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A
B
Thank
you,
madam
chair,
and
members
of
the
board.
I'm
gonna
walk
through
a
slide
presentation
that
is
an
overview
of
the
proposed
fiscal
year.
2019
budget
before
I
go
into
the
slides.
I
just
want
to
take
use
my
sort
of
managerial
prerogative
to
make
a
couple
of
overall
comments
about
the
budget.
This
is
the
this
is
the
13th
budget
I've
worked
on
since
I've
come
to
the
county
and
it's
the
25th
budget.
I've
worked
on
in
my
professional
career
and
some
sometimes
it's
it's
eat.
B
B
So
there
are
in
the
last
couple
of
days,
we've
had
conversations
with
29
employees
of
the
county
and
said
that
we're
putting
up
programs
that
they've
worked
on
they've,
given
a
lot
of
their
bloods,
toil
and
sweat
to
and
I'm
proposing
those
four
reductions.
In
addition,
there's
another
in
addition
to
those
29
positions,
there's
18
positions
that
are
vacant,
that
I'm
not
proposing
be
filled.
So
that's
a
total
of
48
positions
and
in
addition,
there
are
50
individual,
discrete
programs
that
I'm
proposing
for
reduction
and
anytime.
B
B
That's
really
driven
the
assessments
this
year
is
our
office
assessments
year
over
year,
are
between
six
and
seven
percent
lower
than
they
were
the
year
before
so
we're
seeing
some
of
the
long-term
effects
of
Brac
and
the
other
challenges
we
face
with
the
office
market.
We
have
as
noted
on
this
slide.
We
had
continued,
have
a
growing
population
and
a
need
for
services.
B
Another
challenge
we
face
in
this
region
is
a
highly
competitive
labor
market,
particularly
in
public
safety,
and
that
is
something
that
we'll
talk
about
in
greater
detail
in
a
few
slides
the
priorities
that
I
focused
on
in
putting
together
and
sort
of
my
personal
sort
of
approach
to
the
budget
and
thinking
about
it.
There
were
four
areas
that
I
thought
requires
some
attention.
In
addition,
there
were
also
areas
that
the
board
directed
me
to
look
at,
and
there
were
also
a
large
number
of
requests
and
observations
from
the
community.
B
Two
and
a
half
years
ago,
I
said
my
first
priority
was
economic
development,
so
that
still
remains
my
first
priority
with
that
I've
also
emphasized
workforce
investment,
affordable
housing
and
then
also
a
focus
on
our
UNK
and
public
schools
and
we'll
get
into
a
little
bit
more
detail
on
each
of
those
and
coming
slides
the
approach
to
solving
the
budget
gap,
the
twenty
and
a
half
million
dollars.
You
can
see,
if
you
add
up
each
of
the
numbers
on
this
slide.
It
comes
to
twenty
point:
five
million
dollars
this
composed.
The
gap
is
closed.
B
By
doing
three
separate
kinds
of
actions,
one
is
spending
reductions,
the
8.4
million
dollars
and
the
50
discrete
programs,
I
mentioned
tax
and
fee
increases
which
I'll
get
into
and
a
little
bit
of
6.6
million
and
then
actions
I'm,
calling
funding
realignments
an
example.
There
would
be
taking
some
funds
that
had
been
set
aside
for
a
tax,
increment
financing,
for
example
in
Crystal
City
and
redirecting
that
back
to
the
general
fund.
Those
are
the
exam
and
I'll
run
through
those
examples.
A.
B
Conversation
I've
had
with
this
board
and
we've
had
over
the
last
few
years,
is
a
shift
a
little
bit
in
the
way
we've
been
approaching.
Budgeting
we've
had
the
conversation
every
year
when
we
get
to
October
in
November
about
budget
closeout,
and
you
know
that
over
the
last
three
years
the
amount
of
funds
that
are
available
a
budget
closed
out
have
been
cut.
In
half
and
fiscal
year,
15
we
had
close
to
22
million
dollars
available
and
budget
closed
up
and
in
fiscal
year
17
just
completed.
B
We
had
11
million
dollars
available,
so
the
funds
that
had
often
been
available
that
could
have
been
used
to
forward
fund,
in
other
words,
take
funds
from
closeout
and
use
them
to
fund
an
upcoming
budget.
Those
amounts
have
dwindled,
and
so,
with
the
11
million
dollars
that
was
available
in
fiscal
year
17
we
took
about
half
of
that
for
immediate
needs,
for
example,
security
measures
at
the
jail.
B
We
were
spending
that
this
fiscal
year
that
left
about
a
little
bit
over
five
million
dollars
available
for
the
19
budget,
the
board
directed
that
that
be
set
aside
for
affordable
housing.
My
point
is:
is
that
we've
always
looked
at
the
closeout
from
previous
year's
budgets
as
a
way
to
provide
a
little
bit
of
a
cushion
as
we
came
into
the
next
fiscal
year.
That
cushion
is
much
less
of
a
cushion
than
it
used
to
be
making
the
decisions
that
we
have
to
do
in
the
as
we
prepare
for
the
upcoming
fiscal
year.
B
County
board
guidance,
not
that
I
need
to
tell
you,
but
this
is
what
you
told
me:
do
a
balanced
budget
with
an
existing
real
estate.
Tax
rates
maintain
affordable
housing
investment
fund
fund.
The
funding
level
at
the
I
was
directed
to
provide
it
at
the
level
that
I
had
proposed
in
fiscal
year.
18
of
thirteen
point:
seven
million
dollars,
you
directed
that
I,
look
at
proposals
for
long
term
efficiencies
and
improvement
and
service
delivery,
and
also
that
I
submit
a
budget
that
complied
with
the
revenue
sharing
principles
with
Arlington
Public
Schools
I.
B
Referenced
a
little
bit
earlier,
the
difference
that
occurred
between
the
first
time
we
came
to
the
board
about
fiscal
year,
20,000
2019
planning
in
October
and
where
we
were
ended
up
in
January.
