
again
we
want
to
be
flexible.
We
want
to
make
sure
employees
have
a
choice,
so
they're
not
forced
into
programs
that
are
not
value
to
them,
but
they
have
a
choice
and
again
we
want
to
keep
employees
here.
So
we
always
stay
atop
of
a
mobile
workforce,
offering
alternative
work
arrangements
and
flex
options
as
well,
and
that's
it
for
compensation
for
fiscal
year.
2019
thank.
A
You
so
much
miss
Foster
I,
as
I
mentioned
earlier,
I'm
gonna
invite
our
Commission's,
who
have
some
nexus
with
compensation
and,
in
fact
human
resources
to
come
and
share
some
thoughts
with
us.
I
believe
we
might
have
the
chairman
of
the
Rights
Commission
with
us,
you're
gonna
come
join
us
mr.
bosses.
A
Thank
you
so
much
and
I
think
the
the
fact
mate
did.
You
also
have
some
comments
on
compensation
generally
as
well.
Thank
you
very
much
so
again,
I
thank
you
to
our
Human
Rights
Commission,
chair
for
coming
back
and
you
had
a
counterpart
who
is
with
us
two
weeks
ago
and
we
didn't
get
to
compensation.
So
we'd
welcome
any
comments
you
have
if
you
could
keep
it
to
about
five
minutes.
That
would
be
great.
D
So
having
gratitude,
without
expressing
it
is
like
wrapping
a
present
and
not
giving
it
to
me,
we
really
don't
have
much
to
say
in
terms
of
what
was
presented
I
think
in
terms
of
the
way
in
which
our
Commission
has
been
able
to
really
be
enhanced
in
terms
of
the
work
we're
doing
and
in
terms
of
the
Office
of
Human
Rights.
We
are
very
pleased
with
the
direction
that
things
are
going
at
the
county,
so
my
point
was
just
to
show
our
gratitude
for
everything.
That's
going
up
and
happening
within
the
county.
E
Peterson
welcome
Thank
You
chair
crystal
and
board
members
Dorsey
Garvey,
gotcha
and
Vice
stat.
My
name
is
Tom
Lee,
Peterson
and
I'm
from
the
fiscal
affairs
Advisory
Commission.
Thank
you
to
the
department
for
meeting
with
our
commission
members
a
few
weeks
ago,
and
this
report
was
prepared
by
fact,
Commission
members,
Steve
Baker
at
David,
Kinney
and
John
Cho,
Necker
and
mister
Baker
is
here
with
us
today.
E
So
the
primary
concern
of
the
county's
Human
Resources
Department
these
days
is
balancing
the
cost
of
employees,
salaries
and
benefits
so
to
be
competitive
with
neighboring
jurisdictions
in
attracting
employees,
while
also
being
efficient
for
taxpayers.
Our
first
recommendation
is
the
fact
recommends
that
the
County
Board
adopt
a
salary
increase
for
non-uniformed
employees
that
is
less
than
the
proposed
3.25%
twelve
are
in.
Support
of
this
three
were
opposed
and
zero
abstentions.
The
county
managers
proposed
increases
3.25%
for
non-uniformed
employees.
E
Several
of
our
commission
members
thought
it
better
to
use
the
funds
for
the
salary
increases
to
instead
avoid
eliminating
some
of
the
positions
that
have
been
proposed.
They
thought
that
the
layoffs
should
be
an
absolute
last
resort
and
if
we're
able
to
give
a
salary
increases,
that
money
could
also
be
used
to
unprotect.
Some
of
the
positions
that
are
losing
others
felt
that
the
current
layoffs
could
cause
concerns
among
remaining
staff
about
their
long
term
job
stability
and
therefore
offset
some
of
the
goodwill
that's
being
garnered
by
the
salary
increases.
E
Fact.
Members
were
also
interested
in
the
demographics
of
those
whose
positions
are
being
eliminated
just
to
make
sure
that
particular
groups
were
not
being
unfairly
disadvantaged
and
we
had
one
member
who
voted
against
the
the
recommendation
did
so
because
he
supports
the
county
managers
proposed
salary
increase
FAC
recommendation
number
two.
The
fact
recommends
that
the
county
board
adopt
the
three
point:
five
percent
pay
increase
for
uniformed
employees,
as
well
as
the
additional
four
percent
pay
increase
for
fire
personnel.
E
The
additional
two
point:
five
percent
pay
increase
for
police
personnel
through
the
rank
of
sergeant
and
the
additional
two
percent
pay
increase
for
sheriff
personnel
through
the
first
two
ranks,
as
proposed
in
the
FY
19
budget.
14
were
in
support
of
this
zero
knows.
One
abstention
and
staff
did
present
data,
which
showed
how
we
compared
to
neighboring
jurisdictions
to
justify
these
salary
increases,
which
is
why
the
support
for
these
specifically
FAC
reckoned
a
recommendation
number
three.
E
The
fact
recommends
that
the
county
board
direct
the
county
manager
to
evaluate
the
appropriate
level
of
the
cell
annual
salary
increase
for
non-uniformed
employees,
based
on
an
analysis
of
what
the
county,
employee
retention
needs
are
as
well
as
how
so
pay
increases
compared
to
the
relevant
chained,
CPI
measurement
and
the
regional
labor
market
as
a
whole.
15
we're
in
support
of
this
zero,
no
zero
abstentions.
E
Commission
members
felt
that
the
data
provided
for
Public
Safety
salary
increases
was
a
lot
more
substantial
than
the
data
that
was
being
provide
for
non-uniformed
employees
back
recommendation
number:
four:
the
fact
recommends
that
the
County
Board
adopt
the
one
percent
pay
increase
to
employees
currently
at
the
maximum
for
their
positions,
as
proposed
in
the
FY
19
budget.
Everybody
was
in
support
of
this
with
15
yeses
back
recommendation
number
five.
E
The
fact
recommends
that
the
county
board
adopt
the
increase
in
the
entry
pay
minimum
from
$14.50
to
fifteen,
as
proposed
in
the
FY
19
budget
12
were
in
support,
three
noes,
zero
abstentions,
back
recommendation
number
six:
the
FAC
recommends
that
the
county
board
direct
the
county
manager
to
evaluate
whether
the
county
should
transition
its
retirement
system
for
all
employees
to
one
that
primarily
focuses
on
defined
contributions
by
employees
for
the
sake
of
long-term
viability.
13
were
in
support
of
this
one.
No
one
abstention.
E
The
member
who
voted
no
on
this
recommendation
preferred
that
the
county
start
study
the
overall
pros
and
cons
of
both
retirement
benefit
systems,
not
focusing
just
on
cost
fact
recommendation
number
seven:
the
FAC
recommends
that
the
county
board
reevaluate
the
continued
efficacy
of
the
fringe
benefit
programs
such
as
live
where
you
work
in
order
to
ensure
that
they
serve
whatever
intended
effects
they
may
have
had
at
their
inceptions.
14
were
in
support
of
this
one,
no
1,
0
abstentions.
E
Ongoing
compensation
study,
focusing
on
annual
pay
increases,
the
future
viability
of
the
defined
benefit
pension
system
and
fringe
benefits
programs,
and
we
also,
as
we've
mentioned
in
past
years,
want
to
make
sure
that
staff
are
continuing
to
monitor
whether
the
open
range
pay
plan
may
contribute
to
discriminating
discriminatory
pay
practices,
as
has
been
evidence
elsewhere.
Thank
you
so
much
thank.
A
You
very
much
a
lot
of
good
food
for
thought.
We
are
gonna
continue
on
with
the
rest
of
the
staff
presentations
on
Public,
Safety
I
know
our
FAQ
will
be
back
with
us.
So
we'll
look
forward
to
hearing
comments
and
engaging
you
all
on
further
discussion
as
well,
and
if
you
wouldn't
mind,
staying
close
as
well,
miss
Foster
I'm
sure
we
will
have
some
compensation
questions
as
well,
but
for
now
I
turn
back
to
our
manager
to
give
one
of
his
famous
introductions.
First,
we're.
B
F
F
To
thank
the
staff.
They
put
a
lot
of
work
in
this
presentation
in
the
budget,
a
lot
of
hard
work
of
which
hopefully
I'll
guide
appropriately.
So
they
looked
from
all
across
the
room.
There
I
don't
want
to
miss
anybody's
there's
a
whole
lot
of
hard-working
folks
got
there,
but
a
special
shout
out
to
KC
Valley
for
a
lot
of
great
work,
specifically
my
thanks.
F
Do
this
pointedly
because
I
think
this
kind
of
brings
to
bear
the
great
work
that
the
men
and
women
of
the
Arnold
County
Fire
Department
do
every
day
so
bear
with
me
and
if
you
would
indulge
me,
we
serve
the
community
with
compassion,
integrity
and
commitment
through
prevention,
education
and
a
professional
response
to
all
hazards,
and
they
do
this
every
given
day
and
do
it
really
really
well
and
on
October
11th
of
2017
at
the
address
of
502
North
IB
Street
about
1
o'clock.
In
the
morning
the
units
arrived
on
the
scene.
F
What
you
see
on
the
screen,
every
fire
conditions
with
reporter
3
victim
it's
inside
now
to
are
able
to
exit
because
of
working
smoke
detectors
and
then
the
crooks
quickly
located
the
victim,
the
third
victim
on
the
floor,
to
find
him
unconscious
unresponsive
and
not
breathing.
They
remove
the
victim,
brought
him
down
the
ladder
and
were
able
to
transfer
him
to
the
Burn
Center
and
I
focus
your
attention
to
the
upper
left-hand
corner
of
that
slide.
F
That's
actually
the
footage,
if
you
are
still
of
the
folks
doing
that
great
work
and
I
would
also
ask
you
to
look
in
the
upper
right
hand.
Corner
of
that
slide
is
that's
Matt,
coming
back
about
eight
days
later,
with
the
crew
of
104c
having
dinner
with
them,
so
I
just
want
to
give
them
a
shout
out.
They
do
great
work
every
day,
and
that
goes
to
show
you.
So
thank
you
next
slide
please.
F
So
this
is
a
shout
out
to
Jim
Swartz
and
all
of
us
I
got
a
lot
of
gray
hair
in
the
room,
but
this
was
us
back
in
the
day
and
I
think
that
if
you
looked
at
a
shot,
forgive
me
but
but
the
point
here
is:
we've
come
a
long
way
you
know
and
back
then
they
called
us
firemen
who
put
out
fires
and
drove
people
to
the
hospital.
The
focus
was
specifically
to
fire
suppression
in
the
territory
of
semi,
ms,
but
the
whole
point
was.
It
was
all
based
around
fire
suppression.
F
One
specific
notion
that
I
want
to
share.
As
far
as
a
first
for
Arlington
County
Fire
Fire
Station
aid
is
the
first
officially
black
run
and
operated
fire
stations
south
of
the
mason-dixon
line
and
then
also
focused
on.
There
is
Judy
libraries,
retired
battalion
chief
Judy
brewer
in
1974.
She
was
the
first
career
female
firefighter
in
the
United
States
next
slide,
please.
F
So,
while
we
used
to
be
specifically
I
think
most
of
our
workforce
and
our
recruitment
came
from
trades
workers
today,
our
workforce
has
changed
really
drastically.
You'll,
see
a
very
diverse
workforce.
Its
representative
in
the
room
we
attract
folks
with
higher
education,
master's
degrees,
they're,
very
tech,
savvy
younger
generation
when
differing
priorities,
accepting
engaged
and
exceptionally
bright,
we're
out
in
the
community
daily
and
I
mean
daily
preemptively,
ever-increasing
demand
on
the
knowledge
base
to
include
hazardous
materials,
response
technical
rescue,
water
rescue,
terrorism,
preparation
and
response.
So
it's
it's.
F
Next
slide,
please
so
kind
of
drilling
down
and
give
you
an
idea,
some
of
the
things
we're
doing,
moving
ahead
and
building
on
better
resourcing
for
our
EMS
assets,
our
advanced
practice
officer
program,
which
we're
providing
more
cost
time.
Effective
health
care
advice
options.
We
have
a
full-time
physician
assistant
now
works
with
the
fix
facilities
and
some
of
our
QA
Qi.
F
She
does
a
fantastic
job,
physician
assistant
Keller
and
we're
looking
to
ways
for
efficiencies
specifically
in
the
area
of
a
partners
with
Virginia,
Hospital,
Center
and
George
Washington,
looking
at
opportunities
where
we
can
expand
our
care
to
the
preventive
nature
of
what
we
do,
we're
working
to
prevent
better
and
basic
and
looking
at
the
collaborative
efforts
on
responding
to
acts
of
violence-
and
we
don't
do
this
in
a
vacuum.
A
lot
of
great
work
in
this
room,
Deputy,
Chief,
Snyder
and
dr.
F
Reed
Smith,
working
with
our
brothers
and
sisters
in
blue,
specifically
looking
at
collaborative
efforts
on
how
to
prepare
and
to
train
and
to
reach
out
and
do
our
best
work
from
a
regional
standpoint.
As
far
as
I'm
dealing
with
acts
of
terror
and
I
say
this,
because
a
lot
of
these
great
things
that
we
do
come
from
the
grassroots
efforts
of
this
organization
and
then
they
bubble
up
and
and
we
look
to
work,
to
educate
and
empower
our
citizen
base.
We
don't
we
don't
it's
not
just
lip
service.
F
We
have
great
people
that
are
doing
great
things
most
recently,
one
of
our
best
and
brightest
Rob
Bowen
brought
forward
the
whole
hands
of
heart
CPR
program
and
partnering,
with
Virginia
Hospital
Center.
Until
the
help
arrives,
we
partner
with
our
sister
agency
public
safety
communications,
emergency
management
in
Smith,
Sarah
Hessler.
Both
you
know
it's
just
do
great
work
there,
the
whole
fourth
generation
of
our
girls
summer,
camp,
our
camp
heat,
that's
just
doing
fantastic
stuff
and
fantastic
outreach
efforts
and
we're
continuing
actually
beginning
this
weekend.
F
Our
our
efforts
around
operation,
fire
safe
as
you
can
see
up
on
the
screen.
We
were
in
just
about
5800
homes
this
past
year
and
more
to
come,
so
we're
working
with
other
departments
to
address
the
growing
issues
in
the
community
and
we're
not
just
focused
on
the
core
issues.
We
have
historically
we're
also
working
with
the
Department
of
Human
Services
on
the
whole
Arlington
addiction
recovery
initiative,
which
is
headed
by
Anita
Freeman's
group,
and
this
is
all
in
the
face
of
Ryan.
F
Next
slide,
so
just
a
summary
of
our
proposed
budget
changes.
88%
of
our
budget
is
personnel
costs.
A
non
personal
budget
side
of
the
house
is
decreased
by
2%,
even
though
we
have
some
aging
equipment
and
some
definite
needs,
and
technology
and
the
department
is
accustomed
to
doing
more
and
being
very
efficient
with
less
next
slide.
F
Please
so
kind
of
drilling
down
on
the
summary
of
the
proposed
budget
and
budget
changes
in
the
system's
testing
program,
Eileen
on
chief
fire
marshal
bill
Shelton
here,
if
you
guys
push
me
on
any
questions,
because
it's
it's
his
baby,
but
it's
an
interphase
enterprise
funded
program
and
it
dates
back
to
2009
we're
at
about
a
78%
solvency
rate.
So
we're
looking
to
increase
that
for
you
to
162
dollars
an
hour
benchmarking
in
the
region
that
still
puts
us
below
are
our
regional
neighbors,
but
where
we
need
to
be.
F
In
addition
to
that,
thank
you,
mr.
manager,
in
your
proposal
to
move
the
pay
to
four
percent
increase
for
uniformed
personnel
and
and
I
would
also
say
huge.
Thank
you
in
regards
to
the
commitment
to
the
shorter
Work
Week
and
the
kellyday
effect.
9Ft
is
over
a
four
year,
implement
or
36
folks
next
slide.
Please
so
can
I
just
a
summary
of
what
the
kellyday
brings
to
bear.
56
our
weeks
now
moves
to
50
so
basically
you're.
Looking
at
two
thousand
nine
hundred
twelve
hours
worked
in
a
56
hour.
F
Mayor
Edward
Kelly
dates
back
to
1936.
He
gave
firemen
a
break
within
a
24-hour
shift,
all
right,
so
one
reduction
we
have
on
staff
next
slide.
Please
is
the
management
analyst
an
analyst
position,
so
what
that
means
for
us
in
the
proposed
reduction,
are
no
detailed
grant
administration
so
we'll
spread
that
workload
across
several
folks,
no
program
manager
for
Special
Operations
and
that
will
be
absorbed
across
several
folks
in
collateral
duty
and
balancing
that
work
wrote
across
the
administrative
team.
F
Next
slide,
please
so
strategic
focus,
moving
ahead,
as
I
said
earlier,
really
focused
on
ways
to
ensure
a
safe
and
effective
efficient
service
delivery
model
and
give
people
a
break
and
get
home
to
their
families,
focus
on
the
healthy,
strong
and
related
workforce.
Reducing
the
hour
so
50
hour,
work
weeks
is
a
huge
step
in
the
right
direction.
The
focus
on
work-life
balance,
not
just
for
the
younger
generation
but
for
the
old
folks
as
well.
