►
From YouTube: County Board FY19 Budget Work Session - March 19, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
B
There
we
go
welcome
everybody
full
house
today.
Thank
you
all
for
joining
us
and
making
the
time
to
talk
about
the
budgets
for
a
number
of
departments.
Here:
economic
development,
technology
services
and
compensation.
Arlington
economic
development,
in
particular,
encompasses
multitude,
so
I
think
what
we'll
do
in
terms
of
the
presentation
today
is
begin
with
our
staff
presentation
here
from
the
Commission's
regarding
economic
development
and
then
have
some
board
questions
and
discussion
and
then
move
to
our
bids.
B
D
Good
afternoon
madam
chair
and
board
members,
first
of
all,
I
want
to
thank
you
for
the
opportunity
to
discuss
our
budget,
we're
very
excited
about
it,
and
we
really
appreciate
the
resources
that
you've
provided
over
the
years,
particularly
the
last
three
years,
have
been
great
before
I
begin
I'd
like
to
have
my
staff.
That's
here
stand,
so
they
can
be
recognized
all
staff
members
from
a
deeply
stand
and
a
range
from
arts
and
culture
to
operations
to
bizlaunch
arts
and
arts
and
culture
again,
tourism,
real
estate
development
and
business
investment.
Thank
you
all
for
coming.
D
The
last
year
has
been
very
exciting.
There
have
been
a
number
of
wonderful
outcomes
that
have
happened
actually,
as
we
continue
to
have
the
lowest
unemployment
rate
in
the
region
of
2.4
percent
and
we're
still
the
number
one
tourism
environment
in
the
state.
As
a
matter
of
fact,
eight
years
in
a
row
we
had
record
revenues
in
tourism
and
we
continue
to
have
record
employment.
Over
25,000
people
employed
in
hospitality,
industry,
Arts
and
Culture
has
been
fantastic.
They
have
a
concert
series,
that's
been
had
great
great
renown.
D
D
As
a
matter
of
fact,
last
week
I
was
with
the
I
was
at
the
Greater
Washington
Hispanic
Chamber
event
and
I
was
able
to
tell
them
that
bizlaunch
in
espanol
has
served
over
10,000
Hispanic
businesses
over
the
last
a
decade
and
a
half
and
1500
of
those
have
been
one-on-one
counseling.
So
we
continue
to
do
great
things.
Working
in
conjunction
with
the
Hispanic
Chamber
Tara
Palacios
has
been
a
superstar
lourdes
and
others
on
our
team.
As
a
matter
of
fact,
they
they
in
cindy
went
down
after
the
fire.
D
That
was
a
that
occurred
last
week
and
and
providing
supportive
services,
and
we
have
an
event
on
march
20th
for
those
who
are
listening,
who
may
have
had
their
business
impact.
It
please
attend
and
we
can
provide
details
on
that
later
on.
We
continue
to
get
these
incredible
accolades.
Our
our
energy,
a
group,
put
together
a
an
application
for
a
LEED
certification
with
the
first
county
in
the
United
States
to
receive
LEED
Platinum
certification,
which
is
a
which
is
wonderful
when
you're
pitching
to
businesses
that
are
looking
for
an
innovative
environment.
D
We
have
had
some
great
innovation
centers
open
up
recently,
and
this
really
ties
into
the
vision
that
I
want
to
talk
about
the
vision
of
being
the
Innovation
Center
of
the
US
Accenture
cybersecurity
open
up
a
cybersecurity
and
Innovation
Center
in
rosslyn
recently,
and
it
is
not
the
only
one.
We
have
Capital
One
that
opened
up
an
Innovation
Center
in
Clarendon.
We
have
Amazon
Web
Services
that
open
up
an
Innovation
Center
in
Boston.
The
reason
that
they're
doing
it
is
because
the
talent
is
here.
D
We
have
incredible
talent,
and-
and
now
in
this
this,
with
with
the
story
that
that
recently
happened,
I
was
visiting
the
Nestle
facility
and
it's
still
under
construction
by
the
way,
with
the
CEO
of
Nestle
and
the
governor
of
the
state
of
Virginia
and
the
Secretary
of
Commerce
and
the
Nestle
CEO
began
to
tell
us
about
how
wonderfully
impressed
he
is
with
Arlington
and
with
the
Greater
Washington
region
and
how
talent
rich
it
is.
And
then
he
told
this
story.
D
He
said
they
put
out
an
announcement
for
181
positions
and
after
eliminating
to
the
third
tranche,
they
ended
up
with
20,000
qualified
applicants.
He
said
they
had
never
seen
that
in
any
market
that
they've
been
in
and
he
said
if
they
were
in
Los
Angeles,
it
might
have
been
300
so
that
just
tells
you
how
talent,
rich
this
entire
region
is
so
we're
very
excited
about
that
and
again
that
was
the
CEO
of
les
Nestle.
E
You
Victor
and
good
afternoon,
members
of
the
County
Board
I
am
going
to
start
by
going
over
some
updates
and
outcomes
on
activities
across
the
AED
business
units.
Up
to
this
point,
in
the
fiscal
year
in
business
investment,
we
are
on
tracked
in
to
exceed
our
anticipated
square
footage
and
jobs.
The
jobs
number
is
actually
much
higher
than
a
normal
year
because
of
the
Deloitte
retention
and
expansion
includes
8,000
jobs,
which
is
a
kind
of
on
a
count
of
the
type
of
company
they
are
and
their
use
of
employees
at
client
sites.
E
That's
a
little
bit
of
an
unusual
number
as
far
as
what
you
would
normally
see
in
our
metrics.
Our
normal
number
in
a
year
is
about
4,000
and
we're
on
track
to
meet
that
in
bizlaunch
this
year
to
date,
we've
engaged
2,300
small
business
people
and
entrepreneurs
and
held
438
counseling
appointments,
including
a
hundred
appointments
in
Spanish,
and
we've
had
a
lot
of
interest
in
government
contracting
this
year,
not
only
federal
government,
but
how
to
engage
with
local
and
state
government.
E
Just
a
few
days
ago,
AED
and
DMF
held
a
joint
workshop
called
doing
business
with
arlington
county
to
help
small
businesses
learned
about
the
arlington
county
procurement
process.
We
also
have
a
seminar
scheduled
for
March
21st
about
selling
goods
and
services
to
the
Commonwealth
in
communications.
Our
earned
media
number
is
extraordinarily
high
this
year
and
that's
largely
attributable
to
the
Amazon
recruitment
we're
at
and
fifty
million
dollars
in
earned
media
and
the
previous
high
in
earned
media
over
one
year
was
thirty.
Two
million
dollars.
F
E
Tourism,
the
tax
revenue
generated
at
the
local
and
state
levels
has
been
rising
with
both
amounts
of
four
percent
over
the
prior
reporting
period,
and
full
funding
for
the
tourism
program
has
been
in
place
for
about
two
years
now
from
the
T
ot
surcharge.
Reinstatement
and
it's
helpful
to
be
able
to
plan
for
the
future
with
three
years
of
additional
funding.
Pending
the
governor's
signature
in
April,
its
expanded,
our
marketing
reach
to
the
two
US
and
international
audiences
and
our
group
room
nights,
booked
and
visitors
served
numbers
have
also
increased
cultural
affairs.
E
We
continues
to
deliver
high-quality
artistic
programming
to
the
community
in
various
settings
and
venues
throughout
the
county.
We
provided
grant
funding
and
support
to
nearly
three
hundred
artists
and
arts
groups
and,
through
the
Arts
Enterprise
program,
are
providing
business
skills
to
artists
through
workshops
and
other
forms
of
technical
assistance.
E
Emotional
Affairs
has
a
number
of
strategic
initiatives
and
studies
underway,
including
the
arts
and
culture
strategy
and
the
cultural
facilities
task
force
in
real
estate.
Development
were
engaged
in
studies
to
assess
commercial
market
conditions
and
opportunities
in
the
Lea
Highway
in
Columbia
Pike
corridors
and
the
Boston
Quarter
project
is
scheduled
to
open
in
the
fall
of
2018.
E
These
activities
are
also
used
as
an
opportunity
to
pair
up
with
Arlington
companies
to
showcase
our
strengths
in
a
particular
industry
like
big
data
or
cyber
security.
The
next
opportunity
is
the
collision
conference,
where
we'll
team
up
with
Alexandria
to
jointly
market
Northern
Virginia
as
a
destination
for
startups
and
tech
companies
in
business
retention
and
expansion.
This
is
really
how
we
go
about
keeping
businesses
in
Arlington,
engaging
them
in
our
programming
and
meeting
their
expansion
needs.
Programs
like
the
Arlington
premier
have
been
a
great
success
as
a
way
to
connect
with
new
and
existing
businesses.
E
Continuing
our
summary,
we
have
4.2
million
dollars
committed
for
FY
19
incentive
projects
subject
to
performance
metrics.
This
includes
grants
for
project
like
Nestle,
Lidl,
apt
and
BNA,
and
overall,
every
dollar
invested
in
these
projects
generates
five
dollars
in
local
tax
revenue
on
the
county
vacancy
rate,
its
increased
in
the
past
two
quarters
due
to
the
departure
of
the
National
Science,
Foundation
and
delivery
of
new
office
space,
and
we
do
expect
it
to
taper
it
to
taper
down
incrementally
over
the
course
of
2018.
E
But
as
we've
seen
in
the
past,
these
things
take
time
by
the
second
quarter
of
last
year.
We
had
worked
it
all
the
way
down
below
seventeen
and
a
half
percent
from
over
21
and
a
half
percent.
So
we
had
been
making
great
progress
and
that
just
recently
experienced
the
setback
of
six
hundred
and
sixty
thousand
square
feet
vacant
in
in
one
building.
E
E
E
E
E
E
Next
is
a
related
reduction
for
connect,
arlington
connection
grant
funding
in
the
amount
of
$250,000
connection.
Grants
will
no
longer
be
offered
as
a
potential
business
investment
tool,
and
a
review
of
the
business
model
is
currently
underway
with
recommendations
to
the
manager
and
board
this
spring.
E
E
Wrapping
up
on
the
presentation
component
are
key
considerations
for
this
budget
and
upcoming
budgets
focused
on
maintaining
momentum
in
business
development,
as
we
had
been
successful
in
steadily
driving
the
vacancy
rate
down
by
more
than
four
points
until
the
NSF
departure
pushed
it
back
up.
We're
also
very
cognizant
of
maintaining
stability
and
tourism
funding
with
the
expectation
of
the
transit
occupancy
tax
surcharge
reauthorization.
Thank
you.
Thank.
B
I
have
we
also
have
our
fact
with
us
today,
so
I
I
think
miss
Peterson
I'm,
going
to
ask
you
to
come
present
on
AED,
come
back
for
the
bids
and
then
we'll
see
you
again
throughout
the
afternoon
best
team
in
baseball,
hardest
working
team
in
baseball,
so
to
begin
I
think
we
have
Sally
Duran
who's,
the
chair
of
our
Economic
Development
Commission
and
Marcia
Cemil,
the
chair
of
our
Arts
Commission.
If
utilities
would
join
us,
we'll
begin
with
comments
and
thoughts
from
your
two
Commission's.
Thank
you.
D
G
That
helps
thank
you
good
afternoon,
chair
crystal
and
members,
the
county
board
and
county
staff.
We
on
behalf
of
the
economic
development
commission.
We
appreciate
this
opportunity
to
come
before
you
and
talk
about
the
FY
2019
budget.
My
name
is
Sally
Duran
I'm
here
in
my
capacity
as
chair,
I've
been
a
member
of
the
EDC
since
2010,
and
this
is
actually
my
fifth
year
as
chair
of
the
Commission.
G
The
first
thing
that
we
wanted
to
do
was
thank
you
on
behalf
of
the
Commission
for
your
support
of
AED
and
all
of
their
activities
on
behalf
of
the
county,
and
also,
we
would
like
to
thank
you
for
your
efforts
to
support
the
t,
OT
tax
legislation
in
Richmond,
because
that's
also
important
to
our
economic
health
in
the
county.
With
that,
you
can
see
it
from
the
information
presented
by
AED
that
the
investment
in
both
time
dollars
and
personnel
in
AD
has
really
shown
wonderful
benefits
to
the
county.
G
I
think
another
factor
that
that
the
county
has
been
very
vigilant
about
over
the
last
couple
of
years
is
working
on
streamlining
processes.
Shannon
is
here
and
I
know.
A
number
of
agencies
and
departments
across
the
county
have
also
been
trying
to
focus
on
that
area,
because
we
see
that
as
a
key,
it's
that
we
can
have
in
competing
with
the
rest
of
the
communities.
G
We
wanted
to
just
highlight
two
things
that
we
had
asked
for
in
2018,
one
of
which
was
support
for
business
launch
and
the
other
was
the
challenge
grant
programs
for
the
Arts,
and
we
want
to
thank
you
for
supporting
those
programs
and
continuing
to
support
those
program
in
2019
and
I.
Just
want
to
highlight.
I
know
one
of
the
focuses
for
business,
child
care
providers
and
trying
to
help
them
navigate
the
business
process
in
the
community,
so
I
know.
G
Sometimes
people
think
of
economic
development
is
just
the
big
buildings,
but
it's
also
the
child
care
providers
and
housing.
So
we
do
see
our
mission
is
looking
at
the
community
as
a
whole.
Not
just
you
know,
bit
large
buildings
and
large
businesses
and
they've
already
touched
on
it.
So
I'm
not
going
to
say
too
much,
but
business
retention
is
a
key
driver
for
our
success.
Victor
and
his
staff
have
really
really
continued
to
focus
on
that
throughout,
and
we
just
really
think
that
we
we
offer
the
whole
package
to
the
community.
G
We
have
a
creative,
educated,
global
workforce,
that's
because
Arlington
and
your
business,
your
decisions
on
how
to
manage
the
county,
keep
those
elements
in
place,
and
we
also
think
we've
been
really
strong
with
the
nonprofit
and
for-profit.
That's
also
a
factor
that
makes
us
a
great
place
to
live
and
work.
G
One
of
the
things
I
want
to
talk
about
is:
where
is
the
EDC
going
in
2018
and
where
are
we
going
to
be
looking
for
your
support?
Several
years
ago,
we
looked
at
the
competitiveness
position
and
we
came
as
a
result
of
that
and
talked
to
you
about
an
innovation
economy.
What
we
did
in
2017
was
we
tried
to
look
at
the
challenges
and
opportunities
facing
the
county,
and
we
revisited
our
framework
for
prosperity
and
we
have
updated
it.
G
It's
now
called
prosperity
framework
for
prosperity,
2.0,
advancing
in
a
dynamic
economy
and
we're
hoping
to
work
with
you
all
we've
already,
our
liaison
Lizzy
think
Libby.
Thank
you
for
your
support
to
bring
that
before
you
a
little
bit
later
this
year
and
in
a
work
session,
and
talk
about
your
adoption
of
that.
G
B
H
So
I
want
to
thank
you
for
your
continued
investment
in
Arlington
arts
and
culture,
and
we're
especially
appreciative
that
the
FY
2018
budget
supported
the
challenge
grant
program
for
our
arts
organizations
that
Sally
just
mentioned,
because
we
think
that
this
is
a
win-win
not
only
for
our
arts
organizations,
which
are
small
businesses
themselves,
but
for
their
engagement
with
other
local
businesses
and,
like
Sally,
we're
going
to
be
asking
for
your
support
for
that
program.
Again,
this
fiscal
year
this
has
been
a
busy
year
for
the
Commission.
H
Alex
talked
a
little
about
enriching
lives,
Art
Arlington,
arts
and
culture
strategy,
which
we
finished
a
year
ago.
This
strategy
lays
out
a
vision,
value
in
a
set
of
goals
for
arts
and
culture
in
the
county.
It
was
created
through
a
process
that
involved
business
leaders,
arts
leaders,
education
leaders
and
community
members,
and
we've
shared
our
enriching
life
strategy
with
each
member
of
the
county
board.
We've
also
talked
with
members
of
the
Parks
Commission,
the
Planning
Commission,
the
EDC
and
a
FAQ,
and
we
will
continue
to
be
meeting
with
other
and
groups
through
this
year.