You
can
see
that
in
October
and
also
in
November,
when
we
came
to
you
for
budget
planning,
we
had
an
estimated
county
and
school
budget
gap
of
about
30
million
dollars.
If
you
fast
forward
to
where
we
are
now,
the
combined
county
and
school
gap
is
almost
10
million
dollars
more
than
that
or
about
40
million
dollars.
B
You
can
see
that
the
forecast
in
real
estate
assessments
have
been
3.2
percent.
We
ended
up
at
1.9
percent
again
the
the
big
change
there
was
the
commercial
sector
being
down
two-tenths
of
a
percent
and
that
included
in
that
two-tenths
of
a
percent
drop
was
that
office
drop
of
6
to
7
percent
offset
by
some
increases
in
multifamily
and
apartments,
and
so
those
are
the
changes
that
have
occurred
since
October
again
by
the
numbers
where
we
are
on
general,
the
general
fund
budget
were
but
one
and
a
quarter
billion
dollars.
B
Total
proposed
County
operating
budget
is
showing
a
1.8
percent
increase
over
fiscal
year.
18
and
schools
transfer
is
up
close
to
3
percent
from
fiscal
year.
18
just
again
to
put
this
in
context.
The
current
Consumer,
Price,
Index
and
I,
don't
know
if
it's
CPI
you
but
I
think
it's
a
Consumer,
Price
Index
is
running
a
little
bit
over
2%.
To
give
you
some
context,
there.
B
Ok,
so
I
talked
about
my
priorities:
the
first
one
being
economic
development.
Here
you
see
the
there's
a
a
graph
that
shows
the
vacancy
rate
and
what's
been
happening
with
that,
and
you
can
see
that
we
had
in
the
first
or
second
quarter
of
2015
hit
a
peak
of
21%
we'd
had
come
down
to
seventeen
point
three
percent
and
the
second
quarter
of
calendar
2017
part
of
that
o
to
some
leases
that
were
being
signed
related
to
Nestle.
B
Not
all
of
the
Nestle
footprint
is
has
yet
been
accounted
for,
but
the
change
you
see
at
the
end
of
calendar
year
2017
has
to
do
with
the
National
Science
Foundation,
leaving
that
was
a
big
hit.
We
also
have
refer:
we've
referred
to
it
before
as
headwinds,
we
have
the
drug
Drug
Enforcement
Administration
and
the
Transportation
Safety
Administration
both
have
leases
that
are
up
and
it's
possible
that
they
may
be
leaving
Crystal
City,
which
is
again
going
to
exert
some
downward
pressure
on
our
office
occupancy
or
upward
pressure
on
our
vacancy
rate.
B
Next
I
talked
about
our
employees,
so
one
of
the
questions,
I'm
often
I
was
often
asked
during
the
budget
formulation
process
was,
if
it's
a
situation
where
you're
letting
go
employees.
Why
wouldn't
you
look
at
employee
compensation,
in
other
words,
addressing
that
and
perhaps
slowing
that
lowering
that
number
as
a
way
to
ameliorate
some
of
the
impacts?
One
of
the
one
of
the
situations
that
we
faced,
we
faced
a
highly
competitive
job
market
right
now,
we're
almost
virtually
a
full
employment
in
the
economy
and
for
us
to
compete
for
employees.
B
Those
employees
who
are
here
have
to
stay
here
to
do
the
work,
it's
very
important
that
they
get
compensated
at
an
appropriate
level.
The
vast
majority
of
all
our
job
classifications
are
running
behind
our
comparator
jurisdictions
of
Fairfax,
Prince,
William
and
Alexandria,
and
not
just
our
comparative
jurisdictions.
When
people
are
trying
to
decide
whether
to
come
here
and
work
here,
they
don't
look
at
just
those
three
jurisdictions.
They'll
look
at!
What's
going
on
in
the
district.
What's
going
on
in
Maryland,
we
talked
a
little
bit
talked
a
little
bit
more
about
public
safety.
B
Our
police
department
is
trying
to
recruit
the
same
officers
that
want
to
go
work
for
the
Virginia
State
Police
and
who
want
to
go
work
for
the
federal
government.
Our
firefighters
are
often
driving
very
long
distances
through
many
jurisdictions,
some
of
them
coming
from
West
Virginia
to
work
here,
there's
other.
There
are
other
jurisdictions.
In
addition
to
those
three
comparators,
we
find
ourselves
in
a
very
difficult
labor
market,
so
I
do
not
feel
like
our
human
capital
is
the
one
place
where
I
could
disinvest.
B
So
what
I'm
proposing
in
this
budget
is
a
depending
on
they're
all
merit-based
pay
compensation
increases
of
between
three
and
a
quarter
and
three
and
a
half
percent
for
all
employees.
In
addition
to
that,
in
order
to
keep
up
with
the
competition
that
we
have
endless
in
the
region
for
public
safety,
I'm
proposing
base
pay
increases
for
uniform
positions
for
fire.
That
would
be
an
increase
of
four
percent
above
that
three
and
a
half
percent
total
for
police.
B
Fairfax
is
proposing
a
four
and
a
half
percent
pay
increase
for
their
public
safety
staff,
Alexander
up
to
five
percent
increase
for
their
staff.
In
addition,
one
and
a
half
million
dollars
they've
set
aside
for
public
safety
pay.
So
as
much
as
I'd
like
to
say
this
is
going
to
help
us
get
ahead
of
the
game.
I
think
it's
really
only
going
to
help
us
stay
even
with
our
competitors.
B
Another
important
part
of
any
to
any
type
of
compensation
package
you
have
for
employees
is
not
just
what
they're
getting
in
pay,
but
their
retirement
benefits
in
their
health
care.
So
this
year
in
the
budget,
we're
assuming
growth
and
health
care
costs
of
around
five
percent,
which
is
a
little
bit
less
than
what
we
did
last
year
last
year
was
seven
and
a
half
percent,
so
that
5%
increase
is
going
to
be
shared
between
county
between
County.
