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From YouTube: County Board Work Session - FY23 Budget - PayGo, Transportation Cap. Fund, Metro, Debt Service.
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A
Good
afternoon,
everyone
before
we
launch
in
today
I'm
going
to
make
a
comment
about
our
colleague
who,
as
all,
can
see
we're
participating
electronically
board
member
karen
tonis
is
participating
in
today's
work
special
session
electronically,
in
accordance
with
state
law,
as
well
as
the
board's
policy.
He
is
joining
us
from
oklahoma
city
oklahoma,
where
he
is
attending
the
congress
for
new
urbanism,
and
we
look
forward
to
hearing
about
it
when
you
get
back.
Mr
carontonas,
thank
you
looks
like
we've
got
a
great
connection
there.
A
A
We
do
not
have
any
commission
representatives
joining
us
today,
but
we
do
have
quite
a
few
presentations
divided,
broadly
speaking,
across
five
different
categories.
I
am
going
to
manage
us
towards
about
half
an
hour
on
each
one
that
does.
I
do
not
have
a
timer
to
set
for
each
speaker,
but
would
ask
for
your
partnership
in
ensuring
that
each
category
can
be
covered
within
that
half
hour,
as
well
as
as
possible,
leaving
time
for
some
board
member
questions.
A
I
will
be
sure
to
speak
up
when
we
are
in
danger
of
exceeding
that
half
hour
time
limit.
So
without
further
ado,
we
will
launch
in
with
dmf,
and
I
believe
that
we
are
welcoming
ms
talley
our
capital
budget
coordinator,
to
begin
with
their
first
presentation
is
that
right,
excellent?
We
are
so
glad
to
have
you
this
afternoon.
I
will
turn
the
mic
over
to
you.
B
So.
The
fy23
capital
program
budget
covers
a
large
portfolio
of
infrastructure,
investments
from
our
roads
to
our
parks,
technology
and
government
facilities.
The
fy
23
capital
spending
totals
over
160
million
dollars.
These
investments
are
funded
from
a
variety
of
revenue
sources.
Most
of
these
sources
are
restricted
in
nature,
federal
state
funding
from
bond
issuances
and
net
tax
support
all
support
these
multi-year
investments,
as
we
present
the
capital
program
to
you
today,
we'll
highlight
the
various
sources
of
funding
and
outline
why
these
projects
are
important
to
this
year's
capital
program.
B
B
This
slide
illustrates
the
various
funding
sources
that
feed
into
the
capital
program.
Capital
funding
has
certain
sources
that
are
dedicated
and
restricted
to
specific
capital
activities.
I'll
begin
with
paygo
funding,
our
pay-as-you-go
capital
program
is
funded
with
a
mix
of
both
ongoing
and
one-time
funding.
B
B
B
B
B
As
mentioned
from
the
previous
slide,
pego
is
proposed
to
be
funded
at
23.7
million
from
a
variety
of
funding
sources,
including
a
mix
of
ongoing
and
one-time
dollars.
It
funds
the
replacement
of
assets
with
the
useful
life
of
10
years
or
less
mostly,
projects
that
are
not
appropriate
for
long-term
financing.
B
B
As
in
the
most
recent
previous
years,
pago
dollar
investments
have
continued
to
be
concentrated
on
must-have
projects
and
assets
at
the
end
of
their
life
cycle.
In
addition,
we
focused
on
funding
extending
the
useful
life
of
assets,
while
also
replacing
assets
that
have
a
possible
risk
of
near-term
failure.
B
B
B
B
General
obligation
bonds
are
long-term
debt
financing
for
both
counting
and
school
capital
infrastructure
projects
they
fund
county
projects
such
as
the
bluemont
park,
tennis,
complex
replacement
facility
programs
and
improvements
at
the
2020
14th
street
building
capital
maintenance
projects
and
the
repaving
of
our
roads
every
two
years
as
part
of
the
cip
process.
The
board
approves
a
referenda
that
includes
two
years
of
geo
bond
funding.
B
B
Short-Term
debt
financing
is
the
financing
of
assets
with
the
useful
life
of
three
to
ten
years
because
of
the
shorter
useful
life
of
the
projects,
the
interest
rates
are
typically
lower
than
rates
for
long-term
bonds
so
similar
to
a
car
loan.
Its
finance
tool
allows
us
to
spread
payments
over
a
term
rather
than
paying
all
at
once.
B
This,
of
course
helps
with
the
affordability
of
all
of
the
equipment
that
is
purchased
with
this
source.
As
with
geo
bonds,
debt
service
for
short-term
financing
is
funded
in
the
general
fund
in
the
operating
budget.
This
source
has
historically
been
used
to
finance
equipment
for
enterprise
technology
and
public
safety.
However,
other
types
of
assets
like
fitness
equipment
and
synthetic
turf
fields
with
useful
lives
of
greater
than
three
years
are
also
financed
through
short-term
financing.
B
In
closing,
I'd
like
to
mention
that,
while
we
have
presentations
from
most
of
our
major
programs,
there
are
smaller
programs
that
have
dollars
invested
for
the
fy23
capital
budget,
and
with
that
I
am
available
for
questions
or
you
can
ask
questions
at
the
end.
After
all,
the
other
departments
present.
A
That
sounds
great.
Thank
you.
So
much
colleagues,
we
have
any
questions
about
the
general
sort
of
principles
that
have
been
presented
on
in
the
larger
picture.
Knowing
then
that
we'll
go
into
the
specifics
of
different
departmental
spends
ms
garvey
yeah,
just
just
one
quick.
C
A
A
Excellent,
thank
you
so
much
well,
madame
sally,
thank
you
so
much
for
that
general
orientation
to
our
capital
program
and
how
it's
been
shifting
and
with
that
I
think
we'll
move
straight
into
the
department
of
environmental
services,
one
of
our
biggest
customers
of
the
capital
program,
so
to
speak.
I
believe
that
first
we're
going
to
hear
from
mr
may:
who's,
the
deputy
director
for
facilities
and
engineering
about
the
general
facilities
and
energy
management
program.
Is
that
right?
Mr
may,
are
you
with
us
on
the
phone.
E
Thank
you,
madam
chair.
Yes,
I
am
and
you've
nailed
it
I'll
get
it
started
and
we'll
hear
from
both
facilities,
designing
construction
and
facilities,
management.
F
E
So
going
forward
today
we
will
our
team
will
cover
both
what
we've
completed
and
have
ongoing
work.
That's
funded
from
our
previous
authorizations,
we'll
discuss
in
both
fdnc
and
facilities
management,
specific
work.
We
plan
to
complete,
with
this
request
in
my
wrap-up
I'll
address
some
of
the
considerations
that
you
heard
karen
mentioned,
as
well
as
how
we
influenced
our
priorities
for
this
request
and
also
how
our
programs
will
be
supporting
the
community
energy
program
in
terms
of
our
support
to
the
des
vision
and
mission.
E
E
We've
replaced
major
mechanical
equipment
that
was
nearing
lot
end
of
life
in
the
three
in
three
major
facilities
in
the
top
right
of
that
picture,
set,
we've
done
multiple
interior
upgrades
that
improve
spaces
for
both
our
county
users
and
our
staff,
and
in
the
forward
planning
area.
We
identified
options
for
the
eventual
replacement
of
fire
station.
4
is
an
element
of
the
pending
revision
to
the
clarendon
sector
plan.
E
Next
are
examples
of
current
work,
that's
underway
with
our
appropriate
authorizations.
Continuation
of
operating
equipment
replacement.
The
upper
left
picture
is
at
the
trade
center
network
operating
center.
We
recently
completed
replacement
of
the
uninterrupted
power
supply
and
will
be
replacing
the
power
distribution
units
later
this
year.
E
E
In
the
bottom
row
you
see
we
have
five
vacant
facilities,
two
of
which
will
be
repurposed
in
the
near
term.
At
the
quincy
site,
building
two
will
be
prepared
for
the
art,
bus
dispatch
and
driver
driver
waiting
areas
starting
this
spring
and
we'll
also
be
starting
designed
for
relocation
of
fire
staff
from
the
hudson
street
building.
That's
adjacent
to
fire
station
4
to
one
of
the
four
vacant
floors
in
the
20
20
14th
street
building.
As
karen
mentioned,
the
former
hospital
building
at
arcola
springs
site
still
contains
about
60
percent
of
river.
A
E
E
G
Okay
good
afternoon,
I'm
michelle
congdon
for
facilities,
design
and
construction
with
a
combination
of
geo
bond
and
bond
premium
funding
this
year.
Our
top
priority
requests
include
continued
funding
to
study
evolving
facility
scenarios
of
yet
to
be
funded
projects,
and
we
focus
on
our
24
7,
fully
occupied
and
public
service
buildings
for
interior
upgrades
next
slide.
G
This
past
year,
we
studied
various
test
fits
that
will
inform
our
pending
cip
requests.
With
this
year's
paygo
request,
we
will
study
buildings
at
the
trade
center
optimization
plan
for
potential
uses
of
vacated
space,
bus,
electrification
and
structured
bus
parking
remaining
projects
would
include
unknown
feasibility
and
schematic
studies
as
they
arise.
G
G
This
next
grouping
of
projects
includes
the
systematic
reinvestment
and
the
interior
spaces
within
our
owned
and
leased
spaces.
These
projects
create
a
safer
environment,
benefit
to
the
public
and
increase
staff
morale.
Our
immediate
focus
areas
for
this
work
include
24
7
operations
and
buildings
that
are
fully
occupied
and
continue
to
provide
daily
service
for
our
public
county
workspaces
are
changing
as
a
result
of
the
covid19
pandemic
and
facilities
that
have
been
and
continue
to
be
operated
at
full
staffing
levels
continue
to
be
our
top
priority.
G
H
Several
facilities
throughout
the
county
are
essential
to
the
operation
of
public
safety
and
first
responses.
The
csi
program
operates
out
of
the
facility
management
bureau.
It
encompasses
the
management
of
day-to-day
operations
on
call
as
needed
after
hours,
work
and
long-term
capital
improvement
up
projects.
H
H
H
H
Sullivan
house
refresh
upgrade
fire
system
to
meet
ada
requirements,
repair
cracks
on
the
exterior
facade,
repair,
replace
existing
window
type,
hvac
units
and
sagging
floor
and
refresh
the
kitchen
and
bathrooms
fire
station.
5
roof
replacement.
The
existing
green
roof
is
15
years
old
and
has
as
with
more
frequent
leaks
and
repairs.
H
Csi
project
fire
station
it
closet
to
enhance
the
security
in
our
I.t
closet.
At
the
fire
stations
we
will
add
additional
cameras,
card
readers
and
cooling.
In
addition,
this
will
provide
will
improve
the
standardized
and
standardize
the
security
of
our
I.t
clauses
at
fire
stations,
csi
project,
which
is
called
course
or
west
back
up
9-1-1
in
a
call
center
and
the
trades
hvac
replacement
existing
units
are
failing
and
are
causing
the
facility
to
overheat.
E
E
We
use
both
facility
condition
assessments
combined
with
our
maintenance
workload
to
set
our
replacement
targets,
as
we
discussed
earlier.
We
all
also
are
responding
to
additional
operational
needs.
Golden
vaccine
set
up
in
three
community
centers
as
an
example
and
maintenance
of
the
ender
life
facilities
is
limited
to
maintaining
critical
operations.
We
mentioned
an
eventual
transition
of
staff
from
the
hudson
street
fire
prevention
office
to
the
2020
building.
It
is
the
life
facilities,
but
we
will
focus
on
keeping
it
in
service
for
the
remaining
two
years.
E
It
takes
to
complete
that
transition,
as
you
heard
from
karen
adjusting
to
market
realities
is
an
issue
for
us
and
in
our
case,
for
instance,
the
facility
condition
assessment
database,
which
lists
equipment
replacement
costs.
The
publisher
is
increasing
those
this
year
by
six
and
a
quarter
percent
closer
to
home.
Our
on
the
ground.