H
We're
very
pleased
that
the
recently
released
framework
for
Prosperity
2.0
that
Sally
just
mentioned
recognizes
the
core
roles
of
creative
workers,
cultural
and
entertainment
venues
and
artists
and
innovators
as
essential
to
realizing
Arlington's,
distinctive
vision
of
a
creative,
forward-looking,
innovative
community.
So
we've
used
this
arts
and
culture
strategy
to
drive
a
lot
of
our
work.
H
H
This
program
raised
nearly
$700,000
in
new
non
governmental
support
for
arts
and
culture
in
the
county,
thereby
more
than
tripling
the
county's,
relatively
modest
investment,
the
levels
of
contributions
and
the
number
of
donors,
including
many
of
Arlington
small
businesses,
have
steadily
increased.
This
program
created
new,
often
ongoing
relationships
between
our
arts
groups
and
other
local
businesses.
It
has
incented
our
culture
groups
to
fundraise
from
the
private
sector,
so
we
think
it's
been
a
terrific
bang
for
the
buck,
for
the
arts
and
for
the
county.
We
hope
it
continues.
H
B
I
Welcome,
thank
you
so
much
chair
crystal
and
board
members
Dorsey
Garvey
Gow
and
Vice
stat.
As
I've
said
many
times
during
the
last
couple
of
weeks,
I'm
Tenley,
Peterson
chair
the
fiscal
affairs
Advisory
Commission
Watkins
and
his
department
for
meeting
with
our
Commission
recently,
and
this
report
was
prepared
by
fat,
Commission
members,
Jillian,
Burgas
and
Kevin
M
economic
development,
in
particular.
I
Lowering
the
commercial
vacancy
rate
and
attracting
and
retaining
businesses
in
Arlington
has
long
been
a
priority
for
the
fiscal
affairs
Advisory
Commission
edie
has
a
long-term
goal
of
reducing
the
commercial
vacancy
rate
in
Arlington
and
staff
has
related
to
us
that
they
feel
like
the
proposed
budget,
will
let
them
continue
to
work
towards
this
goal.
Going
on
to
our
recommendations,
the
fact
recommends
that
the
county
board
approved
funding
for
AED,
as
proposed
in
the
county
managers.
Fy
19
budget
13
were
in
support
of
this
opposed
0
abstentions.
The
two
members
voting
no
did
support.
I
The
county
managers
proposed
cuts
for
the
department,
but
they
did
not
agree
with
the
proposed
salary
increases,
as
I
mentioned
during
one
of
our
last
department
meetings.
They
didn't
specifically
target
AED
for
not
wanting
the
salary
increases,
but
they
were
just
voting
across
the
board.
No
on
all
departments
right.
I
Other
members,
opined
that
they're
going
to
talk
about
salary
increases
later
today,
recommendation
number
two.
The
fact
recommends
that
the
county
board
approved
the
proposed
reductions
in
funding
to
the
Greater
Washington
Hispanic
Chamber
of
Commerce
and
Arlington
Sister
Cities,
Association,
15
or
in
support
of
this
two
of
our
members
did
mention
that
they
supported
eliminating
all
county
funding
for
the
Arlington
Sister
Cities
mission
hasn't
received
a
presentation
on
this
program,
so
most
members
didn't
have
a
comment
on
that
and
we're
happy
to
see
it
continue.
As
is
recommendation
number
three.
I
The
FAC
recommends
that
the
county
board
approved
the
proposed
elimination
of
two
full-time
and
two
part-time
positions
from
various
AED
programs.
15
were
in
support
of
this
FAC
appreciates
AEDs
efforts
to
continue
some
of
the
programs
through
collaboration
with
partners
outside
of
Arlington
County
government
and,
as
we've
previously
noted,
we
encouraged
the
county
to
assist
those
whose
positions
are
being
terminated
in
finding
employment
elsewhere
in
the
county
government,
where
appropriate.
I
Recommendation
number
four:
the
faq
recommends
that
the
county
board
approved
the
proposed
elimination
of
the
one-time
funding,
budgeted
to
connect
Arlington
in
FY
18,
but
not
dispersed.
15
were
in
support
of
this
recommendation
number
five.
The
fact
recommends
that
the
county
board
continue
to
strategically
use
economic
incentives
to
attract
businesses
to
Arlington,
to
help
reduce
the
office
vacancy
rate
and
spur
investment
in
Arlington.
County
11
were
in
support
of
this
for
opposed.
I
This
was
just
a
discussion
about
whether
or
not
county
government
should
be
kind
of
in
the
business
of
supporting
businesses
like
this,
the
majority
of
our
members
did
feel
like
the
investment
in
these
programs
is
worth
the
kind
of
money
that
comes
back
to
us
in
multiples
recommendation
number
six.
The
fact
recommends
that
the
county
board
direct
the
county
manager
to
not
use
any
funds
in
FY
19
for
any
trips
to
South
by
Southwest
festival,
the
Consumer
Electronics
Show,
any
international
travel
or
similar
travels.
Six
were
in
support
of
this,
eight
were
opposed.
I
Looking
at
future
considerations,
economic
incentives
are
revenue.
Revenue
generating
in
the
portfolio
of
incentives
is
continued,
is
expected
to
grow
fact,
encourages
the
county
manager
to
maintain
the
county's
current
fiscal
discipline
in
evaluating
future
economic
incentive
packages.
Faq
also
advises
AED
to
encourage
and
support
businesses
that
coordinate
their
own
childcare
efforts
in
the
workplace
and
look
for
opportunities
to
fill.
I
They
could
space
with
services
that
support
children
and
families
and,
finally,
we're
also
encouraging
the
Department
to
look
into
creative
ways
to
fill
vacant
spaces
for
possible,
flexible
or
creative
short-term
uses,
looking
at
helping
staff
or
help
having
staff
help
different
businesses
in
Arlington
that
may
want
to
use
things
for
short-term
use,
making
sure
licensing
is
easier
for
these
short-term
uses
that
could
fill
some
of
the
space
temporarily.
So
thank
you
very
much.
B
Excellent,
thank
you
very
much
so
again,
we're
gonna
pause
and
to
have
this
conversation
among
board
members
questions
and
answers
about
AED
and
specific
before
we
move
on
to
the
bids.
Thank
you
again
to
all
of
our
Commission's
for
the
thoughtful
analysis.
Colleagues,
as
we've
done
in
Prior
sessions,
I'm
going
to
try
to
focus
us
for
a
round
of
questions
on
the
budget
changes
this
year,
the
the
cuts
shifts,
etc.
B
So
we
can
make
sure
we're
very
clear
about
the
understanding
of
the
reductions
and
then
we'll
open
it
up
for
another
round
of
questions
on
broader
thematic
trends,
issues,
questions
about
ongoing
programs,
etc
and
8d.
So
would
anybody
like
to
begin
all
right,
well,
I'm,
happy
to
start
with
one
we'll
give
everybody
a
moment
to
get
their
lights
on?
B
Let
me
I
meant
that
literally,
but
I
came
out
metaphorically,
didn't
it
all
right,
so
our
microphones
light
up.
That's
how
probably
signal
their
interest
in
asking
questions
all
right.
So
on
that
fabulous
start,
I
wanted
to
ask
a
little
bit
about
some
of
the
impacts
are,
of
course,
to
the
cultural
affairs
elements
and
a
lot
of
them.
I
noted
that
the
programs
that
would
be
affected
we're
in
the
realm
of
oral
histories,
I'm
cognizant
having
just
we've,
had
some
conversations
with
historic
preservation
program
and
C
PhD
with
libraries.
B
There's
a
lot
of
kind
of
historic
preservation
and
Cultural
Affairs
happening
across
the
county.
I
wonder
if
you
could
give
us
a
sense
about
whether
you
expect
any
other
departments
to
kind
of
pick
up
some
of
the
slack
or
be
able
to
take
on
some
of
the
cultural
and
historic
preservation,
efforts
that
have
historically
fallen
under
Cultural
Affairs.
J
They
really
don't
have
the
resources
to
take
this
on
one.
We
do
have,
unfortunately,
opportunities
in
neh
in
Virginia
humanities,
who
are
interested
in
programs
like
this,
but
that
really
takes
resources.
Human
resources
to
write
grants
to
administer
the
grants,
a
lot
of
coordination
that
goes
into
that.
K
F
F
J
It's
the
coordination,
you're
running
a
competitive
program
and
like
any
competitive
program,
you
have
to
organize
those
people
who
are
going
to
judge
the
program.
You
have
to
have
a
call
for
entries
and
there's
a
large
artistic
component
to
it.
So
it's
beyond
communications,
poetry
is
specialized
discipline
like
any
other
art
discipline.
Also,
the
schools,
a
large
part
of
the
program,
had
to
do
with
the
schools.
They
also
have
a
piece
of
this
and
we
helped
them
with
funding
for
their
programs.
So
there
are
two
components
to
it:.
F
What
if
we
just
made
it
totally
schools,
actually
I
kind
of
I?
Guess
because
I
was
on
the
school
side
when
it
started
I
kind
of
had
the
impression
it
was
all
about
students,
really
it
wasn't,
but
you
could
possibly
know
all
right.
All
right,
I
still
think
there
ought
to
be
a
way
to
do
it,
but
I'll
stop
there.
Thank
you,
okay,
yeah.
The.
B
Conversation
for
our
joint
budget
work
session
with
schools,
one
of
their
very
brief
question.
I
had
I
just
to
make
sure
I
understood
from
the
presentation,
the
reducer
or
cessation
of
support
to
the
Greater
Washington
Hispanic
Chamber
will
not
affect
any
of
the
biz
lunch
on
us
pan,
Espanola
programs.
Those
are
done
in-house,
okay,
I'm,
seeing
not
great
mr.
Dorsey
sure.
L
Just
get
comfortable
it's
a
nice
chair,
stay
so
I
understand
that
the
Virginia
Department
of
humanities
has
a
project
that
they're
funding
on
racial
equity
writ
large
in
Arlington
is
one
of
the
sub
recipient
areas
and
to
what
extent
does
that
maybe
provide
opportunities
to
further
some
of
the
work
that
you've
done
in
the
past
or
might
think
about
in
the
future?
Very.
J
Good
question
so
I
attended
a
federal
grant
workshop
that
congressman
Baier
hosted
last
week
and
that
program
is
introduced
by
one
of
the
members
of
the
Virginia.
There
is
called
Virginia
humanities.
Now
they
shortened
their
name.
It's
a
two-year
grant
from
wkw
something
Kellogg
Foundation
in
Michigan.
There
are
six
communities
in
Virginia
that
are
eligible,
including
Arlington,
and
yes,
there
are
a
number
of
projects
that
I
believe
Arlington
could
apply
for
under
that
program,
which
is
up
to
a
$20,000
grant
per
year,
the
black
heritage
museum
for
one
yeah.
M
You,
madam
chair
I,
wanted
to
ask
about
connect,
Arlington
and,
and
if
you
could
really
just
characterize
for
me,
what
what
that
means,
the
loss
of
the
FTE
and
the
end
the
end.
The
50k
for
the
marketing
program.
I've,
read
here
on
page
web
743.
What
the
impact
this
the
short
notes
version
there.
But
what
does
that
really
mean
in
terms
of
the
big
picture
of
where
we're
going
and
how
we
intend
to
leverage
the
the
dark
fiber
network
that
we've
invested
so
heavily
on
I.
E
Think,
but
what
it
means
is
that
we're
not
going
to
have
a
targeted
marketing
program
where
we're
profiling
this
system
and
using
it
as
an
instrument
for
business
attraction.
I.
Think
that,
pending
this
evaluation
of
the
business
model,
there
may
be
other
opportunities
and
we
may
be
continued
to
pursue
current
opportunities
to
use
connect
Arlington.
But
what
this
really
means
is
that,
instead
of
having
an
ongoing
program
where
there
would
be
marketing
outreach
and
actual
proactive
connections
with
businesses
about
applicability
of
connect
Arlington
to
their
companies
or
their
buildings,
we
will
not
use
that
resource.
M
Is
there
any
thought
towards
whether
or
not
there's
a
way
to
create
a
some
kind
of
strategic
partnership
where
and
we
wouldn't
have
to
do
the
marketing
necessarily,
but
we
would
have
a
partner
from
the
private
sector?
Who
would
would
sort
of
do
that
on
our
behalf
and
leverage
really
mister?
If
I
said.
C
So
the
broadband
advisory
group
that
I
put
together
is
and
I've
attended
one
of
the
meetings
there
they're
finishing
up
their
work.
One
of
the
things
they're
looking
at
is
whether
the
county
should
do
a
request
for
proposals
from
an
outside
government
partner
to
see
whether
they
can
pick
up
that
that
you
pick
up
that
portion
of
the
effort
that
you
mentioned
so
we'll
be
back
to
you,
probably
sometime
in
April,
with
a
suggestion
on
that.
C
We
looked
at
that
when
we
were
originally
standing
up
the
the
effort
and
at
the
time
the
market
conditions
weren't
conducive
to
what
they
may
be
now
so
just
I
would
say,
stay
tuned
because
we
have
made
that
investment
we're
making
some
use
of
it,
but
clearly
not
enough.
So
we're
looking
to
try
to
figure
a
different
way
to
do
that.
Let's.
B
Follow
up
on
that
same
topic,
the
connect
Arlington
has
also
been
something
we've
sought
to
market
would,
in
terms
of
business
attraction,
corrected
the
business
investment
group.
So
in
some
ways
it
sounds
like
the
the
cut
here
in
this
budget
means
less
proactive
outreach
to
existing
businesses
and
property
owners.
B
Is
that
right,
as
opposed
to
outreach
to
prospective
I
mean,
for
example,
if
somebody
with
a
business
investment
group,
one
of
your
talented
team
members,
is
engaged
in
a
conversation
with
a
prospect
who's
interested
in
that
idea,
you
will
retain
the
ability
to
connect
them
to
the
appropriate
people
in
the
right,
Department.
Okay,.
D
Absolutely
the
way
that
we
have
been
using
a
program
is
we
inform
almost
every
person
that
we
talk
to
that
we
think
might
be
able
to
use
it
groups
like
videoblocks
that
have
a
lot
of
data
movement,
so
we
try
to
put
it
in
front
of
every
customer
that
is
appropriate
for
so
that's
going
to
happen
anyway,
but
this
had
a
grant
of
component
to
it,
which
actually
paid
for
part
of
the
connection.
This
also
had
very
really
an
aggressive
marketing
program.
D
I
mean
it
was
250
I
mean
you
think
about
the
amount
of
money
relative
to
the
amount.
That's
in
our
overall
budget.
It
was.
It
was
a
pretty
big
chunk
for
for
marketing,
so
we
do
have
put
it
out
there,
but,
as
the
county
manager
said,
the
market
conditions
really
aren't
there
right.
Now
that
make
it
where
someone
say
they
absolutely
need
it.
They
have
other
ways
of
getting
their
data
and
they
do
okay.
B
N
You,
madam
chair,
so
first
off
I,
want
to
thank
mr.
an
and
miss
Cemil
for
their
presentations
and
especially
mr.
an
you
know.
Once
in
a
while,
the
we'll
get
a
letter
from
the
Economic
Development
Commission
that
rocks
the
boat
a
little
bit
and
you
know
doesn't
doesn't
mesh
with
or
you
know
you
I
like
I,
like
your
feistiness
I
guess
is
what
I'm
saying
and
and
because
seriously
I
mean
we
don't
want
any
of
our
Commission's
to
be
rubber
stamps,
and
so
at
least
I.
N
You
know
when,
when
we
have
a
limited
amount
of
land
to
figure
out
where
we're
going-
and
we
just
need
to
keep
keep
our
positive
attitudes
and
work
together
to
hopefully
have
a
beautiful
mosaic
down
there
in
all
sorts
of
ways.
The
question
I
wanted
to
ask
staff
is
on
slide
with
just
this
has
to
do
with
with
economic
development
funds
and
our
commercial
vacancy
rates
so
slide.
7
mr.
N
Hoskins
breaks
down
the
the
ongoing
funds
of
1.5
million
one
type
fonts
of
to
seven
totaling
4.2
I'm,
just
wondering
what
is
the
derivation
of
that
amount
and
what
what
can
have
you
know?