B
The
county
pays
80%
of
the
healthcare
costs
and
the
employees
pick
up
about
20%
of
that
within
that
share,
there'll
be
a
5%
increase
in
each
of
those
cohorts.
Our
pension
system,
again
I,
think,
is
the
envy
of
almost
any
pension
system
in
the
United
States.
It
remains
fully
funded
and
provides
I
think
an
excellent
set
of
benefits
for
our
employees.
B
B
That's
a
significant
I
think
increase
and
something
that
I'm
happy
with
and
I
would
say.
Given
what
I
let
off
with
about
how
we
have
less
ability
to
rely
on
one-time
funds
appearing
at
the
end
of
any
fiscal
year,
it's
imperative
that
we
get
the
a
if
funding
on
a
firmer
footing,
an
ongoing
funding
basis.
Making
an
increase
here
of
1.7
million
dollars.
B
I
think
is
a
is
an
excellent
step
in
that
direction,
but
we'll
take
a
few
more
years,
I
think
for
us
to
get
where
we
need
to
be
where,
where
this
is
fully
funded
by
ongoing
funds
and
as
I
and
as
this
board
has
said
before,
we're
not
going
to
be
able
to
solve
the
affordable
housing
issues.
Simply
by
funding
alone,
we
have
a
number
of
land
use
tools
that
we've
looked
at
in
other
contexts:
Arlington
public
schools-
if
you
take
a
look
here
at
this
slide,
I
think
the
on
the
slide.
B
I,
don't
think
the
actual
numbers
here,
but
the
increase
of
the
thirteen
point,
four
million
dollars
that
shown
in
the
far
right
bar
brings
us
to
four
hundred
and
ninety
four
hundred.
Ninety
eight
million
dollars
just
a
bit
shy
of
a
half
a
billion
dollars
of
assistance
going
to
Arlington
Public
Schools,
and
you
can
see
that
the
increase
for
the
public
schools
is
2.8
percent
and
Contra
testing,
that
with
the
county,
general
fund
budget
increase
of
1.8%
and
that's
consistent
with
the
revenue
sharing
principles.
B
Now
what
what
I
want
to
do
is
talk
a
little
bit
about
how
we
got
where
we
need
it
to
be
in
closing
the
gap
and
there's
three
areas
here
again
that
we
focused
on
spending
reductions
fee
in
tax
increases
in
funding
realignments
and
so
specifically
on
the
funding
realignments
you'll
see
on
the
right.
There
are
five
bullets.
These
are
some
of
the
questions
we
asked
in.
Looking
at
programs,
we
evaluated
how
we
deliver
services,
we
deliver.
We
analyzed
how
effective
we
were
at
delivering
them.
We
thought.
B
B
So
let
me
walk
you
through
each
of
those
boxes.
We're
gonna
start
with
the
last
one
first,
which
is
the
budget
and
funding
realignments.
I,
don't
try
to
get
too
much
in
the
weeds
here,
but
I'm
gonna,
try
I,
think
the
board
is
familiar
with,
but
also
for
the
thousands
of
people
who
are
listening
at
home.
B
What
the
board
said
back
then
was
that
33%
of
that
incremental
revenue
would
be
set
aside
for
investments
in
Crystal
City.
Last
year,
this
board
agreed
with
my
proposal
to
reduce
that
33
percent
increment
down
to
30%
and
this
year
I'm
proposing
that
that
increment
go
from
30
percent
down
to
25
percent.
Let
me
state
for
the
record.
This
is
very
important.
By
going
from
30
percent
to
25
percent,
we
still
are
able
to
meet
every
single
one
of
the
investment
priorities
identified
by
this
board
in
Crystal
City
as
part
of
CIP.
B
We
are
not
disinvesting
a
single
dollar
and
projects
that
we've
committed
to
lowering
that
increment
from
30
percent
to
25
percent,
frees
up
about
nine
hundred
and
forty
thousand
dollars
into
the
general
fund
in
ongoing
money
and
about
four
hundred
and
fifty
thousand
dollars
in
one-time
funds.
Those
funds
are
split
between
the
county
and
schools,
consistent
with
the
revenue
sharing
principles.
That
was
one
way
of
adding
additional
funds
to
the
general
fund
we've.
B
Also
in
a
couple
of
other
instances,
we
have
other
sources
of
funds,
for
example
our
stormwater
fund
and
some
of
our
transportation
capital
funds.
What
I've
done
is
proposed
to
shift
some
costs
that
had
been
in
the
general
fund
to
those
other
funds,
for
example
street-sweeping,
which
is
a
cost
of
around
four
hundred
thousand
dollars?
It's
still
going
to
happen,
it's
still
going
to
be
paid
for
by
the
taxpayers.
Those
can
come
out
of
a
different
fund.
B
B
I
did
want
to
mention,
because
the
board
is
aware
of
it.
I
don't
know
if
the
community
is
aware
of
it.
There
are
two
programs
that
I
have
rolled
out
over
the
last
sixty
days.
One
was
a
voluntary
retire,
an
incentive
program
which
the
board
had
authorized.
The
employees
in
Arlington
County
are
able
to
retire
if
they
meet
what's
called
the
rule
of
80,
which
is
your
years
of
age,
plus
your
years
of
service
and
so
with
changes
that
were
adopted
by
this
board.
The
the
one-time
offer
that
was
made.
B
If
you
meet
the
rule
of
78,
so
you
essentially
get
another
credit
for
a
year
or
service
and
a
year
of
age
that
you
would
be
able
to
retire
without
a
penalty
on
your
retirement
benefit,
and
that
program
is
still
ongoing
and
will
close
on
March
2nd.
We've
had
a
number
of
employees
express
interest
in
it,
but
we
won't
have
final
numbers
on
that
until
sometime
a
week
and
a
half
from
now
to
give
you
some
numbers
on
that.