E
Where
we'll
discuss
further
how
we
are
supporting
the
community
energy
plan
goals,
we
are,
as
you
heard,
from
rami
ramping
up
our
ev
charging
stations
in
county
parking
areas
to
match
the
growth
in
the
county
free
tv
goals.
Additionally,
we're
installing
ev
charging
at
the
trade
center
for
the
aps,
bus
electric
bus
pilot
program,
we're
moving
forward
with
additional
ev
charging
in
the
public
lots.
E
We
have
an
aggressive
program
to
continue
installation
of
solar
panels
where
the
opportunity
presents
itself
this
listing
or
all
of
the
facilities
that
we
are
looking
to
provide
panels
in
the
next
year
or
so.
In
terms
of
energy
efficiency,
that's
a
part
of
the
community
engine
energy
program,
we're
looking
at
electrification
of
major
equipment.
We're
undertaking
a
pilot
program
this
year
to
replace
the
hot
water
system,
which
is
a
hot
water
system
for
both
domestic
and
heating.
E
E
A
Thank
you
so
much,
mr
may.
We
appreciate
that
presentation.
I'm
going
to
open
the
floor
for
questions
on
any
of
the
general
approaches
to
facilities
in
engineering
which
covers
indeed
a
pretty
wide
swath
across
the
county.
A
I'll
look
to
colleagues
for
any
questions
again
I'll.
Just
share
my
enthusiasm
for
what
we
can
learn
from
replacing
that
hot
water
system
at
40,
4700
with
electric
boilers
and
there's
been
interest
in
doing
so,
and
I'm
glad
we're
taking
a
stab
at
that
and
hopefully
learning
for
other
other
projects
by
starting
with
one
of
our
relatively
smaller
community
facilities.
Mr
defranti.
I
Thank
you,
madam
chair
just
appreciate
the
pieces
on
electric
vehicles,
and
I
I
guess
I
might
follow
up
with
a
question
in
writing
and
seeing
if
the
planning
and
work
that
you
have
done,
I
guess,
if
you
had
an
initial
sense,
does
the
planning
and
work
that
you
have
done?
Could
it
be
scalable
to
do
more
if
the,
if
we
had
additional
available
resources
or
have
you
planned
for
the
investments
that
are
outlined
in
the
in
the
presentation
and
that
would
require
new
planning?
I
I
don't
know
whether
that's
a
question
for
mr
may,
or
or-
and
I
can
also
submit
in
writing,
if
need
be.
E
E
So
we're
we're
ramping
up
our
ev
charging
to
match
the
acquisition
of
vehicles
and
we
are
distributing
it
to
the
various
facilities,
for
instance
at
sequoia,
where
dhs
uses
electric
vehicles
and
in
the
courthouse
area,
where
a
number
of
our
staff
have
dedicated
or
assigned
vehicles
for
their
daily
operations
that
park
in
either
any
of
the
garages
in
court.
In
the
courthouse
area.
A
D
Oh
thank
you
mom
chair.
I
I
aligned
with
you
to
thank
mr
may
and
the
entire
team
for
actually
trying
out
and
trying
to
study
electric
water
heating,
a
third
700
for
my
run.
D
Mr
may,
if
I,
if
I
remember
correctly,
this
is
a
this-
is
a
building
with
a
flat
roof.
That's
that
gets
a
lot
of
sun
and
just
as
a
note,
I'm
not
an
engineer,
I'm
not.
I
don't
really
know
too
much
about
that,
but
this
would
be
for
me
always
a
place
where
also
solar,
water,
heating
would
be
or
a
combination
of
electric
and
solar
water
heating
would
be.
You
know
viable,
but
this
is
really
not
the
questions.
Just
just
a
note
on
that.
D
Only
v
chargers
for
our
county
fleet
is.
Is
it
the
plan
to
do
the
installations
or
provide
a
system
that
you
know
similar
to
the
question
of
mr
deferenti?
That
would
be
that
would
be
also
available
for
the
public
or
scalable
or
expandable
in
a
way
that
would
serve
the
public
as
well.
E
Well,
up
to
now,
sir,
we
have
distinguished
between
the
the
charging
stations
for
county
vehicles,
which
are
activated
with
something
very
similar
to
the
fuel
car.
The
current
vehicle
uses
winter
water
refuel.
E
We
haven't
studied
on
the
adaptability
of
the
county,
dedicated
spaces
because
presumably
they're
focused
on
county
vehicles.
We
do
have
a
parallel
program
and
I
see
demetra
has
raised
her
hand
and
can
comment
further
about
our
approach
to
putting
additional
ev
charging
for
the
public
in
our
county-owned
surface
spaces.
Garage
parking,
lots
so
demetra.
J
J
Ironically,
we
had
a
status
meeting
this
morning
and
the
subject
of
that
meeting
was
really
to
fine-tune
task,
five,
which
is
going
to
be
the
evse,
the
charging
network,
citing
plan
and
assessment
plan,
so
that
will
be
coming.
The
the
current
schedule
for
completion
of
that
task
is
november
of
this
year.
It's
going
to
look
at
both
county
government
vehicles.
J
It's
also
going
to
include
there's
a
separate
task
for
aps
vehicles,
including
bus
buses,
of
course,
but
it's
also
going
to
be
the
public
facing
plan.
So
there's
going
to
be
a
heat
map,
there's
going
to
be
a
projection
of
high
demand,
so
you
will
be
seeing
something
that
is
more
integrated
and
comprehensive,
where
both
the
government
and
the
community
facing
planning
later
on
this
year.
D
Mr
may
just
a
a
very
short
question
again:
it
helps
me
to
understand
the
inflationary
pressure
along
the
lines
of
what
ms
garvey
has
asked
before.
So
yes,
we
see
several
materials
etc
being
more
expensive
in
the
market
right
now
or
their
their
their
price
going
up.
Is
that
a
function
of
just
the
pricing
of
this
materials
or
or
is
there
also
an
issue
of
how
they
are
available
through
a
supply
chain?
So
sometimes
they
are
not
available.
They
are
not
available
on
time.
Sometimes,
for
example,
I've
seen
I've
seen.
D
I
have
seen
some
examples
where,
if
you
wait
a
little
bit
more,
you
may
still
get
the
materials
that
you
need
at
a
reasonable
price
and
not
at
the
highest
possible
price.
So
is
that
a
combination
of
these
two
things
or
is
it
an
absolute
standard
that
now
prices
are
significantly
higher?
You,
you
imagine
six
and
a
half
and
a
quarter
percent
or
more.
E
Well,
mr
carantonis,
it
is
a
moving
target
and
so
we
have
observed,
for
instance,
the
cost
of
overhead
doors
went
up
representably,
and
then
it
came
down
a
bit.
So
it
is.
There
is
a
question
of
timing,
but
when
we
are
looking
at
a
year
in
advance
to
establish
a
budget
for
the
construction
programs,
we
want
to
undertake,
we
use
our
best
judgment
and
a
projection
of
built
down
some
anticipated
inflation.
E
A
Thank
you,
yeah,
excellent,
okay.
Well,
thank
you
so
much
to
our
facilities,
bureau
team,
for
the
overarching
presentation
and
for
the
good
discussion
about
sustainability
priorities
in
particular.
Although
our
transportation
team
is
part
of
des,
I
think
we
are
going
to
hear
from
them
later
in
the
afternoon
if
that's
right
under
the
transportation
capital
fund.
So
somebody
correct
me
if
I'm
wrong,
but
for
now
I
believe
we
are
going
to
move
on
to
the
department
of
parks
and
recreation
represented
by
mr
beach,
our
planning
division
chief.
K
Thank
you,
nice
to
see
you
as
well,
madam
chair
and
county
board
members
good
afternoon.
I
am
the
the
park
division
chief,
so
you
are
correct
with
that
for
the
park
department
of
parks
and
recreation
before
I
get
started
just
take
a
quick
moment.
Thank
couple
key
staff
members
who
helped
develop
this
proposal
that
you'll
see
our
director
jane
rudolph
assistant,
director,
becky
schmidt,
our
capital
asset
manager,
bob
capper
and
our
budget
specialist,
brittany
candy,
all
of
whom
were
critical
in
helping
develop
this
year's
request.
K
So
at
the
very
top,
our
request
starts
through
dpr's
vision,
which
is
for
arlington
to
be
the
happiest
healthiest
place
to
live,
learn,
work
and
play
and
is
informed
by
our
mission
to
promote
wellness
and
vitality
through
dynamic
program,
attractive
public
spaces.
Our
capital
program
directly
ties
into
this
vision
and
mission
by
supporting
several
dpr
strategic
goals,
which
are
providing
excellent
places
and
spaces
to
meet
communities,
creating
and
maintaining
the
parks
and
facilities
that
provide
excellent
programs
and
services
to
meet
those
needs
and
is
managing
the
county's
assets
efficiently
and
effectively.
K
K
These
products
were
able
to
navigate
challenges
associated
with
covid
during
both
their
design
and
their
construction
phases,
after
delays
and
equipment,
manufacturing
and
delivery,
which
extended
the
project
for
some
time
as
the
colossal
park
opened
in
2021
to
a
eager
and
happy
neighborhood,
it
included
a
renovated
playground,
shade,
structure,
basketball,
court,
game
tables,
ada
compliance
circulation,
landscaping
and
storm
water
improvements.
K
Next
slide,
please
thank
you.
On
the
left
hand
of
the
slide,
this
one,
you
will
see
the
long
bridge
aquatics
and
fitness
center
in
the
park
which
has
ribbon
cutting
last
september.
K
It
has
it
has
had
a
successful
eight
months
of
initial
operation,
we're
now
very
much
looking
forward
to
the
first
full
summer
of
users
enjoying
the
outdoor
aspects
of
the
park
as
well
on
the
right,
you
will
see
an
image
of
the
playground
at
roswell
highlands
park,
both
the
playground
which
is
located
adjacent
to
queen's
court
development
and
the
new
roslin
highlands
park,
which
was
completed
through
a
partnership
with
the
penzance
development,
have
both
recently
opened.
This
park
is
located
over
multiple
parcels
and
integrated
with
the
heights
school.
K
K
As
part
of
our
ongoing
synthetic
field
program
that
would
now
manage
17
synthetic
fields,
dpr
completed
replacement
of
the
turf
regional
highlands
park
in
august
of
2021.
K
Dpr
has
been
making
progress
in
our
trail
and
bridge
program
as
well
on
the
left.
You
will
see
a
photo
of
the
recently
completed
stretch
of
the
blue
line,
junction
trail
and
we'll
be
making
some
completion
of
its
connector
trails
throughout
2022.
and
in
2021.
People
are
also
renovating
the
lucky
run
trail
and
portions
of
arlington
boulevard
and
four
mile
run
trails
on
the
right.
In
this
side
you
will
see
a
photo
that
recently
installed
a
long-awaited
glenn
carlin
pedestrian
bridge.
K
As
is
typical,
dpr
has
between
25
and
30
capital
projects
that
are
in
various
stages
of
renovation.
Each
year
in
this
chart,
you'll
see
what
we're
currently
undertaking,
but
some
highlights
include
the
scoping
of
projects
for
several
replacement,
pedestrian
bridges
in
bluemont
alcova
heights
park.
Our
team
is
working
on
our
initial
organization
of
large
master
plans
such
as
arlington,
boathouse
and
penn
place
public
space
areas.
K
We
have
multiple
projects
in
design
phase,
such
as
the
renovation
of
the
tennis
complex
in
blue
mountain
park,
playgrounds
at
gunson,
monroe
and
lacey,
woods
parks,
new
parks,
center
and
development,
like
the
former
teardrop
parcel
and
temporary
parks
and
crystal
city,
and
we
have
several
synthetic
turf
replacements
underway
in
currently
construction.
We
are
replacing
old
guns
and
bubble
with
a
riveted
fabric
structure,
we're
renovating
a
playground
at
marston
road
park,
we're
bringing
restrooms
into
ada
compliance
and
looking
forward
to
the
very
near
completion
of
jenny,
dean
park
and
john
robertson
junior
tunnel
square.