I
realized
that
we
have
to
be
flexible
and
respond
to
opportunities
as
they
arrive
and
arise,
and-
and
we
never
know-
we
don't
necessarily
know
what
that
might
be
or
or
or
it's
difficult
to
plan
ahead.
So
I'm,
just
wanting
of
that
4.2
million
dollars.
N
Can
you
segment
that,
at
all,
in
terms
of
you
know,
X
dollars
for
for
travels,
say,
which
we've
heard
some
some
other
perspectives
about
small
businesses,
gazelle
grants
versus
large,
larger
opportunities
for
the
Nestle's
of
the
world?
Then
any
thoughts
there?
Can
you
refine
that
at
all
is
what
I'm,
asking
I
guess
and
if
you're
not
prepared
to
answer
that
today,
I'm
happy
to
have
a
follow-up
response,
yeah.
E
We
could
do
more
what,
by
way
of
follow
up?
What
I
can
tell
you
today
is
that
the
4.2
million
that
you
see
on
the
slide
is
all
potentially
needed
for
incentive
project
commitments
if
there
is
sufficient
performance
to
warrant
them,
so
that
that
total
is
all
of
our
local
commitments
to
projects
where
we
may
even
have
a
state
obligation
to
match
a
Commonwealth
opportunity
funds
and
then
other
projects
that
were
funding
locally
and
again.
If
the
performance
is
not
met,
then
those
funds
wouldn't
be
paid
out,
but.
N
E
N
Okay,
that's
helpful
and
then
slide
six
new
and
retain
jobs,
30
2200,
close
deals,
your
square
feet
and
so
forth
and
and
I
do
want
to
emphasize
and
focus
on
the
positive.
But
what
I'm
wondering
is,
for
example,
we
do
exit
interviews
as
I
understand
it
when
an
employee
leaves
the
County,
you
know
maybe
they're
moving.
Maybe
it's
a
change
in
their
family
circumstance,
a
new
job
opportunity
or
whatever,
what
sort
of
exit
interviews
or
retrospective
do
we
do
we
look
at
when
a
company
decides
to
leave
the
county
or
shrink
their
footprint?
D
Actually,
the
county
manager
and
I
had
the
opportunity
to
meet
with
a
representative
of
the
GSA
and
he
happens
to
be
in
Arlington
County
resident
and,
as
you
know,
the
biggest
number
that
we
just
experienced
and
that
we
have
been
experiencing
really
for
the
last.
You
know
you
know,
since
the
the
rise
has
all
been
mostly
government
there
we
haven't
been
losing
our
wonderful
companies,
we've
been
losing
our
government
position
in
the
market
and
the
way
that
he
put
it
was.
D
We
are
focused
on
giving
the
taxpayer
the
best
return
on
their
investment,
and
that
means
the
lowest
rent
that
they
can
find.
That
is
practical
for
their
employee
base
to
get
to
and
I
think
everyone
in
this
room
understands
that
and
and
there's
always
going
to
be
a
tension
between
a
federal
priority,
a
state
priority
accounting
priority
I
mean
there's
always
going
to
be
that
dynamic
tension
and
I.
N
So
I'm
just
wondering
from
a
practical
standpoint
and
I,
don't
know
mr.
an
if
you
have
any
observations
on
this,
but
you
know.
Obviously
our
private
landlords
are
critical
here,
I'm
not
going
to
name
any,
but
do
do.
We
feel
that
our
private
landlords,
who
are
you,
know
hosting
these
these
government
you
these
government
tenants,
are
they
as
aggressive
as
they
need
to
be?
Is
there
something
more
that
we
could
be
doing
there?
N
G
Honored
that
you're
asking
me
this
question:
you
realize
I'm
a
health
insurance,
subject-matter
expert.
If
you
want
to
talk
about
federal
health
policy,
I'd
be
there
but
I
will
say
in
my
capacity
over
the
last
five
years.
I
do
think
that
I
and
others
can
jump
in
with
more
fact-based,
as
opposed
to
antidotal
and
intuitive
answer.
I
think
the
county
has
worked
very
hard
to
try
and
have
a
more
business
friendly
environment.
We've
got
better
relationships
with
the
bids.
The
staff
is
going
out
aggressively
trying
to
talk
to
the
private
sector.
G
I
do
think
that
all
of
the
small
pieces
and
larger
pieces
that
have
been
put
into
play
have
made
us
a
more
business
friendly
community
and
improved
our
reputation.
I'd
have
to
defer
to
others
to
tell
you
how,
in
a
more
you
know
factual
basis,
how
it's
affected
it,
but
I
do
know
that
EDC
and
others
are
trying
to
be
champions
for
the
community
and
everything
that
we
go
to
and
I
do
want
to
say.
G
D
K
Thank
you
absolutely
I,
think
anybody
within
when
we
were
looking
at
the
GS,
a
prospectus
now
and
recognizing
the
competition
where,
with
the
Silver
Line
and
it's
opening
up
additional
proper
properties
that
now
are
available
for
GSA.
That
were
not
there
say
five
years
ago.
All
of
those
property
owners
are
being
much
more
aggressive
and
cutting
their
rates
because
they
know
they
have
to
be
able
to
compete
with
those
properties
that
are
further
down
the
silver
line.
So
that's
a
first
point
in
regards
to
your
exit
strategy
or
your
exit
interviews.
K
There's
actually
kind
of
two
perspectives
is,
first
of
all,
we
focus
very
much
on
business
retention
and
reaching
out
to
our
businesses
and
conduct
you
know
connecting
with
them
with
all
over
8,000
businesses
in
some
way
whether
it's
through
business
engagement,
welcome
letters
connecting
and
actually
through
our
trade
shows
and
our
travel
that
we
do.
We
bring
opportunities
to
companies
to
actually
display
and
exhibit
at
the
Consumer
Electronics
Show
or
at
collision
and
New,
Orleans
and
or
speaking
on
panels
at
South
I.
So
so,
first
and
foremost,
we
focus
heavily
on
business
retention.
K
Second,
when
you're
looking
at
exit
strategies,
you
really
have
two
types
of
businesses.
You
have
small
businesses
which
there
are
numerous
of
them
and
then
you
have
a
smaller
larger
businesses
with
the
smaller
larger
businesses.
We
know
when
we're,
because
we're
actively
involved
in
a
site
selection
process,
so
there's
really
no
reason
to
be
doing
exit
strategies
because
we
understand
what
their
critical
points
are
as
we're
going
through,
that
site
selection
process
and
if
we
we
know
that
it
may
be
real
estate
costs
or
access
to
talent,
or
you
know,
taxes
or
so
forth.
K
So
we
know
that
the
smaller
business
is
it's
hard,
because
you
know
when
you're
talking
about
companies
that
are
less
than
you
know,
ten
thousand
or
five
thousand
square
feet
it's
hard
many
times
they
just
closed
doors
and
and
leave,
and
there's
no
there's
no
opportunity
to
connect
with
them
so
forth.
Okay,.
N
F
A
little
bit,
and
actually
just
on
the
last
bit
right
pick
up
right
where
mr.
Vyse,
at
left,
dot
permitting
I,
mean
I
still
hear
from
small
businesses
and
big
businesses.
That
are
the
thing.
Is
people
don't
even
come
here
because
it's
so
hard
to
get
anything
approved
so
hard
to
work
things
through?
Are
you
hearing
I
know?
That's
not
quite
your
department,
but
obviously
we
all
work
together.
I
don't
know
if
anybody
here
wants
to
comment
on
that.
Well,.
D
I've
worked
in
a
lot
of
jurisdictions
around
the
nation,
and
I
will
tell
you
everyone
complains
about
permitting.
It
is
not.
It
is
not
an
uncommon
complaint.
Sometimes
it's
valid.
Sometimes
it's
not
valid.
I
will
tell
you
this.
This
permitting
Department
has
vastly
improved
over
the
last
three
years
and
in
particular,
Chery
air
and
his
team
have
just
done
fantastically.
D
They
recently
had
a
group
helped
them
get
into
a
building
that
the
Seabee
building,
which
is
the
gartner
building
now
on
a
conditional
use,
permit
that
they
desperately
wanted
and
his
people
worked
on
the
weekends
and
it
worked
in
the
evenings.
Listen
I
was
so
impressed,
I
from
my
own
personal
accounts,
if
those
guys
like
seven
fruit,
baskets
I'm,
serious
I'm
serious
because
they
don't
get,
they
don't
get
rewarded
for
this.
But
then
the
developer,
jbg
wrote
a
wonderful
letter.
D
I
know
it
went
to
the
board
is
a
glowing
letter
about
their
services,
so
I
think
that
you're
gonna
see
it
on
both
sides.
The
problem
is
when
the
business
is
smaller,
they
need
more
attention
and
they
don't
have
the
professional
staff
when
the
business
is
larger.
The
problem
is
larger
and
it's
more
complicated
and
sometimes
it
gets
into
fire
life
safety
issues,
and
when
you
get
it,
you
get
into
structural
issues,
you
get
into
fire
issues,
you
don't
want
to.
You
know
you
want.
D
You
want
them
to
be
complaining
at
that
point,
but
but
on
the
other
hand
you
want
it
to
be
as
fluid
as
one
I
think.
The
electronic
you
know
pain
online,
the
the
electronic
permitting
that
they're
working
towards
I've
been
in
markets
where
I've
overseen
that
the
transition-
it's
always
a
difficult
transition
going
from
paper
to
technology.
I,
remember
when
I
was
in
DC
and
we
went
to
online
permits
and
we
started
with
a
million
and
above
cost,
and
then
we
pushed
it
down
to
five
hundred
thousand
and
a
lower.
D
We
pushed
it
the
harder
it
got
because
the
smaller
companies
don't
have
the
talent
that
the
larger
companies
do.
So
the
companies
were
happy.
The
smaller
companies
were
not
so
what
we
did
is
we
created
a
customer
service
counter
where
we
had
like
five
to
seven
people
available
all
the
time
to
help
people
through
the
permit
process.
It's
an
investment.
It
takes
time
it's
not
simple
and
I
think
some
of
the
you
know
some
of
the
you
know.
Negatives
are
unfair
and
some
of
them
are
fair.
D
F
So
the
more
we
can
actually
promote
that
and
find
ways
to
kind
of
elevate
it,
the
better
it
is,
and
while
I
got
the
mic
out,
I
thought
I'd
just
finish
up
and
give
a
shout
out
to
our
two
Commission
that
the
Arts
Commission
I
love
the
way
you're
reaching
out
to
other
Commission's
I,
keep
encouraging
my
Commission's
to
do
that,
the
more
we
can
break
down
silos
I.
Think
that's
absolutely
great,
and
thank
you
for
doing
that
and
economic
development.
Yes,
they
can
be
kind
of
scrappy,
as
mr.
F
F
Wouldn't
say
they
quite
put
the
fear
of
God
into
me,
but
boy
it
was
I
kind
of
got
big
eyes
like
saucers
and
then
came
in
and
I
did
see
the
receptivity
in
this
organization
at
that
time
was
kinda
like
what
problem
we
don't
see
it,
so
you
guys
were
way
out
in
front
of
that,
and
we
really
do
appreciate
that.
Thank
you
and
one
more
thing
that
slide:
seven.
That
was
up
there.
F
M
I
can't
resist
poking
the
hornet's
nest
so
miss
mr.
Hoskins.
If
you
wouldn't
mind-
and
thank
you
for
the
candid
assessment
of
the
improvements
we're
making
in
our
permitting.
But
could
you
characterize
how
we
are
how
we
rank
in
the
region,
perhaps
or
with
your
other
experience
and
the
ability,
the
ease
of
which
to
get
a
sign
for
a
business.
D
You
know
it's
it's
complicated
in
every
market
and
I
will
tell
you
this
DC
is
is
pretty
difficult.
It's
a
lot
more
difficult
than
you'd
expect,
but
the
deputy
mayor
of
Economic
Development
has
a
lot
of
authority,
so
he
usually
exercises
his
authority.
So
it's
a
different
constructs
see.
Everyone
thinks
that
this
is
just
a
construct
of
the
of
the
operation,
but
it's
actually
also
the
construct
of
the
governance.
D
I
mean
we're
bored
here,
chair
vice
chair
and
then
board
members
in
city,
government,
executive
branch,
executive
branch
has
a
lot
of
authority
overseas,
all
departments
from
an
executive
position,
which
means
it's
really
summary
I
mean
you
can
see.
Directors
disappear
overnight
in
in
in
the
District
of
Columbia.
That
won't
happen
here.
It
doesn't
happen
that
way
here
different
constructs,
so
the
consequences
for
for
non-compliance,
I
would
say,
are
higher
and
I
think
that,
with
that
you
get
a
different
kind
of
of
expression.
D
Then,
in
addition
that
we
have
laws
that
we
put
in
place
in
our
County
that
we
believe
in
we
don't
want
a
bunch
of
neon
signs
on
top
of
our
buildings
and
I,
get
that
and-
and
it's
understandable
that
that
we
don't
do
that.
But
we
have
some
pretty
creative
signs
in
the
lobbies
of
our
buildings
these
days,
so
I
think
that
we're
working
in
that
direction
so
I'm,
it's
not
perfect,
but
it's
it's
in
some
and
and
not
as
good
as
others.
Thanks.
B
Promised
everybody
an
opportunity
all
right,
I
have
one
more
question
before
we
wrap
up.
This
is
a
really
small
one,
the
there's
a
relatively
small
reduction
to
sister
cities
here.
Why
that
amount?
What
it's
produced
about
five
thousand
dollars
I-
think
four
percent
of
their
budget
is
that
tied
to
particular
functions
or
line
items
in
their
budget,
or
it's
just
kind
of
what
we
needed
to
make
the
make
the
budget
work
this
year.
Any
any
other
comments
about
whether
that
number
could
be
more
should
be
less.
A
So
so
it
was
a
starting
place
in
the
budget
and
part
of
our
conversation
between
the
county
and
Arlington
sister
cities.
We've
been
having
a
conversation
around
how
they
can
go
about
diversifying
their
funding
through
membership
dues
or
through
fundraising
efforts,
and
so
so.
We
believe
that
the
proposed
reduction
does
not
significantly
impact
their
budget,
but
it
will
strongly
encourage
them
to
find
a
pathway
forward
to
diversify
their
funding.
B
He's
got
a
cell
phone
on
the
table
that
might
be
what's
causing
that
all
right
on
that
note,
then
I'm
mr.
corces
good
suggestion.
Thank
you
very
much.
The
economic
development
team
we're
gonna
move
on
to
the
bids
and
I
think.
Let
me
actually
ask
the
manager.
Is
there
a
staff
presentation
on
the
bids
before
we
welcome
our.
C
B
O
Thank
you
so
much
to
your
crystal
and
the
County
Board
members.
Thank
you
for
the
opportunity.
So,
each
year
the
bids
provide
a
work
plan
and
budget
for
the
upcoming
fiscal
year,
and
so
following
my
introduction,
we
will
have
each
bid
provide
highlights
from
each
of
these
documents,
but
before
they
begin,
I
would
like
to
note
a
few
additions
number
one.
The
Boston
bid
tax
rate
increase
summary
has
also
been
provided
in
your
materials,
and
this
is
to
discuss
the
proposed
one-time
tax
rate
increase
for
fiscal
year.
Nineteen
from
point
zero.
O
Four,
five,
two
point:
zero:
five.
Three
second,
is
that
the
Crystal
City
a
budget
addendum,
has
also
been
included
in
your
materials
and
because
of
executive
leadership
changes
at
the
bid.
An
addendum
has
been
included
to
detail
those
changes
made
to
the
budget
after
the
initial
submission
to
the
county.
The
third
is
that
the
county
admin
fee
will
increase
from
1
percent
to
2
percent,
and
this
was
proposed
this
year.
A
summary
of
the
impact
for
each
bid
will
be
provided
as
we
go
through
the
presentations
as
each
bid
is
speaking.
B
P
P
Coming
out
for
the
fiscal
year,
2019
budget,
the
board
very
reluctantly,
but
unanimously
approved
a
rate
increase
of
point
zero.