B
We've
also
provided
an
additional
program
for
those
people
who
are
in
the
drop
program,
which
is
people
express,
an
interest
to
leave
the
county,
and
they
say
they
go
into
the
drop
program.
They
have
three
years
to
leave
if
they
were
to
leave
earlier
we've,
given
them
a
little
bit
of
a
financial
incentive
for
that.
What
I've
included
in
the
budget
is
an
assumption
of
a
quarter
of
a
million
dollars
in
ongoing
savings
from
these
positions
and
five
hundred
thousand
dollars
in
one-time
savings.
B
When
people
leave
under
any
of
these
programs,
there's
a
natural
delay
and
sort
of
filling
these
positions,
and
so
that's
the
savings
we've
captured
here.
People
will
leave
they'll
take
a
few
months
for
us
to
hire,
get
the
position,
positions
written
up
and
vacancy
announcements
out
on
the
street,
and
that
allows
us
to
credit
ourselves
with
some
savings.
B
Go
to
the
next
slide
tax
and
fee
adjustments.
I've
mentioned
already.
The
utility
tax
increase
that
I'm
proposing,
but
very
specifically,
what
it
is
is
that
for
commercial
rates,
this
would
increase
it
to
the
statutory
maximum
and
that
comes
to
I
think
approximately
it's
a
five
percent
charge
and
all
commercial
utility
bills
for
residential
utility
taxes.
We've
had
that
residential
utility
tax
in
place
for
many
years,
and
there
has
been
a
$3
ceiling
per
month.
B
We
had
in
it
a
an
exception
for
usage
that
not
everyone
had
to
pay
the
$3.00
per
month
if
they
had
we're
using
a
low
number
of
therms
or
whatever
is
kilowatt-hours,
they
weren't
going
to
get
charged
as
a
way
to
perhaps
provide
an
incentive
for
conservation.
What
I'm
doing
is
eliminating
all
those
carve
outs
and
saying
that
everybody
will
pay
the
$3
and
that's
where
the
bulk
of
the
funds
are
coming
from
from
both
utility
taxes.
B
If
3.75
million
dollars
just
to
explain
what
that
means
is
that,
right
now,
if
you're
in
spaces
that
are
four
hours
or
less
you
pay
a
dollar
fifty,
this
will
be
proposing
that
go
to
a
dollar
seventy
five,
and
if
you
were
in
spaces
that
are
for
four
hours
or
more
right
now
we
charge
a
dollar
25.
This
would
propose
that
that
increased
to
a
dollar.
Fifty
and
again
it
would
propose
that
the
hours
not
end
at
6
p.m.
but
instead
go
to
8
p.m.
B
There's
a
large
amount
of
material
we've.
Given
you
today
thick
binder
about
50
pages
worth
of
material,
there's
a
large
number
of
fees
that
we
regularly
charge,
for
example,
our
parks
fees
fees
that
we
charge
in
the
Department
of
Environmental
Services
for
various
kinds
of
applications,
our
development
fund
for
our
C
PhD
and
testing
fees
that
we
have
when
we're
testing
fire
systems.
All
those
are
proposed
to
increase
in
keeping
with
inflation
and
and
one
in
one
or
two
cases
readjusting
the
way.
B
B
B
As
I
said,
there
are
50
individual
budget
reductions,
I'm
not
going
to
cover
each
of
the
budget
reductions
here,
because
it
would
take
us
a
long
time.
What
I'm
going
to
do
is
talk
a
little
bit
about
some
of
the
example
I'm
going
to
cover
about
a
quarter,
those
to
give
you
a
flavor
of
some
of
them,
I'll
be
covering
the
ones
that
are
the
large
dollar
items
and
also
ones
I,
think
that
are
liable
to
get
some
people's
attention.
B
That's
not
to
limit
the
fact
that
you
might,
as
you
look
through
the
packet
and
as
we
go
through
it
on
Saturday
and
as
we
have
I
think
11
work
sessions
coming
up
between
now
and
April,
an
opportunity
to
dive
into
all
these
reductions
in
excruciating,
detail
and
I
expect.
There
will
be
a
lot
of
interest
on
the
part
of
the
community
in
each
of
the
reductions,
some
of
the
philosophy
and
coming
up
with
these
reductions.
B
All
the
departments
that
reported
to
me
have
been
affected,
courts
and
constitutional
effect
off
is's
were
not
affected.
I
did
not
ask
them
for
cuts,
and
let
me
explain
my
logic.
There
I
thought
that
mainly
the
constitutional
officials
are
either
involved
in
public
safety
or
in
revenue
raising
and
I
tried
to
keep
the
public
safety
and
revenue
raising
functions
under
my
control,
held
them.
Harmless
and
I
did
the
same
for
the
course
unconstitutional
officials
I've
taken
a
look
at
nonprofits
and
I've,
taken
a
look
at
as
I
said
every
program
under
my
control.
B
There
are
two
routes,
one
along
Washington
Boulevard,
the
other
closer
to
Longbridge
Park
that
are
both
sustaining
ridership
levels
of
about
three
passion:
three
passengers
per
hour,
which
don't
really
comport
with
the
minimum
standards
we've
set
up,
and
there
are
also
some
alternative
transit
routes
offered
by
LaMotta
that
are
nearby
so
we're
proposing
that
we
eliminate
those
two
routes
we
have
as
another
example.
We
have
a
daytime
drop-in
hours
right
now
between
what
are
the
hours
between
between
9:00
a.m.
and
3:00
p.m.
at
the
Carver
Center,
which
averaged
about
one
to
two
people
per
day.
B
B
Another
program
which
we
heard
a
lot
about
in
our
community
round
tables
the
shredding
service
down
at
the
trade
center
offered
once
a
month.
The
machine
is
essentially
broken
and
not
working.
We've
decided
that
we're
not
going
to
follow
through
on
the
replacement
of
that
I
would
say
because
I
know
this
may
engender
a
lot
of
controversy.