F
H
A
B
A
I
A
J
First
slide
is
just
is
like
chief
Manzano
had
noted.
This
is
sort
of
our
primary
goal.
Objective
is
to
reduce
the
incident
of
crime
and
improvement
of
quality
of
life
in
arlington
by
making
a
place
where
all
people
can
live
safely
and
without
fear,
and
I
yeah
while
it's
a
short
sentence.
It
says
a
lot
and
it
is
one
of
the
primary
missions
of
the
agency
to
make
sure
we
offer
that
kind
of
environment
where
people
can
be
here
and
be
in
a
safe
community
next
slide.
J
So
the
first
one
sort
of
address
goes
right
into
addressing
that
I
think
it's
good
the
show
that
are
just
sort
of
where
the
trends
are.
If
you
look
at
the
bottom
of
the
slides,
it
shows
the
index
crime
rate
in
1998
and
just
give
you
an
idea
that
was
about
76
hundred,
which
is
talking
about
felony
crimes
per
a
hundred
thousand.
If
you
look
at
the
as
you
move
left
to
right,
you'll
see
the
index
crime.
Last
year
in
2017
was
down
the
3097.
J
We've
been
able
to
do
this,
as
our
population
has
grown
and
our
staffing
ratio
has
been
reduced.
In
1998
we
had
one
white
1.93
officers
per
hundred
per
thousand
and
now
we're
down
to
one
point:
six:
six,
which
is
putting
a
definite
extended
workload
on
our
folks
to
provide
the
same
level
of
service.
Some
of
the
key
things
to
bring
out
for
our
overview
is
we
transfer
one
position
out
of
our
department.
I
can
never
remember
to
call
himself
now
om,
which
is
our
one
of
our
public
safety
partners
came
over
for
technology
positions.
J
We
hired
a
communication
specialist
of
the
county
managers
office.
Kelly
is
now
working
in
specifically
focusing
on
social
media.
As
you
can
imagine,
that's
an
area.
That's
really
blown
in
the
last
year's
that
we
had
to
expend
time
on.
We
established
a
legacy
mentor
program.
That
program
is
really
designed
in
working
with
D
H,
Department,
I'm,
sorry
HR,
to
focus
and
develop
leadership
within
the
department
and
then,
of
course,
the
Arlington
Restaurant
initiative,
which
is
one
I
sort
of
want
to
highlight.
J
The
Arlington
Restaurant
initiative
is
a
program
that
we
work
very
closely
with
our
partners
from
police
fire,
C,
PhD
zoning,
DHS,
om
and
ABC.
We
have
focused
a
tremendous
amount
of
time
in
the
Clarendon
court
over
the
last
few
years.
Part
of
that
focus
is
on
the
bystander
program
with
project
peace
for
violence
against
women.
J
This
program
has
been
so
well
received
that
the
Department
of
Justice
has
picked
it
up
as
to
be
partnered
with
us
to
make
it
a
national
model,
so
we're
in
the
process
of
working
with
DOJ
to
bring
that,
but
I
won't
go
through
all
the
stats,
but
just
to
give
you
an
idea
of
last
year
of
all
the
work.
Assaults
on
police
officers
went
down.
Our
documented
officer
contact
went
up
78%,
what's
really
nice
to
see
as
our
arrest
in
last
year,
we're
down.
J
39%
Disorderlies
were
down,
16
assault
on
police
was
down,
100%
and
assault,
and
battery
was
down
68
percent
for
the
year
I
mean
the
program
has
folks
a
lot
on
educating
the
bars,
the
bar
owners,
the
employees
and
staff
of
how
to
best
work
with
us
to
collectively
address
some
of
the
claritin
claritin
issues.
Next
one
please
a
little
bit
more
on
some
highlights
for
the
year
the
Arlington
County
summer
teen
enrichment
program.
This
was
an
initiative
that
was
put
together
through
the
Arlington
County
Public
Schools
and
our
school
resource
officers.
J
What
I
love
about
this?
It's
really
focuses
on
at-risk
youth
and
a
program
designed
to
help
them
not
just
through
the
one
year,
but
as
they
go
through
high
school
to
maintain
that
we've
added
the
women
in
public
safety
event,
which
is
a
little
bit
like
the
farm
or
the
fire
department's
program
to
get
women
interested
in
the
field,
the
Arlington,
County
police,
fire
and
sheriff
block
party.
That
was
a
huge
success
for
us.
Last
year
the
opioid
Town
Hall
we've
been
engaged
closely
with
DHS
and
Fire.
J
As
chief
Manzano
mentioned,
the
Town
Hall
was
hosted
by
the
Commonwealth
Attorney's
Office
police
and
DHS
very
well
received,
and
then,
of
course,
some
of
you
have
probably
seen
the
holiday
outreach
programs.
You
do
that
year,
operation
Santa
a
few
others
that
are
very
positive.
Next.
The
summary
of
the
proposed
budget
cuts
are
pretty
straightforward.
It's
the
normal
changes
over
the
course
of
the
year.
So
you
see
that
3%
change
for
expenses.
You
notice
the
revenue.
There
is
a
reduction
revenue
of
seven
thousand
one
hundred.
J
J
What's
going
on
with
our
mental
health
issues,
community
growth
and
development-
and
we
anticipate
come
I-
think
this
fall
when
Ballston
opens
up
when
that
really
gets
going,
that'll
be
a
workload
impact
for
us
next
one,
please
so
key
budget
considerations
for
the
police
department.
Our
applicant
pool,
has
decreased
by
over
fifty
percent
over
the
last
five
years.
What
we
have
seen
and
what's
really
pressing,
is
it's.
This
is
not
unique
to
Arlington
County.
J
This
is
a
Washington
Metropolitan
Area
and
if
you
talk
around
the
nation,
the
number
of
quality
applicants
for
the
police
department
has
become
a
much
smaller
pool
of
people,
we're
all
fighting
for
the
same
group.
You'll
notice,
the
next
one
where
our
overall
pass
rates
down
around
23%.
So
the
number
that
we
can
bring
into
process
has
gone
down,
which
leads
to
fewer
qualified
applicants,
which
is
ultimately
increased,
my
overall
vacancy
rate
and
that
rate
is
sort
of
accelerated
over
the
last
few
years
and
2016
we
hired
20,
we
lost
26
and
17.
J
We
hired
23
and
lost
26,
so
unfortunately
we're
behind
the
curve
and
we're
losing
more
than
we're,
replacing,
which
is
not
has
not
been
the
norm.
For
many
years.
Our
non-retirement
departures,
31
officers,
left
a
piece,
a
CPD
to
join
other
law
enforcement
agencies
between
2015
and
18.
What
to
me,
what
is
sort
of
the
most
telling
issue
here?
Is
it's
not
that
I'm
losing
somebody
we
use.
We
generally
lose
people
with
federal
agencies,
that's
all
in
common.
J
Again,
it's
a
it's
an
investment
in
time
and
not
just
time
its
time
and
money.
Next,
please,
we've
talked
about
this
in
the
past,
but
it
continues
to
get
more
challenging.
This
is
concerning
a
mental
health
crisis
in
this
nation.
We
continue
to
see
increases
and
the
need
for
transport,
and
the
transports
are
not
local
most
of
the
time
they're
outside
of
the
county.
J
If
you
look
at
this
over
50%
of
our
temporary
detention,
orders
took
us
outside
the
county,
which
means
at
a
minimum
I'm
putting
two
people
out
of
service
for
an
extended
period
of
time.
Often
all
the
way
down
the
other
part
to
the
state
for
an
eight,
a
full
eight-hour
shift,
but
I
think
what's
sort
of
really
telling
for
us
is
the
mental
health
eCos
emergency
custody
orders.
There
were
six
hundred
and
forty
nine
or
fifty
for
a
month
in
2015-16
there
was
seven
hundred
and
six
in
17
or
826.
J
The
number
just
keeps
rising
on
us.
Every
year
we
have
explored
with
our
regional
partners
whether
we
would
ever
look
at
something
like
a
transportation
service
or
whatever,
but
that's
proven
to
be
something.
That's
never
really
gotten
off
the
ground.
Our
biggest
partner,
which
showed
some
images
originally
was
Fairfax
County.
But,
unlike
Arlington,
the
Fairfax
County
Sheriff's
Office
does
all
the
transports
so
they're.
They
take
care
of
all
that.
So
they
really
were
not
interested
from
the
police
side
in
partnering.
J
This
on
that,
there
is
an
opportunity,
as
you
might
know,
for
a
family
member
they've
changed
the
state
law
that
a
family
member
can
take
somebody
to
a
intervention,
but
the
reality
is.
If
we
have
gotten
involved,
there
are
threat
to
themselves
or
someone
else,
so
it
makes
no
sense
for
them
to
get
in
a
backseat
of
you
know
a
family
member's
car
so
that
that
continues
to
be
a
problem.
The
other
one
here,
that's
a
little
bit
crushing
for
us
and
most
recently
is
really
rocket
is
backfilling
over
time.
J
As
you
know,
we
need
to
maintain
some
level
of
minimum
staffing.
If
we
can't
maintain
that
we've
got
to
call
people
back
in
you'll
notice
that
we
had
in
2015
it
was
5,400
hours,
we're
able
to
get
a
get.
It
went
up
to
down
to
4700
hours
and
1634
98
and
17,
which
is
nice,
but
unfortunately,
with
that
shift
of
people
departing
we've
seen
a
huge
change
from
17
to
18.
J
We
already
are
at
3,300
hours
of
first
six
months
and
if
we
keep
on
this
pace,
we'll
be
about
6,700
hours
of
overtime,
as
you
can
imagine
that
just
takes
a
toll.
The
other
overtime
issues
for
us
continue
to
be
the
Roslin
traffic
detail
over
1300
hours
spent
dealing
with
a
traffic
we're
never
going
to
mix
and
never
meet
because
of
all
clusters
into
DC.
The
Clarendon
detail
last
year
was
over
5,000
hours
spent
in
Clarendon
and
special
events
over
6,000
hours
in
special
event
overtime.
J
J
We
are
sort
of
forced
this
year
to
come
up
with
what
we
have
defined
as
some
standards
that
have
come
out
of
Nitsa
along
with
our
partners
in
des,
however,
the
schools
have
always
shown
an
interest
in
having
more
crossings
than
what
we
were
ever
capable
of
providing
and
so
dr.
Murphy
has
shown
great
interest
in
possibly
moving
the
crossing
guard
program
as
a
contract
program
over
to
schools.
That
has
a
couple
positives,
one.
J
It
gives
them
the
ability
to
do
as
they
want
to
add
the
additional,
but
there
are
definitely
some
cost
savings
associated
with
that
if
it
goes
to
a
contract
service
versus
a
county,
doing
it
and
the
last
one
here
is
on
court
over
time.
One
of
the
challenges
for
us
has
continues
to
be
unscheduled
court
appearances.
We
have
really
tried
to
limit
the
number
of
times.
Officers
have
to
go
into
court
beyond
their
scheduled
court
dates.
J
Opioids
in
Arlington
I
think
we've
talked
about
this
a
little
bit
just
giving
you
a
sense
of
that
continues
to
be
an
ongoing
issue,
but
that
is
a
group
effort.
Well,
beyond
the
police
departments
handle
our
overall
rates,
have
gone
up.
Our
fatalities
have
gone
up
mm
so
think
about
this.
In
2015
we
had
73
opioid
case
related
cases,
doses
in
17.
J
We
got
155
and
of
those
we
went
from
four
fatalities
and
14s
over
19
last
year,
so
it's
a
a
significant
increase
for
us,
but
it
seems
to
have
in
the
last
few
months
not
that
it's
leveled
off
there.
There
are
a
lot
of
initiatives
going
on
both
here
and
nationally.
They
seem
to
be
having
some
impact
of
that
and
of
course.
J
Lastly,
it's
just
the
what
we
need
to
do
for
our
community
growth
and
outreach
we
have
Boston
is
probably
going
to
be
our
biggest
single
change
of
service
to
every
in
the
next
few
months,
but
we
took
a
look
at
projecting
out.
There
is
a
considerable
amount
of
property
currently
under
construction
in
the
county,
and
that
has
also
been
approved.
So
all
those
will
have
some
level
service-level
impact
this
year.
Thank.
B
K
Good
afternoon,
I
have
major
Doyle
up
here
with
me,
and
my
new
budget
analyst
is
hiding
back
there
she's
a
little
shyer
than
my
previous
budget-
analyst,
wouldn't
you
say:
fabiola
Brooks
and
then
some
of
my
command
staff
that
are
here
to
observe
their
boss,
begging
and
groveling
for
money
and
resources.
That's
what
I
do.
K
K
Have
any
rate
all
right?
We
are
glad
the
sheriff's
office.
Our
mission
statement
is
partnering
to
make
the
justice
system
work,
and
so
that
is
what
we
live
by
here
in
the
Arlington
County
Sheriff's
Office.
The
next
slide.
Please,
we
continued
to
ensure
the
safety
and
security
of
the
detention
facility
and
those
individuals
remanded
to
our
custody,
as
well
as
the
courthouse.
I
will
make
a
note
here
that,
while
we
continue
to
call
the
jail
and
the
courthouse
the
new
jail
in
the
new
courthouse,
the
jail
is
approaching.
K
Its
25th
anniversary
of
occupation
on
in
2019
and
the
courthouse
is
23
years,
and
so
we
are
starting
to
see,
wear
and
tear
on
those
buildings
and
have
lots
of
plans
and
things
to
talk
about
what
the
manager
of
the
next
couple
years
with
that
and
continue
to
partner
with
the
police
department
and
the
fire
department.
With
things
like
the
annual
block
party,
women
in
public
safety,
the
Marine
Corps
Marathon,
the
911
race
and
fourth
of
July
details.
K
We
have
worked
very
diligently.
My
staff
to
raise
money
for
Special
Olympics
by
participating
in
the
plane
pole
and
the
Torch
Run,
as
well
as
selling
all
kinds
of
fattening
stuff
to
staff,
to
help
raise
money
for
those
activities.
We
also
have
taken
it
upon
us.
It's
been
one
of
my
things
that
I've
really
encourage
staff
to
do
since
2006
help
collect
food
for
a
FAQ
here
in
Arlington
and
over
the
last
three
years
we've
collected
6000
tons
of
food,
and
we
will
continue
to
work
on
that
issue.
K
Every
year
we
start
in
about
October
through
mid-december
working.
On
that
department
overview
we
received
rien
from
the
Prison
Rape,
Elimination,
Act
or
prea,
and
the
US
Marshals.
We
completed
a
painting
project
in
the
detention
facility
that
included
the
entire
facility
by
moving
inmates.
We
were
fortunate
that
our
population
was
in
the
mid
four
50s
a
little
over,
so
we
could
condense
one
housing
unit
that
was
free
for
them
to
paint
and
then
shuffling
inmates
around
it
was
create,
did
some
housing
challenges
because
we
were
intermixing
inmates
to
get
together
pop.
K
You
know
custody
levels
that
probably
normally
we
wouldn't
do,
but
it
was
a
good
project
for
us
to
get
done
to
get
the
facility
painted
we've
also
implemented
tella
staff,
which
is
a
staff
scheduling
program
that
should
help
us
better,
manage
our
shifts,
moving
forward
and
knee
and
overtime
needs.
The
summary
of
the
proposed
budget
changes
for
the
sheriff's
office
is
a
3%
increase
in
expenses,
a
slight
increase
in
revenues.
K
No
additional
FTEs
this
year
proposed
in
our
budget.
Most
of
the
increases
that
are
not
personnel
related
are
$500,000
for
the
one-time
funding
to
complete
the
block
and
network
security
project
that
project
started.
It
is
scheduled
to
be
completed
in
early
2019
and
we
needed
the
additional
funds
to
carry
out
that
project.
K
We
have
been
experiencing
a
lot
of
breakdowns
in
our
system,
whether
its
cameras
going
out
in
various
areas
of
the
facility
and
having
to
call
back
engineers
to
help
us
reboot
the
system
or
letting
it
be
down
until
they
can
get
back
in
several
weeks
ago.
One
of
the
garage
doors
failed
and
it
took
over
two
weeks
to
get
parts
to
fix
that
and
it
required
24
hour
a
day
overtime
of
staff
until
we
could
get
that
fax
to
ensure
the
security
of
the
garage.
K
In
addition,
I
just
will
add
in
here
the
court
police
interior
renovation
study
is
scheduled
to
kick
off
next
week
with
the
consultants,
and
that
is
a
DES
managed
project,
but
we
have
staff
that
will
be
heavily
involved
in
that
project
as
it
moves
forward
key
budget
considerations.
The
next
slide.
Thank
you.
We
are,
you
know,
still
have
the
staffing
study
that
was
completed
in
FY
2015,
that
were
quite
there
were,
that
required,
an
additional
31
deputies
with
10
sergeants
for
41
FTEs.
We
have
had
the
addition
of
15
deputies
and
two
sergeants.
K
Thank
you
all
very
much.
Over
the
last
three
fiscal
years
of
Y
16
17
and
18
we've
increased,
so
we've
increased
our
sworn
positions
by
17
FTEs.
We
have
15
staff.