Four
five,
two
point:
zero
five:
three,
as
you
just
saw,
we
did
encounter
somewhat
of
a
perfect
storm
this
year
with
the
four
years
of
declining
assessment
revenue
and
just
a
250
million
dollar
assessment
reduction.
It
was
just
kind
of
more
than
we
can
tolerate
with
their
efforts
to
kind
of
get
the
money
out
every
year.
That
comes
in
so
also
in
an
effort
to
be
disciplined
fiscally.
P
We
did
put
that
the
rate
would
retroactively
ly,
go
back
to
point
zero,
four
or
five,
and
there
was
a
lot
of
discussion.
Your
staff
can
attest
to
the
discussion
that
we
had
on
the
rate
increase
and
I
just
like
to
say
that
I
appreciate
all
the
collaboration
with
the
county
board
with
the
county
manager's
office,
with
economic
development
and
your
distinguished
staff,
and
we
are
very
excited
about
what
we
can
do
with
the
bid.
P
Oh
I
also
wanted
to
mention
that
we
are
at
the
end
of
a
strategic
plan
cycle
and
we're
initiating
a
new
strategic
plan
three-year
plan,
we're
well
on
our
way
to
retaining
the
consultants
and
so
forth
that
we
need
I,
think
we're
going
to
decision
next
week
on
who
we're
gonna
work
with
on
that.
So
we
will
take
these
sort
of
budgetary
fluctuations
that
we've
now
experienced
into
account
when
we
do
our
new
strategic
plan.
B
Q
My
name
is
rich
Bradley
and
I'm.
The
acting
executive
director
of
the
Crystal
City
bid,
as
you
are
well
aware,
that
Christie's
Crystal
City
bid
area
is
undergoing
a
transformation.
Quite
frankly,
transition
is
Victor
talks
about
quite
frankly,
it's
the
same
kind
of
transformation
and
transition.
That's
going
on
everywhere
in
the
region,
we're
all
having
to
learn
to
be
much
more
competitive,
so
in
a
parallel
way.
So
is
the
bid
undergoing
a
transition.
Our
revised
budget
reflects
this
well,
it
shows
a
decrease
of
for
$55,000.
Q
In
large
part,
we
had
the
the
board
had
committed
money
from
reserves,
and
we've
decided
not
to
make
that
commitment
at
the
present
time.
So
sustaining
a
budget
of
about
the
same
as
last
year,
while
continuing
to
focus
on
events
and
activities,
we
are
taking
taking
steps
to
broaden
the
scope
of
programs
which
align
more
closely
with
other
bid
models.
We
plan
to
become
an
economically
development
driven
place,
making
place
management
and
place
branding
organization.
Q
Q
What
we
will
be
doing
is
assessing
our
markets,
our
economy,
our
sense
of
place,
our
transportation
needs
and
our
brand
position.
We
hope
to
develop
an
action
agenda
by
the
fall,
which
will
detail
ways
which
we
can
increase
our
competitiveness
in
the
region.
We
also
plan
in
this
process
to
consider
ways
in
which
Pentagon,
City
and
Crystal
City
can
be
more
aligned
in
terms
of
their
integrated
markets.
Thank
you
very
much.
So.
R
Good
afternoon,
thank
you
for
having
us
I
feel
like
I
should
have
somebody
sitting
next
to
me.
I
know
right
right,
so
I
think
the
highlight
for
us
on
this
past
year
has
been
that
really
it's
been
one
of
tremendous
success
and
our
goal
is
to
keep
that
going,
and
so
we've
really
aligned
our
budgets
to
to
ensure
that
they're
in
sync
with
that.
R
Certainly
the
current
office
environment
does
place
pressures
on
us
in
terms
of
achieving
all
of
our
goals,
but
we
really
believe
that
we
are
in
a
strong
position
and
that
we
have
all
of
the
ingredients
that
we
need
for
long
term
success.
We
have
very
motivated
owners
who,
to
your
question,
mr.
Vyse
that
are
willing
to
do
what
they
need
to
do
to
lease
the
buildings.
We've
got
a
lot
of
notable
lease
deals
that
happen
in
this
past
year,
thanks
to
a
large
part
to
the
efforts
of
AED
who
brought
a
lot
of
those.
R
You
saw
some
of
those
up
on
the
screen
earlier
and
we
really
believe
that
that's
going
to
help
drive
future
leasing
as
well.
We
have
the
completion
of
central
place,
which
is
an
amazing
public,
plaza
and
observation
deck,
which
we
believe
is
going
to
bring
even
more
to
the
area
and,
finally,
our
sector
plan,
which
really
is
a
bold
vision
to
our
future,
and
it
really
talks
about
our
built
environment
as
a
successful
and
effective
place.
R
So
I
think
the
ingredients
are
there,
but
the
bottom
line
is
that
we
hope
to
see
a
continued
investment
in
Rosslyn.
We
think
it's
important
to
do
that,
because
we
do
provide
part
of
the
the
county
revenue
base.
So
that's
important
to
keep
that
so
for
the
coming
year,
our
energies
are
going
to
be
focused
really
in
two
key
areas:
business
engagement
and
infrastructure
improvements.
We
think
that
these
are
both
necessary
elements
of
a
great
place
where
both
businesses
and
residents
want
to
be
so
first
business
engagement.
R
Our
new
business
engagement
program
is
designed
to
help
with
business
satisfaction,
retention
and,
ultimately,
to
help
drive
down
office
vacancy,
which
is
important
to
all
of
our
health.
Here
in
Arlington
executives
tell
us
exactly
what
we
heard
mr.
Hoskins
say,
which
is
that
their
location
decisions
come
down
to
their
employees
and
to
the
talent.
Do
I
have
the
talent
that
I
need
in
this
location?
Are
the
employees
going
to
be
happy
both
during
work
hours
and
after
work
hours?
R
Can
they
get
to
work
easily,
regardless
of
whether
they're
driving
taking
public
transit
biking
or
walking,
and
our
joint
work
with
Arlington
County
is
about
creating
a
community
that
we
can
say
yes
to
those
executives
on
all
fronts?
So
to
that
end,
we'd
like
to
commend
the
manager
and
the
board
for
the
additional
funding
that
was
given
to
AED.
We
think
that
that
is
critically
important
work.
That's
a
big
piece
of
the
component
to
the
business
engagement,
work
that
we're
doing
and
needs
to
continue.
R
So
the
second
big
area
that
we're
going
to
be
focusing
on
is
infrastructure
improvements
which
simply
put,
although
it's
not
a
simple
topic,
but
simply
put.
We
want
to
make
sure
that
we
can
move
people
around
easily
safely
and
enjoyably.
So
this
requires
a
road
in
sidewalk
network
that
brings
people
in
and
actually
encourages
them
to
stay.
R
It
requires
wayfinding,
an
ample
signage,
so
people
actually
know
where
they
are
I
get
lost
still
in
Rosslyn,
so
they
know
where
they
are
and
how
to
find
the
amenities
and
the
other
things
that
they
want
not
to
call
on
names.
But
I've
had
certain
people
at
this
table
come
to
visit
me
at
Roslin
establishments
and
couldn't
find
the
establishment.
So
we
could,
we
could
do
a
little
work
there
and
finally,
a
streetlight
system
that
instills
a
sense
of
safety
while
enhancing
public
spaces.
I
want
to
really
thank
the
county
manager
and
the
staff.
R
The
staff
has
done
a
lot
of
work
in
this
area
of
infrastructure
improvement.
Miss
watts,
Flanagan
Watson,
has
been
really
helpful
in
that
regard,
as
well
as
des
has
and
to
the
board.
We
ask
that
we
maintain
funding
capacity
for
infrastructure
in
operations
so
that
we
can
really
move
toward
our
sector
plan,
in
particular
when
the
Roslyn
Transportation
Study
concludes
in
the
spring
of
nineteen.
Our
hope
is
that
we
will
have
availability
of
funds
so
that
we
can
actually
see
the
results
through
to
design
and
implementation.
R
So
ultimately,
these
two
priorities,
along
with
our
ongoing
work
of
activation
beautification
marketing,
all
point
to
the
goal
of
an
active
urban
and
excessive
destination,
a
place
that
will
remain
a
key
contributor
and
to
a
healthy
and
sustainable
Arlington
County
for
the
future.
Thank
you
very
much.
Thank.
B
You
very
much
miss
Bjork
and
I
promise.
Actually
we
take
a
break
there,
but
I
do
think
it
makes
sense
to
invite
our
partnerships
as
well
the
nonprofit's
that
engage
in
some
of
the
same
placemaking
activities
as
the
bids
in
Clarendon,
Lee,
Highway
and
Columbia
Pike,
so
I'm
going
to
ask
them
to
come,
give
us
a
brief
presentation
and
then
we'll
ask
questions
on
all
manner
of
partnerships
and
bids.
So
I
believe
we
have
MS
Cassidy
from
Columbia
Pike,
revitalization
organization.
S
S
So
and
I
want
to
introduce
Amy
McWilliams,
who
is
the
assistant
director
of
the
pike
of
the
Columbia
Pike
revitalization
organization?
She
has
been
working
for
C
Pro
for
18
years,
at
the
same
time
that
she
was
an
actor
at
the
Signature
Theatre
Company
and
we
enticed
her
to
run
away
from
the
theater
and
join
the
C
Pro
circus.
So
so
we're
very
happy
and
thankful
to
you
and
to
rich
Bradley.
S
Who
was
our
consultant
to
set
up
a
strategic
plan
in
2014,
and
so
thank
you
very
much
for
you
know
increasing
the
amount
of
support
for
C
Pro
that
enables
us
to
strengthen
the
organization
and
have
a
strong
organization
in
place
that
can
respond
to
all
the
needs.
So
so
I
just
wanted
to
make
four
points.
S
The
the
grant
last
year
was
a
tremendous
tremendous
help
to
to
see
Pro
and
we
have
a
great
working
relationship
with
the
county
because
we
were
supposed
to
set
up
a
cleaning
program
for
$47,000
I
discussed
with
Mary
Claire
the
possibilities
of
how
we
could
do
that,
and
we
don't
have
a
truck.
We
don't
have
ambassadors
so
so
we
worked
with
the
solid
waste
PRL
that
forty-seven
thousand
dollars
was
transferred
Oh
to
the
county,
to
hire
another
staff
person
to
keep
the
streets
clean
and
work
over
the
weekends.
S
So
we
have
a
great
relationship
with
these
guys
on
the
street
boyd
washington
acts
like
an
ambassador,
or
he
takes
personal
pride
and
personal
offense.
When
somebody
dirties
his
Columbia
Pike,
he
gets
really
mad,
and
so
so
our
understanding
was
that
the
county
might
take
back
that
position,
and
so
our
understanding
now
is
that
they
are
going
to
continue
with
the
solid
waste
Bureau
person
to
handle
that,
but
the
money
was
taken
out
of
the
overall
County
grant
again
so
so
$50,000
was
taken
out
and
in
terms
of
the
impact
on
on
cipro.
S
We
applaud
this
partnership.
We
think
it's
great.
That
said,
it's
is
really
fifty
thousand
and
ten
that
$10,000
cut
to
us
this
year,
which
impacts
us
in
terms
of
our
banner
program.
We
had
hoped
to
be
able
to
put
a
lot
of
money
into
the
banner
program
we
have
$16,000
from
last
year,
we'll
put
another
16,000.
We
got
a
$10,000
grant
from
the
Washington
Forest
Foundation
and
we
anticipate
getting
another
ten
to
seven
thousand
dollar
grant
from
the
state.
S
So
we
hope
that,
with
your
approval
in
June
that
we'll
you'll
be
able
to
see
the
brightening
up
of
the
pike,
the
other
relationships
that
we
have
with
AED
are
in
terms
of
the
market
study
that
was
originally
part
of
our
proposal
for
4c
Pro
I.
Think
it's
worked
out
very
well
that
the
county
staff
does
it
there
they're
very
responsive,
to
see
Pro
and
very
inclusive
of
our
staff
and
board
in
terms
of
that
process.
So
so
we
hope
that
it
results
in
a
in
a
contract
soon.
S
But
thank
you
Victor,
it's,
you
know
really
it's
mark,
but
he
works
for
you,
so
so
we're
looking
forward
to
that.
And
finally,
our
relationship
with
Cultural
Affairs
is
very
good.
They
provide
us
the
support
that
we
need
for
our
blues
festival
and
we
had
a
huge
success
at
the
Blues
Festival
last
year
and
we're
looking
forward
to
the
same
thing
this
year.
So
it
really
is
a
good
working
relationship,
the
commercial
development
base
that
could
make
us
a
bid.
You
know
this.
S
This
really
works
very
well
and
it
frees
us
up
to
devote
staff
time
to
working
with
residents
of
the
West
End.
We
hope
to
launch
or
install
a
system
of
little
free
libraries
in
the
West
End.
We
had
a
tremendous
response
to
a
call
for
that
project.
We've
expanded
movies
at
Arlington,
mill
to
Saturday
nights
and
expanded
the
number
of
movies.
We
are
Olivos
Amy
for
the
end
and.
T
We'd
like
to
invite
you
all
to
the
grand
opening
of
the
Arlington
mill
farmers
market,
it
will
be
May
5th.
There's
a
flyer
right
here
for
each
one
of
you
and
we
hope
you'll
join
us.
We
actually
are
working
with
Arlington
arts
to
have
the
art
truck
there,
we're
also
getting
the
army
van
Latin
combo,
because
it's
Cinco
de
Mayo.
So
why
not?
But
we
really
love
to
have
any
of
you
who
would
like
to
come
to
join
us
and.
S
That's
it's
been
a
major
project
that
that
the
community
has
wanted
for
a
long
time
and
finally,
almost
finally
we're
working
with
the
curse
and
a
working
group,
because
we
feel
that
that
is
a
huge,
huge
project
for
the
pike.
It's
an
economic
development
project.
As
far
as
we're
concerned,
Victor
that
you
know
we
want
you
guys
to
pay
attention
to
that
and
help
us
last
but
not
least,
I
just
want
to
announce
that
we
were.
S
It
was
announced
this
morning
that
Columbia
Pike
revitalization
organization
was
named,
was
approved
to
be
a
Virginia
Main
Street
affiliate.
We
got
that
letter
and
that
makes
us
eligible
for
grants
from
the
State
Department
of
Community,
Housing
and
Development,
and
so
we're
doing
our
best
to
play
our
part
of
raising
funds
for
the
pike.
Thank.
B
U
B
U
Of
all,
thank
you
to
the
board
and
to
AED
staff
for
your
past
support
for
the
corn
Alliance.
As
you
know,
I've
been
executive
director
here
since
June
2011
and
much
has
changed
in
quieren
and
over
those
years
we
continue
to
see
significant
investment
in
our
district,
such
as
tenth
Clarendon,
the
new
Hyatt
Hotel
cars
development
next
door
to
the
hotel
region
sees
plans
to
develop
the
Sears
building,
remodel
the
Liu
Tosca
space
and
soon
we'll
see
activity
around
Chu
hands
project
on
the
red
top
cab
site
in
short,
investor
confidence
and
courthouse
remains
strong.
U
The
Clarendon,
Alliance
and
sierra
were
both
founded
in
the
mid
80s
as
partnership
organizations.
However,
due
to
the
county's
transit
oriented
development
policies
and
by
routing
Metro
as
it
did,
the
development
happened
more
rapidly
in
the
RV
Quarter,
then
along
Columbia
Pike.
We
know
that
there
is
an
ongoing
need
for
commercial
district
management
in
mature
districts.
That's
why
the
Boston
and
Rosslyn
bids
emerged
from
the
original
partnership
organizations.
U
While
our
board
has
authorized
me
to
explore
the
feasibility
of
a
bid,
there
has
been
frankly
serious
miscommunication
about
primary
responsibility
for
this
task.
We
now
know
only
recently
has
it
been
made
clear
to
our
board
that
the
county
manager
wants
private
sector
leadership
for
this
exploratory
work.
We
have
developed
an
outline
of
a
process
we
wish
to
pursue,
based
on
a
model
developed
for
New,
York
City.
U
We
will
systematically
pursue
this
process
and
initial
meetings
with
our
RB
corridor
partners,
with
our
adjacent
Civic,
Association
presidents
and
with
key
Clinton
and
stake
holders
are
now
being
scheduled.