B
But
I
personally
don't
view
this
as
a
core
governmental
service,
which
is
the
reason
why
it's
here,
it's
a
small
dollar
amount
but
I'm
highlighting
it
because
I
know
it
will
get
a
lot
of
attention
next
item,
which
is
$500,000
for
the
Lee
Highway
planning
process.
So
when
I
was
approaching,
the
budget
and
I
know
I
see
Claude
Williamson.
Who
is
wondering
why
he
took
the
job
as
the
head
of
the
C
PhD?
B
You
know
the
board
and
the
community
spent
a
lot
of
time
focusing
on
planning,
and
it's
been
it's
really
our
bread
and
butter
as
a
community.
It's
made
us
what
we
are
today,
but
there's
no,
no
budget
that
has
has
a
gap
of
21
and
a
half
20
and
a
half
million
dollars
that
I
could
put
forward
that
didn't
have
some
level
of
cutbacks
or
pain
when
it
came
to
our
planning
processes.
Right
now,
we're
going
through
the
Four
Mile
Run
Valley
planning
process
we
spent
somewhere
between
1/2
to
3/4
of
a
million
dollars.
B
When
we're
all
said
and
done
on
that
planning
process.
That's
not
a
criticism
of
spending
that
money,
but
these
processes
cost
a
lot
of
money,
and
so
one
of
the
places
where
you
look
you've
the
Willie
Sutton
approaches
you
look
where
the
money
is,
and
so
this
is
not
going
to
stop
the
Lee
Highway
planning
process.
It's
going
to
continue,
it
will
be
it'll,
be
the
scope
will
be
somewhat
reduced,
we'll
be
focusing
on
specific
nodes.
It
will
take
longer
for
us
to
complete
the
process.
It
won't
stop.
B
B
Next
slide,
our
biggest
cut
by
dollar
amount
is
in
pay-as-you-go
funding
and
the
biggest
cut
there
again
out
of
the
one
and
a
half
million
dollars
actually
comes
from
our
paving
and
again,
I
need
to
put
this
in
context
because,
for
example,
on
our
paving
program
there
are
different
ways
we
fund
our
paving
program.
One
is
our
pay-as-you-go
funding.
We
also
have
planned
eleven
million
dollars
in
paving
funding
and
as
part
of
our
upcoming
bond,
so
we
are
going
to
be
I.
B
Think
it's
probably
an
eight
to
ten
percent
cut
in
our
paving
program
dollar
wise.
We
have
in
the
last
four
years
taken
our
paving
far
beyond
where
it
had
been
for
a
number
of
years,
and
it
was
number
one
or
two
on
the
complaints
that
we
received
in
our
community
survey
about
paving
last
couple
of
years.
We've
done
and
I
don't
have
the
exact
number
of
Lane
miles,
and
maybe
we
have
that
information.
B
We've
done
a
record
number
of
Lane
miles
and
our
pavement
condition
index
is
at
its
highest
level
ever.
This
is
not
meant
to
backslide
on
that.
This
is
meant
to
say
we're
not
going
to
be
in
continuing
to
increase
that
level,
we're
taking
it
back
just
a
little
bit,
and
that
is
something
that
I
think
can
be
sustained
given
where
we
are
on
our
bond
funding.
B
The
next
item
I
wanted
to
talk
about
is
the
Office
of
Community
Health,
as
I
like
to
say
a
perfectly
wonderful
program
for
FTEs
that
are
responsible
for
talking
with
county
staff
and
the
community
about
the
importance
of
nutrition
and
healthy
living,
the
importance
of
nutrition
and
healthy
living,
not
to
diminish
it,
because
it's
very
very
important.
We
talk
about
it,
many
places
in
the
county,
and
there
are
other
places
outside
the
county
where
people
can
use
some
of
these
tools.
B
I
thought
it
was
an
opportunity
to
take
a
service
which
isn't
necessarily
core
to
governmental
function
and
consider
putting
that
reducing
that
and
eliminating
that
entire
function.
So
that's
what
I'm
proposing
here
next
example,
I
come
up
with
is
for
the
Department
of
Human
Services
laboratory
services.
I
know,
we've
all
had
the
wonderful
experience
at
one
time
or
another
of
going
to
a
doctor's
office
and
having
our
blood
drawn
and
tested
this.
We
have
a
laboratory
at
DHS
that
does
all
of
its
lab
work
on-site.
B
What
this
proposal
does
is
essentially
says
not
all
of
its
going
to
be
done
on-site,
some
of
its
going
to
be
sent
out
so
we're
gonna
contract.
Some
of
that
work
out,
The
effect
of
that
is
to
reduce
four
FTEs.
We
have
I'm,
convinced
and
I
think
when
we
have
our
DHS
work
session,
which
is
coming
up
in
a
week
or
so
then
we're
going
to
be
able
to
deliver
the
same
level
of
service.
We
have
now
at
a
lower
cost.
This
I
consider
an
efficiency
without
a
reduction
in
service.
B
B
Okay,
we
have
16
FTEs
in
our
employment
services
office,
which
is
the
same
level.
We've
had
for
the
less
Oh
at
least
five
years,
I
think
that
we've
had
in
Arlington.
We
enjoyed
the
lowest
unemployment
rate
in
the
Commonwealth.
The
number
of
client
clients
that
have
come
to
employment
services
and
the
number
of
visits
have
declined
close
to
40%
over
the
last
few
years
and
the
staffing
level
have
remained
has
remained
constant.
What
I'm
doing
here
is
proposing
a
reduction
of
six
FTEs.
B
It
will
could
result
in
increased
case
loads
for
the
staff
remaining
behind,
but
I
think.
What
has
really
happened
is
that
for
people
to
receive
the
kind
of
employment,
counseling
I
think
it's
still
valuable
to
get
that,
but
there
are
so
many
other
ways
for
people
to
reach
out
and
get
information
on
employment
opportunities
now
in
the
online
environment
than
there
were
when
the
Employment
Services
function
was
originally
conceived,
that
we
felt
this
was
an
area
that
was
open
to
reduction.