K
Traditionally,
we
attempt
to
ensure
equitable
distribution
of
our
projects
and
on
the
map
on
the
right
shows
how
that
will
look
via
this
year's
program.
As
I
talked
about
the
past,
deeper
is
currently
nearing
completion
of
the
inventory
of
all
our
assets
and
assessment
of
those
assets,
condition
and
safety.
K
As
we
finish
that
work
and
its
organization,
we
will
next
be
tackling
how
that
informs
our
capital
program.
One
of
the
things
we
are
focusing
on
is
can
and
how
a
set
of
equity
indicators
may
factor
to
any
formulas
associated
with
prioritization
of
the
capital
program
or
other
means
in
terms
of
prioritization
during
our
long
range
and
master
planning.
Work.
K
Dpr
is
always
and
will
continue
to
factor
equity
into
our
planning
work
and
our
engagement
work
by
focusing
on
key
questions
such
as
who's
impacted
and
how
are
they
impacted
amongst
a
variety
of
other
questions
and,
lastly,
developing
our
capital
program.
We
strive
to
coordinate
this
program
with
the
2019
public
spaces
master
plan
and
what
is
identified
as
areas
of
need,
as
it
relates
to
access
and
levels
of
service
service
recommended
in
that
document.
K
As
mentioned
by
jane
rudolph
and
her
presentation
last
week
on
the
operating
budget,
dpr
manages
a
broad
range
of
assets
across
147
parks,
assets
that
need
to
be
maintained
or
replaced
include,
81
playgrounds,
180,
different
types
of
courts,
17
synthetic
fields,
nine
dog
parks,
25
restrooms,
40,
miles
of
trail,
67,
bridges
and
low
water
forwards,
and
a
slew
of
convenience
amenities
such
as
tables
benches,
grills
and
drinking
bones.
K
K
There
are
variable
variety
of
ways
in
which
we
manage
our
inventory
to
form
our
capital
program
with
all
the
assets
shown
in
the
previous
slide.
Dpr
has
been
making
steady
progress
and
working
with
our
third-party
consultant
to
identify
inventory
record
the
locations
of
those
assets.
K
At
the
same
time,
a
third
party
consultant
with
staff
has
been
assessing
those
assets
to
their
condition
and
safety
issues.
We
are
bringing
that
phase
of
our
project
to
a
close
and
after
organization,
organizing
organizing
that
data
we'll
focus
on
how
that
information
forms
our
capital
maintenance
program
with
our
synthetic
fields.
We
test
and
review
our
impact
ratings
and
inspect
the
carpet
for
any
issues
like
rips
and
tears.
K
For
our
trails,
we
assess
their
condition
by
using
the
pavement
condition
index.
The
last
time
that
was
completed
was
in
2018.
We
were
getting
ready
to
undertake
that
work
again
and
then
this
time
we
being
able
to
assess
an
even
greater
amount
of
number
of
trails
and
distance
of
trails
as
new
technology
may
allow
us
to
go
places.
The
previous
sessions
were
not
without
damaging
trees
and
other
important
natural
resources.
K
Similarly,
we
are
refreshing.
Our
bridge
assessment,
as
we
have
recently
identified
three
through
research
and
discussions
with
entities
such
as
nova
parks,
that
the
county
has
an
ownership
of
several
additional
bridges,
and
it
includes
the
new
bridges
that
were
part
of
the
recently
signed
agreement
between
vdot.
K
K
The
second
is
that
we
have
a
need
to
meet
already
underway
efforts,
such
as
certain
timeline
commitments
to
in-process
planning
efforts
or
external
stakeholders
set
to
development
community.
Third
consideration
is
where
we
can
best
bring
our
funds
to
bear
that
we
can
maximize
external
funding
of
outside
agencies
such
as
aps
affiliate
groups
or
the
neighborhood
conservation
program.
K
This
slide
provides
a
brief
overall
summary
of
this
year's
request.
In
fy,
22
dpr
received
4.8
million
dollars
in
paygo
funding
and
368
thousand
dollars
in
short-term
financing
this
year
in
fy,
23
deepar
is
requesting
1.2
million
in
paygo
funding
and
1.3
million
in
short-term
financing
for
additional
information.
Dpr
has
5
million
in
previously
authorized
bonds
that
will
be
sold
later
to
fund
the
construction
of
the
blue
month.
K
K
K
The
feasibility
study
implementation
program
allows
dpr
to
react
in
real
time
to
the
need
for
planning
initiatives
and
studies
that
arise
outside
of
the
plan
projects
and
typically
come
about
through
private
development
and
aps
proposals.
This
program
also
allows
for
small
scale
implementation
of
those
studies,
if
it's
necessary.
K
The
first
new
project
at
dpr's
request,
is
for
just
under
four
hundred
thousand
dollars
to
begin
design
work
on
replacing
the
playground,
ada
improvements,
site,
furnishing
landscaping,
storm
water
management
at
bailey's
branch
park.
The
older
playground
here
is
impacted
by
its
age
that
the
play
equipment
manufacturer
is
no
longer
in
existence
and
replacement
parts
are
unavailable.
Maintenance
repairs
are
becoming
increasingly
more
challenging
to
that
issue.
K
K
Second
project
on
rfi
23
request
is
240
000
to
begin
design
for
the
replacement
of
the
woodmont
playground.
This
older
playground
has
the
same
equipment
from
the
manufacturer's
billy's
branch
and
the
parts
are
no
longer
available
and,
as
you
can
see
in
this
photo
that
shows
a
piece
of
play.
Equipment
has
been
removed
due
to
safety
reasons
that
cannot
be
replaced.
The
project
will
place
the
playground
slate.
First
things
landscaping,
stormwater
management
address,
ada
circulation
and
repave.
K
The
parking
lot,
including
this
year's
request,
is
100
000
for
the
proactive
replacement
of
aging
or
broken
equipment
at
dpr
facilities
such
as
treadmills,
stationary
parks,
bikes
and
other
equipment,
715
thousand
dollars
to
replace
the
green
bar
running
track
for
community
and
aps
use.
The
track
was
last
replaced
in
2007
and
it's
showing
its
age.
It
has
has
thinning
areas
and
pock.
Mark
surface
just
might
be
noted
that
the
county
covers
this
replacement
and
does
not
share
in
project
costs
with
aps.
K
K
Our
last
capital
program
to
review
is
the
synthetic
fuel
program
which
this
year
includes
982
000
to
replace
the
field
at
wakefield
high
school.
This
is
a
cost
that
will
be
split,
50
50
with
aps,
according
to
our
cautionary
agreements,
and
this
actually
concludes
my
presentation.
I
can
answer
any
questions,
I'm
happy
to
do
so
that
you
may
have
thank
you.
A
Thank
you
very
much,
mr
beach.
For
that
whirlwind
tour.
I
appreciate
it
very
much.
That's
just
capturing
that
slide
about
the
asset
inventory
of
parks
and
recreation.
It's
pretty
stunning
I'll
look
to
my
colleagues
for
any
questions
that
they
may
have
about
some
of
the
items
or
priorities
that
you've
presented
today
or
anything
else
not
not
shared.
Mr
dorsey
thank.
M
You,
madam
chair,
mr
beach,
you
know
when,
as
it
relates
to
the
redesign
of
playgrounds
play,
spaces
such
as
woodmont
and
bailey's
branch,
is
there
a
framework
that
you
apply
to
improve
increase
accessibility
for
people
who
are
differently
abled
as
far
as
mobility
to
access
and
participate
in
the
redesign.
K
Yes,
actually,
that
is
a
continuously
evolving
field,
and
so
our
design
team
endeavors
to
keep
as
current
as
possible
to
different
ways
that
we
may
provide
access
to
people
of
all
ages,
abilities
and
and
the
needs
they
may
have
out
there
over
the
years
things
have
evolved
from
having
certain
services
to
you
know
more
of
the
poor
place
services
you
see
or
ways
that
equipment
can
be
accessed.
K
So
that
way
you
may
not
need
a
caregiver
or
somebody
to
help
you
do
that,
and
so
I'm
not
sure
if
there's
anything
specific
that
you
had
in
mind.
But
we
do
is
one
of
the
very
first
and
priority
things
that
we
are
looking
at
when
we're
designing
our
facilities,
one
is
access.
When
you
talk
about
any
circulation
how
to
get
there
and
then
once
you're
there.
What
can
you
do?
What
kind
of
experiences
you
can
have,
whether
it's
tactile?
K
M
D
Yes,
very
short,
very,
very,
very
short,
madam
chair.
Thank
you,
mr
beach.
Thank
you
for
the
presentation.
I'm
actually
very
encouraged
to
see
that
you
are
working
on
a
new
asset
of
assessment
tool
or,
as
it's
you
know,
inventor
inventory
tool.
I
I
guess
this
is
really
necessary.
Given
the
you
know,
the
variety
and
and
just
sheer
massive
assets
that
you're
managing
I
I
I'm
just
conveying
two
constituent
requests
for
just
for
thinking.
D
One
is,
and
I'm
sure
that
you
know
about
them:
sun,
shading,
for
playgrounds
as
an
additional
feature
with
where
this
is
not
available,
especially
young
families
are
complaining
very
often
that
you
know
all
the
playgrounds.
Don't
have
sun
shading
and
you
know
they.
I
guess
the
sandbox,
especially
during
the
longer
and
hotter
summers
are
this.
This
is
an
important
thing.
In
my
opinion,
I
don't
know
if
it
fits
somewhere
in
this
epi
pago
financing
and
the
second
is
availability
or
accessibility
of
toilets.
D
You
know
one
of
the
things
that
the
labyrinth
design
has
taught
me
is
that
having
accessibili
having
accessible,
toilets
independently
of
whether
the
center
is
open
or
not,
is
a
great
idea,
and
it's
it's
great
now
we
have
through
all
the
pickleball
users,
we
have
a
in
different
places
in
different
community
centers.
We
have
an
intensive
use
when
the
the
center
is
actually
closed,
and
so
the
question
is.
I
know
this
is
not
an
easy
thing
to
solve,
and
maybe
it's
not
not
even
a
pago
item,
I'm
just
putting
that
on
the
table.
K
K
Out
being
very,
you
know
very
sort
of
open
on
what
our
challenges
are
around
the
shade
is
that
a
lot
of
times
our
playgrounds
are
located
near
trees
and
things
like
this,
and
so
it
becomes
a
challenge
to
replace
renovate
them,
because
we
don't
want
to
damage
the
trees,
and
so
they
are
moved
away
from
that
type
of
thing,
which
creates
an
issue
with
with
shade
it's
a
merely
a
comes
down
to
a
thing
of
cost.
They
say,
you
know
to
add
shade.
K
Structures
is
an
additional
cost
if
it
is
something
that
is
there
originally,
it's
part
of
the
budget.
If
not,
we
need
to
find
a
way
to
work
it
in
and
so
becomes
a
balance,
but
it
is
something
that
we
always
hear
about
and
we're
always
striving
to
to
identify.
So
I
think
some
of
the
technologies
are
allowing
some
different
type
of
shade
structures
to
be
used,
so
that
might
be
something
that
we'll
see
more
of
as
we
go
move
down
in
the
future.
K
I
I
mean
what
I
mean
by
that
is
a
little
bit
more
affordable
than
some
of
the
large
structures
that
you
used
to
have
to
see
to
provide
it.
The
restrooms,
just
some
things
to
think
about
we
are
restrooms,
is
always
another
question
like
shade.
You
know
we
people
love
to
have
access
to
it.
K
I
think
you
see
in
some
buildings
like
the
heights
in
long
bridge
and
a
little
bit
at
barnbridge
park,
there
are
external
restrooms
that
were
provided
that
can
be
open
when
the
buildings
are
closed,
and
so
that
is
one
way
to
do
it,
there's
not
always
that
luxury
of
having
a
large
building
like
that,
and
so
how
do
you?