Currently,
in
the
drop
program
and
over
the
last
two
and
a
half
years,
we
have
graduated
70
new
deputy
sheriff's
I,
don't
know
how
many
of
those
I
was
asking
major
Doyle.
This
morning
we
haven't
figured
out
if
we
still
have
all
70
of
those
I'm
certain
we
don't,
because
we've
lost
some
to
other
agencies.
K
The
General
Assembly
surprised
us
this
past
session.
By
recommending
a
fourth
judge
in
Circuit,
Court
I
have
talked
to
several
legislators
and
they
are
optimistic
that
that
judge
will
be
funded,
that
Judge
means
I
have
to
have
two
deputy
sheriffs
to
ensure
safety
and
security
of
that
individual.
These
are
two
positions
above
and
beyond
that
staffing
study
that
was
done
in
FY
15.
Of
course,
if
they
fund
the
judge,
that
doesn't
mean
they
fund
any
positions
for
me
to
ensure
the
security
of
the
judge.
K
So
that
is
going
to
be
an
issue
that
I
need
to
deal
with.
It's
either
going
to
be
over
time
or
I
need
two
additional
positions
for
that
compensation.
We
are
losing
sworn
staff,
most
of
them,
that
we
are
losing
or
going
to
other
police
departments
in
the
area
to
include
my
neighbors
on
the
seventh
floor.
K
But
that's
that's
just
a
minimal
amount.
We,
our
corporals,
will
be
receiving
that
2%
increase.
That
has
been
mentioned,
but
with
some
of
the
issues
that
are
going
on
now,
we
no
longer
have
pay
parity
with
the
Arlington
Police
Department,
which
is
gonna,
have
a
negative
impact
on
my
staffing
numbers
Manono.
K
That
does
include
the
Arlington
Police
Department,
but
Herndon
and
Falls
Church
I've
lost
5
or
6
people
in
the
last
couple
years
to
them,
because
they
can
hire
my
staff
and
not
have
to
send
them
to
an
academy.
They
just
do
have
to
go
through
their
field
training
program
so
and
the
Virginia
ABC
again
they
can
hire
them
and
not
have
to
send
them
through
an
academy.
So
we
are
definitely
seeing
an
increase
in
those
type
of
smaller
departments.
K
K
K
Today,
the
current
population
is
502,
which
is
significantly
higher
than
what
we're
projecting
for
next
fiscal
year.
The
77
of
those
are
out
of
compliant
state
inmates
and
the
state.
If
we
call
them,
we
can
usually
get
them
to
take
some,
but
then
we
turn
around
and
then
we're
right
back
in
the
same
place.
You
know
within
30
days.
K
We
are
seeing
a
large
increase
in
HIV,
positive
and
hepatitis
C
inmates
causing
us
to
increase
both
our
medical
and
pharmaceutical
costs.
We
are
seeing
an
increased
number
and
those
individuals
that
are
remanded
in
our
custody,
with
severe
mental
health
issues
and
and
we're
seeing
an
increased
number
of
m8
fights
in
the
jail
that
we
had
not
seen
in
the
past.
So
there
we're
getting
a
lot
more
challenging
individuals
that
we're
dealing
with
in
the
jail
so
and
we
also
are
seeing
a
higher
inmate
to
staff
ratio.
K
Our
medical
contract
expires
in
November,
so
that
contract
will
be
going
out
to
bed
in
the
next
hopefully
month
or
so.
We
do
anticipate
an
increase
in
that
next
year,
in
particular
with
well
our
pharmaceuticals.
Just
so
you
know
is
not
part
of
our
medical
contract,
that's
a
separate
contract,
and
so,
but
we
do
expect
to
see
an
increase
in
our
medical
contract
and
our
food
service
contract
expires
in
April
of
2019,
so
that
will
also
be
going
out.
Probably
sometime.
This
fall
and
we'll
probably
likely
see
an
increase
in
that
as
well.
K
The
other
one
item
that
I
wanted
to
talk
to
you
all
about
is
that
I
had
requested
both
in
carryover
in
the
FY
19
budget,
but
it
has
not
been
funded,
was
to
buy
a
full-body
scanner
to
screen
all
individuals
that
are
remanded
to
the
custody
of
the
sheriff's
office.
We
are
seeing
an
increase
in
individuals
coming
in
with
drugs
on
them
and
the
concern
for
my
staff
for
those
individuals
that
are
remanded
to
my
custody.
K
If
we
don't
find
those
drugs
that
you
know
most
of
the
fentanyl
that
we're
seeing
is
so
lethal
that
it
could
kill
them,
and
you
know
if
they
were
to
end
up
selling
it
around
in
the
jail
if
it
got
by
us.
It
is
a
serious
concern
of
mine
and
we
are
not
by
law
allowed
to
strip-search
every
individual
that
comes
into
the
facility
and
while
I
know
that
there's
a
lot
of
people
that
or
you
know
have
concerns
about
that.
Being
you
know,
inhumane
and
so
forth.
K
This
is
a
safety
and
security
issue
for
me
and
for
those
individuals.
Just
recently,
we
had
one
individual
that
came
in
and
she
had
18
bags
heroin,
fentanyl
honor
that
were
not
called
until
she
came
over
from
the
booking
and
processing
side
into
the
jail
and
was
being
changed
out
of
her
clothing,
that
a
staff
member
noticed
a
bag
that
she
had
stuck
in
her
ear,
and
at
that
point
then
they
strip
searched
her
and
found
she
had
things.
K
Do
a
body
cavity
search.
We
don't
do
that
in
the
sheriff's
office
at
the
jail.
We
take
them
to
the
hospital
for
anything
like
that,
but
that
penny
shows
you
a
few
little
two
milligrams
of
fentanyl
and
that's
a
lethal
dose
of
fentanyl.
So
just
a
teeny
little
bit
that
could
get
inside
the
facility
could
have
serious
consequences,
and
so
I
am
very
concerned
about
this,
and
DC
has
seen
synthetic
cannabis
get
through
into
their
facility
and
I
just
think.
It's
a
life
safety
issue.
That
really
concerns
me
a
lot.
B
And
your
Erin,
you
can
come
up
to
sorry,
so
I'm
gonna
actually
dispense
with
an
adjective.
What
I
wanted
to
do
was
think
will
Flagler
who
served
as
acting
department
head
for
I?
Think
it's
been
since
January
he's
done
a
fantastic
job
and
it's
his
presentation
to
make
today
was
his
budget
to
put
together
and
also
I
know,
you've
all
met,
but
I
wanted
to
introduce
everybody
in
the
audience
Aaron
Miller,
who
is
our
new
director
of
public
safety,
communications
and
emergency
management?
So
with
that
I'll
turn
it
over
to
you
we'll.
F
I
All
right
here
in
the
first
slide,
I
want
to
do
what
every
other
Public
Safety
Department,
did
and
talked
about
our
mission.
The
mission
of
our
department,
as
you
can
see,
right
there
is
to
coordinate
emergency
preparedness
and
response
capabilities,
resources
and
outreach
to
the
audience
and
community,
and
we
have
two
different
divisions.
So
one
of
the
things
I
do
want
to
address
is
the
last
time
we
came
before
you
guys.
We
were
om
and
you've
heard
it
before
so.
I
Well,
yeah,
an
adventure
so
yeah,
that's
what
we
wanted
to
talk
about
there,
so
alright!
So
next
slide,
I
I'm
not
gonna,
like
specifically
go
through
each
core
capability,
but
what
you
see
before
you
there
and
the
panels
are
our
core
capabilities
that
we
derive
from
our
strategic
planning
process.
We
usually
utilize
a
three
year:
strategic
planning
process
to
identify
all
services,
deliverables
and
key
areas
of
focus
and
measurement
to
the
community
and
its
partners.
I
Our
department
in
various
names
have
been
doing
this
for
about
ten
years
and
it
really
really
got
is
kind
of
what
we
do
on
both
in
for
both
divisions.
Some
of
the
things
that
we
get
out
of
this
process
is
we.
We
work
with
the
community
in
new,
exciting
ways
to
teach
preparedness
capabilities,
coordinating
the
development
of
core
capabilities
to
help
in
emergencies
and
again
on
a
number
on
one
side.
We
really
work
on
and
focus
on,
call
taking
dispatching
and
working
with
our
partners
to
make
sure
the
DES
efficient
as
possible.
I
So
if
you
look
at
the
top
left
panel,
we're
gonna
go
that
direction.
What
we're
talking
about
here
is
really
to
focus
on
our
ability
to
plan,
train
and
exercise
specific
capabilities
that
are
needed
in
emergency
situations.
We
do
this
for
ourselves
and
our
partners,
the
next
one
to
the
right
is
our
number
one
center
is
the
first
point
of
contact
of
intake
and
what,
with
the
changes
in
technology
and
community
expectations,
we
need
to
be
able
to
adapt
to
those
changes
and
I'll
stop
right
here.
I
This
is
really
important
and
it
says
adaptive
environment
for
collection
and
dissemination
of
public
safety
information,
and
we
couldn't
do
a
lot
of
that
without
I,
want
to
thank
dr.,
Chris
Horton
at
this
time
for
first
allowing
us
to
be
the
first
department
that
you
got
to
audit,
we
really
enjoyed
it
and
it
really-
and
it
really
helps
us
to
continue
to
be
adaptable
and
agile,
to
provide
this
service.
So
thank
you
very
much
so
we'll
go
on
here
to
the
next
year.
I
The
core
job
of
the
ECC
is
call
processing
and
dispatching
to
our
public
safety
partners
and
the
ECC
works
with
all
partners
to
develop
that
environment
or
that
can
be
done
effectively
bottom-left.
One
of
those
things
here
we're
talking
about
we'll
talk
about
outreach
a
little
later,
but
in
terms
of
maximizing
our
outreach
and
focusing
on
quality,
we
are
committed
over
the
next
three
years
to
serving
our
vulnerable
populations.
I
The
work
with
these
groups,
the
work
with
these
groups
cuts
across
emergency
management
and
brings
in
public
health
and
other
areas
where
it's
not
just
about
preparedness,
but
resilience
and
information.
That
would
be
critical
going
forward
and
all
of
these
things
are
wonderful,
but,
as
I
said,
I
have
a
chief
financial
officer
and
none
of
these
things
could
be
accomplished
without
administration
and,
lastly,
our
ability
to
tie
all
these
goals
together
with
good
processes,
strategies,
measurement
and
financials.
These
are
these
things.
I
These
are
the
things
that
are
the
glue
that
basically
make
our
strategic
plan
actually
work,
and
in
this
particular
side
this
is
kind
of
what
we
do.
The
next
slide.
Please,
this
one
focuses
on
how
we
do
it.
Our
successes
and
achievements
follow
the
same
mission
and
strategic
focus
that
our
plantas
programs,
services
and
data
together.
I
We
pretty
much
integrate
that
into
the
entire
process
and
we
basically
taught
that
to
the
FEMA
capabilities,
to
make
sure
that
we
have
a
roadmap
to
really
focus
on
and
one
of
the
things
that
you
guys
recognized
us
for
in
17,
2017
or
as
our
storm
ready
certification
from
the
National
Weather
Service,
which
states
which,
which
means
basically,
that
we
have
the
resources.
The
means
and
the
process
is
to
accurately
warn
the
community
about
an
event
and
I'll.
Give
you
a
fact
here:
it's
not
a
fun
fact,
but
it's
a
fact.
I
98%
of
all
presidentially
declared
emergencies
are
weather
related
and
they
result
in
nearly
15
billion
in
damages
nationally.
So
we
know
we're
going
to
get
weather
and
the
basic
ten
minutes
of
being
prepared
to
respond
and
communicate
to
the
public
for
weather
really
helps
us
to
prepare
and
respond
to
the
public.
In
other
scenarios,
top
right
ECC
continues
to
process
emergency
calls
at
a
rate
and
efficiency
that
is
considered
high
by
all
standards.
91%
of
all
ECC
calls
are
processed
within
90
seconds
I'm.
I
Also,
a
big
achievement
that
you
guys
are
also
involved
in
is
the
ongoing
Alexandria
arlington
9-1-1
system,
refresh
that
we're
diligently
working
on
right
now.
Bottom
left
here,
I'll
slow
down
a
little
bit
and
talk
about
our
hurricane,
which
was
a
really
major
achievement.
Hurricane
Arlington
is
a
camp
that
we
we
developed
last
year
was
the
first
time
it
was
developed
and
it
was
in
the
mission.
I
What
is
it
of
it
is
to
develop
and
evaluate
when
elevate
women
as
leaders
in
emergency
management,
while
expanding
the
image
of
Emergency
Management
profession
and
basically
improve
how
women
look
at
public
safety
as
a
career
choice,
and
we
looked
at
some
of
the
things
that
we're
doing
number
one.
This
camp
has
won
an
award
already
of
several
awards.
I
She
drove
from
Loudoun
County
every
day
to
attend
this
camp
and
we
didn't
even
realize
she
was
in
camp
heat
with
the
fire
department,
so
she's
now
actually
utilizing
that,
and
another
good
story
is
a
fourth
student
who
used
her.
Who
was
in
hurricane.
She
used
it
in
her
application
for
George
Mason,
and
she
is
now
the
first
generation
American
to
attend
college
of
her
family
and
was
awarded
a
full
scholarship.
So
these
are
some
of
the
things
that
we're
doing
here.
I
Preparedness
month,
which
is
every
September,
is
another
focus
of
our
department,
and
it
continues
to
be
a
great
success.
There
was
an
event
every
nearly
every
day.
Last
year
in
September,
which
yielded
about
a
10
times
higher
than
normal
subscriber
rate
for
Arlington
alert
and
one
of
the
things
I
forced
myself
to
do
is
to
go
out
and
try
to
get
people
to
sign
up
at
various
donut
shops
in
Arlington,
and
it
has
actually
worked
out
very
well.
I
We
had
about
that.
Normally,
we
don't
get
that
many
people
had
about
430
people
enrolled
in
that
month
alone,
which
helped
increase
our
annual
drive
of
14
percent
in
our
enrollment
next
slide,
we
mentioned
a
go
back
one
sorry.
We
mentioned
the
core
capabilities
earlier.
Well,
as
these
two
financial
results,
we
secured
a
partnership
with
the
fire
department,
a
1.25
million
dollar
grant
for
the
complex,
coordinated
terrorist
attack
program,
and
we
are
on
one
of
only
30
jurisdiction
in
the
nation.
To
achieve
this,
we
also
mentioned
storm
ready
and
the
damages
from
weather.
I
I
When
it
comes
to
our
FY
19
budget.
It
reflects
the
priorities
we
discussed
so
far.
The
budget
focus
is
on
coordination,
and
our
budget
reflects
that
in
its
growth,
most
of
the
growth
comes
from
grant
programs
and
collaboration
with
other
jurisdictions.
The
loss
of
the
two
FTEs
reflects
a
transfer
of
one
position
from
ECC
to
psi,
T
for
ongoing
technical
support
and
goddess,
and
the
other
is
the
budget
reduction
that
we
will
discuss.
Next.
I
The
proposed
elimination
of
a
vacant
emergency
management
position
impacts
the
outreach
and
education
program
within
e/m.
This
position
was
responsible
for
outreach
and
education
to
the
business
community,
prophets
faith-based
groups
and
other
key
stakeholders
in
the
community,
with
the
elimination
of
this
and
other
retirements,
we've
restructured
the
outreach
office
to
be
a
component
of
all
of
our
staffs
jobs
to
amount
to
about
twenty
to
fifty
percent
of
their
duties.
I
The
FY
19
impact
will
more
will,
more
than
likely
be
a
decrease
in
to
continuing
metrics,
less
events,
less
number
of
people
receiving
direct
outreach
where
we
hope
to
see
an
increase
is
in
the
efficiency
of
the
metrics.
More
people
feeling
prepared
greater
use
of
volunteers
and
specific
increases
in
outreach
events
and
impacts
for
the
vulnerable
populations.
If
we
have
to
do
less,
we
should
focus
the
remaining
efforts
where
it
has.
The
most
impact
is
our
idea.
I
Staff
is
working
with
program
partners
in
public
health
and
other
areas
to
identify
those
areas
where
we
have
the
highest
concentration
of
vulnerable
populations
and
work
in
identifying
ways
to
not
just
provide
emergency
preparedness
outreach,
but
to
educate
about
calling
9-1-1
into
non-emergency
numbers
and
to
connect
them
to
other
county
services.
And
if
we're
able
to
be
a
trusted
voice
in
the
community,
we
believe
we
can
have
a
much
greater
impact
and
some
key
budget
considerations
next
slide.
I
Some
key
budget
considerations
for
us,
as
you
can
see
here,
is
a
third
of
the
staff
and
the
emergency
management
division
is
grant
funded
and
if
we
are
to
lose
that
grant,
funding
or
even
see
it
reduced,
it
becomes
a
huge
gap
in
programs
and
resources.
Elc
staffing
is
impacted.
Partnerships
with
local
and
regional
partners
are
impacted
and
day-to-day
operations
suffer.
This
is
something
that
we
have
on
our
radar
and
I'm
pretty
sure
that
Aaron
will
be
taking
care
of
it
pretty
soon.
A
Thank
you
for
your
capable
leadership
in
recent
months.
All
right.
We
have
a
couple
of
advisory
groups
to
share
some
thoughts
with
us
on
the
topics
we've
just
heard.