B
Let
me
be
very
clear:
we
are
leaving
at
least
more
than
1.7
million
dollars
in
this
program
and
we
will
continue
a
a
vigorous
education
effort
and
our
green
home
choice
program
in
a
series
of
educational
events
working
with
the
library
and
an
energy
lending
library
and
doing
updates
to
our
community.
Our
comp
plan
element
on
the
community
energy
plan.
The
places
where
I'm
proposing
reductions
are
in
two
areas.
B
What
I'm
doing
here-
and
perhaps
it's
a
rash
assumption
on
my
part-
is
that,
assuming
that
the
residents
of
Arlington
County
will
behave
in
a
good
way
and
go
out
and
make
smart
purchases
for
energy
products
without
needing
an
incentive
from
the
local
government
to
do
that,
we
can
talk
about
whether
that's
fair
assumption
or
not.
That
saves
us
$300,000
another
place
where
we're
making
a
reduction
is
in
some
Pago
investments
for
facility
maintenance.
This
is
not
we're,
not
dis,
investing
all
the
money
we
put
into
our
facilities.
B
We
have
a
considerable
amount
in
our
Pago
budget
and
also
in
our
bonding
and
as
we
come
up
with
new
projects,
we're
now
moving
to
doing
Net,
Zero
and
a
number
of
our
projects.
This
will
reduce
$250,000
from
some
maintenance
funds
we
had
set
aside.
It
will
have
some
impact
on
some
energy
efficiency
and
again
when
we
get
to
that
work
session,
we'll
be
happy
to
go
into
greater
detail
about
the
specific
impacts
on
that
pharmacy
services.
B
This
is
a
I
think,
an
exciting
idea
for
the
Department
of
Human
Services,
which
is
essentially
we'll
bring
in
right.
Now
we
provide
for
clients
that
come
into
the
Department
of
Human
Services
pharmacy
services
on-site
at
Sequoia.
This
would
bring
a
contract
company
in
to
do
that
work.
The
way
the
contractor
works
and
it's
worked
in
Fairfax
County
is
they
agree
to
come
in
and
build
out
the
space
at
their
own
cost.
They
staff
it
at
their
own
cost.
We
provide.
B
B
A
lot
of
attention
was
the
reduction
of
the
citizen
newsletter,
which
right
now
is
a
printed
newsletter
or
a
newspaper
that
goes
to
every
household
in
Arlington
County.
This
would
reduce
all
the
editions
of
that
and
rely
purely
on
digital
media
as
a
way
of
informing
residents
plus
the
printed
material
that
we
include
in
our
real
estate
bills
and
our
utility
bills
that
go
out
on
a
fairly
regular
basis.
It's
not
that
we
won't
be
bothering
people
with
mail.
It's
just
that
we
won't
be
doing
in
the
form
of
this
newspaper.
B
So
today,
at
some
point
today,
I
think
later
today,
we'll
be
posting
online.
All
our
the
board
reports
that
are
coming
to
the
board
for
consideration
for
attacks
and
fee
advertisements
at
the
Saturday
board
meeting.
One
of
the
issues
that
faces
the
board
is:
what's
the
real
estate
tax
rate
you
choose
to
advertise
on
Saturday,
consistent
with
what
I've
done.
B
B
So,
what's
the
impact
for
the
average
annual
homeowner
and
I
like
to
say
there
is
no
average
annual
homeowner
in
the
county,
but
we
assume
one
that,
given
the
increase
in
residential
assessments,
that
if
we
keep
the
current
real
estate
tax
rate
at
the
dollar
and
six
tenths
of
a
cent,
the
average
homeowner
would
pay
two
hundred
ninety
seven
dollars
in
additional
fees
and
taxes.
That's
broken
out
a
little
bit
a
little
bit
further
detail
in
a
couple
of
slides.
B
One
other
point
of
context:
I
wanted
to
give
you
was
what
our
sister
jurisdictions
are
doing.
You
can
see
right
here
and
we
not
including
the
stormwater
rate,
there's
a
reason
for
that,
because
it
gets
a
little
bit
funky
when
we're
trying
to
determine
whether
other
jurisdictions
include
stormwater
or
they
have
gypsy
moth
districts
and
there's
a
whole
series
of
things
that
they
have
just
focusing
on
that
the
pure
real
estate
tax
rate,
without
anything
related
to
stormwater
or
other.
You
can
see.
Alexandria
proposed
its
budget
I.
B
Think
the
day
before
yesterday
and
they're
proposing
a
flat
tax
rate,
Fairfax
is
increased,
proposing
a
two
and
a
half
cent
increase.
The
County,
Administrator
and
Loudon
had
proposed
a
lower
number,
but
the
Board
of
Supervisors.
There
is
already
advertised
a
rate,
that's
higher
than
what
the
county
executive
had
proposed
in
love,
and
you
can
see
the
dates
when
the
we'll
have
more
information
on
each
of
those
and,
as
the
board
knows
we'll,
be
updating
you
on
all
of
these
as
we
go
through
the
process.
B
All
right,
a
pretty
busy
chart
here
but
I
point
like
to
point
you
all
to
one
for
the
fourth
column
that
says
CY
to
zero.
One,
eight
at
one
point:
zero,
zero:
six.
What
that
means
is
calendar
year
2018
at
the
current
overall
real
estate,
tax
rate
of
one
dollar
and
six
tenths
of
a
cent.
You
can
see
that
the
real
estate
tax
is
for
the
average
homeowner.
There
is
going
up
about
two
hundred
thirty,
two
hundred
thirty,
some
odd
dollars
dollars.
The
personal
property
tax
is
going
up.
B
That's
not
something
that
we're
proposing
an
increase
in
the
rate.
