►
From YouTube: County Board FY19 Budget Work Session - March 9, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
A
A
Good
morning,
everyone,
it's
nice,
to
see
you
all
here
at
9:00
a.m.
on
a
Friday
morning.
Thank
you
for
joining
us
without
too
much
further
ado,
we'll
go
ahead
and
launch
into
our
Department
of
Environmental
Services
work
sessions.
I
think
we
have
a
few
Commission's
with
us
today,
as
well
as
a
great
number
of
staff
members.
Thank
you
for
joining
us.
A
We
will
begin
with
this
staff
presentation,
followed
by
some
comments
from
three
of
our
Commission's
who've
joined
us
today
and
then
go
to
board
questions
and
I
do
think
we'll
begin
with
some
of
the
major
areas
of
the
budget
and
then
pause
for
all
of
those
questions
and
inputs
and
then
get
maybe
to
some
of
the
more
specific
funds,
etc.
So
I
will
turn
it
to
you,
mr.
manager,
to
it
just.
B
C
Good
morning
madam
chair
and
Greg
Emanuel,
director
of
Environmental
Services
and
I'm,
gained
or
joined
by
my
obviously
very
large
and
capable
staff
from
Reichman
and
my
deputy
to
Dennis
for
Transportation
to
George
and
facilities,
engineering
and
the
whole.
The
whole
group
Mike
Collins,
were
oh
yeah,
they're
back
for
operations
and
the
many
Bureau
chuse
also
very
capable
of
financial
staff,
including
Carolyn
grossfeld,
who
has
done
many
many
general
fund
budget
for
environmental
services
over
the
years,
and
this
is
her
last
one.
C
C
They're
all
our
vision
mission
update
to
the
board
last
year.
They
continued
to
guide
us
as
we
set
our
priorities
for
both
a
near
and
long
term
of
operating
and
sustaining
our
infrastructure
and
maintenance.
What
we
do,
how
well
we
do
it?
The
value
prop
is
it
if
you
will
forms,
are
really
a
significant
part
of
the
county's
reputation
and
our
ability
to
attract
and
retain
the
right
businesses
and
residents?
Really,
our
results
are
pretty
much
obvious
in
your
face.
C
Every
day,
when
the
moment
you
walk
outside
your
door,
we've
had
many
notable
accomplishments
over
the
last
year,
many
of
these
reflexes
stay
in
progress
over
multiple
years
through
an
additional
91
Lane
miles
of
paving.
We
reached
an
overall
pavement
condition
index
of
74.
As
of
this
last
December's
report.
So
that's
putting
us
within
striking
distance
of
our
target
desired
in
the
75
to
80
range
and
then
reflecting
our
long-standing
commitment
to
the
environment
and
across
the
board
sustainability
efforts.
C
C
There's
a
few
of
those
stats
portrayed
in
it.
With
additional
detail.
I
would
note
on
the
upper
left
the
water
portion.
Then
we
have
to
keep
an
eye
on
the
brakes
relative
to
our
miles
of
system
replacement
in
the
water
master
plan,
but
the
correlation
is
imperfect
and
we
have
early
cold
winter.
Things
spiked,
as
we
saw
during
the
cold
snap,
this
past
winter,
they're
greatly
influenced
by
that
not
unlike
potholes.
C
Given
the
board's
very
helpful
support
and
last
year's
budget
process
on
street
lights,
I
wanted
to
share
the
good
news
on
Arlington
owned
and
maintained
street
lights
to
date
in
FY
18.
Our
average
repair
time
for
major
repairs
sits
at
30
days
and
for
minor
ten
days
validating
that
direct
correlation
to
a
smart
investment
trouble
calls
receive
for
the
county,
streetlights
dropped
from
around
1900
and
FY
16
to
14
15
and
FY
17,
a
26
percent
drop
and
on
the
Dominion
side,
they're
also
seeing
a
drop,
so
our
coordination
with
them
is
also
I.
C
That
includes
things
such
as
you
know,
projected
farebox
from
plant
art,
expansion
and
transfer
from
the
TCF.
That
includes
about
four
hundred
thousand
to
move
the
rest
of
the
sweeping
operation
from
the
general
fund
to
stormwater.
Fund
fees
also
affect
the
revenue.