With
these
new
initiatives,
these
new
initiatives
will
be
incorporated
into
an
updated
work
plan
which
we
will
provide
to
AED
and
the
county
board
as
soon
as
we
can.
This
is
relatively
new
for
us
simultaneously.
U
While
we
have
developed
new
membership
and
sponsorship
recruiting
tools
this
year,
I
for
our
financial
situate
situation
remains
precarious.
We
believe
that
the
county's
investment
in
the
clarinets
is
not
only
an
investment
in
our
organization.
More
importantly,
it
is
an
investment
in
the
Quirinal
courthouse
neighborhood,
which
is
an
economic
engine
for
the
county.
U
We
know
this
is
a
challenging
fiscal
year
for
the
county,
but
as
we
explore
a
bid
as
a
long-term
funding
strategy
for
the
for
to
become
a
CA
successor,
we
ask
that
we
given
the
resources
we
need
to
carry
that
process
forward
while
continuing
to
organize
events
and
activities
to
continue
to
make
Clarendon
and
Arlington
destination.
Thank
you
thank.
B
V
So,
chairperson,
crystal
vice
chair,
dorsey
board
members,
county
manager
and
AED,
my
name
is
sandy
Chesser
Owen
I'm,
the
president
of
the
Lee
Highway
Alliance
board,
Charles
Darwin
once
said
it
is
not
the
strongest
of
the
species
that
survives
nor
the
most
intelligent.
It
is
the
one
most
responsive
to
change.
V
V
Today,
we
request
two
very
specific
things:
urgency
for
adequate
funding
of
that
Lee
Highway
planning
initiative.
Please
recognize
that
three
of
the
county
managers
budget
priorities,
economic
development,
schools
and
affordable
housing,
particularly
in
light
of
the
six
clusters
of
H
CDs
along
Lee
Highway,
are
intertwined
in
this
replanting
effort.
One-Time
funding
of
250,000
for
the
RFP
and
nodal
rather
than
comprehensive
planning
is
not
sustainable.
The
RFP
that
is
now
out
on
the
street
is
long
overdue.
The
LH
a
board
is
very
supportive
of
having
more
responsibilities
and
a
broader
role
in
the
stakeholder
engagement
process.
V
In
order
to
reduce
costs
and
maintain
the
county's
commitment
to
open
government,
secondly,
support
for
partnership
equity,
la
chaise
line-item
in
the
current
budget
is
sixty
thousand
five
hundred
dollars.
We
request
that
you
realign
partnership
funding
to
eighty-five
thousand
so
that
LH
a
can
afford
one
full-time
staff
as
a
consultant
Lu
Jia
du
Cordrey
without
benefits
their
executive
director
LH,
is
in
its
first
year
of
operations
and
we
are
just
getting
off
the
ground
as
a
nonprofit
organization
to
support
lucia's.
V
This
spring
LH
a
put
a
very
strong
committee
structure
in
place,
giving
ownership
roles
to
65,
active
civic
association,
members
and
corridor
land
and
business
owners.
We
also
established
a
very
good
relationship
with
VDOT
and
now
hold
briefings
every
six
weeks.
We
can
succeed
with
one
staff,
member
and
volunteers,
but
we
cannot
run
a
non-profit
and
its
legal
obligations
with
only
volunteers.
V
Development
never
sits
still
by
write.
Applications
are
coming
in
throughout
the
corridor
because
the
landowners
don't
want
to
wait
any
longer.
Some
of
these
developments
will
offer
few
community
benefits.
In
all
cases,
they
will
offer
less
density,
a
tool
for
affordable
housing
and
community
benefits
and
fewer
infrastructure
improvements.
With
a
community
supported
plan
in
place,
we
can
avoid
glove
glove
studies
and
piecemeal
development
and
unlock
the
corridors.
True,
economic
potential,
the
county's
vision
statement
as
a
world-class
community
does
not
exclude
certain
areas.
V
All
corridors,
including
Lee
Highway,
with
our
42,000
people,
18
civic
associations,
300
plus
current
businesses,
have
potential,
as
the
fiscal
affairs
advisory
committee
advised.
A
successful
and
thoughtful
plan
for
the
Lee
highway
corridor
will
guide
hundreds
of
millions
of
investment
dollars
into
one
of
the
county's
key
commercial
corridors
and
will
yield
dividends
in
excess
of
planning
costs.
Let
us
not
squander
our
momentum
for
local
ideas
in
a
livable
future.
Let
us
stick
to
the
schedule
and
work
together
to
develop
a
creative
corridor
plan.
V
B
I
You,
madam
chair
board,
members.
Thank
you
to
the
Boston
bid
leadership
for
meeting
with
the
Commission.
This
is
the
first
year
that
we've
reviewed
one
of
the
bids
as
part
of
the
process.
So
thank
you
very
much
I'm
to
them.
This
report
was
prepared
by
Connie
flipo,
Thelma,
ASCII
and
Steve
Baker
and
Miss
Flippo
and
Steve
Baker.
Mr.
Baker
are
here
today,
so
thank
you
very
much
to
them
for
joining
us.
I
Fak
reviewed
the
Ballston
bid,
in
particular
due
to
the
proposed
tax
rate
increase.
So
we
didn't
look
at
the
other
two
bids.
So
after
several
years
of
falling
tax
revenues
in
FY
19,
the
boston
bid
will
see
a
further
7
percent
decrease
in
revenues
as
a
result
of
NSF's
move
out
of
the
area,
the
renovation
of
boston,
commons
quarters
and
realization
of
tax
assessment
appeals.
I
The
bid
will
have
to
put
on
hold
several
projects
initiated
in
the
past
year
to
enhance
the
attractiveness
of
the
bid
area
in
order
to
forestall
the
loss
of
momentum
on
bid
activities.
The
Boston's
bit
of
the
Boston
bids,
Board
of
Directors,
has
approved
a
one-time
increase
in
the
bid
area.
Tax
rate
and
tax
revenues
are
expected
to
increase
in
the
next
fiscal
year,
which
would
make
this
a
one-time
increase
in
the
tax
rate.
That's
all
that's
needed.
I
As
far
as
the
recommendation,
the
fact
recommends
that
the
county
board
approved
the
one-time
tax
rate,
increase
two
point:
zero
five
three
cents
proposed
by
the
board
of
directors
of
the
Boston
bid
11,
were
in
favor.
Of
this
three
knows
one
abstention.
The
additional
tax
revenues
should
be
forthcoming
in
FY
20s,
the
Boston
Quarter
project
is
completed
and
fully
occupied,
and
the
rate
should
revert
back
next
year.
Recommendation
number
two:
the
fact
recommends
that
the
county
board
encouraged
the
county's
connect
Arlington
project
to
coordinate
with
the
bids
for
Wi-Fi
access.
B
You
very
much
appreciate
that
the
look
into
the
tax
rate
issue,
particularly
in
Boston
okay,
let
me
open
the
floor
for
questions
I,
think
in
this
case
we
can
muddle
together
budgetary
changes
as
well
as
ongoing
strategic
questions
into
one
conversation
and
I'll
note
as
well
for
anybody
following
along
at
home
that
we
have
received
pretty
extensive
reporting
work
plan,
additional
documentation
from
all
of
our
bids
and
partnerships,
which
we
appreciate
very
much
and
I
believe
those
are
available
for
residents
as
well
as
board
members.
So,
colleagues,
questions
reactions.
L
L
All
right
so
thank
you,
mr.
Mandal
and
mr.
Bradley,
so
just
getting
into
some
of
the
details
of
your
you
know:
substantial
changes
for
the
upcoming
year
to
disinvest
in
a
lot
of
the
operations
that
you
had
done
and
and
focus
more
on
the
strategic
planning.
Can
you
just
give
us
a
little
sense
of
what
on
the
ground?
It
means
in
terms
of
the
Wi-Fi
contract
that
you
currently
have
as
part
of
the
transportation
services,
as
well
as
the
activities
that
have
been
that
were
planned
for
Crystal
City
to
the
airport.
Q
Essentially,
there
be
is
some
cutbacks
in
the
amount
of
the
event
programming
I
think
we
want
to
evaluate
the
effectiveness
and
look
more
closely
at
the
impact.
Secondly,
we're
going
to
sort
of
restructure
some
of
that
funding
to
go
more
into
kind
of
the
economic
development
business
marketing
that
needs
to
happen
in
terms
of
the
Wi-Fi
system.
We've
looked
at
that
and
found
that
at
the
moment,
it's
not
as
productive
for
our
purposes
and
we're
in
the
process
of
discontinuing
it.
So.
W
So
we
actually
did
terminate
our
Wi-Fi
contract.
We
no
longer
have
a
Wi-Fi
system.
This
was
a
system
that
we
started
back
in
2008
for
various
reasons.
Over
that
time
period
technology
has
changed
back.
Then
it
was
laptops.
Everybody
was
coming
out
in
courtyards
with
laptops.
Now
everybody
has
iPhones
so
based
on
the
data
usage
where
it
was
coming
from
what
it
was
used
for.
Q
L
At
some
point,
curiously,
totally
take
your
evaluation
of
your
own
experience,
but
it
contrasts
a
little
bit
with
what
we
heard
from
Boston
and
that
being
a
very
popular
program
and
amenity
that's
offered
there.
So
it
would
be
interesting
just
to
learn
what
are
the
differences,
maybe
geographically,
or
maybe
with
implementation
and
execution.
That
makes
the
crystal
crystal
city
experience
so
much
different.
B
I
am
if
mister
vice,
that
will
indulge
me
wanted
to
ask
one
question
of
our
staff
and
then
we'll
go
next
to
him
all
of
our
bids
and
their
materials
and
work
plans
prepared
for
us
and
memos
about
the
budget
referenced.
A
delinquency
fund
issue
that
it
seems
like
is
on
the
on
the
county
side
and
I
wondered
if
our
staff
could
share
a
little
bit
about
the
delinquency
fund
issue
that
seemed
to
arise
between
fiscal
year.
I'm
getting
blank
looks.
B
It
was
the
first
time
it
was
the
first
time
I
had
I
had
seen
that
term,
or
that
is
a
line
item
for
our
bids
in
Prior
budgets
and
it
sounded
like
there
was
some
back-and-forth
with
the
county
over
the
between
the
last
fiscal
year
in
this
fiscal
year.
Could
you
share
a
little
more
with
us
about
what
that
is?
Yes,.
X
My
name
is
Joe
Barstow,
I'm
from
apartment
management
finance.
The
delinquency
Reserve
is
delink.
Reserve
is
just
it's
in
the
agreement.
It's
a
reserve
just
to
kind
of
act
as
a
buffer
in
the
event
that
you
know
throughout
the
year
as
we
progress.
If
there's
a.
If
you
look
at
the
fun
statement,
there's
the
the
second
part
of
the
year.
You
have
the
revised
fun
statement
and
any
changes
in
revenue
that
occurred
throughout
the
year.
The
Reserve
is
there
to
balance
I.
X
B
N
You,
madam
chair,
so
I
first,
have
to
give
a
shout
out
to
Mary
Clare
burek
of
the
Rosslyn
bid,
to
which
I'll,
EA's
and
I'm
glad
I'm
Mary
Claire
that
she
referenced
the
observation
deck
which
is
atop,
the
residential
building
of
the
of
the
twin
towers,
the
apartment
building
and
the
residential
building
at
central
place
and
I
just
have
to
say
that
I
think
that
this
observation
deck,
which
a
previous
board
negotiated
with
very
robust
public
access
hours
six
days
a
week,
at
least
for
for
up
to
12
hours
a
day,
is
really
going
to
be
a
huge
draw
for
us,
tourists
and
residents
alike,
and
we'll
really
showcase
that
neighborhood
and
hopefully
lead
to
a
lot
of
spending
on
Roslin's,
growing,
restaurant
and
beverage
ecosystem.
N
Also
with
respect
to
C
Pro
as
miss
miss
Espinosa,
I'm,
sorry
Cassady,
that's
another
Cecilia,
miss
Cassidy
pointed
out
your
C
pros
winning
the
VHD,
a
the
Virginia
Housing
and
Development
Agency's
Main
Street
designation
is
huge
and
I've
asked
a
question
of
staff
that
we
don't
need
to
get
into
now
as
to
what
the
ramifications
are
for
that.
The
positive
Rama
Rama
fication
's
for
the
pike
as
well
as
mr.
manager.
N
You
had
indicated
a
few
weeks
ago
that
we
were
going
to
be
applying
to
the
state
for
a
certain
opportunity
zone,
designations
of
neighborhoods,
mostly
flanking
the
pike
and
NOC
and
I,
look
forward
to
hearing
what
staff
has
to
say
about
the
benefits
that
that
could
bring
in
terms
of
additional
investment
along
the
pike,
as
well
as
the
NOC
community.
I,
don't
know
if
you
want
to
say
anything
now
or
just
follow
up
on
that.
N
In
terms
of
the
actual
designation,
Awards,
okay,
okay,
so
my
question
is
and
I
wasn't,
anticipating
asking
this,
but
I
was
prompted
to
by
the
Ballston
actually
by
Tenley
Peterson's
review,
with
fact,
with
respect
to
the
Boston
bid
that
language
that
you
had
at
the
bottom
with
respect
to
boundaries
of
the
Boston
bid.
You
know
there
has
been
some
discussion
about
expanding
the
bid
tomorrow
to
residential
communities
in
Boston.
There
has
been
that
that
dynamic
playing
out
in
Crystal
City
as
well
mr.
N
Mandal,
in
terms
of
whether
or
not
you
can
graft
on
certain
neighborhoods
certain
residential
buildings
and
likewise
in
Rosslyn,
so
I'm,
just
asking
staff
I
guess
and
if
any
of
the
three
bids
would
care
to
in
terms
of
your
boundaries,
are
they
static?
Do
they
need
to
grow
for
the
long-term
viability,
vie
abilities
of
your
respective
neighborhoods
or
not
I?.
W
Know
as
well,
but
I
think
crystal
city's
been
looking
for
a
long
time
at
the
overall
sub
market,
that
is
Crystal
City,
Pentagon
city
and
Potomac
Yard,
and
in
particular,
as
the
two
markets
merge
through
private
infrastructure.
You
see
a
lot
of
changes
happening
right
along
the
border.
There's
been
a
kind
of
a
dissolving
psychological
boundary
between
the
two
sides
and
when
it
comes
to
economic
development,
prowl
s
really
assembling
them
together
and
being
able
to
market
them
together.
As
a
package
of
neighborhoods,
it's
not
one
neighborhood.
W
Q
Mageau
were
seen
as
service
organizations,
they
were
supplementing
city
services.
They
still
have
that
function,
but
more
in
part
of
their
economic
development
partners
for
the
city
and
what
we're
I
think
we're
trying
to
do
here
is
to
agglomerate,
where
it's
appropriate
markets
so
that
they
can
be
more
effectively
managed
and
presented
and
made
more
competitive
in
a
in
a
marketplace
that
has
grown
very,
very
competitive.
I.
Just
I
want
to
make
a
note
here,
because
you're
asking
the
question
before
the
region
last
year.
Q
Added
about
47,000
jobs
was
the
region
down
from
60,000
the
year
before
the
the
projections
for
the
next
two
years
were
to
add
only
four
million
square
feet
of
new
office
space.
Only
four
million
square,
so
office
is
changing
very
dramatically
so
how
we
reposition
buildings
what
they
become
and
how
we
work
together,
how
we,
how
we
become
mixed-use
communities,
there's
a
lot
of
work.
Q
That
has
to
be
done,
and
so
it
seems
if
you
look
at
least
in
the
Crystal
City
Pentagon
city,
panic,
Potomac,
Guards
area,
an
opportunity
to
look
how
these
markets
operate
and
may
be
integrated.
So
when
people
move
there,
whether
it's
for
business
purposes
or
residential
purpose,
they
take
advantage
of
the
wholeness
of
that
area.
Another.
Y
Okay,
thank
you.
I'm
Tina,
Leone
of
the
CEO
of
the
Boston
bid
for
Boston.
It's
even
more.
It's
it's
there's
even
more
constrained
for
us.