That's
assuming
just
increase
in
valuation
on
the
part
of
each
homeowner
in
Arlington
is
assumed
to
own
the
two
cars
or
1.8
cars
or
the
two
cars,
and
then
everything
else
is
being
held,
constant
with
the
exception
of
the
refuse
fee
which
I
mentioned
is
going
up
by
two
dollars.
So
when
you
add
all
of
that
together,
you
can
see
that
the
increase
in
the
tax
and
fee
burden
is
at
297
dollars.
B
B
I
think
some
of
the
weakness
we've
had
in
the
commercial
real-estate
market
means
that
if
I
come
back
to
you
next
year
and
I'm
asked
for
cuts,
I've
actually
written
a
section
on
the
budget
here
talking
about
places
where
I
would
look
next,
if
I
had
to,
we
would
be
talking
about
reducing
or
eliminating
some
direct
services
to
residents.
There
are
very
few
cases
here.
I
know
there
are
some
examples
where
the
core
services,
whether
it's
police
or
fire
or
our
plowing
or
you,
know
the
things
that
basically
keeps
the
county
running.
B
Those
are
all
held
intact.
Those
are
the
kinds
of
places
that
we
would
have
to
look
in.
The
future
we'd
have
to
look
at
continuing
reductions
to
our
nonprofit
partners.
We
have
to
take
a
harder
look
at
employee
compensation
and
benefits
and
taxes
and
fees
and
again
kind
of
funding
that
goes
to
schools.
B
So
here
is
the
timeline
as
we
begin
our
adventure
that
ends
on
April,
21st
I'm,
proposing
the
budget
today
and
it's
broad
outlines
formally
coming
to
you
on
Saturday
for
the
tax
advertisement.
The
superintendent
is
this
evening
in
a
work
session
with
the
school
board
presenting
his
budget.
We,
as
I
mentioned,
we
have
11
work
sessions
scheduled
between
now
and
April.
There
will
be
two
public
hearings,
one
on
April
3rd
and
one
in
April
5th,
where
the
public
will
come
and
be
able
to
testify
on
both
budget
issues
and
tax
issues.
B
I'll
be
coming
back
to
you
at
some
point
in
March,
with
a
review
of
where
we
stand
on
the
current
fiscal
year
fiscal
year,
2018
and
then
the
board
will
take
its
action
to
adopt
a
budget
on
April
21st,
followed
by
the
School
Board
on
May
3rd,
and
then
we
get
to
start
it
all
again.
July
1st
is
when
the
fiscal
year
begins,
I
apologize
for
what
is
a
very
extended
run-on
sentence.
It
started
about
35
minutes
ago
and
with
that
I'd
be
happy
to
take
any
questions
that
you
have.
Thank
you
thank.
A
C
C
B
There
were
you
know,
we
I
think
the
summary
of
those
comments
ran
about
40
pages
and
there
were
at
any
time
you
engage
a
large
group
of
people.
There
were
views
that
were
literally
all
over
the
spectrum,
but
there
were
a
couple
of
themes
that
emerged.
The
first
one
I
think
was
that
we
were
really
challenged
to
look
at
things
and-
and
we're
always
challenged
to
do
this,
but
I
think
we
were
especially
challenges
this
year
to
say:
can
you
do
things
more
efficiently?
B
B
Another
strain
of
comments
which
I
don't
really
address
here,
was
a
sense
I
think
on
the
part
of
some
in
the
community
that
some
of
our
capital
projects
are
I,
don't
know
if
what
words
they
use,
sometimes
gold-plated
a
little
bit
more.
It's
a
little
Taj
Mahal,
extravagant
whatever.
Whatever
word,
you
can
pull
out
your
thesaurus,
which
is
some
suggestions
and
some
importune
and
some
advice
that
we're
keeping
in
mind
as
we
work
our
way
through
the
CIP
development
process.
B
C
B
I
would
hope
so
I
think
that
a
lot
of
the
conversation
we're
going
to
have
we
have
between
now
and
April.
Doesn't
you
know,
lend
ourselves
to
some
of
the
more
strategic
conversations
I'll
give
a
few
examples
and
I'm
gonna
actually
ask
Michelle
or
Steve
or
Richard
if
they
can
weigh
in
with
some
other
examples,
we're
spending
a
lot
of
time
on
child
care
initiative
which
I'll
care
initiative
we're
spending
a
lot
of
time,
who's
standing
up
in
at
employment
services
across
the
county,
we've
looked
at
call
centers
and
I'm,
Michele
or
Steve.
D
The
second
one
I
would
talk
about
is
libraries
and
parks,
and
the
demands
there
and
sort
of
how,
in
particular
in
parks
in
the
productions
here,
how
we're
focusing
on
those
things
that
are
most
core
and
the
efficiencies
that
DPR
has
taken
are
things
on
our
little
less
core
and
more
focused
on
service
delivery.
But
that's
those
I
think
they
were
valuable
in
that
sense
and
more
to
come.
Thank.
A
E
You
so
thank
you,
I
also,
you've
got
me,
beat
on
the
number
of
budgets,
I
think
I'm
on
22
or
23
for
me,
and
this
is
feeling
like
one
of
the
hardest
ones
that
I've
done
I
appreciate
your
focus
on
course,
services
I
mean
that's
really
good.
You
know
this.
This
really
isn't
a
course
so
and
we'll
have
discussions
probably
on
whether
it's
not
it's
a
course
service,
but
I
really
appreciate
that
and
it's
music
I
think
to
all
of
our
ears.
E
E
Just
like
looking
forward
you
you
talk
to
it's
basically,
a
trend
in
the
value
of
office
space
going
down
so
that
we're,
instead
of
being
at
50/50
split
office
and
our
commercial
and
residential,
went
out
of
52,
48
and
I
I.
Think
I've
heard
you
say,
and
everything
that
I'm
seeing
that's
probably
going
to
continue
that
we
maybe
won't
get
back
to
a
50/50
split
well,
I
mean
we'll
see
how
it
goes.
E
B
E
F
So
much
to
chew
over,
but
so
little
time.