The
first
is
our
audit
committee,
which
is
actually
represented
here
by
Chris
Horton,
our
auditor
colleagues.
We
received
a
pretty
extensive
presentation
for
mr.
A
Horton
at
our
last
meeting,
but
he
wanted
to
recap
just
a
couple
of
takeaways
from
that
audit
of
the
emergency
communication
center
for
our
consideration
on
behalf
of
the
audit
committee,
and
we
also
have
the
emergency
preparedness,
Advisory
Committee,
a
pack
I
believe
we
have
Adam
gent
Genest,
please
do
come,
join
us
at
the
table
in
both
cases.
If
we
could
encourage
you
all
to
stick
to
just
a
few
minutes
for
your
presentation
that
will
help
us
make
sure
we
can
use
a
balance
of
time
for
questions
of
which
I
know
we
all
have
many.
L
You
very
much
madam
chair
and
weird
members
pleasure
to
be
in
front
of
you
again.
I
do
want
to
remind
everyone
that
I
had
an
opportunity
to
go
through
a
little
bit
more
granular
detail
on
this
audit
back
on
March
the
20th
so
for
the
focus
of
this
presentation
really
trying
to
link
it
to
the
discussion
here
on
the
budget.
L
However,
just
by
way
of
reminder,
this
audit
grew
out
of
a
specific
issue
of
the
fact
that
over
time
in
ECC
had
grown
over
the
period
of
FY
2015
to
17
and
really
wanted
to
focus
on
determining
some
of
the
causes
of
this
increase.
The
initial
objectives
had
to
do
with
looking
at
the
administration
and
use
of
overtime
and
for
the
particular
areas
that
we
looked
at
in
this
audit.
Those
included
training,
non-emergency
calls
and
the
impact
on
the
ECC's
overtime
authorized,
staffing
and
the
adequacy
of
data.
L
There
were
three
findings
and
twelve
recommendations
as
a
result
of
the
audit
for
finding
one
I
there
was
a
the
finding
here
was
that
a
more
efficient
training
process
could
result
in
greater
staffing
efficiency
and
potentially
reduce
overtime.
Here,
I
did
want
to
provide,
as
a
caveat,
that
really
kind
of
extends
throughout
the
the
finding
discussions
that
we
have
some
data
limitations
here,
that
that
didn't
limit
my
ability
to
come
to
conclusions
but
limited
my
ability
to
be
able
to
put
specific
numbers
on
potential
dollar
savings.
L
So
when
we
talk
about
savings
here,
it
really
has
to
do
more
with
with
conceptual
ideas
as
opposed
to
specific
quantitative
amounts.
Potential
budget
impacts,
however,
are
then
go
back.
One
slide,
please
thank
you.
Potential
budget
impacts
primarily
have
to
do
with
the
fact
that
when
you
have
a
fully
trained
communication
center
staff,
it
offers
more
flexibility
for
the
ECC
management
to
be
able
to
allocate
staffing
without
having
to
call
folks
in
to
be
able
to
have
to
use
overtime.
In
addition,
current
resources
are
available
to
speed
up
training.
L
However,
there
may
need
to
be
the
use
of
some
strategic
short
term
over
time
in
order
to
make
sure
that
those
those
initial,
trainings
or
near-term
training
processes
are
completed.
And
finally,
there
was
a
recommendation
having
to
do
with
the
development
of
a
recruiting
strategic
plan,
specifically
the
use
of
a
contractor
who
has
expertise
in
recruiting
for
emergency
communications
centers.
The
understanding
my
understanding
during
the
audit
was
that
there
was
a
possibility
of
being
able
to
use
vacancy
savings
to
be
able
to
help
fund
this.
L
If
that
doesn't
turn
out
to
be
the
case,
then
there
would
be
the
need
to
be
able
to
look
for
some
other
alternative
sources
of
funding,
just
as
a
focus
here
on
the
performance
measures
that
you
all
saw
in
your
packet.
One
of
the
performance
measures
has
to
do
with
getting
staff
to
the
highest
level,
which
is
the
ECC
ct3
level,
that
is
a
performance
measure
and
the
benchmark
is
70%.
L
So
there's
an
alignment
here
with
the
performance
measures
and
that
one
of
the
recommendations
here
with
the
audit
next
slide,
please
the
second
finding
had
to
do
with
non-emergency
calls
again.
These
are
primarily
calls
to
the
number
within
the
within
ECC.
This
is
the
non-emergency
police
and
fire
Public
Safety
calls.
There
are
some
calls
that
are
non-emergency
in
nature
that
go
to
911.
One,
but
primarily
we're
talking
about
the
the
Public
Safety
non-emergency
phone
number
here.
L
One
recommendation
here
that
could
also
have
a
budget
impact
is
the
recommendation
to
use
some
outside
assistance,
specifically
potentially
volunteers,
to
help
handle
the
lowest
level
of
non-emergency.
Calls
the
that
really
free
up
those
those
trained
ECC
staff
to
handle
some
of
the
higher
and
more
sophisticated
calls
that
come
into
the
call
center.
L
However,
because
just
because
they're
volunteers
doesn't
mean
they're
totally
free,
so
they
would
have
some
associated
costs,
for
example,
training
costs
and
again
I
non-emergency
calls
is
an
input
measure
that
are
reflected
in
the
performance
measures
you
see
in
your
packet
next
slide,
please.
Finally,
in
finding
three,
if
the
audit
did
not
identify
a
current
need
for
additional
authorized
position
was
probably
the
biggest
budget
takeaway
for
this
particular
audit,
but
we
did
I
did
identify
that
current
quicker
access
to
better
data
as
a
priority
specific
you
know.
L
So
these
are,
you
know,
potentially
the
need
for
better
data.
It
has
a
potential
budget
impact
down
the
road
and
that
will
come
into
clearer
focus
as
as
ECC
and
the
department
continue
to
identify
the
specific
data
that
they're
going
to
need
for
their
specific
performance
performance
focus
areas.
It's
in
terms
of
performance
measures,
again,
staff
bacon
C's
would
need
to
be
reduced.
L
This
is
a
performance
measure
and
also
is
an
area
of
focus
for
the
for
the
audit
by
reducing
staff
vacancies
that
you're
gonna
be
able
to
hopefully
reduce
over
time
as
well,
and
then
also
will
address
shifts
in
in
minimum
staffing
as
well
and,
finally,
with
relation
to
data.
Better
access
or
quicker
access
to
better
management
data
is
really
just
going
to
help
the
process
of
reporting
more
accurately
more
reliably.
L
M
Madam
chair
to
senior
support
members,
mr.
manager,
thank
you
for
you
present
our
FY
2019
budget
priorities.
Up
this
afternoon.
My
name
is
I'm
Jeunesse
I'm,
acting
vice-chair
of
a
pack
before
I,
lay
out
our
recommendations.
I'd
like
to
first
thank
the
board
for
their
continued
support
for
emergency
preparedness
and
public
safety.
As
everyone
here
knows,
Arlington
County
is
home
to
some
of
our
nation's
most
critical
national
security
assets
and
iconic
landmarks.
Many
of
our
residents
serve
at
the
highest
levels
of
our
federal
government.
We
host
millions
of
visitors
each
year.
M
We
facilitate
the
safe
transport
of
hundreds
of
thousands
of
motorists
every
day
and
work,
a
key
contributor
to
the
economy
of
the
state
of
Virginia
and,
of
course,
any
discussion
of
Arlington's.
Emergency
preparedness
and
response
must
be
informed
by
the
reality
that
Arlington
faces
the
daily
credible,
persistent
threat
of
responding
to
and
recovering
from
acts
of
terrorism
and
violence,
as
we
did
on
September
11th
2001
next
slide.
M
Please,
the
nation,
our
state
and
visitors
in
a
residence
depend
on
the
county
to
provide
a
safe,
secure
community,
each
and
every
day,
and
thanks
to
your
support,
as
well
as
our
world-class
Public
Safety
and
emergency
preparedness
professionals,
Arlington
County
remains
a
community
worthy
of
the
nation's
and
our
citizens.
Trust,
as
we
stated
in
our
recommendation
letter
to
the
board,
the
Arlington
is
a
safe
community
pack
has
continued
concerns
regarding
specific
long-standing
public
safety
and
emergency
preparedness
deficiencies
left
on
addressed.
M
After
careful
consideration,
e
pack
has
identified
three
top
priorities
to
address
these
deficiencies:
staffing
of
the
emergency
communications
center,
bolstering
emergency
medical
response
capabilities,
while
reducing
call
volume
and
finding
the
right
balance
between
base
salary
over
time,
step,
adjustment,
specialty
pay
and
benefits
for
a
public
safety
personnel
in
order
to
attract
and
retain
the
best
talent
our
region
has
to
offer
next
slide.
Please
ACC
staffing
has
been
a
concern
for
the
county
for
some
time.
M
A
pack
appreciates
the
recent
work
of
the
county
auditor
in
closely
examining
how
ECC
is
staffed
and
managed,
and
we
agree
with
many
of
the
auditor's
recommendations,
how
every
pack
would
like
to
draw
attention
to
issues
identified
by
both
our
own
research
and
touched
on
by
the
auditor
that
there
remains
substantial
shortfalls
and
staffing.
As
the
auditor
pointed
out,
ECC
had
at
the
time
of
the
report,
10
unfilled
positions
and
mentioned
that,
due
to
a
lack
of
exit
interviews,
the
county
had
little
formal
data
as
to.
Why
had
new
recruits
at
RIT
so
quickly.
M
The
auditor
also
suggested
potentially
hiring
contractors
or
utilizing
volunteers
to
alleviate
workload,
though
the
auditor
recommended
no
new
full-time
position
equivalents,
a
PAC
feels
the
county
should
be
prepared
to
allocate
additional
funds
to
ECC
to
potentially
include
increases
in
compensation,
as
well
as
the
hiring
of
contractors
and
the
acquisition
of
data
analytics
tools
in
order
to
understand
and
mitigate
the
high
attrition
rate
and
better
ensure
full
ECC
staffing
next
slide.
Please
a
pack
also
feels
that
increasing
emergency
medical
response,
capability
and
capacity
should
be
a
top
board
priority.
M
According
to
our
conversations
with
first
responders,
emergency
medical
response
capabilities
are
on
an
air
near
daily
basis
in
an
available
units
available
status,
triggering
automatic
aid
responses
from
surrounding
jurisdictions,
the
county
struggles
to
meet
its
daily
response
obligations
and
thus
has
little
capacity
to
handle
surges
in
call
volume
or
a
sudden
major
incident.
For
this
reason,
the
county
should
consider
allocating
resources
toward
additional
emergency
medical
personnel,
as
well
as
programs
that
seek
to
reduce
call
volumes
such
as
the
advanced
practice
officer
and
physician
assistance
programs.
M
Finally,
a
pack
recognizes
that
the
total
compensation
of
our
Public
Safety
professionals
are
an
ongoing
concern,
one
that
has
a
real
an
immediate
impact
on
the
county's
ability
to
respond
to
all
hazards,
we're
fully
supportive
of
the
county
managers
recommendation
to
increase
base
compensation
for
Public
Safety
professional.
As
many
of
you
know,
our
compensation
rates
fall
well
short
of
what
our
surrounding
jurisdictions
pay
and,
as
we've
seen
attrition
throughout
the
public
safety
departments
has
led
to
staffing
charges,
reduced
response
capabilities
and
ultimately
put
citizens
and
visitors
at
risk.
M
He
PAC
believes
that,
by
addressing
compensation
that
County
will
be
over
we'll
be
able
to
better
recruit
and
retain
top
talent,
achieving
base
level
response
capabilities
for
daily
operations,
as
well
as
ensuring
the
ability
of
our
departments
to
handle
a
major
event
or
wide-scale
emergency
next
slide
emergency
preparedness.
However
extends
beyond
our
professional
responders
and
emergency
managers,
and
we
feel
that
the
bedrock
of
a
prepared
and
resilient
community
are
its
citizens,
who
are
cognizant
and
capable
of
assisting
themselves
in
their
neighbors
in
the
event
of
an
emergency,
well,
not
identified
as
a
top
budget
priority.
M
In
our
letter,
we
feel
strongly
that
the
county
should
continue
to
support
efforts
to
enhance
preparedness
at
the
individual
citizen
level,
whether
it's
funding,
a
community
community
emergency
response,
team
training,
class,
supporting
the
highly
successful
hurricane
program
or
promoting
the
police
fire
sheriff
block
party.
The
county
should
continue
to
recognize
the
centrality
of
a
prepared
citizenry
in
the
county's
emergency
preparedness
posture.
So
we
look
forward
to
working
with
you
know,
departments
and
the
citizens
and
ensuring
that
we
remain
a
safe,
secure
community,
and
thank
you
for
your
time.
Thank
you.
A
E
These
documents
were
prepared
by
Steve
Baker
Peter
Robertson
men
Akane,
as
well
as
Velma
ASCII,
who
are
all
fat,
Commission
members,
and
we
have
Steve
and
Thelma
with
us
today
and
minna
was
here
earlier,
but
had
to
leave
so
on
the
fire
department,
the
county
managers,
commitment
to
resolving
the
staffing
issues
that
has
been
raised
for
the
fire.
We
are
aware
the
four
year
plan
the
kellyday
focuses
on
improving
employee
retention,
lowering
overtime
costs
and
simplifying
scheduling.
We
have
one
recommendation
for
the
fire
department,
which
is
to
approve
the
county
managers.
E
Fy
19
proposed
budget
for
the
fire
department,
a
tour
in
support
of
this,
with
zero
nose
and
zero
abstentions.
The
fact
looks
forward
to
the
county
auditor's
report
on
finding
the
appropriate
balance
of
overtime
expenses
and
an
additional
FTEs
that
work
is
ongoing
and
as
well
as
looking
at
recruiting
and
retaining
quality
personnel
as
an
additional
priority
for
its
impact
on
the
budget,
as
well
as
service
delivery.
E
We
are
interested
in
seeing
how
the
kellyday
implementation
rolls
out
and
looking
at
the
impact
of
additional
reductions
and
on
the
budget,
as
well
as
on
the
work-life
balance
of
staff,
and
we
are
also
aware
that
there's
some
agility
training
that
could
be
conducted
in
Arlington
County
that
could
possibly
save
the
county
money
since
we
wouldn't
be
sending
people
to
other
jurisdictions
which
then
potentially
results
in
additional
overtime
needed.
So
we
wanted
to
encourage
the
fire
department
to
look
at
that
as
a
way
of
possibly
saving
money
in
overtime.
E
Going
now
to
the
police
department.
I
wanted
to
first
note
a
typo
in
the
first
sentence
of
the
report,
which
says
that
these
adopted
budget
has
an
increase
in
FTEs
by
one,
it's
actually
a
decrease.
So
that
was
a
typo
that
we
had
and
we
understand
the
dart
Department
remains
committed
to
a
gradual
increase
in
the
number
of
FTEs
to
reestablish
staffing
levels
from
ten
years
ago
and
to
eventually
establish
the
level
proposed
by
the
northwestern
staffing
study.
We
understand
that
the
police
department
feels
confident
about
the
crisis
intervention
training
and
that
it's
been
successful.
E
Since,
when
we
do
the
CIT
training,
we
avoid
sending
people
to
the
jails
which
has
a
lot
of
increased
costs,
as
well
as
having
the
positive
human
aspect
of
sending
some
getting
people
to
help
they
need,
rather
than
just
kind
of
bringing
them
over
to
the
to
the
jails.
Our
recommendation
here
is.
The
fact
recommends
that
the
county
board
approved
funding
for
the
police
department,
as
proposed
in
the
county
managers.
E
Fy
19
budget
eight
were
in
support,
zero,
noes,
0
abstentions
and
again
we
look
forward
to
the
county
auditor's
report
on
finding
the
appropriate
balance
of
FTEs
and
overtime
for
this
department,
and
we
also
wanted
to
note
that
the
lack
of
adequate
mental
health
facilities
is
the
strain
on
the
police
resources.
As
the
chief
did
note,.
E
Going
to
my
next
report
on
the
sheriff's
office,
going
straight
to
the
recommendations,
the
fact
recommends
that
the
county
board
approved
the
county
managers
FY
19
budget
for
the
sheriff's
office.
Yes,
we
had
eight
zero,
noes
and
zero
abstentions.
Recommendation
number
two:
the
fact
recommends
that
the
county
board
direct
the
county
manager
to
work
with
the
sheriff
in
procuring
a
full-body
scanner.
All
eight
were
in
support
of
this
was
zero
noes
and
zero
abstentions.
The
stated
need
for
this
purchase
includes
a
controlled
substance
detection.
E
This
would
be
a
one-time
cost
of
three
hundred
and
ten
thousand
that
we
encourage
the
sheriff
and
her
staff
to
economize
as
much
as
possible.
On
this
purchase.
We
can
probably
deal
with
a
honda
version
of
a
full
body
scanner
rather
than
a
Ferrari.
So
we
had
that
note
and
recommendation
number
three.
The
fact
recommends
that
the
county
board
directed
the
county
manager
to
work
with
the
sheriff
and
finding
staffing
solutions
in
the
event
that
a
new
judge
is
provided
by
the
General
Assembly
during
FY
19.