How
do
you
provide
those
type
of
restrooms?
I
know
it's
a
balance
for
us.
They
are
where
they
don't
exist.
They
are
fairly
costly
to
to
put
in.
K
It
also
has
some
impact
on
our
operating
budget,
because
across
we
used
to
have
restrooms
that
were
open.
You
know
all
year
long
now
we
close
many
for
the
winter
season,
because
it's
an
operating
class,
and
so
it
goes
beyond
sort
of.
I
would
call
my
capital
program
on
the
side
of
the
house
with
the
capital
program
on
how
that
impacts
operating.
K
So
I
think
what
I
would
say
is
those
two
items
are
ones
we
do
here
all
the
time
and
we
are
always
trying
to
work
to
try
to
find
good
solutions
and-
and
you
know
we're
always
welcome
for
suggestions
on
how
to
how
to
continue
to
improve
in
that
area.
Thank
you,
yeah.
C
Gervais
yeah,
I
wanted
to
just
follow
up
a
little
bit
on
the
sunshade
question.
Thank
you
it
it
so
that
so
I
gather
shade
is
not
actually
part
of
our
sort
of
our
standards,
because
you
talked
earlier
about
in
the
answering
mr
dorsey
that
you
know.
We've
got
these
these
standards
and
things
that
we
try
to
look
for,
but
I'm
gathering
that's
it's
sort
of
an
add-on
or
something.
K
So
it
really
it
it
depends.
We
existing
playgrounds.
We
have
an
existing
playground.
The
shade
is
usually
provided
one
of
two
ways:
it's
either
through
a
some
type
of
shade
structure
that
is
built
over
it.
For
example,
you
see
that
at
the
at
the
longbridge
fields
playground
at
jenny
at
the
jenny
dean
playground
because
we're
able
to
start
from
scratch.
That
is
a
shade
structure.
That
was
there
many
cases
it's
trees
and
what
happens
is
when
we
are
building
renovating
new
playgrounds.
We
plant
new
trees.
K
Those
trees
are
intended
to
give
shade
15
20
years
when
they're
fully
grown,
and
so
we
have
a
shade
issue
in
the
early
phases
of
that
we
do
try
to
when
we
can
place
a
shade
structure
or
have
a
area
where
somebody
may
sit
in
shade
whether
we
could
shade
a
whole
play
area
begins
really
just
to
come
into
a
question
of
cost
because
the
larger
they
are,
the
larger
the
foundations,
the
larger
the
structure.
K
Now
you
have
to
hold
up
the
shade,
and
so
it
is
a
balancing
act
on
our
available
budgets
or
budgets
that
we
are
requesting
in
between
shade.
That
will
grow
and
arrive
through
the
growth
in
the
age
of
the
trees
or
artificial,
shade
that
we're
bringing
in,
and
so
it
is
something
that
we
strive
for,
but
I
can't
say
it's
a
standard
to
say
we
must
provide
shade
every
location
or
that
we
or
that
we
have
a
certain
amount
of
you
know
air.
We
have
to
shade.
K
C
Thank
you
for
that
further
detail.
I
hadn't
I
should
have
realized.
Of
course,
we
plant
trees
and
after
they
grow
that
that
really
helps
solve
the
problem.
I
think,
with
the
whole
climate
change
thing
and
increasing
heat
and
sun
and
sun
cancer
concerns
and
stuff
will
probably
that
it's
an
evolving
field.
I
suspect,
but
thank
you
for
that
response.
M
Thank
you
so,
mr
beach,
earlier
on,
you
know
I
appreciate
it.
When
talking
about
equity,
you
look
at
your
distribution
of
investments
across
our
community.
Do
we
do
any
secondary
analyses
by
looking
at
the
users
of
those
facilities,
both
in
number
or
what
might
be
their
their
background,
to
determine
whether
or
not
we're
meeting
that
level
of
equitable
distribution.
K
Let
me
start
this
way,
so
our
this
is
the
the
capital,
the
maintenance
capital
program,
so
we
are
sort
of
functioning
within
the
existing
place
and
parks
and
playgrounds
that
and
and
facilities
that
we
have
so
we're
not
necessarily
addressing
areas
where
there
may
be
a
lack
of
those
those
services
that
comes
from
the
10-year
cip.
When
we're
doing
that.
That
kind
of
thing,
when
we
look
at
how
our
status
as
far
as
safety
and
repair
is
necessary
on
each
of
the
existing
assets,
we
do
look
at
what
type.
K
What
is
the
name,
some
of
the
characteristics
of
that
neighborhood?
You
know
economics,
some
of
the
the
different
racial
mixed
makeup
that
you
might
have,
and
things
like
this
to
see
how
we're
equitably
distributing
our
our
repairs
and
our
dollars
at
occasions.
Sometimes
something
is
at
such
a
state
of
repair.
We
just
have
to
do
it,
but
when
we
can
we
do
that.
K
I
we
think
this
year,
for
example,
the
the
pairing
or
the
marriage
of
woodmont
and
bailey's
branch
playgrounds
are
very
similar,
they're
in
very
different
areas
of
the
county,
and
so
that
is,
I
think,
a
direct
result
of
seeing
some
of
that
filter
that
we
look
at.
We
put
our
capital
program
together.
A
Okay,
thank
you
excellent
all
right,
mr
beach.
I
think
on
that
note
we
will
let
you
go
but
appreciate
very
much,
some
of
that
insight
into
not
only
some
of
the
projects
on
the
docket
for
the
year
ahead,
but
also
how
you
make
those
decisions.
So,
thanks
for
the
insight
shared
with
us
this
afternoon,
if
we
have
further
questions,
we
can
follow
up
in
writing.
A
We'll
move
next
into
public
safety,
I
believe
I
know
we
have
representatives
from
police
fire,
sheriffs,
the
department
of
public
safety
and
emergency
managed
communications
and
emergency
management.
I
think
all
represented
or
sort
of
spoken
to
by
mary
paxton,
our
public
safety
technology
manager.
Is
that
right,
that's
correct!
Ms
paxton
welcome
I'll
turn
it
over
to
you.
N
N
Okay,
first
project
is
the
mobile
data
computers.
They
are
being
replaced
as
part
of
a
end-of-life
schedule.
Mobile
data
computers
are
mounted
in
the
public
safety
vehicles,
they're
ruggedized,
impervious
to
heat
and
cold
physically
secured
with
mounts
and
connected
to
docking
stations
for
access
to
wireless
broadband,
we're
purchasing,
460
ndts
for
all
three
agencies,
fire
police
and
sheriff,
along
with
320
dogs,
110
cradle
points
and
any
related
software
next
project
is
computer
forensics
equipment
upgrade.
This
is
an
upgrade
of
the
police
department's
computer
forensics
lab.
N
This
is
a
forklift
upgrade
of
equipment
in
the
lab.
That's
used
to
extract
analyze,
evidentiary
evidentiary
data
from
devices;
basically
anything
that
could
store
data
phones,
tablets,
pcs,
so
we
are
installing
or
have
installed
upgraded
servers
which
are
high
speed.
High
volume
servers,
upgraded
switches
to
address
the
volume
of
data
being
transported,
workstations
and
data
extraction
devices
which
have
reduced
the
amount
of
time
it
takes
to
extract
data
and
have
created
an
azure
workspace
for
detectives,
be
able
to
analyze
the
data
in
a
cloud
space,
the
computer-aided
dispatch
system.
N
This
is
an
upgrade
to
the
existing
9-1-1
system.
This
is
unique
in
that
we
are
pursuing
this
in
partnership
with
alexandria,
alexandria
late
last
year
approved
pursuing
that
partnership
with
us.
This
is
a
follow-on
to
the
project
from
a
few
years
ago,
when
we
jointly
pursued
a
call
processing
system.
N
Okay,
these
are,
we
took
a
different
approach
on
the
asset
refresh
this.
These
are
refreshment
cycles
for
principal
systems,
of
which
we
have
substantial
investment
in
the
public
safety
agencies
for
fire.
Of
course,
we
have
fire
apparatus,
fire
radios
and
the
west
nip
fire
alarming
system,
which
works
in
conjunction
with
cad
to
trip
the
alarms
and
provide
event.
Data
to
the
stations
on
video
displays
next
slide.
N
Next
slide
is
the
police
department.
We
spoke
about
the
mobile
data
terminals
and
computer
forensics.
We
also
have
the
criminal
justice
records
system,
which
is
a
joint
system
with
the
sheriff's
department
with
which
collects
investigative
data,
criminal
records,
inmate
and
booking
records
used
to
manage
the
detention
center
next
slide.
N
This
is
public
safety,
communications,
emergency
management,
the
principal
substantial
investment
there
is
both
portable
and
mobile
radios,
which
are
in
the
the
vehicles,
as
well
as
the
handhelds,
and
also
the
base
stations,
which
is
the
hub
connection,
point
for
radio
transmission,
and
we
spoke
to
cad
for
the
sheriff's
office.
N
This
is
a
list
of
our
public
safety
projects
with
associated
funding.
E-Summons
is
the
self-funded
project,
a
self-funded
system
that
we
use
to
produce
a
digital
summons,
there's
a
five
dollar
fee
that
is
collected
to
go
towards
the
maintenance
of
the
system
itself.
O
Hello,
just
briefly,
the
wireless
security
upgrade
is
a
system
that
we've
been
working
on.
That
would
provide
both
for
residents,
as
well
as
staff
to
identify
medical
blood
pressure,
heart
rate
and
so
that,
if
something
happened
and
her
blood
pressure
went
up
high
or
low
that
it
would
alert
through
a
computer
and
notify
staff
that
we
needed
to
check
on
somebody
and
and
and
this
again
would
be
both
for
staff
as
well
as
for
residents.
O
The
justice
center
security
system
is
for
working
with
des
to
upgrade
doors,
locks,
security
systems,
software
hardware,
in
both
the
detention
facility
and
in
the
courthouse
camera
upgrades
and
installing
some
additional
cameras
in
areas
as
and
again
courthouse
control
upgrade
that
has
been
in
the
works
for
or
has
been.
You
know
on
the
outlook
for
a
while
and
then
lastly,
and
my
one
of
my
favorite
projects
is
getting
our
showers
epoxy
throughout
the
detention
facility.
O
The
facilities
now
been
operational
for
approximately
28
years
and
there's
just
no
way
to
keep
the
showers
clean,
clean,
they're
clean,
but
they
don't
look
clean
and
so
this
process
will
get
rid
of
any
grout
and
corners
and
is
easily
wiped
down
with
water
and
will
really
refresh
all
of
the
showers
throughout
the
detention
facility.
So
I
look
forward
to
having
your
projects
completed
great.
Thank
you.
Sheriff
often.
N
And
now
the
fire
projects
I'm
going
to
turn
over
to
casey
bailey,
to
talk
to
those.
F
So
we
are
doing
a
plymouth
system
refresh
this
project
replaces
the
systems
that
remove
exhaust
from
the
fire
stations
from
the
apparatus
the
systems
are
magnetic
and
attach
automatically
to
each
of
the
vehicles.
Exhaust
systems
to
ventilate
toxic
fumes
before
the
vehicle
leaves
for
a
call,
and
once
they
return
in
this
first
phase,
five
stations
where
the
systems
are
reaching
the
end
of
their
life
will
need
to
be
replaced.
Other
stations
have
newer
systems
that
will
be
replaced
at
a
later
date.
F
In
phase
two,
the
new
systems
will
replace
the
outdated
hoses
tracks
and
compressor
systems
and
upgrade
technology,
reducing
repairs
and
downtime.
In
addition,
we
are
also
going
to
finish
up
the
command
vehicle
technology.
Refresh
this
project
will
complete
the
refresh
for
the
cycle.
It
has
repairs
to
the
coach
itself,
which
will
be
completed
to
ensure
operational
readiness
and
safety.
F
N
Okay
and
as
casey
said,
first
is
replacement
the
handheld
portable
radios
for
the
fire
department.