Let
me
just
first
couple
comments
and
a
question
exactly
so.
Mr.
Schwartz
I
really
appreciate
and
I
could
hear
in
your
voice
that
you
know
presenting
this
budget
was
not
an
easy
exercise
on
behalf
of
you
on
the
staff.
So
I
appreciate
your
taking
the
time
to
do
the
hard
work
to
figure
out
how
we
could
deliver
government
I
know,
especially
when
it
comes
associated
with
filled
positions.
F
That's
especially
difficult
I
share
that
concern,
but
what
you've
presented
at
least
thus
far
I
won't
make
any
real
comments
on
as
of
yet
because
I
think
we
owe
you
the
time
it
took,
to
put
it
together
to
really
digest
and
absorb
what
it
is,
and,
as
everyone
is
mentioned,
we
have
11
work
sessions
to
really
consider
our
thoughtful
questions.
My
first
comment,
I
just
couldn't
allow
us
to
take
the
opportunity
when
discussing
economic
development
incentives
which
may
jump
out
to
our
community
is
one
of
those
things.
F
Why
are
we
prioritizing
that,
when
making
these
tough
decisions,
one
of
the
things
that
you
did
not
mention
is
that
the
incentives
that
we
pay
are
coupled
with
performance
metrics
that
require
capital
investments
and
the
creation
of
jobs.
If
those
are
not
met,
the
incentives
are
not
paid
and
those
incentives
combine
to
produce
a
return
on
investment
that
far
exceeds
what
we
pay
so
I
think
it's
important
just
for
this
conversation.
This
is
not
a
giveaway
from
our
fun
without
a
concomitant
return
to
our
revenue
base.
So
it's
important
that
we
keep
that
in
mind.
F
This
is
something
that
is
designed
to
leverage
and
product
provide,
produce,
additional
resources
that
help
really
take.
The
pressure
off
of
residential
taxpayers
in
the
community
at
large
do
have
a
question
about
your
assessment
on
the
the
the
Office
of
Community
Health.
You
know
not
to
discuss
whether
or
not
that
is
a
core
function.
D
I
think
that
Jane
will
be
more
than
happy
to
talk
about
it
extensively
at
her
work
session,
but
I
mean
that
is
for
positions
with
sort
of
a
supervisor,
a
policy
type
person
than
a
fitness,
specialist
and
a
nutritionist
and
so
those
things
and
they
they
will
go
into
programs
and
then
go
into
specific
county
programs.
You
know
to
help
like
a
summer
camp
or
something
like
that
with
that
you
know
sort
of
aspect
of
a
program
and
then
also
sit
on
more
countywide
policy.
D
You
know
committees
when
you're
looking
at
those
types
of
issues
that
regarding
community
health
and
I,
think
some
of
those
functions
to
a
certain
degree
are
performed
by
by
DHS
or
by
a
cross-cutting
effort,
and
then
I
think
that
has
just
become
so
much
part
of
you
know
healthy
lifestyles,
so
much
as
part
of
our
regular
programming,
whether
it's
a
library,
even
a
library
program
or
a
parks
program
so
summer
camps.
So
I
think
it's
that's.
That's
that's
the
idea
behind
that
I
just.
F
Like
to
commend,
at
least
you
know
again
we'll
get
into
the
details
of
that
specific
recommendation,
but
I
think
the
lens
at
which
you're
viewing
the
delivery
of
government
towards
looking
at.
Are
we
delivering
it
better
elsewhere
and,
as
you
mentioned
in
a
couple
of
other
areas,
has
the
market
evolved
enough
where
government
support
of
this
initiative
and
government
spending
on
this
initiative
is
no
longer
necessary
to
accomplish
the
desired
community
goal?
I
think
that's
an
excellent
lens
to
use
not
just
in
tough
budget
years
but
in
all
budget
year,
so
I
commend
that
work.
F
G
You
one
had
a
pretty
simple
question
and
it
could
just
be
reflective
of
am
I
being
meeting
here,
which
is
we
have
slides,
23
and
24.
You've
got
peer
comparisons
for
the
real
estate
rate,
and
then
you
have
our
tax
and
fee
burden
analysis
for
in
Arlington.
Is
there?
Have
we
ever
done
a
tax
and
fee
burden
peer
comparison?
G
B
H
G
H
A
Thank
you
all
I
wanted
to
in
particular,
associate
myself
with
mister
Dorsey's
comments.
I,
think
that
the
thoughtfulness
of
this
budget
is
clear.
It's
as
others
have
said,
and
mr.
managers
you
put
well
yourself.
This
is
a
particularly
difficult
set
of
circumstances
made
more
so
by
recognizing
that
all
of
the
trends
that
have
led
us
to
this
twenty
million
dollar
budget
gap
are
only
forecasted
to
grow
or
to
be
exacerbated,
whether
that
is
growth
in
a
few
key
areas
or
declines
or
headwinds
rather
in
the
office
market.
A
As
I
look
at
this
initial
presentation,
it
is
certainly
clear
to
me
that
there
is
nothing
that
has
been
proposed
for
reduction
or
realignment
without
a
great
deal
of
thought
and
consultation,
with
not
only
the
leadership
of
those
departments
but
I
believe
with
many
of
the
staff
themselves.
And
we
appreciate
that
very
much
I.
Think
it's
time
for
us
to,
as
mr.
A
I.
Think
as
residents
maybe
have
listened
to
this
presentation.
The
board
is
relatively
quiet,
particularly
to
where
we
might
be
in
most
work
sessions
and
that's
because,
as
the
manager
finishes
his
leg
of
this
relay,
we
begin
ours.
So
are
there
any
further
questions
today
from
my
colleagues
seeing
none
I
think
we
will
wrap
up
on
that
note
I
believe
our
clerk
has
some
language
for
me
as
we
enter
into
a
closed
session
from
here.
But
again
we
look
forward
to
continuing
this
conversation
on
Saturday.