E
All
eight
were
in
support
of
this
zero
knows
zero
abstentions,
though
we
did
want
to
look
into
looking
at
different
ways
to
staff
the
courts
as
some
local
jurisdictions.
Group
hearings
based
on
violation,
type
and
serious
crimes
could
be
heard
at
a
different
time
than,
for
example,
traffic
infractions
requiring
different
levels
of
sheriff's
staffing,
which
could
result
in
fewer
overtime
costs.
E
And
the
final
report
on
dips
is
that
how
we
pronounce
the
acronym
it's.
E
Our
recommendation
number
one.
The
fact
recommends
that
the
County
Board
approved
the
county
managers,
FY
19
budget
for
dip
'some,
all
eight
in
support
zero
knows
zero
abstentions.
As
previously
noted,
the
fact
encourages
the
county
to
play
staff
whose
positions
are
eliminated
into
other
county
openings
when
appropriate
recommendation
number
two.
The
fact
recommends
the
county
board
direct
the
county
manager
to
direct
funds
to
expeditiously,
find
a
backup
call
center
in
an
improved
location.
Eight
were
in
support
of
this
zero
knows
and
zero
abstentions.
E
A
All
right,
unless
there
any
other
commissioners
I'm
overlooking
thank
you.
The
conversation
now
goes
to
board
members
for
the
next
about
hour
and
20
minutes
here
and
I
just
want
to
frame
it
by
saying
a
big.
Thank
you
to
all
of
the
departments
in
particular
that
have
presented.
We
hear
a
lot
of
presentations.
We
learn
about
a
lot
of
departments
and
I.
A
B
A
A
So
while
we
have
our
two
chiefs
as
well
as
miss
Foster
and
the
county
manager
himself,
I
want
to
start
us
off
with
a
conversation
that
I
think
it's
been
top
of
mind
for
all
of
us,
which
is
of
course,
the
public
safety
fire
and
police,
in
particular
compensation-
and
we
know
there
is
a
proposal
in
the
manager's
budget.
I-
think
we're
all
kind
of
diving
into
the
specifics.
A
I
wanted
to
both
provide
a
forum
for
the
manager
to
share
what
I
know
has
been
some
emerging
thinking,
even
since
the
proposal
of
the
budget
about
multi-year
proposals.
If
there's
anything
initially,
you
wanted
to
share
with
us,
but
the
the
question
I
really
have
is
one
about.
You
know
there
is
sort
of
a
tension
here
around
authorized
strength,
which,
of
course,
has
budget
implications
for
those
positions
we
plan
for
them.
We
budget
for
them,
that's
money,
they
can't
be
used
elsewhere
and
yet
we're
not
at
our
authorized
strength.
A
I
think
that's
probably
most
acute
and
police,
as
we
saw
from
chief
Aras
presentation,
and
so,
if
you
could
give
us
some
insights
into
you
know
why
the
decision
to,
for
example,
on
fire,
add
staff
rather
than
higher
compensation
or
other
benefits,
to
address
the
recruitment
retention
and
then
for
police.
There's
no
ad
here,
of
course,
but
we
do
have
a
pretty
significant
number
of
unfilled
positions,
and
so
why
not?
Look
to
you
know
with
a
multi-year
plan,
convert
some
of
those
into
compensation.
Can
you
just
give
us
some
insight
into
your
thinking
there
so.
A
B
Vyse
that,
on
that
question,
let
me
address
your
first
point
and
then
I'm
going
to
hand
it
over
to
the
fire
chief
to
talk
a
little
bit
about.
You
know
the
choice
between
providing
additional
staff
as
opposed
to
additional
pay,
because
I
think
that's
something
that
he
wants
to
address
directly
and
also
turn
it
over
then
to
chief
Farr
to
address
this
question
about
not
being
in
authorized
levels
and
I.
B
Given
that
the
funding
that
I've
proposed
in
this
year's
budget,
which
was
I,
made
a
priority,
essentially
at
the
expense
of
doing
cuts
elsewhere
in
the
county
budget,
I
made
public
safety
pay
a
number-one
priority.
This
would
be
the
question
of
what
we
do
in
the
future.
Going
forward
because
we
still
lag
behind
some
of
our
comparators
and
the
main
the
main
place
I've
been
focused
on
is
the
question
of
lifetime
earnings
and
how
quick
it
is
that
our
employees
can
or
cannot
get
to
a
maximum
earnings.
B
So
I'm
working
through
some
thoughts
on
that
and
I'll
share
that
with
the
board.
As
part
of
our
wrap-up
discussion
and
my
goal,
there
really
is
to
try
to
make
sure
that
the
employees
that
we
bring
on
will
want
to
stay
and
will
have
every
reason
to
stay
in
addition
to
the
excellent
working
environment
they
share,
but
also
that
they
will
not
take
them
as
long
as
it
does
now
to
progress
up
the
pay
scale,
because
that
is
a
point
of
I,
think
legitimate
contention
and
looking
at
our
comparator
jurisdictions.
B
Fairfax,
for
example,
gets
to
the
top
of
the
pay
scale
scale
a
lot
quicker
than
we
do.
So.
Those
kinds
of
things
would
require
ongoing
commitments
by
the
board
and
the
manager
in
the
future
over
a
period
of
years
to
address
that
that
isn't
something
that
we
could
do
right
away.
But
I
think
that
kind
of
commitment
would
be
important
to
make
so
with
that
I'm
going
to
turn
it
over
to
Jimmy.
To
talk
about
the
what
I
said
you
were
going
to
talk
about.
F
F
I
did
that
to
be
honest
and
and
and
I
and
I
want
to
make
this
as
a
point
they're,
equally
important
and
and
I
said:
I
don't
want
to
conflate
the
issues
because
we
are
way
behind
with
a
okay,
so
I'm
not
I'm,
not
trying
to
do
prioritize,
but
I
think
in
the
same
breath
I'm
saying
they
both
have
to
be
dealt
with.
So
what
I
would
say
is
to
to
mr.
F
F
In
addition,
and
and
this
is
what
really
struck
me
and
I
know
that
I
reach
to
you,
know
our
labor
representation,
who
does
a
fantastic
job
but
I
I
say
this
earnestly
is
that
it
really
struck
me
I
stopped
by
station
six,
the
other
day
and
on
one
of
the
walls.
There
was
a
picture
reaching
out
to
your
colleagues
some
40
years
ago,
asking
to
be
reduced
to
both
shorter
work
week,
and
it
was
then
a
56
hour
work
week
and,
and
obviously
it
fell
on
deaf
ears
for
some
reason
or
another.
F
My
point
is
here:
we
are
in
2018
and
we're
still
having
this
conversation
and
I'm
concerned
about
it,
because
we
have
a
workforce
and
I'll
just
be
candid:
that's
exhausted,
they're
working
overtime
and
when
I
say
overtime,
I'm,
not
talking
about
elective
overtime,
I'm
talking
two
mandatories
on
top
of
the
regular
56
hours
schedule.
Frankly,
it's
dangerous!
F
So,
as
your
fire
chief
I'm
telling
you
it's
something
that
has
to
take
a
priority,
we
constantly
do
more
and
more
and
more,
and
that
is
our
nature
and
we're
going
to
get
it
done
and
that's
simply
what
we
should
be
doing,
because
our
vocation
is
to
serve
others.
We
are
of
that
servant,
mentality
and
I,
wouldn't
see
it
any
other
way.
What
I'm
trying
to
say
is
they're
equally
important
and
they
deserve
priority.
F
A
J
So
it's
I,
don't
know
how
you
the
cart
before
the
horse
kind
of
argument.
Here
we
talked
a
lot
about
the
service
that
we
provide
and
the
service
above
the
base.
So
with
all
those
special
events,
all
the
tasks
were
challenged
with
with
mental
health
issues.
J
There's
a
there's
a
wealth
of
those
things
that
helped
us
get
up
to
the
370
number
to
be
able
to
meet
all
those
things
to
include
things
like
Clarendon
and
major
I
mean
things
that
are
heavy
on
resources,
heavy
on
time,
not
heavy
on
arrest
but
heavy
on
resources
and
time
and
we've
seen
a
over
the
last
few
years.
We
continue
to
see
the
ability
to
recruit
to
keep
us
the
370
go
down
and
we
believe
a
big
chunk
of
that.
J
Is
it
really
it's
about
paying
compensation
where
we
are
on
the
region,
how
we
can
attract
as
I
noted
it
a
little
bit
earlier
that
loss
when
I'm
losing
more
than
I
can
bring
in
is
creating
a
dynamic?
Now,
that's
putting
us
way
below,
not
the
370.
So,
as
I
mentioned
to
you,
our
functional
strength
was
down
to
319
and
they
briefed
a
manager
about
this
before
and
always
taught
you
a
little
bit.
But
it's
an
opportunity
for
me
to
talk
a
little
bit
you'll
see
in
May.
J
We
are
offering
up
a
restructuring
of
the
police
department
and
I
don't
put
this
out
there
lightly,
but
we
cannot
continue
to
maintain
the
current
service
delivery
that
we
have
today
without
making
significant
changes
to
how
we
utilize
our
staff,
and
so
the
short
version
of
that
is.
Are
we
gonna
still
perform
our
absolute
base
core
service?
Have
somebody
on
the
beat
take
care
of
your
calls
for
service?
J
Absolutely
because
that's
where
the
folks
has
to
be
but
I
anticipate,
for
example,
where
people
are
really
used
to
having
three
district
commanders
and
three
district
teams
will
have
to
reduce
that,
probably
down
to
one
about
a
28%
reduction
which
that's
an
impact
for
service.
That
means
we
cannot
go
to
every
meeting.
We
can't
go
to
all
the
events,
many
of
things
we
talked
about
before
the
special
things
we
do
outside
of
ours.
J
Those
go
away
on
the
investigative
side
of
the
house,
I
think
we're
going
to
see
a
definite
decrease
in
where
we
can
expend
resources
for
investigative
efforts
on
lesser
crimes.
Minor
issues
so
I
mean
all
these
things.
There's
a
consequence
without
getting
my
staff
where
it
needs
to
be.
We
sort
of
have
to
realign
now
I
think
the
big
challenge
for
us
over
the
next
year
and
a
half
is
to
get
the
pay,
whereas
Jimmy
was
talking
about
get
our
pay
where
it
really
needs
to
be
to
be
competitive
to
work
towards
that.
J
The
compressed
space
scale
I
think
Fairfax
is
what
11
years,
but
the
reality
is
that
we
want
to
get
somebody
to
the
top
of
their
pay
as
quickly
as
we
can
get
them
in
here.
Move
them
up
to
the
system
and
help
them
help
them
be
competitive.
I
think
chief
Panzano
talked
a
little
bit
about
whether
you
would
ever
use
an
index
or
they
use
something
to
mandate
that
one
of
my
staff
put
this
together.
I
just
think
it's
an
interesting
point.
J
If
you
look
at
the
median
household
income
as
a
back
in
1980,
is
thirty
one
thousand
forty
five
right,
so
we
looked
at
starting
salary
as
minimum
household
income,
fifty-two
percent
and
as
you
get
to
2010
starting
salary
as
a
percent
of
medium
household
income,
it's
down
to
forty
four.
So
how
do
you
find
something
that
we
can
use
the
sort
of
look
as
a
defined
way
of
looking
at
pay
overtime?
This
stays
consistent
with
the
changes
in
the
community
and
changes
with
the
economy.
Okay,.
A
H
H
Given
that
your
ability
to
recruit
an
officer
with
police
give
them
the
ability
to
recruit
and
retain,
has
changed
dramatically,
are
we
thinking
about
other
changes
in
delivering
service
so
that
we
can
reduce
that
strain
and
I'm
particularly
impacted
by
your
slide
in
the
number
of
hours
that
are
spent
in
Clarendon
Rosslyn
and
soon
to
be
Boston?
That's.
N
H
Really
disproportionate
police
presence
and
yeah,
we
certain
geographic
part
of
the
county
and
then,
if
you
could
give
us
a
window
as
to
how
the
other
special
events
are
distributed
throughout
our
County.
Because
I'm
very
concerned
that
we
have
a
really
high
and
costly
police
response
for
things
that,
as
you
noted,
result
in
relatively
few
arrests
right.
J
So
well
I
mean
the
objective
in
the
Clarendon
area,
of
course,
is
not
to
arrest
right.
So
we've
expended
a
tremendous
amount
of
time
on
education
and
working
with
staff
getting
people
in
and
out
of
the
area.
So
the
ultimate
goal
is
when
somebody
comes
out
and
they're
26
and
have
you
that
our
purpose
is
not
to
see
how
many
people
we
can
arrest.
J
With
our
partners
and
all
the
things
we've
done,
it's
still
a
big
burden,
it's
still
a
significant
amount
of
money,
but
it's
one
that
is
concentrated
an
area
that
we'd
be
it'd,
be
impossible
for
us
not
to
have
a
presence
up
there
to
the
degree
we
have,
but
they
have
been
able
to
reduce
the
number
of
hours
we've
had
to
put
up
there
in
a
number
of
people.
We've
had
to
put
up
there.
J
The
other
events
you
talked
about,
though
I
mean
that
that's
really
what's
the
appetite
for
the
county
to
start
saying
we're
not
going
to
do
the
Pacer
run,
we're
not
going
to
do
you
know
every
other
little
event
that
comes
up
in
town.
Now,
all
these
things
fall
within
the
realm
of
parks
and
when
they
have
the
Special
Events
Committee,
and
they
can
pick
and
choose
on
that.
But
what?
But,
if
there's
going
to
be
an
impact
to
roadways
or
other
things,
it's
going
to
require
for
public
safety
purposes,
a
police
response.
J
Now
there
is
a
way
to
do
that.
You
put
a
cap
on
it,
you
say
look
at
like:
we
cannot
continue
to
keep
adding
additional
events
and
more
events.
We've
got
to
put
a
cap
on
the
overall
events,
but
that's
really
what
you
know
you're
willing
to
make
that
assessment
of
how
far
you
want
to
go
with
that
other
things:
the
army,
10-miler
the
Marine
Corps
Marathon
I,
don't
anticipate
those
going
away
there,
they're
big
for
us
things
like
the
Rosslyn
things
we
spoke
of
earlier,
unless
there's
some
major
traffic
redesign
down
there.
J
That
is
a
constant
and
ongoing
complaint
blocking
the
box.
So
we
put
resources
down
there,
I'd
like
to
know
it
a
few
years
back.
We
stopped
we
weren't
funded
for
that
in
our
budget
and
within
I
don't
know
three
weeks
the
manager
said
you
really
need
to
have
somebody
back
down
there,
so
we
put
people
back
down
there
a
little
bit
smaller
footprint,
but
we
had
to
put
people
back
down
there.
So
that's
really
sort
of
what
the
appetite
is
to
reduce
those
events.
Well,.
H
J
As
a
matter
of
fact,
we
overspent
on
that
budget
record
some
of
the
special
events
they
have
to.
They
have
to
fund
the
larger
events.
The
thing
about
that
the
big
ones
you're
talking
about
they're
paid.
It
still
doesn't
change
the
fact
that
it's
kicking
and
killing
us
and
overtime,
but
they're
paid
for
the
county,
the
other
ones.
There
are
things
built
within
the
special
events
permitting
process
that
allows
the
county
to
grant
so
many
dollars
based
upon
as
a
charity
and
other
things.
O
Okay,
thank
you
so
for
chief
Farr,
and
this
may
show
my
lack
of
understanding.
O
J
It's
very
fair
to
to
make
the
same
people
come
here,
because
it's
very
professional
agency
there's
there's
no
doubt
about
that.
We
invest
in
the
time
and
energy
to
train
people
correctly
and
we
invest
heavily
in
the
community
and
as
the
district,
that's
why
we
did
not
get
rid
of
the
district
teams
altogether,
but
we
had
to
reduce
them
down
now,
as
staffing
goes
back,
will
up
staff
those?
But
you
know
you
make
an
interesting
point:
one
never
lose
the
opportunity
to
bring
up
a
good.
J
My
complaint
ratio
to
letters
of
commendation
is
ten
to
one
and
it's
ten
to
one
and
the
positive.
You
know
for
one
complaint,
I'll
get
10
positive
letters
that
come
in,
so
you
can.
That
is
a
we
attract.
People
that
want
to
work
here
is
a
challenge.
Before,
though,
is
the
people
I'm
losing
I'm
not
losing?
And
this
isn't
really
important
to
note
I'm
not
losing
somebody,
because
they
don't
like
the
agency
because
they
don't
like
the
community,
they
don't
feel
they're
supported.
J
O
And
but
one
of
the
but
I
don't
want
us
to
do
is
get
into
a
downward
spiral,
so
I
think
I'm,
I'm
I'm,
assuming
that
police
first
responders
are
like
teachers
like
a
lot
of
us.
We
want
to
help
people
and
so
money
isn't
everything.
There
are
a
lot
of
things
that
we
want
about
our
job.
That
gives
satisfaction
and
you're
willing
to
take
a
cut
in
salary.
Visiter.
All
my
colleagues
here
to
do
this
really
wonderful
work
and
serve
this
wonderful
community,
but
there's
a
minimal
efforts.
You've
got
ahead.