We
do
radios
in
two
groups:
the
fire
department
is
this
year
and
then
the
public
safety
radio
system
upgrades
is
actually
upgrade
to
the
hubs
which
we
talked
about
here
earlier.
The
base
stations,
which
are
the
transmission
points
for
the
system
itself.
N
This
is
a
summary
of
our
overall
budget
request,
which
just
shows
that
it's
consistent
and
particular
predictable
spending
spending
level
that
is
consistent
with
overall
agency
business
strategies,
and
that
concludes
our
presentation
open
for
questions.
C
Ms
garvey
yeah,
thank
you.
Thank
you,
ms
paxton.
I
was
pleased
to
hear
about
you
know
earlier
in
your
report.
I
think
it
was
on
the
radios
that,
were
you
know,
coordinating
with
alexandria
and
going
together
on
on
purchases.
I
know
that's
an
effort.
We've
had
ongoing
for
a
while.
How
are
we
doing
not
just
on
radios?
I
mean
I
would
assume
things
like.
C
The
exhaust
removal
systems
is
something
that
everybody
in
the
region
or
everybody
in
the
area
does
and
I'm,
assuming
that
the
more
we
could
cooperate
or
go
in
together
on
contracts
and
things
the
better
we
might
do
on
cost.
So
how
are
we
doing
on
that?
Or
am
I
making
mistaken
assumptions.
N
Actually,
the
partnership
is
related
to
the
cad
system
and
the
call
processing
system
that
supports
it
and
where
we
have
had
approval
from
alexandria
city
board
to
pursue
it.
We
are
in
the
beginning
stages
of
that
project.
C
So
is
there
a
lot
of?
Is
there
still
some
maybe
low-hanging
fruit
on
over
out
there
that
if
we
could
work
a
little
more
with
our
colleagues
in
alexandria
or
maybe
false,
church
or
elsewhere,
that
we
might
be
able
to
cooperate
and
save
us
all
some
money
or
again,
am
I
kind
of
mistaken
on
how
that
works?.
N
C
That's
great
I'll
just
be
interested
in
pursuing
that,
because
I
think
some
of
this
is
actually
where,
on
our
level,
if
we
talk
to
our
colleagues
that
we
might
get
get
a
little
more
interest,
if
there's
interest,
you
know
at
the
elected
level
talking
to
the
staff
that
might
help
you
in
your
efforts,
so
any
any
any
any
information
on
that
or
ways.
I
could
be
helpful.
Let
me
know
thank
you.
N
A
You
excellent
thanks
so
much
any
other
questions:
okay,
seeing
none
I'm
going
to
thank
our
team,
certainly
ms
paxton,
for
covering
a
broad
swath
of
issues,
and
thank
you
to
our
share
for
joining
us.
I
was
particularly
glad
to
hear
about
the
continued
investments
to
potentially
improve
our
health
monitoring,
which
I
know
has
become
a
real
priority
or
remains
a
priority
for
your
team.
All
right.
Unless
there's
anything
else,
we
will
move
on
next
to
our
department
of
technology
services,
followed
by
our
department
of
human
services.
P
Our
mission
and
themes
continue
to
be
the
same.
We
focus
on
resiliency
in
security
as
well
as
innovation
and
equity,
and
making
sure
that
we're
doing
our
utmost
to
provide
for
those
services
in
the
community.
P
P
In
the
buildings
we
completed
an
upgrade
of
our
prison
system
to
the
latest
version
of
the
product
and
now
we're
preparing
to
move
to
the
next
stage,
which
is
to
go
to
the
cloud
on
that
and
we
completed
the
county
website
with
replacement,
which
was
a
significant
effort
and
still
a
body
of
work
that
we're
working
on
to
get
that
you
get
that
correct.
It's
it's
really,
based
on
the
content.
That's
put
into
that!
It's
not
so
much.
P
A
technology
issue
is
making
sure
that
the
contents
in
a
form
and
manner
that's
easily
accessible
by
the
community.
So
we're
still
working
on
that
as
well
and
again,
our
overall
goal
is
to
sustain
and
modernize
but
to
secure
to
make
sure
that
we're
focusing
on
security
and
everything
we're
doing,
especially
in
these
days
we're
facing
these
threats.
We
are
today
onward
projects
underway
a
number
of
things
we've
done.
P
Of
course,
we
really
were
foresighted
in
terms
of
being
able
to
accrue
enough
devices
and
user
computing
devices,
so
we
could
migrate
from
a
a
premise
pc
to
a
laptop
and
more
other
mobile
devices,
and
we
continue
to
work
on
that.
We
continue
to
work
on
the
network
edge
and
building
refreshment.
You
know
the
investment
we
made
in
connect.
P
In
the
to
10
gigabits
and
frankly,
the
cost
is
minimal
because
we
have
the
fiber
in
the
ground
so
that
that
was
significant
effort.
There
we're
looking
at
a
telephone
system
in
this
environment
we
have
today
we
have
very
few
people
on
site,
a
more
of
a
hybrid
version.
Do
we
need
as
many
phones
on
the
desktops
and
the
answer
is
no
we're
moving
more
to
a
wireless
mentality,
and
so
how
do
we?
How
do
we
extricate
ourselves
from
that?
P
At
the
same
time,
we're
looking
at
the
contact
centers
the
call
centers
we
have
up
in
place.
We
have
about
a
dozen
that
are
in
place
across
the
county.
The
one
thing
that's
important
when
we
look
at
the
call
centers
is
making
sure
that
we're
training
the
staff
or
the
call
takers
efficiently
and
that
we're
doing
the
analytics
necessary
the
conversational
analytics
necessary
to
make
sure
we
get
a
we're
doing
a
good
job
in
terms
of
answering
those
calls.
P
So
looking
at
omni
chat,
they
call
it
on
the
channel
contact,
centers
or
someone
who
could
communicate
via
a
voice
call
in
english
and
also
a
voice
call
another
language
to
be
able
to
to
understand
what
they
called
them
before
and
and
be
able
to
give
them
that
concierge
service
in
terms
of
how
they
may
operate
and
the
how
we
may
respond
to
them
is
very,
very
critical
that
maybe
they
want
to
text
us.
P
Looking
at
a
core
document
management
system,
which
we
call
our
enterprise
records
management
system
and
that's
how
we
do
all
our
processing
of
documents
and
and
sharing
of
information-
and
that
needs
that's
in
need
of
refreshment
modernization.
And
so
we
want
to
make
sure
that
the
tools
we
have
in
place
are
accessible
from
any
to
any
place
anytime.
And
so
we're
working
on
that
as
well
again,
we
continue
to
focus
on
working
mobility.
P
The
enterprise
payment
system,
effort
that
the
treasurer's
leading
is
going
to
be
is
taking
us
to
a
new
era,
she's
going
to
be
able
to
accept
that
the
treasure
will
be
able
to
accept
vemma
or
to
take
apple
pay,
a
paypal
transactions,
and
that's
start
one
stat
longer
term.
Looking
at
what's
going
to
happen
in
the
whole
area
of
the
new
currencies
that
are
coming
down
and
being
able
to
accept
those.
P
So
we're
happy
about
that
and
then
we're
also
working
on
the
migration
of
our
prison
system
from
to
the
cloud
and
to
really
look
at
the
possibility
of
having
this
as
a
software
as
a
service,
and
that's
something
that's
in
the
underway
as
well
with
that.
The
next
slide
is
going
to
be
handled
by
and
here
on,
by
gilbert
pizzano,
our
budget
manager
gilbert.
Take
it
away
thanks
jack.
Q
Thank
you
so
just
to
cover
our
hardware
components
of
of
our
asset
inventory.
Under
our
six
year
lifecycle.
We
have
assets
such
as
core
network
equipment,
our
network
edge
hub
sites,
as
well
as
our
in
building
network
edge
and
those
all
are
about
a
six
year
life
cycle
in
which
we
will
replace
those
every
six
years.
Q
We
also
have
the
wi-fi
that's
located
throughout
our
buildings
and
that's
three
to
five
years
of
that
life
cycle
for
those
components,
and
then
we
also
have
our
ups,
which
is
our
power
systems,
and
those
are
five
year
life
cycle
with
our
data
center
and
infrastructure
as
well,
and
that's
kind
of
a
rolling
life
cycle.
Q
We
also
have
assets
and
servers
and
hosts
that
are
seven
year.
Life
cycle
and
those
require
those
kind
of
a
rolling
refresh
until
the
end
of
their
life
and
then
the
storage
we
have
also
on
a
seven
year
lifecycle
and
that
kind
of
brings
us
over
to
our
devices
that
we
distribute
to
staff,
which
is
our
desktops
and
our
laptops.
Currently
right.
At
this
time
we
have
a
four
year
life
cycle
for
our
desktops,
but
we're
moving
more
and
more
towards
laptops
and
those
laptops
are
on
a
three-year
life
cycle.
Q
So
those
are
continuous
replacements
that
we're
doing
every
three
to
four
years
of
the
inventory
that
we
have
deployed
to
our
our
staff
also
want
to
point
out
that
in
our
assets
we
also
have
our
telephone
system,
which
is
10
years
old,
and
then
we
also
have
our
wireless
communication
devices
that
we
distribute
cellular
phones
to
staff
for
communication
purposes.
Q
Q
Ace
is
due
for
a
refreshment,
fy,
2425
and
you'll,
see
that
in
our
cipd
request,
a
real
estate
assessment
system,
that's
due
for
replacement
and
scheduled
for
the
23
and
24
fiscal
years,
the
erms,
which
is
our
enterprise
resource
management
system,
that's
due
for
currently
under
study,
but
there
the
modernization
project
is
due
to
begin
in
fy
24,
and
then
we
also
have
the
the
new
update
or
the
new
version
of
prism
for
our
financial
hr
systems
and
that
will
begin
in
fy
23.
Q
If
we
can
go
on
to
briefly
summarize
our
fy
2023
paygo
request,
we
have
a
1.1
million
dollars,
that
is
in
the
the
pago
court
category.
We
have
9.1
million
dollars
on
short-term
financing
and
then
other
sources
of
funding
that
that
comes
up
to
7.8
million
dollars.
So
that
brings
our
total
request
for
the
fy
2023
to
18
million.
Q
Q
So
the
focus
for
this
near-term
capital
investment
requests,
and
this
is
for
multi
multi-year
projects
as
well
with
phase
implementation,
and
that
focus
continues
to
be
on
addressing
those
technical
burdens
and
updating
and
replacing
of
legacy
core
systems.
So
as
you'll
see,
that
includes
enterprise
resource
planning
tools,
which
is
also
known
as
prism.
That's
the
hr
and
financial
systems,
there's
land
records
and
there's
electronic
records
management
system.
Q
I
also
just
wanted
to
note
that
a
number
of
these
proposals
and
initiatives
will
be
competitively
bid
and
once
we
have
finalized
those
bids,
we
can
then
finalize
the
expenditures
and
adjust
it
our
planned
expenditures.
Q
Accordingly,
of
course,
that's
after
the
contracts
are
awarded,
and
so
as
part
of
the
fy
2023
budget,
you
know
definitely
we
some
key
considerations
that
we
are
always
looking
at
is
maintaining
and
and
the
applications
and
the
system
upgrades
and
replacements
that
maintain
support
our
daily
operations,
but
also
looking
towards
that
newer
technology,
which
is
cloud
migration
and
technology.
Modernization,
we're
always
looking
to
continue
the
sustainment
of
our
remo,
our
remote
kind
of
workforce,
and
that
is
supporting
that
anywhere
anytime
work,
environment
and
then,
of
course,
security
and
resilience.
Q
Here
are
always
the
top
considerations
in
everything
we
look
at.
R
Hi
folks,
it's
anita
friedman
and
I'm
here,
accompanied
by
glenda
pittman
who's,
the
director
of
the
finance
and
information
system
division.
Our
request
is
for
two
different
systems
that
are
vital
to
our
operations.