We
were
we're
the
newest
bid
and
our
bid
was
created
without
having
when
we
say
residential,
we
mean
apartments,
that's
what
we're
not
talk
about
single-family
homes,
so
I
just
want
to
clarify
that
for
people
out
there,
so
apartments
are,
in
fact
commercial
property.
Y
However,
they
were
excluded
from
the
boundaries
that
Boston
bid
and
the
issue
is
our
sector
plan
going
back
to
1980
and
then
86
called
for
a
50/50
mix
of
residential
and
commercial
and
that's
exactly
what
we
have
in
Boston,
it's
fantastic.
This
is
the
this
is
what
most
neighbors
are
trying
to
achieve.
The
problem
is:
we've
got
half
of
the
revenue
for
all
of
the
expenses
associated
with
taking
care
of
the
neighborhood
and
giving
giving
all
of
the
benefits
that
the
community
really
wants
and
being
the
economic
development
generator
in
partnership
with
AED.
Y
So
for
us,
our
budget
we
have
been.
We
have
had
conversions
happen
over
the
last
four
years,
so
we're
our
commercial,
our
office,
retail
property
has
converted
to
apartments
and
therefore
excluded
from
the
bed.
If
you
look
at
our
bit
at
Swiss
cheese,
so
when
we
do,
when
do
we
do
work
on
the
sidewalk?
If
we
decided
when
we
put
up
banners,
we
have
to
put
them
up
in
front
of
all
of
the
buildings,
so
the
apartment
buildings
benefit
where
they're
not
paying.
Y
If
we
were
due
to
beautification
it's
the
same
matter,
so
I
think
for
us
in
particular.
That's
a
problem.
Rosalyn
had
has
a
grandfather
clause,
so
the
building
comes
converts.
It
still
stays
in
the
bid,
so
I
understand,
there's
other
issues
with
that
being
condominiums,
etc,
and
then,
of
course,
Crystal
said
he
does
have
apartments
in
their
bid
so
or
just
a
large
extent
they
do
so.
For
us
it
is
an
ongoing
problem.
Now
we
did
look
at
this.
We've
been
looking
at
this
over
the
last
couple
years.
Y
I've
shared
this
with
Christian,
looking
at
doing
it,
bringing
the
apartments
talking
to,
and
particularly
the
big
property
owners,
get
more
in
Avalon
Bay.
We
did
get
down
that
road,
however,
the
tax
rate,
because
we
can't
do
a
split
tax
rate,
we
can't
get
the
tax
rate
low
enough
to
entice
the
apartments
to
say.
Yes,
we
willingly
will
want
to
do
this
so
for
us,
we've
been
combating
this
decline
in
revenue
through
our
fundraising
efforts.
Y
We're
now
up
over
five
hundred
thousand
dollars
that
myself
and
my
team
fundraise
every
year,
whether
it's
through
ticket
sales
or
sponsorships
I
mean
we
put
a
name
on
everything.
We
can
everything,
but
it
gets
to
a
point
of
sustainability
and
we're
not
sure
you
know
what
this
is
why
this
year
was
the
the
point
of
where
we
say
the
perfect
storm,
where
we
just
there
is
not
enough.
Y
There's
none
of
people
hours
to
raise
more
money
to
sustain
the
bid
at
that
certain
level,
but
for
the
future
we
are
looking
to
to
bring
the
apartments
in
under
a
membership
model,
and
we
will
let
you
know
how
that
goes.
We're
just
we're
just
launching
that
in
the
next
month
or
so,
but
I
again,
I
can't
guarantee
that
they're
going
to
agree
to
do
it.
Y
B
B
B
M
Mr.
house
opinion,
if
you
wouldn't
mind,
thank
you
approaching,
but
I
think
I'll
start
off
my
questioning
actually,
first
for
staff,
which
is
I
understand.
We
were
just
talking
about
about
the
bids
and
mr.
has
been
testified
earlier,
that
he
that
the
board
of
clarinet
Alliance
has
sort
of
come
aware
of
a
desire
to
explore
the
notion
of
a
bid.
M
M
Thank
you.
So
mr.
husband
I'm
want
to
understand
you.
You've
had
a
current
FY
18
adopted
budget
for
the
county
side
of
80
K
and
you've
requested
140.
So
that's
a
fairly
significant
increase
and
your
request
was
actually
prior
to
this
new
initiative
to
sort
of
pursue
a
bit
and
we've
just
I've
just
heard
that
that's
actually
a
considerable
effort.
M
So
if
you
could
share
with
with
us
and
I
know,
you
submitted
previously
a
proposed
work
plan,
but
I'm
sort
of
gathering
that
that's
a
little
bit
up
in
the
air,
so
trying
to
understand
what
how
that's
going
to
roll
together
and
the
Alliance
is
proposing
that
you
would
move
forward
and
in
particular,
if
we're
not
able
to
grant
the
additional
money.
How
would
we
as
a
county,
then?
M
U
U
Information
has
come
forward
to
the
corner
on
its
board.
Subsequently
about
there's
been
on
and
off
discussion
about
a
bid
in
Clarendon.
We
know
that
the
the
property
ownership
has
changed.
There
are
some
other
larger
operators
in
Clarendon
now
than
there
used
to
be.
Does
that
make
a
difference?
Is
there
a
critical
mass?
We
don't
know,
but
it's
we
we
need
to
ask.
U
U
U
We
were
led
to
understand
that
a
AED
wanted
to
be
more
of
a
wee
player
on
this,
that
we
were
to
sort
of
take
a
back
seat.
A
little
bit.
I
mean
that's
was
my
understanding,
and
that
was
the
understanding
that
was
left
I.
You
know
of
the
ad
days
on
at
the
time,
and
so
subsequently
it's
been
made
clear
to
our
board.
After
we
submitted
this
work
plan,
they
we
misunderstood
what
that
role
was
to
be
so.
U
U
M
You
come
back
with
your
revised
work
plan.
Well,
we-
and
this
is
now
I'm
kind
of
gonna
turn
to
staff
of
how
we
administer
these
partnership
agreements.
Will
we
be
able
to
look
at
that
and
look
at
their
proposed
work
plan
and
figure
out
what
we're,
what
we're
funding,
or
is
this
a
a
one?
We
we
just
fund
a
certain
amount
and
then
the
Alliance
board
figures
out
how
they're
going
to
spend
that
money.
The.
U
Way
we
do
our
budget
and
I
want
to
just
get
back
to
the
to
the
other
point.
About
what's
happening
is
because
we,
a
big
part
of
our
income,
comes
from
events
or
doesn't
come
from
advances
a
case.
Maybe
we
have
good
years
and
bad
years,
and
so
2014
was
a
great
year.
We
were
way
in
the
black
I
cameras.
We
had
two
one
regular
year
and
a
couple
of
years,
not
so
good,
so
we
are
down
to
you're.
U
And,
and
so
what's
going
on
is
part
of
that
request
was
just
really
to
sort
of
get
us
back
up
into
the
black
another
part
of
that
was
for
some
staffing
for
social
media,
which
we
really
the
market
has
changed.
We
need
to
communicate
better
with
our
audience,
which
is
younger
people.
The
Millennials
that
live
in
all
the
residential
in
our
district
and
I'll
be
honest.
I
need
some
help
to
do
that.
I
need
some
professional
advice,
because
I'm.
B
O
E
Think
each
of
the
partnerships
is
pretty
clear
in
their
work
plans
about
what
they're
proposing
and
they
attach
a
budget
to
the
work
plan.
That
shows
the
expense
side
of
the
request
and
how
the
grant
funding
factors
into
that.
So
I
think
we
do
have
transparency
through
the
existing
work
plans
and
budgets
to
see
the
intent
of
the
organization
and
how
they
would
spend
those
funds.
L
B
M
Understand
still
is,
what's
going
to
give
so
we're
gonna
have
a
proposed
work
plan,
but
we've
got
and
we've
got
a
a
budget
request
of
140,000
which
I
very
frankly,
don't
think
we're
going
to
get
to.
So
what
what
gives
and
and
and
who
decides,
what
gives
do
we
decide?
What
gives
or
does
the
Alliance
board
decide?
What
gives
we.
U
Can
so
what
we
do
when
we
submit
our
work
plan
a
budget
way,
we
do
it
and
I
think
each
group
may
do
it
a
little
differently.
We
take
each
of
our
program.
Areas
in
each
event
is
the
program
area
and
some
events
have
multiple
program
areas
like
Mardi
Gras.
We
had
the
parade
and
the
ball
two
separate
things.
We
spread
the
county
grant
across
all
of
them.
U
Okay,
so
the
80,000
grant
we
got
last
year
just
goes
across
all
of
our
program
areas,
and
then
you
know
we
anticipate
revenues
from
the
events
and
expenses
against
each
of
those
program
areas.
You
know.
Membership
fits
in
GNA
well
actually
fits
in
the
membership
program.
Clarin
day
income,
this
booked
under
clarin
and
day
etcetera,
etcetera.
So
for
each
thing
we
do
the
art
festival.
Income
goes
to
that.
So
you
can
see
you
know
by
looking
at
the
whole
thing
how
your
money
is
being
spent.
If.
B
You
wouldn't
mind
my
interrupting
just
in
the
interest
of
wrapping
us
up
in
mr.
Getchell
I
would
suggest
in
the
past
and
staff
can
chime
in
here
when
we
have
been
unable
to
grant
a
full
partnership
request.
The
expectation
is
that
our
staff
will
then
work
with
the
partnership
to
revise
the
work
plan
accordingly,
and
the
board
will
stay
engaged
through
that
work
plan.
We
have
an
opportunity,
as
well
through
budget
direction,
which
we've
exercised
in
the
past,
to
set
some
expectations
about
how
the
partnerships
will
deliver
on
elements
of
their
work
plan,
as
discussed.
B
B
B
Thank
you
very
much.
The
economic
development
to
the
many
stakeholders
is
certainly
our
most
Commission's
and
partnerships
and
entities
of
any
work
session,
and
we
appreciate
you
all
very
much
there'll
be
some
transition
in
the
room
as
we
move
next
to
our
we
going
next
to
Department
of
technology
services.
Z
Thank
you
all
good
evening.
I
have
my
many
of
my
staff
here.
Could
the
DTS
staff
to
stand
a
minute
say
it
was
here
good
and
I'm,
accompanied
by
Holly
hotel,
my
business
relationship
manager,
so
to
begin
with,
as
a
Friday
at
9
o'clock
in
the
morning
we
splice
tested
and
approved
the
last
fiber
optics
to
the
last
school
Wakefield,
we're
done
rate.
Z
So
what
you
have
here
is
53
county
government
buildings,
40
school
buildings,
180
cameras,
all
kinds
of
traffic
signals,
but
what
a
wonderful
platform
you
know
having
a
ground
that's
available
for
use,
and
you
see
it
just.
The
coverage
is
amazing
across
the
county,
and
this
is
just
the
beginning.
There
was
so
many
other
things
now
that
could
be
done
on
top
of
this
of
friends,
and
economic
and
environmental
services
are
already
starting
to
map
things
they
could
do
on
top
of
this
network.
So
this
is
quite
good.
Z
Also
part
of
this
is
that
what
we've
done
is
we're.
Building
this
network.
We
took
the
opportunity
to
lay
an
amount
of
excess
fiber
through
the
urban
corridors
through
Crystal,
City,
Roselyn,
Ballston
and
then
down
Columbia
Pike.
The
idea
behind
that
was
that
we
envisioned
that
at
some
point
they
could
be
used.
This
could
be
leveraged
for
economic
development
and
innovation
purposes.
Z
The
uptake
on
that
hasn't
admitted
as
what
we
thought
it
was,
and
so
what
we've
done
is
we
put
together
the
manager
ask
to
be
put
together
an
advisory
committee
and
ask
them
what
would
they
do
with
this?
And
members
of
the
community
were
quite
good.
Quite
representative
of
the
community,
we
had
someone
from
my
attack,
mary
canal.
We
had
the
vice
president
of
virginia
tech.
We
had
a
professor
from
George
Mason.
We
had
Deb
so
she's
the
executive
director
of
next
generation
cities,
and
we
had
a
formal
member
of
the
FCC
Jonathan
Adelstein.
Z
Who
was
one
of
the
Commission's
that
it
took
some
look
at
this
some
really
engaged
discussions.
We
did
not
try
to
lead
them.
We
just
wanted
them
to
understand
where
we
were.
What
could
be
done
with
it,
they're
very
anxious
to
come
back
in
the
next
few
weeks
after
the
budget
session.
I
will
pass
that
and
brief
the
manager,
and
hopefully
they'd
like
to
be
able
to
brief
the
board
terms
of
what
they
what
they
found
in
their
recommendations.
Z
One
takeaway
message
not
to
steal
any
of
the
Thunder
is
that
the
investment
of
putting
fiber
into
the
ground
or
digging
the
ground
up
was
a
smart
investment.
You,
you
can't
miss
that
opportunity
now.
The
question
is
how
to
utilize.
It
and
they've
got
some
concrete
recommendations
to
bring
forth
to
the
board
and
be
interested
in
the
manager
to
see
with
that.
Where
that
might
go
with
that
Holly
won't
you
take
it
from
here
sure.
AA
Thank
you
very
much.
I'm
Holly
hotel,
I
work
for
Jack,
as
the
business
relationship
manager
in
DTS
I
want
to
talk
about
some
of
the
highlights
of
some
of
the
things
we've
done
this
year.
I
want
to
start
out
with
our
recognition
as
being
the
top
digital
County
and
a
community
our
size
for
the
second
year
in
a
row.
Why
that
I
think
that's
important
I,
don't
think
it's
very
common
and
one
of
the
things
that
they
recognized
us
for
was
some
of
the
visionary
and
collaborative
things
that
we
have
done.
AA
We
have
always
been
seen
as
an
organization
that
does
not
operate
like
a
typical
IT
organization.
We
think
we
go
beyond
its
conversations.
Some
of
things
we
do
are
not
easy
and
are
not
what
everybody
wants
to
take
on
the
next
one
which
I'm
going
to
talk
about
is
defining
Arlington's
digital
destiny,
which
some
of
you
have
participated
in,
and
we
appreciate
your
sponsorship
and
your
interest,
but
what's
been
fabulous
about
it,
it's
a
different
way
to
engage
the
community
a
different
way
than
your
traditional
IT
organization.
AA
The
purpose
of
these
conversations
are
to
one
make
sure
that
the
community
is
aware
of
the
digital
disruption,
that's
happening
and
to
listen
to
what
it
might
mean
to
our
community.
Arlington
has
a
very
specific
cultural
persona
and
we
want
to
make
sure
that's
considered
as
we're
looking
forward
into
our
next
investments.
This
year,
we've
hosted
two
events:
one
where
we've
partnered
with
the
air
team,
the
Arlington
initiative
to
rethink
energy
as
well
as
several
local
business
owners
and
to
talk
about
what
is
the
future
of
energy
usage
in
Arlington.
AA
AA
Just
last
week
we
had
another
event
on
smart
cities
and
shaping
Arlington
for
a
smart
and
secure
future
with
that,
when
we
partnered
with
C
PhD
Bob
Duffy
was
on
the
panel
as
well
as
Joe
Pelton,
who
is
probably
well
known
to
you.
All
Christian
was
able
to
kick
off
the
event
for
us
so
to
be
really
appreciated
and
that
one
we
talked
about
what
does
it
mean
to
be
a
smart
city?
We
talked
about
planning,
but
one
of
the
things
that
was
interesting
and
then
you'll
hear
about
this
with
a
lot
of
our
initiatives.
AA
It's
not
necessarily
that
it's
technology,
but
we
need
to
make
sure
that
we're
considering
where
it
is
that
Arlington
wants
to
be.
What
is
our
vision,
what
is
our
strategic
strategic
plan
and
how
do
we
make
sure
that
technology
is
not
driving?
That
technology
is
one
of
the
panelists
inducing
has
said
is
a
disrupter,
so
by
nature
it's
going
to
cause
problems.
We
need
to
make
sure
that
we're
not
letting
those
problems
push
us
in
the
direction
of
where
we
want
to
go
one
of
the
next
initiatives.