O
You
got
to
be
able
to
put
a
roof
over
your
head
feed,
your
kids,
get
them
to
college,
and
so
once
you
get
up
to
that
minimal
level,
that's
what
people
really
need
and
then
these
other
things
really
come
into
play.
What
I'm
worried
about
is,
if
we
cut
these
other
things
that
make
us
special
you're
gonna
find
you
have
to
pay
even
more
because
we
don't
have
that
added
attraction.
So
that's
my
worry
about
the
downward
spiral
which
goes
back,
I,
think
a
little
bit
too
and
I
guess
I'll
go
too
chief
bonds.
O
Oh
no,
I!
Think
what
what
miss
crystal
is
trying
to
getting
at
is
if
we
we're
lacking
positions,
so
people
are
working
overtime
and
they
need
to
get
paid
more
to
get
people
to
fill
those
positions
to
keep
those
positions
there,
but
not
pay
more
you're
not
going
to
you
know
it's
a
chicken
and
egg
thing
and
I'm
sort
of
thinking
to
that.
Maybe
what
we
need
to
be
doing
is
bump
up.
O
The
pay
now
cut
back
on
the
position,
some
that
we
can't
fill
anyway
and
get
to
that
wonderful
problem
that
all
of
our
positions
are
filled
and
we
need
to
put
in
more
positions
but
I'd,
like
chief
Manzano
to
you
toes.
You
know
that
the
chicken
and
egg
thing
I'm
just
worried.
We
keep
I
get
it.
The
people
are
exhausted,
so
let's
get
more
people
in
here,
I
I
think.
The
way
to
do
that
might
be
to
pay
more
first
is
that
I'm.
F
Never
gonna
say
no
to
money,
miss
Garvey!
Thank
you.
Yes,
ma'am,
I'm
sure
that
model
would
work.
You
know
and
I'm
not
saying
that
I
have
the
be
on
the
end.
All
so
when
I
came
to
mark,
like
chief,
are
eluted,
so
I
came
to
mr.
Swartz.
You
know
some
six
months
ago
during
my
review
and
I
was
very
candid
and
my
concerns
in
regards
to
not
being
able
to
keep
our
best
and
brightest
and
just
to
give
you
an
idea.
F
So
I
graduated
18
in
August
18,
since
September
of
2017
I've
lost
17
employees,
so
I
used
the
analogy.
There's
a
hole
in
the
bow
and
I
probably
use
an
adjective
too,
but
suffice
to
say
I
made
the
point.
My
biggest
concern
is
I'm,
not
sure,
but
but
here's.
What
I
would
say
is
that
pay
is
a
big
issue
and
you're
absolutely
right.
So
strategically
we
need
to
get
there
and,
as
I
suggested
earlier,
I
would
strongly
suggest
we
index
it.
The
other
piece
of
that
is
I
think
strategically.
F
We
have
to
differentiate
ourselves
in
the
region.
Otherwise,
whales
come
here.
Why
would
I
Drive
through
other
jurisdictions
to
get
here
pay
more
money
in
tolls,
pay
more
money
in
this
and
that
so
there
and
I
suggest
not
only
the
importance
of
work-life
balance
with
a
shorter
work
week,
but
the
importance
of
distinguishing
yourself
in
the
region.
So
that's
why
I
say:
I'm
careful
not
to
conflate
the
two
which
one
comes
before
the
other
I'm
less
concerned
about,
but
I,
but
they're
equally
important.
Thank
you.
Thank.
O
There
I
think
if
we
have
to
for
a
while
and
explain
to
people
why
that
seems
a
reasonable
thing
to
do,
and
then
this
doesn't
help
fire
either,
but
this
transport
of
people
that
you
could
I
mean
we've
got
to
figure
out
another
way
to
do
that,
I
don't
have
any
answers
right
now,
but
I
think
we
really
need
to
double
down
on
that
I'm
done
for
now.
Thank
you.
I.
A
Really
appreciate
the
point
and
thank
you
for
making
that
point
so
clearly
miss
Garvey
and
I
think
it's
actually
quite
related
to
where
we
started
on
this
conversation,
which
is
as
a
manager,
we're
saying
whatever
we
do.
It
has
to
be
multi-year
I.
Think
the
question
before
us
as
board
members
is
what
is
the
right
step
in
fiscal
year:
nineteen
relative
to
fiscal
year,
twenty
twenty-one
etc
so
really
appreciate
your
continued
engagement
with
us
on
that
kind
of
particular
question.
Mr.
Getchell
and
mr.
Vyse
time.
Thank.
G
You,
madam
chair
and
I'm,
actually
gonna
build
on
that
theme
of
sort
of
the
multi-year
approach
and
strategically.
How
are
we
making
sure
that
we're
we're
getting
the
most
out
of
the
money
that
we're
investing
in
our
workforce
right
and
so
the
question
that
I
had
and
I'm
not
sure
who
mr.
manager
is
best
able
to
answer
this
I'll
just
ask
it,
and
you
can
delegate,
is
how
are
the
the
savings.
G
So
so
all
three
police,
fire
and
Sheriff
I
think
all
presented
data
to
us
of
the
significant
costs
of
training
new
recruits
right
there
in
the
200k
range
of
tunicate
over
range,
I
think
for
each
new
recruit.
How
are
those
the
significant
savings,
then?
If
we
have
a
better
retention,
so
we
don't
have
to
focus
as
much
on
recruitment.
We
have
a
better
retention
of
our
trained
valuable
staff.
G
How
is
that
factored
into
our
spreadsheets
our
budgets
in
terms
of
the
net
budget
impact
of
increased
compensation,
because
for
every,
if
I
understand
it
correctly
for
every
staff
that
we
don't
have
to
recruit?
Someone
new
that
almost
pays
for
two
FTEs
for
the
year
I
mean
that
that's
an
astounding
ratio
actually.
B
So
I
agree
with
your
your
basic
point
and
I
would
point
out
and
I
can
be
corrected
by
either
the
Chiefs
on
this
or
by
the
sheriff
that
those
costs,
those
those
costs
that
talk
about
what
it
takes.
You
know
to
hire
and
train
an
employee
also
include
the
salary
of
that
employee,
so
that's
included
in
there.
So
it's
not
like
we're
not
getting
anything
for
it.
B
We're
getting
that
year
of
service,
but
you're,
absolutely
right,
I
mean
the
the
the
point
is:
is
that
there
isn't
anything
worse
from
from
my
perspective
and
probably
from
the
chief's
perspective,
to
have
some
who
we've
invested
money
and
walk
out
the
door?
How
is
that
calculated
in
a
spreadsheet?
You
know,
unfortunately-
or
it's
just
a
matter
of
fact-
it's
it
becomes
a
sunk
cost
people
we've
already
invested
that
money
and
they
go
out
the
door
and
that's
not
something
that
we
calculate
a
going-forward
basis.
B
G
Coming
back
to
the
theme,
my
chair
of
the
sort
of
the
angle,
this
is
a
multi-year
effort
to
get
to
where
we
want
to
be
where
we
need
to
be
as
a
community.
I
would
just
advocate
that
we
should
trying
to
think
of
ways
to
look
at
that
too,
and
to
document
cost
savings.
So
if
we
do
a
little
this
year,
and
hopefully
that
that
saves
I
know
you
can
never
say
I
mean.
G
Hopefully
we're
gonna
see
the
the
loss
of
folks
leaving
we're
gonna,
see
that
level
off
or
start
to
go
down
and
go
in
the
right
direction.
But
I
think
we
need
to
be
thinking
about
that
because
it
comes
back
to
miss
Garvey's
point
about.
Sometimes
it's
I
think
it
can
be
difficult
to
make
sure
these
costs
that
become
sunk
costs,
but
they
are
also
their
savings
that
are
realized.
Even
if
you
don't
realize
that
you're
realizing
these
savings
and
I
think
being
all
eyes
wide
open
is
what
I'm
advocating
for.
G
N
You
so
madam
chair
I,
do
have
two
multi-part
questions,
but
I'll
try
to
be
I'll,
try
to
crisp
it
up
a
little
bit
so
I,
you
know,
I
couldn't
help
it
so
just
really
keying
off
the
entree
provided
by
a
couple
of
my
colleagues,
mr.
Dorsey
chief
Farr
talked
about
special
events,
races,
pub,
crawls,
festivals
and
so
forth,
and
you
mentioned
how
you
know:
some
of
the
sponsors
are
for
private
summer.
Nonprofits
some
are
charitable.
We
have
different
fees,
charges
and
so
forth.
I'm
just
wondering
mr.
N
manager
is
this:
are
the
kind
of
the
permutations
and
combinations
of
varying
fees,
no
fees,
special
events,
fees
and
so
forth.
Is
this
something
that
would
lend
itself
maybe
to
budget
guidance
in
the
context
of
the
next
budget,
for
you
to
really
scrub
and
and
determine
if
we
want
to
be
looking
at
the
policy
from
run
over
assessment
perspective,
I.
B
Think
it
always
bears
a
review
of
whether
we're
charging
the
appropriate
fees,
but
I
don't
want
to
lose
the
point
and
I
think
that
chief
Farah
made
it,
which
is
that,
at
least
for
me
and
probably
for
him,
this
question
about
getting
full
reimbursement
is
actually
less
of
an
issue.
This
is
the
question
of
not
having
enough
bodies
available
to
staff
these
events
without
us
getting
into
a
situation
where
that
we
just
don't
have
the
people
to
do
it,
and
so
it
is
to
the
extent
there
is
anything
in
the
community
that
is
discretionary.
B
Those
fall
into
that
category,
which
is
that
the
chief
has
made
it
clear
to
me.
He
needs
to
keep
patrol
officers
out
there,
so
we
have
the
situation
where
police
officers
and
I
imagine
that
they
like
going
to
some
of
these
special
events,
and
they
like
doing
things
like
going
to
the
district
teams.
They
aspire
to
becoming
detectives
those
opportunities
go
away
when
we
don't
have
enough
people.
B
So
for
me,
it's
not
so
much
a
question
of
whether
we're
charging
full
recovery
for
pub
crawls,
which
we
should,
but
it's
much
more
a
question
of
trying
to
figure
out.
As
mrs.
Garvey
said,
how
do
we
stop
stop
the
situation
and
provide
enough
hope
and
promise
to
the
current
workforce
that
there
is
a
long
term
commitment,
because,
regardless
of
what
I've
done
in
the
budget
in
fiscal
year,
19
and
I've
done
a
lot
and
what
you
decide
to
do
in
the
budget
in
fiscal
year.
B
N
That's
actually
mr.
manager,
a
good
segue
into
my
second
question
and
I'll
defer
the
other
parts
of
my
first
question
for
something
in
writing,
and
but
that
is
when
we
think
about
compensation.
You
know
it's
it's
the
the
here
today,
paycheck
the
actual
salary,
and
then
there
is
health
care
and
there's
deferred
compensation,
pensions
and
so
forth,
and
then
there's
fringe
benefits
and
miss
Foster.
You
rattled
off
a
number
of
fringes
that
are
our
employees,
take
advantage
of
to
various
degrees,
tuition,
reimbursement
live
where
you
work,
adoption
volunteer,
leave
metro,
transit
benefits
and
so
forth.
N
N
All
of
those,
but
given
the
fact
that
we
are
in
difficult,
we
do
have
a
difficult
budget
challenge,
not
just
this
year,
but
chances
are
you
know
in
the
out
years,
as
the
manager
I
think
very
soberly
laid
out,
it's
going
to
be
increasingly
difficult
to
meet
the
needs
and
the
wants
of
our
county
without
you
know
something
having
to
give
either
more
economies
or
raising
taxes
or
some
combination.
So
I
would
really
appreciate
all
of
your
thoughts
on
that
police
sheriff
fire
and
maybe
emergency
as
well.
K
K
None
of
our
employees
are
in
that
same
place,
and
so
when
they
see
that
our
teachers
are
always
at
the
top
of
looking
against
the
competition,
that's
insulting
it's
insulting
for
all
of
our
staff,
I
believe,
and
so
then,
when
you
look
at
fringe
benefits
and
they're
nice,
but
pay
and
your
compensation
for
health
care
and
retirement,
we're
going
to
be
the
key
things
that
they
care
about
adoption.
Yes,
that's
awesome.
K
J
J
Take
it
a
little
bit
different,
it's
it's
sort
of
on
a
sliding
scale
and
to
know
one
thing
is:
what
is
the
attraction
so
I
mean
I'm,
fully
supportive
of
the
manager's
proposal
for
moving
people
through
the
pay
range
quicker
because
not
necessarily
absolute
higher,
but
quicker.
So
when
you
get
somebody
to
the
door,
I
have
to
be
at
the
top
of
the
pay
to
get
you
through
the
door
to
make
you
drive
through
Stafford
and
Fairfax
and
come
here.
J
There's
got
to
be
the
same
thing
when
they
all
to
the
sheriff's
point
about
the
schools,
but
by
the
time
you're
into
that
five
six
year
mark
where
I'm
looking
for
most
when
people
make
a
deciding
point,
a
lot
of
the
things
that
Marcy
talks
about
on
benefits
really
start
to
kick
in
there
somebody
who's
starting
to
look
at
the
family.
Certainly
they
really
do
pay
a
lot
more
attention
at
that
point
in
their
career
of
what
are
my
long-term
benefits
whatever?
J
What
is
it
going
to
look
like
and,
of
course,
for
those
that
stay
the
entirety
at
the
end
of
the
day?
What
does
our
retirement
look
like
and
the
county's
done
a
nice
job
of
moving
that
over
year?
So
it's
not
any
one,
it's
sort
of
over
time
it
changes,
but
the
focus
changes
for
that
employee
as
well.
Okay,.
F
Yeah
so
chief,
our
makes
a
good
point.
I
would
say
that
you
know
just
to
kind
of
drill
down
on
one
point
he
made.
Is
that
so
you
got
to
be
in
the
market
and
and
and
and
to
drive
through
these
counties
to
get
to
where
we
are
so
I.
Think
all
three
are
an
issue
and
I
agree
as
you
transition
through
your
career.
F
Obviously,
once
you
know
in
the
front
end
of
the
equation,
I
guess
when
it
came
on
some
years
ago,
it
might
not
have
been
in
my
priority,
but
I
can
tell
you
that
our
retirement
system
is
fantastic,
so
that
is
very
attractive.
So
I
would
say
that
that's
huge
I
would
also
say
too,
that
a
is
should
be
a
priority
as
in
and
to
get
there
quicker
and
be
competitive
with
your
regional
partners
and
very
Mexican
being
the
bellwether
in
that.
So
yes,
I.
I
I
agree
with
my
colleagues:
it's
a
similar
situation
in
the
ECC.
They
do
drive
through
multiple
jurisdictions
to
get
here
and
many
a
times.
They
do
make
a
lot
less.
But
it's
like
you
said
it's
it's
where
they
are
in
the
stage
of
life,
and
one
of
the
things
we've
been
noticing
too
is
is
the
retirement
is
an
issue,
but
it's
a
full
package
and
some
of
the
things
that
they
offer
here
in
Arlington
are
not
necessarily
offered
in
some
of
the
jurisdictions
they
drive
through.
I
So,
and
you
have
to
also
look
at
the
actual
generation
of
the
people
that
were
coming
in
some
of
the
people
that
we
talked
to
retirement.
They
don't
understand
the
whole
five-year
commitment
to
be
invested
in
a
retirement
system,
so
they
are
looking
at
some
of
the
other
benefits
and
it's
kind
of
split
in
the
middle
between
the
two
divisions.
So
I
do
agree
with
my
colleagues
thanks.
A
H
Thank
you.
It's
following
up
on
mr.
Vyse,
that's
line
of
questioning
and
everyone
else.
Quite
frankly,
and
you
know
even
it's
a
disservice
somewhat-
that
we
have
you
all
at
the
table
at
the
same
time,
because
all
while
you're
you're
singing
the
same
general
tune,
there's
specific
notes
for
each
department
that
I
think
are
worthy
of
our
focusing
on
and
while
for
the
fire
department,
starting
pay
may
be
a
huge
issue.
Perhaps
that's
not.
You
know
by
some
analysis.
H
The
police
department's
main
issue
so
to
hit
at
some
of
the
things
chief
are
that
you
talked
about
specifically
and
wondering
if
there's
a
different
response
that
you,
MS
foster,
have
have
considered
to
maybe
deal
with
them.
So
since
those
people
kind
of
in
the
middle
range
are
very
desired,
people
have
already
been
trained
and
we
want
to
keep
those
people
and
prevent
them
from
leaving.
Have
we
thought
about
creative
ways,
whether
it
be
through
active
bonuses
of
people
on
the
force,
above
and
beyond,
typical
compensation
increases
targeting
people
to
poach
from
other
jurisdictions.
H
Considering
that
you
know
if
someone
has
been
trained
elsewhere,
why
shouldn't
we
reap
the
benefits
of
not
having
those
sunk
costs
go
off
of
our
books?
Have
we
thought
about
those
kind
of
creative
efforts,
and
you
know
still
knowing
that
we're
gonna
need
a
pipeline
of
new
people?
I
was
particularly
moved
by
your
saying
that
most
of
your
non-retirement
attrition
is
people
moving
to
law
enforcement,
jobs,
maybe
closer
to
where
they
grew
up
or
places
that
are
more
affordable.