R
One
is
the
an
integrated,
a
comprehensive
licensing
management
system
for
our
daycare,
centers
and
in-home
child
care,
so
that
we
can
have
real-time
information
for
the
public
clients,
parents
to
document
inspections,
program,
enrollment,
wait,
lists,
etc.
We
currently
have
a
paper-based
system
and
the
second
is
to
replace
our
child
welfare
purchase
of
service
software,
which
we
use
to
authorize
and
make
payments
to
for
foster
care
services
to
families
and
also
for
adoption.
R
S
A
Don't
think
so,
thank
you
both,
I
think,
a
system
that
is
older
than
the
youth
that
it
is
serving
is
probably
one
that
is
indeed
due
for
replacement.
So
thank
you,
ms
freeman,
and
thank
you
to
the
team
from
dts
for
that
extensive
presentation,
I'd
love
to
begin
with
a
question
myself
and
then
I'll
turn
to
colleagues.
Mr
belcher,
I
think
a
question
for
you.
A
You
mentioned
something
that
I
was
excited
to
hear
from
our
treasurer
when
we
last
convened
at
this
table,
which
was
efforts
towards
an
enterprise-wide
payment
system,
she
shared
with
us
a
little
bit
about
what
arlingtonians
might
expect
from
her
office
of
having
that
system
in
place.
But
could
you
translate
that
into
user
ease
for
us
as
a
result
of
this
investment
and
along
what
timetable?
A
P
I'm
sorry
I
I
have
a
lisa
stiggy
on
the
line.
At
least
you
want
to
talk
to
it,
she's
the
she's
working
very
closely
with
the
treasurer
on
this
and
she
needed
a
time
schedule
and
when
we
might
see
something
tangible,
that's
what
we're
open
for
right.
T
You
so
we
did
the
rfp
and
I
I
guess,
we're
at
the
the
end
of
the
process,
so
we
don't
have
a
signed
contract
yet,
but
we're
we
feel
we're
pretty
close,
hopefully
so,
in
terms
of
time
frame,
it's
hard
to
talk
about
it.
I
know
that
carla
had
mentioned.
She
hoped
to
have
some
implementation
this
year.
So
that's
certainly
the
objective,
but
we
need
to
first
have
the
contract
in
place.
T
So
that's
the
point
and
what
we're
looking
at
is
to
have
a
standard
payment
solutions
so
that
every
time
that
you
make
payment
with
the
county,
you
have
a
standard
way
of
doing
it.
There's
a
lot
of
advantage
for
that
and
there's
a
portal
functionality
as
well
in
terms
of
the
rollout
per
se
it
it's
going
to
be
over
time,
because,
obviously
we
need
to
integrate
with
a
lot
of
different
solution.
T
In
some
case,
we
don't
have
a
solution.
So
that's
kind
of
easy.
It's
going
to
be
priority
will
be
to
give
a
solution
to
function
that
currently
don't
have
a
solution.
So.
A
A
T
In
fact,
you
have
one
login
and
then
you
can
see
what
is
open
balance
for
the
variant
thing
that
might
be.
You
know
that
you
might
have
to
pay
to
the
county.
Yes,
great.
P
P
And
we
we
want
a
single
scion
so
that
when
you
come
to
the
county,
if
you
want
to
get
a
trash
pick
up,
as
I
just
asked
for
a
few
minutes
ago
from
des,
I
don't
have
to
worry
about
my
id
and
password.
I
know
I
know
exactly
what
it
is
and
it's
the
same,
password
or
id
will
get
me
into
other
systems
such
as
to
pay
my
taxes
and
whatever,
and
so
that's
the
overall
goal
we
have,
and
hopefully
we
can
get
there
quickly,
because
I
think
it's
it's
a
no-brainer.
A
That's
right
and
I
think
there's
increasingly
people
as
customers
have
come
to
expect
that
so
I'm
so
glad
to
hear
that
that
works
underway
and
that
we're
in
the
final
stages
of
procurement,
so
look
forward
to
hearing
more
soon.
Colleagues,
any
other
questions
hey
seeing
that.
C
A
That's
great,
and
I
yeah
I
like
that
things
too,
particularly
on
the
the
idea
of
the
online
child
care
system.
A
I
note
that
dhs
maintains
a
website
that
I
think
I
know
has
been
a
huge
value
to
parents,
because
I've
heard
from
them,
especially
during
the
pandemic,
about
where
there
are
current
vacancies,
and
you
know
which
child
care
providers
take
subsidies
et
cetera.
The
fact
that
you
have
been
doing
that
and
populating
that
user-facing
site
with
a
paper-based
system
is
amazing.
A
I
can't
even
imagine
the
amount
of
work
that
that's
required
from
staff
and
I'm
so
glad
that
this
investment
will
allow
it
to
be
maybe
more
straightforward
and
free
up
some
of
that
brain
power
for
while
keeping
that
the
resource
that
has
really
appreciated
community.
Mr
defranti.
I
A
Awesome,
thank
you
so
much
okay.
So
unless
there
is
anything
else,
we
will
think
again,
our
dts
team
and
mrs
from
mrs
pittman
from
dhs
and
move
now
into
transportation
capital
fund
and
to
let
me
be
clear:
with
staff
too,
we've
got
transportation
capital
fund
and
then
we'll
do
debt
service
and
then
metro
or
tcf
and
metro
together,
okay,
great
so
transportation
capital
fund.
A
We
have
I'm
sorry
I
don't
have
the
name
of
who
will
be
presenting
for
that
is
that
somebody
from
dmf
or
somebody
from
our
ms
crawford
welcome
our
assistant
director
of
transportation,
so
nice
to
see
you
over
to
you.
S
Thank
you
very
much
and
thank
you
all
for
allowing
us
to
share
with
you
our
capital
program
for
fy2023.
Today
I
am
joined
in
presentation
by
our
transportation,
capital
funds
manager,
vijay
the
huffman
and
miss
huffman,
and
I
will
be
available
for
questions
afterwards,
as
will
our
director
of
transportation
dennis
leach.
So
moving
on
with
the
presentation
to
the
next
slide,
we
will
begin
with
a
review
of
our
pago
funding
requests.
S
These
are
needed
to
maintain
a
state
of
good
repair
for
some
of
the
assets
that
you
see
pictured
on
our
screen
and
these
needs
are
not
eligible
for
tcf
or
tiff,
which
we'll
get
into
later
due
to
the
eligibility
restrictions
of
those
sources.
So,
as
you
see
from
these
pictures,
we
have
many
assets
in
our
right-of-way
that
support
our
local
and
regional
multi-modal
mobility.
S
S
Of
course,
we
don't
maintain
the
metro
stations,
but
we
try
to
provide
multi-modal
connectivity
to
those
metro,
rail
stations
through
art
bus
service
through
our
the
many
bridges
in
our
right-of-way
through
the
capital
bike
share
system
that
we
operate
along
with
our
regional
partners
and
then
myriad
other
assets
that
are
in
the
right
of
way,
some
of
which
many
of
you
use
on
a
regular
basis
or
may
never
have
used
or
take
for
granted,
such
as
our
uninterruptible
power
supply
units
that
keep
our
traffic
signals
operational
even
with
power
outages.
S
Shifting
to
the
next
slide,
we'd
like
to
focus
a
little
bit
on
paving
so
overall,
the
pavement
condition
index
is
near
excellent
across
the
county
in
the
stable
level
of
funding
for
paygo
allows
us
to
ensure
that
we
maintain
those
recent
gains
through
our
slurry
seal
program,
which
gets
that
little
extra
mile
out
of
our
paper
before
we
have
to
do
a
full
scale.
Repaving
of
the
roadway.
This
allows
us
to
maintain
those
gains
both
in
satisfaction
and
in
the
pavement
condition.
S
S
This
comes
from
the
community
satisfaction
survey
and
finally,
the
orange
line
shows
the
pavement
condition
index
over
time,
and
so,
as
that
satisfaction
rate
was
declining,
the
county
poured
more
resources
towards
paving
increasing
the
number
of
lane
miles
that
we've
been
able
to
pave
over
the
past
five
or
six
years,
and
this
has
had
a
notable
impact
on
pci
which,
as
I
mentioned,
is
fairly
consistent
on
throughout
the
county,
of
course,
with
pockets
that
do
certainly
need
to
be
repaved
and
some
that
just
have
been
repaved
and
maintained.
S
Shifting
to
slide
six,
we
will
begin
discussion
of
the
transportation
capital
fund.
Tcf
is
used
for
enhancements
to
our
transportation
network
that
add
multimodal
capacity
and
access
for
pedestrians
for
bicyclists
for
transit
users
for
all
modes.
The
key
point
with
tcf
for
both
sources
is
adding
enhancements
and
making
incremental
improvements
to
our
right-of-way.
S
S
The
next
several
slides
show
examples
of
recently
completed
and
active
improvements
in
our
right-of-way
that
use
the
transportation
capital
fund.
I
will
say
that
many
of
our
tcf
funded
projects
also
leverage
a
variety
of
sources
of
external
funds,
from
regional
grants
to
state
grants
and
also
some
federal
grants
as
well.
S
We've
implemented
capital
improvements
that
really
redistribute
this
right-of-way
to
other
uses,
biophilic
uses
in
the
case
of
walter
reed
at
fifth
street
south
and
then
greater
space
for
pedestrians
and
bicyclists
on
columbia,
pike
bridge
over
four
mile
run.
This
is
really
consistent
with
the
tenants
of
vision,
zero
in
terms
of
making
sure
that
we
program
our
right
of
way
to
really
accommodate
those
more
vulnerable
modes.
S
On
slide
nine,
I
wanted
to
highlight
one
project
that
references,
something
that
came
up
in
our
cip
discussion.
Last
summer,
where
we
took
talked
about
alternate
methods
of
project
delivery
for
the
neighborhood
complete
streets
project
along
7th
road
south.
We
were
able
to
work
with
our
partners
in
des
in
the
water
sewer
streets
bureau
to
implement
this
project
and
quickly
deliver
bus,
stop
improvements
as
well
as
pedestrian
improvements,
without
having
to
take
an
extensive
procurement
process
and
hire
a
contractor
and
work
on
potentially
a
greater
expense
with
outside
resources.
U
Sarah,
so
on
this
slide
we
show
a
summary
of
the
proposed
budget
for
transportation
capital
front
and
on
the
expenditure
side,
the
proposed
fiscal
year.
2023
budget
anticipates
expenditures
of
about
88.6
million
dollars
that
reflects
an
increase
of
about
14
million
dollars
over
the
fiscal
year,
2022
adopted
budget
or
a
19
increase.
U
Now
it
is
worth
noting
that
the
expenditures
look
much
larger
than
the
forecasted
revenues,
because
the
expenditures
include
sources
of
funds
additional
to
what
you
see
for
our
adopted
for
for
the
proposed
revenue
budget.
They
include
external
funding
sources,
because
many
of
our
projects
do
rely
on
grants
and
it
also
includes
funds
existing
funds
that
we
have
carried
forward
from
years.
U
On
the
staffing
side,
we
are
anticipating
staffing
levels
to
remain
flat.
Now
the
adopted
budget
actually
had
34
ftes,
but
as
part
of
the
fy
22
adopted
cip,
we
received
approval
for
seven
additional
ftes.
So
what
you
see
here
is
the
revised
fiscal
year.
2022
budget
of
41
ftes
and
therefore
that
number
is
remaining
flat
as
we
go
into
fiscal
year
2023.
U
It
is
also
worth
noting
that
tcf
is
used
in
addition
to
funding
our
projects.
It
is
also
used
to
pay
for
operations
and
program
administration,
and
that
percent
is
expected
to
increase
in
fiscal
year,
2023
to
24
in
fiscal
year.
2022
we're
forecasting
that
to
be
about
21.
U
Now
the
increase
is
driven
by
a
few
different
factors,
including
the
the
arts
service
on
columbia,
pike
which
we
are
increasing,
and
then
we
also
have
to
pay
for
one
quarter
of
metro
bus
service
on
columbia
bike
in
future
years.