AA
We've
worked
on
recently
Oh
before
I
get
to
that
I
apologize.
We
had
a
little
bit
of
an
advertisement.
Our
next
event
is
June
6th
on
the
future
of
work,
I.
Think
in
this
area
and
tying
what
is
our
education
system
provide?
What
does
a
higher
education
system
provide?
What
is
it
that
the
residents
in
Arlington,
what
type
of
services
should
we
be
looking
at
to
make
sure
that
we
are
providing
for
a
work
environment
that
continues
into
the
future?
AA
Another
initiative
that
we've
worked
on
is
putting
the
projects
into
the
my
Arlington.
This
is
aligning
with
the
county
managers
goal
and
transparency
and
making
sure
that
people
have
access
to
the
information
once
again,
another
collaborative
work
effort
by
the
department
to
make
sure
that
all
of
the
different
projects
from
des
from
parks
from
the
water
and
utilities
from
facilities,
then
some
private
development
are
available
to
be
seen
in
a
geographic
representation.
AA
AA
This
is
a
huge
effort
for
us
to
not
only
continue
the
apply,
submit
and
print,
but
also
the
critical
piece
of
paying
online
I
think
another
thing
that
aligns
us
something
that
the
county
manager
was
interested
in,
making
sure
that
users
were
involved
in
the
user
experience
testing
to
make
sure
that
we
were
finding
what
it
was
and
giving
them
a
tool
that
worked
for
their
needs.
This.
Z
Also
may
add:
this
has
really
been
a
significant
collaborative
effort
between
des
CP,
HD
and
DTS.
The
three
directors
we
meet
twice
a
week.
We
would
staff
this
effort
is
going
to
work.
It's
gonna
be
success
and
I
think
it's
a
credit
to
the
call-out,
my
colleagues
as
well
as
staff
as
well
helping
us
out.
AA
The
Digital
Inclusion
effort
we're
working
on
with
Arlington
mill
once
again,
another
collaborative
effort
working
with
app'
to
allow
the
159
children
who
work
in
live
in
Arlington
mill
to
have
access
to
internet
that
is
fast
and
easy
to
use.
So
one
of
the
things
I
think
that
we're
doing
is
we're
providing
the
technology
APA's
working
with
other
groups
to
try
to
find
funding
to
make
sure
the
Feather
technology.
How
do
they
make
sure
that
they
get
on
it?
So
I
think
it's
a
fabulous
initiative
that,
hopefully
will
be
expanded.
AA
Z
AA
Year
in
the
fall,
we
launched
the
open
data
advisory
group
at
the
recommendation
of
the
county
manager.
The
purpose
of
the
group
was
once
again
to
engage
the
community
and
help
make
sure
that
what
we're
providing
from
an
open
data
from
a
policy
perspective
for
my
governor's
from
a
platform
and
what
items
that
we
are
actually
providing
an
open
data
are
in
line
with
what
the
community
is
interested
in
and
then
also
as
exciting
is
the
increased
telephone
capacity
and
redundancy.
AA
Why
that's
really
important
is,
as
we
talk
about
all
the
other
projects
that
are
exciting
and
forward-thinking
working
with
the
community,
making
sure
that
our
infrastructure
is
solid
and
making
sure
that
say,
for
example,
when
we
have
the
Jirachi,
oh
and
the
phone
outage,
that
does
not
happen.
This
is
a
project
that
we're
making
sure
that
our
infrastructure
is
solid.
This.
Z
Craze
this
failsafe
capability.
So
if
you
remember
what
happened
to
him
to
Rachel,
the
CEOs
went
down
and
we
had
no
phone
service
in
the
county.
This
will
address
that
issue
and
so
we're
going
please
it's
one
of
those
under
under
the
covers
things
that
is
so
important
to
the
county.
That's
mine
pick
it
up.
So
we
have
a
summary
of
a
proposed
budget
changes
and
you
can
see
the
the
increases
and
the
losses.
The
sum
of
the
staffed
we've
lost
largely
due
to
the
growth
and
technology
is
just
expanding.
Z
Data
storage
is
expanding
its
17%
a
year
and
continues
to
grow.
We've
also
spent
some
funds
on
making
the
litigation
hold
and
a
FOIA
process
more
streamlined,
and
we
we've
got
a
tool,
and
the
county
attorney
has
a
tool
as
well,
and
that's
that's
done
a
great
to
make
great
progress
and
making
that
whole
process
better
bit
more
transparent,
proposed
reductions.
Z
The
first
reduction
is:
we've
reduced,
the
one
FTE
and
that's
a
cable
administrator
these
it's
a
the
regulation
of
the
franchise,
is
changing
over
time.
Both
franchises
well,
the
three
franchises
we
have.
We
have
one
with
the
Enki
group,
we
have
one
with
Verizon
and
we
have
one
with
Comcast
the
two
major
ones:
Verizon
Comcast,
coming
up
from
you
negotiated
initiation
in
2021,
and
it's
highly
likely
that
they
won't
resemble
the
franchise
agreements
we
have
now
and
the
balances
we
receive
from
that.
But
this
was
a
discussion.
Z
We
decided
that
we
would
reduce
this
this
position.
This
does
have
an
impact
on
our
Advisory
Commission.
The
I
tack
in
that
capable
administrator
was
providing
a
good
deal
of
support
to
them
in
their
many
hearings
and
also
what
should
be
understood
here
is.
It
does
not
reduce
the
ability
for
citizens
residents
to
make
calls
and
say
I've
got
a
problem
with
cable
administration.
Z
We've
outsourced
that
facility
for
that
capability
for
the
last
four
to
five
years,
and
actually
it's
the
purpose
is
that
someone
named
shovel
Johnson
and
she
was
in
red,
Red,
Wing
Minnesota
and
she
answers
the
phone
when
a
call
comes
in
Harlan,
County
and
I
defy
you
to
give
her
a
question
about
that
on
the
county.
She
does
not
know,
and
so
she
sounds
like
another
resident
that.
Z
Moving
on,
we
also
have
rationalizing
support
of
our
enterprise
resource
planning
tools
called
some.
There
was
some
confusion
in
the
press,
not
too
long
ago
that
was
end-of-life
in
and
actually
what
that
we
Furr
into
it.
Something
to
Oracle
has
it's
a
data
management
tool
which
is
not
related
to
our
enterprise
resource
planning
tool,
which
we
brand
as
prism
is
not
and
Ally
fing.
Z
The
third
major
cut
in
my
department
was
that
you
we
as
staff-
if
you
forget
your
password
and
or
you
don't
know
how
to
use
the
your
PC
at
work
and
it's
a
weekend
or
at
night
you've
been
able
to
call
a
24
by
7
call
number
and
somebody
would
come
out.
Something
would
answer
the
phone
and
try
to
give
you
guidance,
we're
dropping
that
so
for
that
support,
8
to
5
Monday
through
Friday
and
not
on
weekends.
Z
Now,
that's
not
to
say
that
if
there's
a
network
outage
in
the
county
or
there's
an
event
to
my
staff,
aren't
responding
24
by
7.
It's
just
to
say
that
we
as
users
of
the
are
gonna,
have
to
take
that
hit.
So
keep
budget
considerations
as
I
just
said,
technology
is
part
of
everything
we
do
today.
It's
growing
exponentially
and
this
really
that's
actually
leading
to
a
more
reliance
on
contractors.
So
I
have,
if
you
can
think
about
higher
versus
acquire
I'm
meeting
more
towards
the
choir.
Z
Now,
because
I've
got
to
get
resources
and
I
can
bring
in
to
meet
the
immediate
need
and
I
also
have
to
be
able
to
let
those
resources
go
if
they
need
goes
away
and
so
we're
moving
in
that
direction.
More
than
ever,
the
operating
costs
for
Connect
talent
and
going
forward
will
increase
next
year
and
the
reason
for
that
is
we're
using
combination
of
of
operating
funds
and
am
I
thinking
my
mind's
gone
blank.
What
are
the
capital
funds?
Z
That's
one
of
the
capital
funds
to
pay
those
capital
funds
go
away,
will
have
to
be
place
to
have
operating
funds
in
that
following
year,
Marcus
asked
me
to
take
a
look.
Let's
take
a
long
look
at
things.
We
could
do
in
the
future
that
may
result
in
efficiencies
and
economies,
and
so
I
have
three
initiatives
here
to
be
working
on.
The
first
is
to
reassess
our
technology
footprint,
whoever
said
mean
well
these
devices
we
all
have
in
our
hands
these
iPhones
and
Samsung
devices.
Ten
years
all
now
and
they're
more
powerful
than
many
desktops.
Z
So
we've
got
pilots
going
on
right
now,
where
you
basically
take
this
device
walking
from
the
field
you
put
it
into
a
cradle,
and
what
you
have
here
is
now
on
your
screen,
and
so
you
can
do
wood.
You
can
do
Excel.
You
can
go
into
prism
to
file
your
time
sheets.
Anything!
You
read
your
email
anything
you
could
do
through
the
PC
you
do
through
here.
Z
So
we're
testing
both
business
types,
people,
people
in
the
office
as
well
as
field
workers-
there's
been
a
lot
of
interest
in
this,
because
if
this
fully
does
work,
we
see
two
major
efficiencies
taking
place,
one
we
may
not
need
to
have
desktops
and
we
may
be
able
to
use
these
devices
because
there's
only
gonna
get
more
and
more
powerful.
The
second
thing
is
that
the
providers
of
these
devices,
in
this
case
T
Mobile,
has
been
able
to
come
in
and
offer
an.
Z
We
have
a
data
set
up
in
this
building
right
here
it's
on
the
sixth
floor,
we've
had
seven
outages
over
the
last
year
and
a
half
for
variety
of
reasons.
We
just
do
not
it's
a
leased
building,
the
infrastructure
is
old
and
we
don't
have
the
physical
facility
staff
necessary
to
maintain
it,
and
so
we
were
exploring.
The
managers
asked
me
to
explore.
Could
we
take
this
data
center
and
co-located
somewhere
else
and
we've
had
a
company
come
in
god?
Z
No
they've
looked
at
it
done
analysis
and
they
said
you
certainly
could
do
that,
and
that
would
mean
that
somebody
else
is
managing
in
in
securing
that
that
data
those
servers,
God
actually
looked
at
it
and
said
you
know
what
you
could
actually
take.
Both
your
data
centers
and
move
them
both
through
:
hated
facilities.
That
could
be
one
here
in
the
East
Coast
one
on
the
west
coast
now
saying
that
it's
not
a
technical
issue
with
something
it's
really.
Z
If
you
look
around
the
region
here,
just
about
every
jurisdiction
has
at
least
one
of
the
data
centers
sitting
in
a
co-located
or
what
they
call
cloud
facility
having
both
in
that
type
of
months
is
really
what
leading
fortune
500
companies
are
doing
today,
and
something
for
us
to
consider
and
we're
going
to
look
at
that.
When
we
look
at
this
and
you
look
at
the
numbers
and
we'll
come
back
and
when
we
can,
we
find
that
this
initial
hit
to
get
the
equipment
out
to
these
centers.
Z
But
after
that
the
costs
come
down
precipitously
and
then
over
time
it
cost
is
actually
you
benefit
from
it,
and
also
you
don't
have
those
outages.
If
you
look
at
those
seven
outages,
we
had,
and
it
looked
look
at
the
all
last
time-
over
a
million
dollars
and
staff
time
was
lost,
we're
so
dependent
on
technology.
To
save
you,
if
I
take
those
devices
away
from
you,
what
do
you
do
with
it
lost,
and
this
is
really
something
that's
coming
up.
B
Z
We
have
these,
we
have
these
things
going
on
and
also
with
I
will
skip
through
to
the
last
thing
which
talks
about
the
staffing
we've
got
a
real
problem
in
staffing.
We
is
the
markets
such
that
we're
not
competitive.
People
are
looking
at
it.
The
trips
people
coming
in
from
taking
the
toll
roads
in
it
costs
a
lot
of
money,
we're
losing
people
for
better
companies
who
are
looking
at
it
and
saying
not
only
do
I'm
gonna
go
into
that
company
I'm
taking
the
some
of
the
staff
you
have.
So
it's
been
significant.
Z
My
staff
is
just
on
the
management
side.
I've
been
operating
at
50%
management
for
almost
six
months,
so
last
reduction
has
to
be
has
to
do
with
an
independent
media.
The
public
access
station.
So
first
question
is:
why
is
the
technology
guy
talking
about
that?
That's
because
the
revenue
that
comes
for
the
public
access
channels
comes
from
the
cable
franchises
and
so
the
office,
the
capable
administrator,
was
under
my
office,
and
it's
part
of
that.
They
have
responsibility
for
looking
at
the
funding
that
goes
out
on
these
areas.
Z
Z
The
cable
Comcast
for
an
Chai's
was
renewed
in
December
2016
and
as
part
of
that
negotiation,
Comcast
announced
that
they
were
going
to
move
out
of
the
leased
space
they
have
now
on
Clarendon
Boulevard
and
they
would
not
be
there
providing
free
rent
and
so
what
we
did
to
encourage
AI
m
to
find
a
different
funding
model
that
wasn't
so
dependent
upon
the
county.
We
instituted
a
5%
decrease
last
year
and
at
the
same
time,
recognizing
that
this
was
happening
mid
fiscal
year.
Z
We
would
ask
for
a
for
a
additional
commitment
of
one
hundred
and
ten
thousand
dollars,
which
is
one
half
of
the
rent
that
we
understood
at
that
time.
For
four
am,
and
so
by
doing
that,
we
would
have
taken
them.
Comcast
would
have
entered
the
agreement
in
December
and
with
a
I
am
and
then
we
would
have
carried
them
from
January
through
to
the
summer
on
July,
and
so
that's
what
we
were
there
at.
That
point.
Z
Recommendation
came
down
after
further
assessment
in
terms
of
the
challenges
we
faced
across
the
county
and
the
number
was
changed
from
a
20%
reduction,
a
5%
reduction
to
a
20%
reduction.
So,
to
give
you
some
idea
of
what
the
fundings
look
like
on
the
next
page,
you
see
what
historical
chart
of
what
the
funding
contribution
accounting
is
made
out
in
independent
media.
It
talks
about
the
1%
that
I
just
talked
about,
and
the
100
and
$10,000
commitment
that
we
made
at
one
time
and
then
lastly,
that
last
slide
is
a
regional
comparison.
Z
I
can
go
deeper
than
this,
but
we've
taken
a
few
and
it
it
looks
at
what
other
jurisdictions
around
us
are
doing.
Do
they
have
public
access
channels?
Do
they
not
do
they
outsource
both
the
government
channel
or
the
public
access
channel?
Do
they
just
stop
doing
it,
and
so
we
can
get
into
details
of
that
I
hope
that
meets
your
needs.
Thank.
B
You
very
much
I'm
certain
we'll
actually
all
have
questions
on
that
so
stay
tuned.
Before
we
go
back
to
the
board,
though
I
want
to
invite
our
Information
Technology
Advisory
Commission,
which
were
so
presented
by
its
chair,
Frank,
Jasso
and
I.
Believe
the
fact
also
has
a
report
for
us
on
DTS.
Is
that
right,
Thanks
yeah?
So
if
you'd
like
to
go
ahead
and
be
joining
us
in
the
meantime
as
well,
thank
you
very
much.
AB
AB
This
is
replacing
the
institutional
network
services
that
have
been
provided
under
the
prior
Comcast
franchise,
which
they
would
no
longer
have
to
do
so
so
there's
significant
cost
savings
being
realized
as
a
result
of
connect
Arlington.
The
dark
fiber
is
basically
a
parallel
network
is
additional
strands
of
fiber
that
were
laid
at
the
same
time
to
provide
the
possibility
of
some
leveraging
of
economic
development
opportunities,
and
it's
not
just
for
businesses
but
other
governmental
entities.
AB
Nonprofits,
educational
institutions,
the
Arlington
mill,
a
digital
divide
project,
is
probably
the
best
example
of
the
opportunity
to
use
it
for
the
good
of
you
know
the
less
fortune
in
our
county,
so
I
think
it's
still
a
great
great
asset
for
the
county.