H
Are
we
doing
anything
creative
to
work
with
our
own
local
homegrown
population
to
develop
a
pipeline
of
people
who
would
join
law
enforcement
because
while
we
certainly
have
low
unemployment
overall,
there's
still
a
large
number
of
Arlington
Ian's
working
in
service
sector
jobs,
for
whom
perhaps
a
law
enforcement
career
would
be
a
significant
quality
of
life
boost
so
I'm
thinking
about
ways
of
and
and
all
of
you
can
address
your
specific
circumstances?
What
are
the
creative
beyond
the
cookie
cutter,
broad
compensation
approaches
that
we
have?
Can
we
maybe
fix
the
specific
issues.
J
J
Think
what
on
a
lot
of
those
what
you're
saying
is
and
the
current
structure
it's
it
is
so
long
to
move
up
through
those
pay
scales
that,
when
they're
looking
for
the
family,
the
home,
the
cost
of
living,
even
if
we
do,
is
some
kind
of
level
of
boost
or
increase
at
that
point
in
time
it
may
or
may
not
be
an
incentive
for
somebody
to
stay.
If
there's
other
opportunities
long
term,
you
know
we
we
looked
and
we've.
J
For
example,
we've
tried
the
Explorer
program
and
a
few
other
things
three
times
and
generated
almost
no
interest
in
this
county
for
from
people
in
the
counties
where
really
we'd
go
to
the
high
schools.
Go
to
the
middle
schools,
go
to
the
different
places
to
try
to
incorporate
many
people
that
live
here
in
the
county
enforcement
is
not
a
big
attractor
for
them
and
for
some
that
it
might
be.
We
still
do
have
and
I
maintain
that
it
is
well
worth
the
effort
of
a
college
requirement.
Now
we
require
a
two-year
degree
for
military
people.
J
We
are
targeting
military
people
to
come
in.
We
don't
make
them
have
a
college
degree
to
get
here,
but
they
have
to
get
it
with
if
they
want
to
move
past.
The
first
step,
the
same
thing
for
somebody
to
poach,
as
you
said,
from
another
law
enforcement
agency,
if
I
can
find
somebody
that
has
the
requisite
skills
necessary,
doesn't
have
College,
but
as
prior
law
enforcement
will
bring
them
in
and
bring
them
up
as
well.
J
But,
generally
speaking,
we
want
to
make
sure
we
have
somebody
who's
got
that
diversity
of
background
that
education
and
that
sort
of
universal
ability
to
deal
with
different
cultures.
Different
people
and
we've
found
that
maintaining.
That
has
been
really
beneficial
for
us.
We
are
looking
so
part
of
the
manager
was
kind
enough
to
allow
us
to
reallocate
some
funds
for
recruitment
this
year
and
doing
that.
J
We
have
dedicated
staff
that,
beyond
what
we've
ever
dedicated
before,
to
look
just
at
recruiting
options
both
here
and
in
those
areas
around
the
country
that
have
shown
an
interest
to
work
here
so
and
I
think
we're
starting
to
see
a
little
bit
of
success
with
that
targeting
outside
of
areas
using
the
social
networks,
using
some
of
the
tools
that
are
available
to
really
do
specific,
specific
targeted,
recruit
recruitment.
But
it's
a
little
bit
early
to
tell
how
successful
that
will
be.
A
F
F
Their
skill
set
transfers
exceptionally
well,
there
they're
ever
ready,
I'm
great
independent
thought,
all
the
all
the
accolades
you
can
imagine
when
the
great
employee
one
thing
I
think
that
would
help
and
the
interest
of
lateral
is,
if
there's
an
opportunity
where
they
can
take
their
time,
served
and
come
here
and
then
have
that
as
a
weight
applied
towards
her
pension
I.
Think
therein
lies
an
opportunity
where
we
can
be
strategic,
that
other
jurisdictions
do
not.
O
And
I'll
just
press
which
I
think
you
probably
even
thought
of
her
or
maybe
even
doing
so
somebody
with
a
two-year
degree.
We
help
fund
their
college.
Then
they
got
a
sign
on,
for
you
know
a
certain
number
of
years.
I
don't
know
if
we
do
that,
I
wonder
too
and
I'm
glad
starting
to
use
social
media
in
different
ways.
O
O
If
there's
a
different
way
of
doing
the
image
thing,
even
maybe
reagent,
maybe
the
region
would
start
recruiting
in
other
ways:
it's
not
just
the
Arlington
fired
upon,
but
all
the
fire
departments
get
together
and
think,
like
you
know,
did
you
consider
a
Kurd
just
a
different
kind
of
way
of
presenting
the
work,
and
this
may
all
be
things
that
you've
thought
of
I
guess.
The
point
here
is
that
I
think
this
board
is
really
interested
and
you
you
some
some
out-of-the-box
things.
You
know
scholarships
a
bonus
like
it
for
years.
A
O
And
I'll
stir
I
will
stop
brainstorm,
I
think
and
obviously
yes,
it's
I'm
out
of
my
swimlane
here,
but
I
think.
The
point
is
that
we
really
I
guess
the
point
is
we
really
do
want
to
solve
this
problem
and
we're
interested
in
in
some
ideas
that
you
might
not
have
presented
before
well,
I,
so
I
think
the
chief
has
actually
something
say.
Thank
you.
Oh.
J
Dorothy's
point,
though,
one
of
the
things
that
this
recruiting
group
has
done,
that
I
think
really
has
a
lot
of
promise.
Is
we've
started
a
for
lack
of
better
term
an
ambassador's
program,
but
we
are
trying
to
connect
with
many
of
the
schools,
whether
it's
non-traditional
schools
or
a
broader
range
and
in
bed
and
officer
in
there
early.
So
we
go
to
their
classes.
We
meet
students
early
and
we
start
to
develop
a
relationship
with
the
schools
rooting
out
for
Sarah.
So
it's
not
a
once
and
done
you
go
in.
J
You
create
a
presence,
and
then
you
reinforce
our
presence
and
over
and
over
I
think
I'm
like
I
know.
We've
just
started
this,
but
I
think
we've
already
seen
some
gains
from
it.
So
there
are.
There
are
things
we're
looking
at
believe
me?
It's
not
the
days
of
openings
or
and
having
a
test
and
having
500
people
show
up
or
over
so
we've
got
to
get
out
there
and
hustle,
just
like
everybody
else.
A
A
So
if
that's
it
one
in
the
spectrum,
the
other
one
is,
you
know,
Sheriff
Arthur
just
alluded
to,
which
is
whether
you
know
someone
a
few
years
into
their
career,
can
afford
a
single-family
house
alone
without
a
partner
who's
working
right
and
if
that's
our
standard,
god
help
us
we're,
never
gonna
be
able
to
pay
enough,
but
I
do
think.
There's
there's
a
real
struggle.
I'm
struggling
with
trying
to
figure
out
what
are
our
standards?
A
B
B
I
think
is
a
valid
basis
of
comparison,
because
one
of
the
frustrations
I
hear
is
that
people
want
to
maximize
the
earnings
they
can
get
while
they're
there
here
and
I
think
that's
an
important
piece
to
it.
Another
piece
which
I
think
is
outside
of
the
philosophy,
which
is
something
where
we
will
spend
I,
think
many
hours
talking
about
I've,
asked
our
housing
division
and
C
PhD
to
convene
a
group
of
all
the
property
owners
in
the
county,
and
this
isn't
going
to
happen
this
week.
B
But
I
think
that's
actually
something
where
this
board
and
this
community
could
play
a
really
very
important
role,
which
is
to
say
it
enhances
the
security
of
where
we
live.
If
we
have
police
officers
that
are
living
in
our
apartment
and
our
rental
units,
that's
another
thing,
but
I'm
not
making
that
part
of
the
philosophy
I
would
bring
to
the
board.
B
I
think
that's
something
we
have
to
do
just
in
addition,
so
I
went
on
a
little
bit
too
long
there,
but
I
think
it
needs
to
be
grounded
in
some
sort
of
a
philosophy
which
you
could
decide
when
I
bring
it
to
you
that
you
don't
like,
and
you
want
to
have
a
different
philosophy.
I
think
that's
perfectly
legitimate,
very.
B
Think
it
needs
to
be
contemporaneous
with
it,
because
I
think
that
we're
doing
what
we're
doing
is
Public
Safety
is
the
first
year
and
I
think
that
Marcy
said
that
the
cost
for
our
five-year
study
was
estimated
somewhere
around
$750,000
a
year.
We're
talking
about
you
know
for
all
the
other
employees.
Ecc
is
next
in
the
in
the
queue
for
year
two,
but
we
have
general
employees,
and
we
haven't
talked
about
them
a
lot,
but
it's
it's
been
brought
up
during
the
work
sessions,
which
is
they
they
face.
B
Many
of
the
same
stresses
and
I
want
to
credit
our
public
safety
personnel,
because
when
I
was
talking
to
them,
they're
very,
very
careful
they
do
not
want
to
make
it
in
us-versus-them
kind
of
conversation,
it's
very
important
that
we
keep
it
in
mind.
I
will
say
that
the
most
acute
issue
right
now
we
face
is
in
public
safety.
C
And
if
I
may,
we
also
talked
about
the
benefit
study
and
and
making
recommendations
at
the
end
of
this
year.
That
could
be
implemented
in
the
next
five
years.
So
it's
not
going
to
take
us
five
years
to
make
recommendations.
The
implementation,
you
probably
can't
get
to
them
all
at
one
time,
so
how
we
would
face
and
some
changes
to
the
benefit
program.
A
K
K
K
That
is
part
of
the
cost
factor,
because
it's
a
big
piece
of
equipment
that
the
scanner
itself
is
not,
but
all
the
back
part
of
the
equipment,
so
I'm
gonna
have
to
actually
retrofit
space
down
there
to
allow
us
to
have
the
equipment
and
but
we'll
certainly
look
and
see
if
there's
any
federal
dollars
out
there.
But
my
experience
has
been
that
you
know
we
don't
really
fall
into
a
category
of
getting
that
money.
It
usually
goes
into
cop
funds
and
so
forth,
and
so
we
don't
meet
that
qualification.
K
I
would
just
say:
I
would
like
to
add,
though,
about
it
being
a
toy
I
I
can
tell
you
that
Fairfax
is
now
purchased
one
and
has
one
and
several
other
localities
around
the
state,
but
because
of
this
epidemic
of
drugs-
and
you
know
these
bags
that
we're
looking
at
of
drugs
or
the
size
of
my
thumbnail
ish
they're,
not
like
the
gold
baggies
full.
All
somebody
walking
with
marijuana
or
heroin
and
stuff
that
I
I
would
have
literally
thought
it
served
was
what
it
was
we
were
looking
at.
K
H
Totally
understood,
I
hope
that
we
can
figure
out
a
way
for
you
to
get
it
sooner
rather
than
later.
Sheriff
Arthur,
if
you
could
just
help
me
understand,
because
it's
not
immediately
intuitive.
For
me,
the
relationship
between
your
increased
numbers
at
the
detention
center
yet
are
decreased
crime
numbers
overall,
so
seems
like
we're,
detaining
more
and
in
otherwise
safer
community
and
I'm,
not
questioning
any
of
your
numbers,
I'm
just
sure
I,
don't
understand
the
relationship
well,.
K
K
It's
based
on
you
know
the
magistrate
setting
a
bond
and
or
sometimes
they
release
people
in
pretrial
and
we
currently
average
about
200
people
in
our
pretrial
program
that
I
run
on
whether
the
courts,
you
know,
do
not
give
somebody
a
bond,
so
those
numbers
I,
don't
really
control
the
state
backing
up
inmates
in
the
jail
once
somebody's
actually
been
convicted
and
sentenced
is
a
factor
like
I
mentioned
earlier.
We're
looking
today
at
seventy
seven
individuals,
and
that
number
fluctuates
anywhere
from
about
50
and
upwards.
K
In
that
you
know
close
to
100,
and
when
we
see
those
numbers
go
up,
we
contact
do
see
Department
of
Corrections
and
ask
them
to
come
and
take
those
individuals,
but
I
also
get
people
that
are
arrested
by
metro
airports,
authority,
city
of
Falls
Church
and
the
u.s.
Park
Police.
If
they
don't
typically
use
us,
but
they
could
also
use
us.
So
it's
not
just
the
Arlington
Police
Department
that
utilizes
our
jail,
but.
H
You
know
crime
being
down
overall
I
think
it
would
be
useful
for
us
to
get
a
handle
on
that
in
a
relationship
I
mean
you
know,
you
hear
in
other
parts
and
I'm
not
suggesting
that
this
is
Arlington,
but
you
hope
that
poverty
is
not
being
a
reason
that
people
are
being
detained.
You'd
hope
that
mental
illness
is
not
resulting
in
the
increased
detentions
outside
of
criminality
like
we
should
get
a
handle
on
what
is
what
what's
driving
some
of
the
particular
pressures
that
you
have
I.
K
So
there
are
definitely
issues
like
that
and
I've
seen
somebody
that
spent
months
and
months
in
our
jail
because
they
were
originally
arrested
for
failure
to
ID
and
they
were
mentally
seriously
mentally
ill
and,
to
be
honest
with
you,
the
state
also
doesn't
typically
take
people
from
us
we're
not
a
priority
for
them
to
the
mental
hospital.
No
a
mental
health
hospital
because
we
do
provide
so
many
services
in
our
J.
K
They
know
people
are
getting
treatment
versus
other
places
across
the
Commonwealth
or
they're
getting
nothing,
and
so
you
know
we're
sort
of
damned
if
we
do
and
damned
if
we
don't
in
that
circumstance,
but
I'll
take
the
side
that
we're
on
with
treating
people
and
helping
them
over
not
doing
anything
for
them.
So
thanks.
K
Residents
approximately
33
percent
of
our
population
statistically
are
Arlington
residents,
another
33,
ish
percent
or
Virginia
residents,
and
then
the
rest
are
other
DC,
typically
and
Maryland
for
the
most
part.
Okay,
thank
you.
We
do
try
to
focus
our
services
on
Arlington,
like
our
addictions,
questions
and
treatment
unit
I've
been
working
with
the
circuit
court
and
in
particular,
because
most
of
those
individuals
get
they
sentence,
people
and
then
tack
on.
N
You
so
sheriff
just
one
one
last
statistical
question,
so
we
you
talked
about
the
the
average
resident
population
of
the
jail
on
our
web
page
316
in
our
budget
book.
This
shows
the
average
daily
population
of
the
jail
fiscal
2017,
actual
475,
going
up
five
to
480
in
fiscal
18,
but
then
dropping
by
20
to
460
in
fiscal
19.
N
K
K
Having
said
that,
the
meals,
what
happens
is
we
are
seeing
an
increase
in
inmates
that
are
coming
in,
that
need
double
portion
meals,
and
so
then
you
count
them
as
two
meals
and
it's
typically,
its
health
driven
and
I
mentioned
that
we're
seeing
an
increase
in
individuals
with
HIV
and
hepatitis
C,
and
so
a
lot
of
those
individuals
require
more
calories
a
day
than
other
individuals
that
are
incarcerated
and
so
that
cost
factor
is
driving
up
the
meal
cost
for
inmates.
You.
N
Know
I'll
never
forget
when,
when,
when
you
gave
me
a
tour
of
the
jail
back
in
2014,
which
I
enjoyed
very
much,
what
highly
recommend
it
to
anybody.
You
know
you
asked
me
at
lunch
whether
you,
whether
you
wanted
to
whether
I
wanted
to
have
the
inmate
food
or
this,
the
sheriff's
food,
the
stead
that
you
know
that
your
staff,
food
and
I
said
I'll,
try
both
and
they
both
tasted,
the
same
which
I
guess.
Maybe
it's
good
for
the
for
the
residents
but
but
anyway,
limp
a
determine.
Is
here
and
mr.
N
Flagler
I
really
appreciated
your
remarks
and
and
the
cooperative
relationship
you
struck
with
our
county
auditor
on
emergency
command
center
over
time,
and
of
course
next
the
auditor
will
be
looking
at
police
and
fire
department,
overtime
and
I
was
just
wondering
mr.
Horton
or
chief
Manzano
chief
are,
if
you
have
anything
to
say
in
that
regard,
and
and
might
this
be,
you
know
it
informative
and
helpful
as
we
go
forward
with
discussions
about
salary
and
and
overall
compensation
and
and
workforce
management
and
mr.
L
Mr.
Vyse,
that
the
those
two
audits
are
going
to
be
coming
up
pretty
shortly,
we
we're
working
to
or
contracted
assistance
to
be
able
to
to
be
able
to
accelerate
the
performance
of
those
audits
and
try
to
give
them
before
for
the
board
and
their
stakeholders
as
quickly
as
possible.
The
the
key
things
in
my
mind,
right
now
is
to
make
sure
that
we
are
balancing
the
the
needs
of
the
community
in
terms
of
the
proper
level
of
staffing,
with
also
looking
at
the
opportunities
for
overtime
reduction.
L
Some
of
the
key
things
that
to
me
were
learnings
from
the
ECC
audit
were
the
possibilities
of
looking
at
some
internal
efficiencies
and
in
perhaps
some
reorganizations,
inter
to
be
able
to
find
opportunities
to
resort
to
reduce
overtime
without
having
to
necessarily
resort
to
okay.