We
anticipate
that
will
be
covered
by
grants
and,
additionally,
we
will
have
the
full
year
impact
of
the
higher
ftes.
S
Okay,
thank
you
so
we'll
shift
our
discussion
now
to
the
tax,
increment
finance
district
and
crystal
city,
pentagon,
city
and
potomac
yard,
and
highlight
some
of
the
projects
in
those
areas
that
are
funded
in
part
by
tiff.
As
we
noted
at
the
beginning
of
the
presentation
back
when
mrs
talley
was
presenting,
tiff
is
a
very
small
funding
source,
and
so
we
usually
program
tiff
to
leverage
other
sources
of
funding,
federal
state
regional
grants,
as
well
as
we
combine
it
with
tcf
to
fully
fund
a
project.
S
U
To
thank
you
and
on
this
slide
we
show
the
proposed
fiscal
year
2023
budget
for
tiff.
On
the
expenditure
side,
we
are
forecasting
10.8
million
dollars,
which
is
an
increase
of
1.9
million
over
the
fy
2022
adopted
budget
or
roughly
a
21
increase,
and
this
is
driven
by
additional
projects
that
we
will
be
implementing
in
our
crystal
city
portfolio,
as
well
as
our
army
navy
drive
complete
streets
project
both
of
those
are
driving
the
increased
expenditure
year-over-year.
U
On
the
revenue
side,
we
are
forecasting
fiscal
year,
2023
budget
of
4.6
million,
which
is
an
increase
of
roughly
300
000
or
about
7
percent
compared
to
our
fy
2022
adopted
budget.
This
on
the
staffing
side,
staff
is
actually
staying
relatively
flat.
The
only
reason
you
see
the
decrease
going
from
seven
ftes
to
6.5
ftes.
It's
really
just
a
technical
correction
that
we
had
to
make.
S
Okay,
great,
so
we
often
focus
on
capital
projects
when
we
discuss
the
capital
budget,
but
we
can
also
use
tcf
for
studies
so
long
as
they
progress
the
project
to
development
and
then
implementation
as
a
department
in
a
division.
We
are
focused
on
ensuring
that
we're
providing
a
transportation
network
that
ensures
accessibility,
connectivity
and
safety
for
all
users
of
our
network.
S
Several
of
these
projects
are
in
close
proximity.
The
arlington
boulevard
trail
study,
which
will
kick
off
with
public
engagement
later
this
spring
and
then
the
south
george
mason
drive
multimodal
study,
which
will
actually
have
an
engagement
effort
in
early
april.
So
we're
looking
forward
to
working
with
various
members
of
our
community
through
these
studies,
to
figure
out
how
we
can
better
program
the
right-of-way
to
ensure
that
we
are
meeting
the
needs
of
all
users
so
that
they
can
get
safely
where
they're
going
with
whatever
mode
that
they
are
afforded
to
use
to
slide
14.
S
Our
final
slide.
This
summarizes
some
considerations
of
the
three
main
local
funding
sources
for
transportation,
as
we
discussed
pego
and
then
the
two
components
of
tcf
and
tiff,
and,
as
we've
noted
several
times,
many
of
our
projects
do
have
existing
regional,
local
and
state
grants.
I
think
the
the
main
thing
that
we'd
like
to
focus
on
are
some
of
these
pressures,
which
we'll
also
discuss
as
part
of
the
cip
process,
which
relate
to
both
design
and
cost
elements
for
projects.
S
Components
of
the
art,
operations
and
maintenance
facility
relate
to
decisions
that
are
still
being
made
on
energy
infrastructure
and
for
reference
to
those
watching.
Beb
stands
for
battery
electric
buses.
There
are
design
considerations
and
costs
that
are
yet
to
be
determined
for
the
crystal
city
east
entrance,
although
we
are
working
towards
resolution
and
finally
we're
working
closely
with
vdot
in
the
city
of
alexandria
to
secure
federal
funds
for
arlington
ridge
bridge.
S
Of
course,
there
is
competition
among
many
other
jurisdictions,
but
we
feel
really
grateful
that
we
have
the
support
of
vdot
and
hopefully
obtaining
some
bridge
formula
program
funding
which
is
part
of
the
infrastructure
and
investment
and
jobs
jobs
act
that
was
recently
passed
to
provide
a
wave
of
federal
funding
for
localities
across
the
country.
And
to
that
end
we
do
anticipate
spending
more
time
during
the
cip
process
outlining
a
multi-year
strategy
for
how
we
plan
to
take
advantage
of
the
many
and
very
different
new
federal
transportation
funding
opportunities
from
that
act.
S
And
so
with
that,
we
will
be
happy
to
answer
any
questions
that
you
may
have.
A
I
S
I
S
There
are
just
to
answer
that
last
question:
there
are
a
few
for
planning,
but
just
given
the
ability
to
use
some
of
our
capital
funds
flexibility
flexibly
towards
planning,
it's
a
lot
easier
easier
for
us
to
be
nimble
in
using
tcf
for
these.
These
smaller
levels
of
funding
for
planning
studies.
To
your
point,
though,
regarding
using
those
federal
funds
or
using
planning
funds
to
then
position
us
for
those
federal
funding
opportunities,
I
think,
and
now
I'm
leading
into
the
beyond
2023
budget
conversation
and
thinking
more
about
that
strategy.
S
S
S
But
we
are
looking
at
that
and
we're
looking
across
our
portfolio
to
try
to
figure
out
how
we
can
be
best
poised
to
either
submit
applications
when
those
notice
of
funding
opportunities
are
issued
this
round
or
assuming
that
we
learn
things
from
those
and
anticipate
a
future
round
of
funding
in
a
subsequent
fiscal
year
will
be
able
to
then
put
forward
some
planning
dollars
into
studies.
That
would
then
position
us
for
implementation.
M
Thank
you,
ms
crawford,
a
couple
of
questions
so
first,
I
know
over
the
last
couple
of
years,
we've
tried
to
mature
and
and
more
routinize
our
functions
of
informing
dominion,
washington,
gas
and
the
telecoms.
Whenever
we
are
advertising
our
paving
schedule
to
ensure
that
we
are
able
to
coordinate
work
to
the
greatest
extent
possible.
I
just
want
to
check
in
and
see
that
that's
still
in
place
that
and-
and
hopefully
you
have
good
news
as
to
better
coordination
from
those
other
parties
with
our
with
our
paving
schedule.
S
O
M
So
next
question
parking
meters.
I
think
it's
about
150.
We
are
planning
on
replacing
this
year.
What
is
our
approach
to
doing
so?
Are
we
looking
to
advance
technologies
that
that
we
use?
Are
we
looking
more
to
maintain
some
level
of
integration
with
the
the
current
system.
L
Sure
happy
to
answer
that,
so
we
have
a
variety
of
technologies.
We
have
our
multimeters,
we
have
our
ips
credit
card
reading
meters
and
we
also
have
pay
by
cell.
L
L
We
continue
to
look
at
technologies
to
see
if
you
know
the
next
generation
of
meter
meter
technology
can
actually
make
improvements
and
is
more
sustainable
than
what
we
have,
but
we
did
really.
We
saw
a
tremendous
accomplishment
in
being
able
to,
through
some
very
modest
replacement
of
parts,
really
extend
the
life
of
all
of
our
multimeters.
L
M
A
You
excellent
all
right
unless
there
are
any
other
questions
from
colleagues,
I
think
we
are
ready
to
move
on.
We
will
look
forward
to
in
many
ways
continuing
this
conversation
in
no
time
at
all,
as
we
embark
on
our
cip.
In
the
meantime,
it's
crawford,
mrs
huffman
and
colleagues.
Thank
you
so
much
for
the
presentation
this
afternoon.
A
Okay,
will
we
be
looking
to
mr
freeze
for
death
service
as
well
as
metro?
We
are
so
glad
to
welcome
you,
sir,
bring
us
home.
V
Thank
you
so
again,
I'm
jason
freese
from
the
department
of
management
and
finance
so
I'll
be
doing
the
last
two
topics,
which
is
our
debt
service
budget
and
then
metro.
V
So
if
we
go
to
the
next
slide
for
debt
service
in
fiscal
year,
2023,
the
general
fund
debt
service
is
expected
to
increase
by
approximately
3.6
million
dollars.
That's
five
about
five
percent
to
77.1
million.
This
is
consistent
with
the
projections
that
were
included
in
the
adopted
fiscal
2022,
2024,
cip,
and
it
includes
payments
on
previously
issued
debt,
as
well
as
new
debt
service
for
a
planned
bond
sale.
This
june
of
48
million
dollars
for
county
projects.
V
Now
we
are
in
the
process
of
reviewing
all
of
these
projects
for
their
cash
flow
needs
this
year
and
we
may
revise
or
lower
that
request
prior
to
the
to
the
issuance.
We
will
be
coming
back
to
the
board,
including
for
the
spawn
sale,
including
the
final
issuance
amount
amounts
in
may.
V
So
if
we
go
to
the
next
slide,
this
slide
here
shows
and
you've
all
seen
this
probably
many
times
before.
It's
the
projection
of
debt
service,
as
a
percentage
of
the
county's
projected
general
fund
expenditures,
one
of
the
main
financial
policies
that
we
adhere
to
the
policies
limit
this
to
10
percent
and,
as
you
can
see,
we
get
as
high
as
9.7
in
fiscal
2025.,
and
this
is
due
partly
too
and
you
look
at
the
the
small
piece
in
red.
V
What
this
represents
is
the
recent
barcroft
acquisition
loan
that
we
closed
on
in
december,
with
the
inclusion
of
this,
the
four-year
projection
puts
us
at
9.7.
Now,
if
you
see
in
gray
the
out
years,
they
do
not.
Those
are
grayed
out
and
they're
low.
That's
because
it
doesn't
include
any
new
debt
and
that's
because
of
the
most
recent
adopted
cip
only
being
for
three
fiscal
years.
We
did
not
program
anything
beyond
fiscal
2024,
which
is
also
impacts,
fiscal
25..
V
So
with
that
the
county
manager
will
be
coming
back,
we
will
come
back
to
you
very
soon
with
that
updated,
cip,
and
you
will
see
all
of
those
out
your
numbers
at
that
time.
V
The
as
I
just
mentioned,
you
know,
the
county
manager
will
be
proposing
his
fiscal
2023
through
2032,
cip.
V
It's
you
know
we're,
finally
getting
back
to
that
10-year
time,
frame
that
we
normally
present
and
that
at
that
time,
the
10-year
projection
of
debt
service
and
all
the
financial
policies
will
be
updated
and,
as
you
saw
in
the
previous
slide,
barcroft
will
have
an
impact
on
the
county's
overall
debt
burden
and
it
may
have
an
impact
on
a
future
debt
affordability,
the
the
debt
service
for
af,
it's
currently
budgeted
or
currently
budgeted
in
ahif,
and
is
partially
offset
by
anticipated
annual
loan
interest
due
from
the
developer
of
one
percent
annually,
which
is
about
1.5
million
dollars,
which
will
leave
the
net
impact
of
about
700
thousand
dollars
to
af
next
year.
A
I'll
begin
with
just
one
mr
freeze,
thank
you,
so
you
were
describing
the
barcraft
debt
service
as
a
hif
supported.
I
know
we
had
talked
to
some
extent
during
the
the
the
loan
approval
for
barcroft,
that's
subject
to
a
master
finance
agreement.
We
would
be
potentially
either
servicing
that
debt
through
ahif
or
through
other
sources
revenue
sources
in
the
county.
Does
the
description
here
of
this
is
ahif
supported.
A
Deaf
debt
mean
that
that's
now
the
recommendation
that
we
that
we
service
have
on
through
the
ahf,
or
is
that
still
subject
for
discussion
and
we're
sort
of
categorizing
it
as
a
hif
supported
debt
for
as
like
a
placeholder,
while
we
figure
out
that
master
finance
agreement.
V
I
think
I
think
it's
subject
to
further
discussion
for
now
as
a
starting
point:
the
debt
service,
as
we've
currently
executed.