As
far
as
the
us
other
budget
cuts
proposed
on
the
the
couple
of
the
tech
support
on
the
24/7,
obviously,
we
think
that
that's
a
wise
choice
there,
as
well
as
the
elimination,
the
the
repurposing
there
in
prison.
AB
As
far
as
the
cable
administrator
position
is
concerned,
obviously
I
tax
started
out
as
the
cable
Commission,
so
we've
always
been
worked
with
the
cable
administrator
and
I
wanted
to
thank
George
Parr
here,
who
is
here
today
and
his
predecessor,
Rob
Dylan,
see
without
the
cable
administrator
attack,
would
have
a
much
tougher
time
and
I
and
I
do
think
that
we're
going
to
have
to
look
at
change
very
significantly
with
the
elimination
of
that
position.
So
you
know
it's
a
as
far
as
scheduling
minutes
setting
the
agenda
and
providing
streaming
of
our
meetings.
AB
We
are
the
first
Commission
to
have
our
meetings
streamed
and
that's
all
done
across
a
hall
and
I
understand.
We
may
have
to
move
to
this
this
room
and
let
the
robots
take
over
I
guess
but
but
anyhow
so
again,
it's
it's
going
to
be
an
adjustment
for
our
our
Commission
as
well,
but
Holly
has
talked
about
the
digital
destiny,
programs
and
I.
Think
what's
most
important
to
consider
is
the
ability
and
flattening
those
silos
and
keeping
Arlington
on
the
cutting
edge
as
far
as
the
technology
and
keeping
the
innovation
portions
of
the
DPS.
AB
AB
Obviously,
the
going
from
a
five
to
a
20%
decrease
is
a
significant
change,
but
we
do
think
that
there
may
be
opportunities
for
sharing
of
resources
among
the
three
peg
channels
in
in
Arlington,
and
we
understand
that
a
may
be
receptive
to
they've
made
a
proposal
to
perhaps
outsource
some
of
the
production
on
some
of
the
programming
done
by
the
other
peg
channel.
So
we
think
that's
an
area
that
should
be
explored
further
and
obviously
that
is
not
something
that
can
be
done
immediately.
It's
something
that's
got
to
be.
AB
You
know,
we've
done
carefully
and
thoughtfully
and
I
think
it.
You
know
obviously
I
think
the
cable
Administrator
could
have
an
important
role
in
in
there
as
well.
But
anyhow,
itec
has
been
a
long,
been
a
proponent
of
continued
sharing
of
resources
with
with
ApS
schools
and
we've
had
some
outreach
there.
We've
had
them
come
to
our
meetings
and
jack
has
regular
outreach.
Perhaps
it
should
be
hopefully
a
greater
outreach.
We
are
sharing
with
his
counterpart
on
schools,
but
we
would
support
continued
collaboration
in
that
regard
as
well,
and
so.
I
Thank
You
chair
crystalline
board
members
I,
thank
you
as
well
to
mr.
Belcher
and
his
staff
for
meeting
with
the
Commission
and
going
over
the
budget
with
us.
This
report
was
prepared
by
paul
holland
and
anthony
perez.
The
dts
budget
is
a
seven
percent
increase
over
the
FY
18
adopted
budget.
It
does
include
the
three
reductions
with
which
mr.
Belcher
has
talked
about
the
filled,
cable
administrator
position,
removal
of
24/7
desktop
support
and
the
reorganization
of
the
prism
and
enterprise
system.
I
Going
to
our
recommendations,
the
fact
recommends
that
the
county
board
approved
funding
for
DTS,
as
proposed
in
the
county
managers,
FY
19
budget
13
in
support
of
this
opposed.
As
we've
said
previously,
we
encourage
the
county
to
assist
those
whose
positions
have
been
terminated
in
finding
employment
elsewhere
in
the
county
government,
where
appropriate
recommendation
number
two.
The
fact
recommends
that
the
county
board
approved
the
recommendation
to
reduce
funding
for
Arlington
independent
media
13
were
in
support.
Of
this
no
was
one
and
abstain.
One.
I
The
county
managers
budget
includes
a
reduction
ninety
thousand
in
funding
for
Arlington
independent
media.
This
is
in
addition
to
a
loss
of
approximately
one
hundred
and
ten
thousand
and
one-time
funding
that
was
part
of
last
year's
adopted
budget
third
recommendation.
The
fact
recommends
that
the
county
board
support
the
county
managers,
ongoing
efforts
to
find
technology
efficiencies
between
APs
and
County
systems.
15
were
in
support
of
this.
We
understand
that
external
consultants
retained
by
the
county
have
recommended
exploring
the
consolidation
of
ApS
and
the
county's
phone
and
network
systems.
I
For
future
considerations,
we
are
happy
with
the
ongoing
efforts
and
continued
efforts
to
find
efficiencies
within
operations,
but
we,
including
contracting
services,
where
needed,
continued
conversations
with
ApS
regarding
network
and
phone
efficiencies
and
connect
Arlington,
and
we
look
forward
to
providing
input
to
address
the
dts
concerns
related
to
the
county
debt
capacity
during
the
biannual
CIP
process.
Thank
you
so
much
thank.
B
You
very
much
thank
you,
especially
for
that
first
recommendation,
and
you
know
we've
wanted
to
be
cognizant
throughout
that
many
departments
are
sustaining
losses
of
filled
FTE
and
we
really
appreciate
the
challenge
that
represents
to
you
in
your
teams
and
hope
that
perhaps
some
of
the
vacancies
that
you
reference
mr.
Belcher
could
potentially
be
new
homes.
B
Colleagues,
an
opportunity
for
questions
here,
I'm
a
little
cognizant
of
time.
I
know
we're
gonna
we're
gonna
go
a
little
over,
but
I
do
know.
There
are
a
few
schedules:
they're
gonna
lead
people
to
need
to
depart
a
quarter
to
seven.
So
if
we
can
keep
our
questions
as
tight
as
possible,
I
think
that
would
be
helpful.
Mr.
Weiser,
thank
you
so.
N
With
respect
to
Arlington
independent
media
I
know,
it's
been
suggested
that
there
may
be
opportunities
for
greater
collaboration,
synergies
that
type
of
thing
between
Arlington
Zone
media
studios
and
aim
could
staff
and
mr.
Jaso
and
miss
Peterson
comment
on
any
thoughts
that
they
might
have
in
that
direction.
AB
Z
I
think
it's
agree
with
both
right.
In
fact,
I
mean
I,
think
simplification,
consolidation
makes
a
lot
of
sense
and
there
are
jurisdictions
that
have
done
that.
We
have
not
seen
any
indication
of
a
fundraising,
significant
fundraising
by
$8,
an
independent
media.
They
were
at
the
last
board
discussion
that
took
place
in
March
last
year.
They
mr.
four
set
and
then
I
believe
the
humours
crystal
raised
the
issue
that
we
needed
to
see
a
plan,
the
physical
plan
for
how
we
could
lessen
the
burden
on
Arlington
County
government.
We
have
not
seen
that
yet.
Okay.
B
Wanted
to
ask
you
one
follow-up,
which
was
one
of
the
slides.
You
showed
that
provide
the
comparative
perspective,
which
I
found
to
be
very
helpful
and
appreciate
the
time
spent
doing
that.
Do
we
know
anything
about
who
the
third
third
party
is
that
provides
public
access.
Television
in
Fairfax
is
that
a
non-profit?
Is
it
a
for-profit?
It's.
Z
A
non-profit
there's
the
same
thing
in
the
there
separate
from
the
government
itself
in
Montgomery
County:
it's
actually,
they
provide
the
government
TV
much
like
the
proposal
Frank
was
talking
about.
It
depends
on
the
jurisdiction.
Some
jurisdictions
feel
that
there's
not
an
interest
in
public
access.
Tv,
Loudoun
County,
for
instance,
stopped
it.
They
said
we
just
don't
see
the
need
any
other.
So
depends
what.
B
AB
L
You
so
I'm,
if
we
can
reference
slide,
11
the
regional
comparison,
so
I
just
want
to
make
sure
I'm
understanding
what
this
chart
is.
It's
telling
me
so
the
third
column
providing
support
for
an
additional
public
access
station.
That
would
be
the
analog
to
aim
correct
right.
Okay,
there's.
Z
L
Z
Tv
I
actually
have
notes
here.
I
just
want
to
find
him.
Dc
TV
every
seems
approximately
two
point:
1
million
dollars
of
a
two
point:
seven
million
dollar
in
operating
funds
as
a
direct
pass
through
from
the
cable
television
operators
to
DC
TV
and
the
cable
providers
who
fund
DC
TV,
even
granted
exclusive
rights
in
programming
control
of
they
have
seven
public
access
channels
which
DC
TV
schedules
and
transmits
Community
Program,
most
of
which
is
produced
and
provided
to
by
DC
DC
TV
members.
B
L
L
So,
looking
at
the
funding
relationship
that
has
existed
historically,
have
we
gotten
a
sense
from
other
jurisdictions,
what
the
split
has
been
for
organizations
of
which
the
aim
arlington
relationship
is
an
analog,
how
much
they
are
able
to
raise
from
non
governmental
sources
in
order
to
sustain
operations.
In
other
words,
are
we
benchmarking?
What
we've
asked
aim
to
do
based
on
industry
standards,
or
has
it
been
based
on
our
own
budget
tolerance.
AC
Speaking
with
the
executive
director
of
an
association
for
community
access
channels,
just
spoke
with
him
this
afternoon
and
first
of
all,
I
mentioned
that
we
were
considering
the
or
Payne's
proposal
to
consolidate,
and
he
said
that's
a
model
that's
used
in
the
West
and
particularly
in
Minnesota
and
Minneapolis,
where
the
but
and
their
separate
and
distinct
but
they're,
basically
under
one
roof.
So
there
are
economies
of
scale
as
far
as
sort
of
the
industry
standards.
AC
Now
I
entered
that
to
him
today
and
he
said
that's
the
ideal,
not
necessarily
the
reality,
and
he
also
said
that
he,
it
public
asset
access
channels
have
been
slow
to
take
on
fundraising
and
that
and
I've
heard
Paul
addressed
this
too
I
know
it's
difficult
for
them
to
get
grants,
but
getting
back
to
dedicating
personnel
to
fundraising,
it's
something
he
says
they
need
to
do
today
and
probably
25%
of
their
effort
should
go
towards
that.
But
again
he
said
it's
not
something,
that's
not
like
turning
a
light
switch.
AC
L
Appreciate
that
that
was
helpful,
I
guess
at
some
point
I
would
love
to
find
out
whether
or
not
any
other
organizations
of
which
a
I
am
is
an
analog,
have
had
success
and
actually
doing
what
it
is.
We're
asking
to
be
done
because
I
think
the
essence
of
the
question
is
our
organization
slow
to
take
on
fundraising,
or
this
is
a
very
difficult
industry
to
fundraise,
for
so
that's
I
think
our
essential
consideration
I'm
sorry.
This
feels
like
dropping
a
mic,
but
I
gotta
go
and.
B
Actually,
mr.
Aziz
off
to
do
open
door
Monday
for
us
for
those
who
are
saying
to
talk
about
compensation,
I've
been
conferring
here
as
a
manager,
because
we
were
always
going
to
be
a
little
bit
bifurcated
in
the
compensation
conversation
about
compensation
overall
and
for
public
safety,
which
is
really
top
of
mind.
We're
gonna
go
ahead
and
just
move
that
entire
conversation
to
the
public
safety
session,
beginning
on
April
3rd,
so
we'll
do
compensation
first.
My
apologies
to
the
staff
who
work
in
that
area
or
we're
here
to
talk
compensation
tonight
for
keeping.
B
You
will
go
first
with
you
at
3:00
p.m.
at
that
session.
So
we're
not
asking
you
to
stay
late
again.
But
if
anybody
was
saying
to
be
part
of
that
conversation
and
I
see
are
some
of
our
line
staff.
Here
from
from
PD
and
Fire
Department.
We
were
always
hoping
to
see
you
again
on
the
3rd,
but
but
now
I,
especially
apologize
that
we
did
not
get
to
the
overall
compensation
conversation
tonight.
So
I
want
to
make
sure
that
that
conversation
gets
its
due
and
with
a
couple
of
board
members
needing
to
leave
early
I.
F
Guard
I
appreciate
that
yes
and
I'm
gonna
have
to
pull
a
Christian
Dorsey
here
in
a
minute,
but
as
the
liaison
to
attack
I
would
be
remiss
if
I
didn't
ask
you
to
address
the
issue
of
the
cable
administrator
and
the
support
for
the
Commission
I'm.
Assuming
support
for
the
Commission
will
continue,
no
matter
who.
F
F
C
F
B
I
have
to
head
out
to
thank
you
know.
The
Commission
liaisons
are
important
roles
that
are
sustained
I
know
in
a
lot
of
different
places
and
different
departments.
So
we
appreciate
the
the
other
duties
as
assigned
nature
of
the
way
staff
step
up
to
do
that.
I
think
all
of
our
commissioners
do
other
conversations
or
questions
about
Department
of
technology
services.
N
Yes,
so
mr.
managers
and
mr.
Belrose
pleased
that
you
recognized
the
the
value
and
importance
of
our
open
data
initiative,
we've
we've
come
a
long
way
still
along.
You
know
fair,
a
fair
ways
to
go
yet
and
the
manager
had
indicated
in
the
context
of
another
budget
work
session
that
the
open
financial
port
would
be
forthcoming
and
mr.
Belcher,
can
you
refine
any
sort
of
comments
in
that
regard
with
respect
to
substance
or
timing
again,.
Z
N
AD
Denis
teeny
I
said
we
are
in
the
process
of
completing
a
scope
of
work.
We've
been
working
with
the
purchasing
department
for
that
scope
on
what
we
would
put
up.
We
have
a
particular
tool
that
we
think
pretty
highly
of
right.
Now,
we've
looked
at
demonstrations
of
that.
It's
something
that's
been
used
and
I
think
there's
a
neighboring
jurisdiction
that
uses
a
tool
as
well,
but
right
now
we're
completing
that
scope
of
work
and
hope
to
have
that
purchasing
done
in
the
next
30
to
60
days
and
and.
N
AD
We're
looking
to
do
this
in
baby
steps,
though,
because
we
are,
we
have
some
concerns
about
how
it's
going
to
get
used
and
what's
going
to
get
out
there,
but
we've
actually
been
playing
with
what
types
of
information
we'd
get
out
there,
particularly
information
on
what
we've
purchased
and
and
what
we
spent
in
contracts,
and
so
that
that's
sort
of
our
thrust
at
the
moment,
but
baby
steps
and
as
we
move
along
we'll,
come
back
and
get
you
updated
and
what
we're
hoping
to
get
out
there.
That'd.
N
AD
N
B
So
the
only
other
question
I
really
even
comment-
was
just
we've
heard
in
a
few
different
places
about
Connect
Arlington
and
its
role
in
economic
development.
I
take
chair,
Jazz's
point
that
it's
the
dark
fiber
right.
We
should
distinguish
that
but
I.
You
know
we
heard
a
few
comments
about
using
the
bids
as
partners
in
our
prior
conversation,
if
not
for
place-based
Wi-Fi
to
save
them,
potentially
some
money,
as
in
the
case
of
the
Boston
bid,
but
also
using
them
more
in
the
marketing
piece.
As
a
deal.
It's
a
cut
looks
to
cut
that
back.
B
You
know
I
again
I.
This
is
maybe
more
of
a
comment
than
a
question,
although
I
would
be
interested
if
you
have
any
immediate
reactions
to
the
idea
of
you
know
looking
to
use
some
of
these
economic
development
partners
like,
for
example,
the
bids
to
fill
the
gap
that
might
be
vacated
by
some
of
the
marketing
efforts
at
economic
development.
Certainly.
Z
B
Thank
you,
okay,
well,
I
think
that
will
bring
us
to
the
end
of
our
session.
Thank
you
to
those
who
stuck
with
us.
We
appreciate
you
very
much.
We
will
reconvene
on
the
3rd
of
April,
which
again
is
an
opportunity
to
talk
about
public
safety
as
well
as
your
compensation
overall,
we'll
move
that
conversation
to
the
third.
Thank
you
to
all
of
our
Commission's
and
to
the
staff
who
are
here
with
us.