We
have
to
just
hire
our
way
out
of
that,
because
that's
not
necessarily
easily
done,
or
even
something
you're
gonna
be
able
to
accomplish
very
quickly.
Okay,.
J
The
only
thing
I
really
say
about
the
overtime
piece
is
I
looked
at.
You
know
we
two
hundred
forty
four
thousand
hours
of
overtime
over
the
last
three
years.
Almost
the
vast
majority
of
my
overtime,
stop
doing
special
events
and
and
I
changed
some
of
my
court
issues.
You
can
knock
a
tremendous
amount
of
that
right
there,
because
that's
overtime
that
is
truly
optional,
its
we
do
it
because
we
do
it.
The
backfill
is
a
different
story.
J
The
backfill
is
when
I'm
short
on
minimum
staffing
and
I
have
to
bring
somebody
in
to
cover
that
that
that's
the
one
I
believe
when
I
get
the
staffing
numbers
where
they
need
to
be.
We
can
have
a
direct
and
immediate
impact
on
that.
The
other
ones,
though
I'm
sure
as
they
go
through
this
process,
they'll
see
a
lot
of.
It
is
really
something
that's
more
manageable
by
the
decisions
of
whether
we
do
something
or
not.
Chief.
F
So
I
would
add
to
what
what
chief
our
calls
back
till
we
call
call
back
and
and
and
the
essence
that
is
largely
behind
minimum
staffing
right
and
so
that
piece
we
haven't
realized
in
some
time
so
to
get
there
would
be
something
that
would
be
will
be
fantastic
because
we
haven't
been
there,
we're
still
right
now,
14
below
our
normal
staffing,
but
taking
a
step
back
from
that
I'm
a
little
bit
of
symptomology
and
I'm.
Thinking
about
what
mr.
Gunn
Shaw
said
in
regards
to
some
things
were
sent
me.
F
Some
net
savings
and
I
and
I've
seen
some
things
over
2013
from
2005
2013.
To
where
we're
at
today,
I've
had
a
72
percent
increase
in
injuries.
Now
anecdote
or
correlation
you
can.
You
can
definitely
pretty
suppose
that
you've
got
some
issues
with
an
overworked
workforce
and
largely
around
the
areas
of
backs
knees
and
shoulders
is
where
I'm
seeing
it
so
I'm,
seeing
a
disproportionate
number
of
like
duties,
a
disproportionate
number
of
life-like
duties
and
disabilities.
So
what
I
would
say
is
that
being
fully
staffed
and
not
having
to
work
overtime
as
a
mandatory?
A
O
J
What
I'm,
referring
to
in
the
courts,
where
you
can
really
help
manage
that?
It's
not
so
much
for
detectives,
it's
patrol
staff,
so
Patrol
is
has
to
assigned
court
dates
a
month
and
the
one
of
the
things
we're
trying
to
really
work
with
the
General
District
Court
on
more
so
than
Circuit,
but
the
general
district
court
is
making
sure
that
we
assign
an
officer's
court
date.
Whatever
that
case
is
to
their
next
assigned
court
dates,
it's
not
uncommon
for
it
to
get
assigned
to
a
date.
J
That
is
not
that
as
officers
assigned
court
date,
and
that
has
really
two
impacts
for
us
one,
the
officer
who's,
that's
his
most
of
time
that
now
he's
coming
in
on
his
day
off
so
you're
cutting
that
he's
got
to
come
back.
She
has
to
come
back
and
again
and
to
its
it,
it's
really
driven
by
convenience
versus
having
everybody
delay
to
the
next
time
out,
so
I
think
for
us.
It's
it's
really
a
matter
of
getting
them
to
use
our
assigned
court
dates
and.
O
O
You
could
send
us,
maybe
some
information
so
that
we
can
ask
our
questions.
Well,
that
might
be
helpful
I'd.
You
know
just
a
little
bit
more
specific
on
what
the
kind
of
questions
are,
how
we
should
should
it
should
address
it.
That
might
be
helpful
when
we
talk
to
courts
and
I
had
one
more
it's
a
general
question
for
everyone:
I,
don't
know
if
there's
actually
anybody
wants
to
respond?
Is
there
something
we
could
be
doing
about
mental
health
issues
that
could
help
you
all?
O
F
So
this
is
kind
of
me
in
tribute
to
some
great
work
by
my
staff
and
it's
not
just
my
staff.
It's
it's
a
lot
of
people
in
this
room,
staff
and
and
and
and
I
would
say
just
largely
if
you
would
continue
to
support
it,
and
that
is
you
know,
Kay
Keller,
our
physician
assistant,
along
with
dr.
Smith,
have
brought
together
a
group
to
look
at
way.
F
We
can
resource
our
community
in
a
better
way
so
and
a
large
contingent
of
the
people
we
transport
or
not
resource
appropriately,
are
unfortunately
disabled
or
are
dealing
with
some
some
issues
in
mental
capacity.
So
so
the
folks
at
around
the
table,
the
department,
Human
Services
ApS,
the
police
department,
the
fire
department,
the
Virginia
Hospital
Center,
and
that
collaborative
approach
is
to
look
as
the
best
ways
to
do
business,
not
only
in
the
interests
of
economy,
but
the
best
place
to
get
this
person
for
more
holistic
way
to
approach.
O
F
J
The
working
with
DHS
working
with
the
hospitals-
and
they
have
really
helped
us
in
the
last
ten
years
to
really
to
revamp
how
we
do
business,
how
quickly
we
move
people
out
of
police
presence
in
the
mental
health,
but
until
fundamentally,
until
there
are
beds
available,
there
are
resources
available
for
us
in
the
Northern
Virginia
area,
we're
also
to
me
going
across
the
state.
Thank.
A
A
question
actually
for
you,
chief,
are
about
another
type
of
accompaniment
that
you've
done
and
I'm
wondering
if
you've
seen
this
alleviated
in
terms
of
the
demand
on
the
police
force
at
all,
which
is
the
I
know,
officers
have
historically
spent
a
lot
of
time
accompanying
survivors
of
domestic
violence
and
sexual
assault
to
locations
as
far
away
it
was
Woodbridge
of
Fredericksburg
because
we
didn't
have
sufficient
sexual
assault.
Nurse
examiner
resources
until
I
guess
about
a
calendar
year
ago,
which
have
now
come
down
over
this
24/7.
J
I
can't
speak
the
to
actual
numbers.
I
do
know
that
the
support
through
Fairfax
and
through
the
same
nurses
and
the
up
staff
is
definitely
helped
us
expedite
that
process
and
have
a
much
better
connection
with
that.
I'd
have
to
I'd
have
to
go
back
to
CID.
To
get
you
any
specific
time,
but
the
working
relationship
in
the
Northern
Virginia
area
is
excellent.
A
H
This
one's
for
miss
Foster,
so
looking
accounting
employees
for
a
little
bit,
the
general
general
employee
population
a
little
bit.
Can
you
just
refresh
my
understanding
of
how
we
do
open
range
here
in
Arlington?
So
does
it
apply
to
everyone
outside
of
public
safety,
and
if
you
could
tell
us
what
are
the
limiting
factors
on
one's
ability
to
receive
a
merit
increase
on
the
range?
Is
it
a
certain
standard
across
the
organization
as
a
department
by
Department?
What's
the
okay.
C
So
for
the
general
employees,
they
are
all
in
different
grades
and
those
grades
have
the
entry
and
the
maximum
in
the
midpoint.
In
order
to
get
the
increase
of
3.25%,
the
employee
has
to
be
rated
as
meeting
expectations,
so
each
supervisor
would
be
rating
their
own
employees
as
what
their
meeting
expectations.
If
they
meet
expectations,
they
would
get
that
increase
on
their
next
anniversary
date,
so
that
3.25%
there's
a
Mercer
study
Mercer
as
a
Human
Resources,
consulting
firm
that
says
nationally
3.2
is
the
national
average
for
increases.
C
C
So
a
normally
the
simple
one
would
be
that
we
reclassify
employees
so
an
employee's
job
duties
change.
The
department
would
request
a
reclassification
of
Human
Resources,
who
would
go
out
and
interview
the
supervisor
interview
the
employee
and
find
out
what
changed
in
their
normal
workday?
Did
they
take
on
more
duties?
Are
they
working
more
with
less
supervision?
Are
they
responsible
for
supervising
more
employees?
C
What
has
changed
in
their
job
and
then
then
we
would
reclassify
that
job
normally
go
up.
Sometimes
we
come
back
and
say:
there's
not
enough
change
in
these
duties
to
warrant
the
additional
pay,
but
that's
the
way
we
would
normally
look
at
change
in
job
duties
and
get
somebody
to
a
higher
grade
level.
Thank.
H
C
Think
employees
would
still
refer
to
the
step
increase
because
there's
still
an
annual
increase
if
you
meet
expectations.
But
when
we're
on
that
grade
in
step
plan,
the
largest
increases
were
for
the
lowest
tenured
employees,
so
the
largest
increases
were
four
zero
through
five
and
then
it
kind
of
got
to
five
through
ten,
where
you
get
a
three
point:
three
percent
increase
and
then
your
senior
level
employees
for
ten
plus
years
we're
getting
to
point
three
and
if
you
remember
early
on
I,
said
we're
bringing
most
of
our
employees
in
over
mid
point.
C
So
they're
coming
in
at
the
point
where
there's
only
a
two
point:
three
percent
increase
and
and
pair
that
up
with
the
three
point
two
national
average
they
weren't
making
enough
to
stay
here
long
term.
So
they
might
be
looking
more
quickly,
so
I
think
employees
would
say
their
satisfactions
increase,
but
they'll
still
call
it.
I'm
gonna
get
a
step,
increase,
they're
still
going
to
use
different
terminology.
Thank.
H
A
Increases
creates
a
little
more
professionalism,
then
simply
automatics,
but
anytime
you
you
introduce
discretion,
it
does
create
the
opportunity
for
discriminatory
pay
practices
and
so
I
wonder
how
we're
guarding
against
that.
Do
we
track
data
on
the
average
of
increases
by
race
or
gender
or
other
demographics?
Is
it
a
conversation
that
supervisors
are
trained
in
about
how
to
think
about
those
things
right.
C
So
it
does,
it
does
bring
in
some
discretion,
which
normally
we'd
say
as
good
as
you
said,
but
we
do
have
to
keep
an
eye
on
that,
because
when
you
brought
him
in
at
the
grade
instep
level,
it
was
the
the
increases
were
poor,
more
evenly
doled
out,
no
matter
what
your
race,
ethnicity,
gender
was.
So
we
do
have
to
keep
an
eye
on
that
we
do
took
it.
C
Take
an
overall
look
at
that
about
a
year
or
two
ago,
so
we
do
have
to
keep
our
eyes
on
it,
and
we
do
talk
to
the
departments
about
that.
Why
would
you
bring
the
last
one
in
at
this
level
this
one
in
a
different
level?
So
we
do
look
at
the
skills
they
bring
us
their
years
of
experience
and
we
try
to
keep
an
eye
on
it,
so
it
works
jointly
with
the
department
so
that.
C
A
Have
one
other
very
specific
question
and
I
imagine
this
is
for
follow-up
unless
you
have
a
pretty
encyclopedic
command
of
this,
which
I
wouldn't
expect.
You
would
mention
in
the
presentation
that,
in
addition
to
funding
higher
education,
we
also
spend
some
money
on
funding
slots
for
leadership.
Training
programs
I
would
be
really
interested
in
knowing
what
we've
spent
on
that
and
because
I
think
I
heard.
You
say
that
it
was
it's
not
an
appropriated
amount
of
money
that
money
just
pulls
from
the
the
higher
education.
A
N
Thank
you,
I
appreciated,
miss
Garvey
springing
up
mental
health,
I'd
like
to
bring
up
opioids
and
and
there's
a
there's
a
little
bit
of
a
counterintuitive
statistic
that
I
want
to
note
on
web
page
399
in
our
budget
book
under
performance
measures.
It's
classified
chief
far
in
the
Criminal
Investigations
Division
organized
crime,
section
and
I'm
sure
that
part
of
it
is
that
but
two
metrics,
the
number
of
opioid-related
overdoses,
fatal
and
non-fatal.
N
During
the
calendar
year
it
jumped
from
40
from
from
15
to
16
and
then
from
16
to
17,
but
it's
actually
projected
to
level
off
at
65
overdoses,
in
fiscal,
17,
18
and
19.
You
know
too
high
for
anybody,
but
but
at
least
it's
stable
and
then
the
next
line
number
of
opioid
related
incidents
during
the
calendar
year
again
fairly
flat
from
16
to
19.
After
a
jump
from
15
to
16.
Now
the
county
has
has
formed
an
interdisciplinary.
N
And,
of
course,
we
had
that
Town
Hall
in
October,
17
at
Quincy
library
and
we're
gonna,
be
at
Kenmore
on
May,
2nd,
but
I'm
just
wondering
does
this
seem
to
indicate
that
were
where
we
are
making
progress?
We're
holding
our
own
I
mean
what
sort
of
interpretation
would
would
each
of
you
give
especially
to
those
two
line?
Items
and
I.
Don't
know
if
this
is
something
that
the
manager
wants
to
to
tackle
or
or
defer
to
Jim
Schwartz
or
anybody
else.
I.
J
Don't
know
you
know
it's
a
it's
all
like
I'm,
not
sure
I
can
be
in
a
position
to
predict
how
many
I'm
gonna
have
next
year,
because
the
changing
dynamics
of
what's
coming
in
I
mean
if
you're
talking
about
fentanyl,
the
lethality
rate
is
X.
If
you're
talking
about
car
fentanyl,
we
start
to
see
that
injected
in
the
area.
I
would
anticipate.
We
see
a
tremendous
spike,
so
I
I
think
the
the
effort
here
has
been
more
on
the
proactive
front
end.
J
J
Whether
that's
had
any
tremendous
impact,
yet
I
think
it's
really
too
soon
to
tell,
but
that's
the
objective
and
of
course,
some
of
the
changes
we've
seen
and
how
they're
prescribing
and
what
they're
putting
out
for
opioids
may
have
a
positive
effect
long
term,
but
I
don't
have
any
specifics
as
to
whether
I
think
it's
going
to
be
successful
or
not.
Yet
I
think
it's
awfully
early
to
tell,
but.
N
J
Especially
given
these
statistics
we're
starting
in
the
sense
of
I,
think
we
as
a
collective
are
getting
a
better
sense
of
what
is
going
on
and
what
needs
to
be
done.
So
you
working
with
our
partners
working
with
Diaz
in
working
with
our
regional
partners.
That's
been
an
improvement
now
the
outcomes
can't
say
yet,
but
I
think
the
communication
is
much
better.
F
I
would
offer
to
rather
than
me
speak
to
something
I
don't
know
as
well.
We
have
somebody
in
the
room
that
could
speak
to
it
and
in
both
from
the
receiving
facility
of
Virginia,
Hospital
Center
and
also
as
our
operational
medical
director
as
dr.
Reed
Smith
Reed,
not
to
put
you
on
the
spot,
but
how
about
coming
up
here
and
giving
us
some
insight?
I.
P
I'm
also,
when
I'm
not
refer
the
fire
department.
One
day
a
week,
I
work
over
at
Virginia
Hospital
center
as
an
emergency,
physician
I
think
some
of
those
numbers
I
think
the
2014
numbers
are
low.
Probably
what
we're
seeing
the
bump
from
2014
to
2018
is
a
bit
of
what
I
call
awareness
bias,
which
means
you
only
pay
attention
to
the
things
you're
aware
of
we've
started
to
look
for
opioids
and
so
we're
finding
them
I
think
they
were
probably
there
back
then
as
well.
I
think
there
has
been
a
spike.
P
My
honest
opinion,
you
know
and
kind
of
watching
and
working
with
us
both
in
the
emergency
department
and
in
the
county,
is
that
the
opioid
crisis
in
Arlington
is
not
as
significant
as
it
is
in
other
other
areas
and
the
other
jurisdictions
in
this
region.
That
doesn't
mean
we
should
ignore
it.
It
doesn't
mean
that
we
shouldn't
you,
know,
work
with
and
continue
doing
the
good
work,
we're
doing.
P
I
also
think
we're
pushing
now
and
certainly
helpful
to
have
the
board
help
us
with
this
to
work
with
Virginia
Hospital
Center
too,
as
they
work
with
us
in
EMS
to
allow
us
to
use
non-narcotic
alternatives
to
pain,
control
and
some
other
things
that
we
can
do
to
decrease.
Our
utilization
on
opioid
pain,
control,
as
I
said,
I
feel
very
confident.
I
met
with
the
committee
of
100
a
month
ago,
I
say.
P
A
Thank
you.
Thank
you
all
actually,
I
we're
gonna
end
on
that
note
again.
Just
you
know,
as
you've
heard
in
all
of
our
questions,
we're
greatly
appreciative
of
what
you
do
and
what
the
people
who
work
with
you
do
every
day.
So
we've
certainly
not
ended
this
ongoing
series
of
conversations,
not
even
in
context
of
fiscal
19,
but
certainly
not
for
the
future.
So
thank
you
for
the
good
presentations
willingness
to
engage
with
us
on
these
questions.