The
agreement
is
coming
from
ahab
for
this
year
this
year,
but
that
is
something
that
can
be
it's
not
permanent.
That
is
open
for
discussion,
okay,
but
for
the
time
being,
with
the
line
of
credit
that
will
ahif
is
the
current
proportion
and
it's
covering,
like
I
mentioned
the
net
impact,
so
those
revenues
will
also
from
the
loan
the
one
percent
right,
we'll.
C
V
C
I
I
think
maybe
I'll
just
flag
this
slot.
This
slide,
I'm
trying
to
sync
it
with
page
690
of
the
which
has
estimations
as
to
percentages
of
the
debt
service,
and
maybe,
when
you
know
just
to
flag
for
you
all
to
help
me
understand
it
seems
like
the
last
two
or
three
years,
our
budget,
the
10
percent.
We
we
should
be
falling
further,
not
way
below
but
further
below
it,
because
we
have
not
invested
big
in
our
cip.
I
So
I
think
it's
a
cip
related
question,
but
this
slide
gives
me
that
you
know
certainly
mindful
of
the
barcroft
piece,
but
I'm
trying
to
sink
this
slides
we're
getting
so
close
to
the
ten
percent,
with
the
reality
that
the
last
two
or
three
years
we
have
not
done
big
cips
and
mr
schwartz's
light
is
up
and
he
is
going
to
yes.
W
I
will
only
tell
you
this,
which
is
the
last
two
years
we've
been
on
vacation
and
as
we
come
into
the
next
10-year
cip,
as
jason
has
been
trying
to
scare
me,
he's
actually
succeeded
with
the
career
center
and
some
really
major
investments
coming
on
the
you
know
the
last
few
years
we
said,
please
don't
focus
on
the
10,
because
it's
not
an
issue.
It
will
be
the
issue
that
we
face
going
forward
and
the
amount
of
debt
service
that's
going
to
increase.
W
That
doesn't
mean
we'll
exceed
it,
because
we
have
a
commitment
not
to
do
that,
but
we
have
a
lot
of
pent-up
demand
and
the
reason
why
I
think
jason
was
focusing
on
them
being
grayed
out
and
saying
it
doesn't
include
anything
is
there's
a
lot
of
pent-up
demand
I'll
just
leave.
I
A
A
V
Okay,
so
we'll
move
on
to
metro,
so
the
first
thing
I
want
to
talk
about
was
with
with
metro,
was
actually
I'm
gonna
go
back
on
my
slides
to
talk
about
some
of
the
things
that
happened
at
metro
related
to
fairs
and
service.
Just
so
folks
can
know
so
on
the
fair
side
for
fiscal
2023,
the
general
manager
did
make
a
few
changes.
Some
were
kind
of
temporary
changes
that
happened
last
year
that
are
made
permanent
and
some
are
just
new
for
fiscal
2023..
V
V
Some
of
the
new
fare
changes
are
a
two
dollar
late
night
rail
fare
for
one-way
trips
after
9
30,
until
close
as
well
as
discounted
monthly
passes,
depending
on
your
travel
distance,
a
fifty
percent
discount
on
seven
day,
unlimited
passes
and
a
five
dollar
bonus
on
every
twenty
five
dollars.
Loaded
to
your
smart
trip
card
on
service
side,
the
silver
line
phase
two
is
expected
to
begin
in
fiscal
2023.
I
think
the
general
manager
just
this
morning
mentioned
they
were
hopeful
to
maybe
get
it
before
the
end
of
this
fiscal
year.
V
V
So
in
regards
to
subsidy,
the
fiscal
2023
subsidy,
it
maintains
a
three
percent
cap
on
growth,
on
on
as
a
total
for
all
jurisdictions
at
1.14
billion
dollars,
and
this
is
made
possible
by
the
use
by
wamada's
use
of
681
million
dollars
of
federal
relief
funding
in
fiscal
23,
which
makes
up
for
a
continued
loss
of
transit
revenues
due
to
the
lingering
impacts
of
coveton
ridership.
V
What
this
means
for
arlington
is
that
our
total
growth
subsidy,
when
adjusted
for
federal
subsidies,
is
increasing
by
about
2.8
million
dollars
or
3.6
percent
to
79.9
million.
This
increase
is
being
covered
by
the
county
by
the
use
of
some
existing
state
aid
balances
that
are
on
hand
at
the
northern
virginia
transportation
commission.
V
The
general
fund
contribution
will
remain
flat
year
over
year
at
46.6
million
dollars.
There
will
be
a
small
increase
of
three
hundred
thousand
dollars
paid
from
the
transportation
capital
fund
and,
as
mentioned
earlier,
this
is
to
cover
partial
year
costs
for
expanded
service
on
the
16
m
bus
line
on
columbia
pike.
V
So
if
we
go
to
the
next
slide
so
in
terms
of
key
budget
considerations
and
talk
about
what
model
future
budget
pressures
we've
all
probably
heard
from
the
general
manager
how
he
speaks
to
the
issue,
issues
facing
the
agency
and
as
mentioned
earlier
ridership,
remains
well
below
historical
levels,
leading
to
a
significant
dip
in
in
revenues
that
support
the
system.
This
has
been
manageable
throughout
the
pandemic,
thanks
in
large
part
to
the
federal
aid
that
has
been
received,
totaling
over
2.4
billion
dollars.
V
Now
this
funding
source
is
expected
to
be
fully
depleted
in
fiscal
2024,
with
only
about
186
million
available
at
this
point
to
support
operations
that
leaves
a
as
of
most
recent
reports.
A
starting
gap
in
fiscal
24
of
over
480
million
dollars
to
the
agency
staff
of
the
county
will
be
monitoring
this
closely
and
we'll
update
the
board
once
romado
does
start
that
fiscal
2024
budget
process.
But
we
do
know
that,
for
this
fiscal
year
at
least
fiscal
23,
we
are
okay.
A
C
And
along
those
lines,
I
was
remembering
there
have
been
discussions
or
efforts
to
try
to
get
the
federal
government
to
help
with
operating
funds.
For
metro,
I
think
they
do
capital
but
not
operating.
Do
you
know
anything
about
how
those
are
doing?
Maybe
some
of
my
colleagues
know
better
than
I
any
progress
on
that
front,
because
I
it's
looking
scary
yeah
this
year?
As
you
said,
this
year's
fine
next
year's
looking
scary.
V
M
So,
mr
freeze,
do
you
know
if
anyone
has
you
know
looked
at
how
how
much
ridership
needs
to
rebound?
How
fast,
how
much?
In
order
to
not
cause,
I
mean
there's
the
fiscal
side,
but
then
there's
the
what
will
mata
do
given
the
three
percent
cap
to
the
service
delivery
side
as
well
to
respond?
Have
you
look?
Has
anyone
looked
at
how
how
fast
ridership
needs
to
rebound
in
order
for
the
on
the
table?
M
V
Think
I
thought
I
had
so
when
I
was
looking
at
ridership
looking
at
their
projections.
They
were
showing
for
fiscal
2023,
restoration
of
revenues
at
about
53
of
pre-pandemic
levels,
which
is
about
167
million.
They
show
that
going
up
to
as
high
as
75
by
fiscal
25,
so
they're,
showing
a
slow
increase
and
even
two
years
out
two
to
three
fiscal
years
out
still
only
three
quarters
of
the
original
transit
ridership.
V
V
The
the
gap,
the
amount
it
was
for
for
the
entire
agency,
not
for
the
county,
it's
480
million
dollars.
Now
that's
that's
a
little
bit
old.
I
think
that's
a
month
or
two
old
it
may
have
changed.
I
thought
I
may
have
heard
they
might
have
received
load
of
additional
federal
funding
of
130
million,
so
this
480
might
be
350
roughly
that
amount
now,
but
it
is
a
significant.
It's
not
a
small
number.
I
I
just
think
it's
worth.
What's
not
being
said
here
is
pretty
important.
I
mean
all
of
us
recognize
it,
but
I
appreciate
you
bringing
it
to
our
attention
and
you
as
chair
of
nvtc
and
all
the
different
work.
It
will
you
all
will
plan
for
next
year,
but
it
will
help
if
we
have
a
I
could
benefit.
A
Indeed-
and
mr
freeze,
you
may
want
to
comment
on
that
and
I'll
just
note,
of
course,
as
a
result
of
the
2018
capital
funding
investment
from
the
commonwealth
commonwealth
imposed,
and
I
think
the
other
jurisdictions
joined
in
imposing
that
three
percent
cap.
Of
course,
there
are
exceptions
to
it,
but
I
think
it's
it's
just
important
to
specify
the
the
good
news
of
that
is
that
our
bill
will
not,
you
know,
fluctuate
wildly.
A
The
bad
news
is
that
means
that
massive
gap
that
mr
freeze
described
for
us
would
be
have
to
be
reached
largely
through
draconian
service
cuts.
So
I'm
glad
that
you
surfaced
that,
and
I
think
that's
an
important
one
to
note-
and
I
know
we
have
a
lot
of
effort
underway
to
to
participate
in
both
incenting
returns
to
ridership
some
of
those
new
fair
products
that
mr
freeze
described
at
the
top
of
his
presentation.
A
Certainly,
it
would
help
if
those
maintenance
programs,
like
the
total
shutdown
of
the
yellow
line
that
is
coming
after
memorial
day,
were
not
timed
to
exactly
when
we
were
trying
to
get
riders
back
on
metro.
But
having
been
in
a
pretty
detailed
conversation
with
omada's
staff.
Keeping
the
system
safe
is
important,
and
so
that
tunnel
improvement
will
be
happening,
and
I
know
our
staff-
and
this
is
an
opportunity.
A
M
Yeah
I
just
wanted
to
comment.
The
timing
of
the
yellow
line
bridge
closure
is
is
most
unfortunate,
but
just
to
remind
everyone.
It
was
the
fire
in
the
tunnel
on
a
yellow
line,
train
that
caused
the
loss
of
life
which
really
precipitated
metro's
downfall
and
ridership
in
recent
times.
So
you
know
we
have
to
endure
the
next
necessity
of
a
state
of
good
repair.
If
ridership
is,
is
ever
going
to
have
a
chance
as
inconvenient
as
it
might
be,
but
wow
we're.
A
Indeed,
we
appreciate
your
dedicated
analysis,
mr
ruiz,
whatever
those
may
be
understanding
helping
us
consistently
understand
the
impacts
on
the
arlington
county
budget.
I
believe
that
concludes
our
presentations
today.
Is
that
right,
a
big
thank
you
to
the
dmf
team.
This
is
really
a
day
for
you
all
to
shine,
because
I
know
you
work
closely
with
every
single
one
of
the
departmental
presentations.
A
We
appreciate
you
all
when
you
well.
I
suppose
this
is
the
last
time
you
will
see
us
in
this
configuration
for
our
budget
sessions,
but
they
are
by
no
means
done.
We
will
next
move
to
hear
from
members
of
our
community.
That
is
our
two
budget
hearings,
the
first
on
the
budget
in
general,
which
is
to
say
the
expenditures
on
tuesday
march
29th,
this
upcoming
tuesday
at
7
pm,
followed
by
thursday
march
34th
31st
at
7
pm
on
the
various
proposed
tax
and
fee
rates,
as
well
as
code
amendments.
Please
visit
countyboard.arlingtonva.us.
A
If
you
would
like
to
sign
up,
we
would
welcome
the
chance
to
hear
from
you
following
that.
We
will
also
have
an
opportunity
to
sit
at
a
budget
table
with
our
colleagues
from
the
school
board
and
discuss
both
of
our
two
budgets
and
how
they
will
fit
together
within
revenue
sources
in
arlington
county.
So
let
me
take
the
opportunity
to
say
a
big
thank
you
to
not
only
dmf,
but
all
the
departments
involved
in
our
briefings
to
date,
and
we
look
forward
to
reconvening
on
tuesday
to
hear
from
the
community
thanks.