What
cover
fee
is
in
the
next
slide,
however,
we
do
have
some
expense
drivers
linked
to
the
implementation
of
the
TDP,
and
we
also
included
a
marker
for
projected
cost
increases
on
contract
for
REE
competing
both
the
art
and
star
contract
this
year,
and
also
with
the
much
appreciated
but
property
acquisition.
C
We
are
well
poised
to
implement
a
25%,
a
25
cent
increase
in
parking,
where
rates
would
go
from
125
to
150
for
long
term
and
150
to
175
for
short
term,
and
then
we
would
also
extend
the
hours
from
6
p.m.
to
8
p.m.
if
approved,
and
that
would
bring
in
about
3.8
million
the
House
out,
solid
waste
rate
is
proposed
to
increase
$2
and
then
in
response
to
the
business
community.
That
proposed
includes
restructured
commercial
and
multi-family
recycling
fees,
which
will
vary
depending
on
the
type
of
dwelling
chapters,
22
and
23
development.
C
C
Let's
go
to
the
proposed
cuts.
The
first
cut
directly
affects
my
office
and
how
I
interact
with
constituents
from
phone
calls
and
the
des
in
box
voice
and
grams.
A
timeliness
of
response
when
an
issue
is
escalating
will
be
diminished
and
some
issues
that
and
may
reach
the
third
floor.
It
kind
of
depends
on
the
citizen
and
how
fast
they
want
to
answer
it.
But
this
cut
is
very
consistent
with
the
managers.
Smart
approach
that
the
preferred
cutting
would
be
on
vacant
positions.
C
The
next
cut,
also
in
the
director's
office,
is
a
filled,
half
time
communications
position.
It
will
reduce
our
capacity
and
bandwidth
for
timely
communications
and
notifications,
both
routine
and
during
emergencies.
The
position
maintains
and
updates
project
pages
across
several
program
areas,
particularly
transportation
planning
and
facilities,
and
not
just
the
web
pages,
but
to
all
platforms,
including
next
door
onto
alert
civic
associations,
lyft
serves
and
so
forth.
So
for
snow
and
emergencies.
We
want
to
have
as
much
depth
for
our
24/7
operations.
C
C
C
Another
proposed
in-house
to
contract
level
of
service
reduction
would
eliminate
our
floating
custodian
that
covers
scheduled
and
unscheduled
leave
for
12
other
in-house
custodians.
Other
positions
currently
vacant,
which
helps
those
substitute
services
by
contract,
may
not
be
as
reliable
time
in
thorough,
but
we
think
it's
a
reasonable
risk
to
take
and
we'll
see
what
the
contractor
can
do.
C
C
Another
proposed
cut
is
in
the
air
program
two
and
fifty
thousand
for
contracted
services
and
facility
energy
projects.
This
cut
has
a
very
close
relationship
to
facilities
Pago
because
for
several
years
the
air
program
has
jointly
funded
facility
projects.
Some
planned
some
unexpected
equipment
failures
and
what
they
would
typically
do
is
extend
the
reach
of
the
pay-go
to
achieve
a
higher
level
of
efficiency
or
adding
a
control
system
or
adding
lighting
fixtures.
Conversions
things
like
that.
C
Another
service
cut
will
be
the
elimination
of
the
energy
rebate
program
which
was
administered
by
our
nonprofit
partners,
and
it
leverage
private
dollars
toward
greater
efficiency,
HVAC
systems
and
weather
proofing
and
other
projects
in
homes.
The
rebate
pop
rebate
program
was
pretty
popular
and
did
appear
to
leverage
private
investment
about
6
to
1.
So,
with
this
cut,
we
would
then
have
to
look
for
other
ways
to
influence
those
private
choices.
C
Another
service
we
have
been
providing
for
free
as
a
convenient
customers.
You
don't
want
to
recycle
documents
that
the
residence
is
shredding.
This
service
is
readily
available
in
the
private
sector
for
around
a
dollar
per
pound
price
is
very
there's
a
number
of
locations
around.
We
currently
do
it
about
once
a
month
on
the
first
Saturday
and
we
get
hundreds
of
customers.
C
In
addition
to
the
proposed
service
cuts,
we
propose
shifting
several
costs
from
the
general
fund
to
other
funds
that
includes
about
the
400,000
that
I
already
mentioned
for
the
stormwater
fund,
meaning
the
entire
street
sweeping
operation
is
now
funded
by
stormwater
looks
like
other
alignments
shown
here.
Totaling
over
600,000
reflect
actual
work
assignments
for
our
staff,
working
on
transportation,
capital.
C
Looking
ahead,
particularly
in
the
operations
and
maintenance
realms,
we
face
several
challenges
with
increasing
budget
pressures.
So
why
does
our
routine
nature
to
look
at
savings
by
contracting
out
where
feasible
and
appropriate?
It's
not
a
panacea
and
there's
typically
a
loss
of
flexibility,
responsiveness.
C
We
can
be
obviously
very
effective
with
properly
sized
and
training
house
crews
like
we
delivered
on
the
streetlights
after
the
board's
funding
last
year,
so
across
all
of
our
business
lines
of
it's
a
balancing
act,
it's
a
matter
of
finding
and
maintaining
the
right
blend
of
in-house
versus
contract
for
scheduled
and
unscheduled
work,
so,
for
particular
things
that
break
overnight.
It's
good
to
have
that
in
person
in-house
person
they
can
be
there
at
6:00
or
7:00
a.m.
C
to
address
the
thing,
and
then
they
can
call
the
contractor
that
may
be
coming
in
from
Nasus
and
the
earliest
they
could
get.
There
is
10:00
or
11:00.
Most
of
our
service
contracts
are
said
for
them
to
respond
within
four
hours
and
then,
of
course,
where
we
go
full-bore
on
our
contracted
services
like
art
and
so
forth,
we
face
some
budget
risk
when
we
compete.
C
A
Thank
You
mr.
manual,
it's
probably
a
good
place
to
break
I,
think
and
invite
up
our
Commission.
So
I
mentioned
the
three
we
have
specific
to
des
and
its
functions.
We
also
have
the
FAC
here,
as
usual.
I
believe
so.
I
think
what
we'll
do
is
ask
our
first
two
Commission's
to
come.
Join
us,
give
a
presentation
stay
close
by
if
you
don't
mind
and
then
we'll
invite
the
second
two
so
I
believe
e
2,
C
2
is
represented
by
its
chair,
Mike
Mesmer
welcome.
A
Please
do
join
us
and
the
complete
streets
to
have
ELISA
Ortiz
excellent
nice
to
see
you,
ms
artis.
So
please
do
join
us.
If
you
have
a
presentation
or
some
comments
from
your
commission
we'd
love
to
hear
it
and
again,
if
you
could
stay
close
by
if
we
have
further
questions
for
you
right
begin
with
E
C.
D
Thank
you
good
morning.
Thank
you.
For
your
time.
My
name
is
Mike
Mesmer
the
chair
of
e-2c.
We
appreciate
everybody's
efforts
in
a
very
challenging
time
with
this
budget.
As
you
all
know,
the
air
program
is
very
important
to
our
Commission,
as
well
as
the
community
the
successes
that
the
air
Commission
has
exhibited
over
the
years
with
numerous
awards.
Most
recently,
the
LEED
Platinum
Award
is
just
absolutely
impressive.
In
my
world
on
the
commercial
real
estate
world,
we
advocate
for
Energy,
Star,
certifications,
leave,
certifications
and
so
forth.
So
this
is
right
in
in
my
world.
D
D
We
feel
that
the
the
air
program
should
be
fully
funded
for
obviously
those
successes.
In
addition,
the
residential
utility
tax
that's
been
enacted
since
2008
has
always
funded
the
air
program
in
fiscal
year,
17
those
funds,
some
of
them
were
passed
along
to
APs,
certainly
important
as
well.
This
year,
the
funds
are
proposed
to
be
directed
to
ApS
as
well
as
affordable
housing
again.
Another
important
initiative
e
C
certainly
understands
the
importance
of
both
programs
and
would
like
to
see,
if
possible,
that
those
funds
be
reallocated
to
air
in
future
years.
A
E
You
for
having
me
and
for
the
continued
support
of
the
county
board
of
the
Complete
Streets
program.
So
just
a
quick
background
for
those
of
you
who
might
not
be
familiar.
The
neighborhood
Complete
Streets
program
was
approved
by
the
board
in
January
2016,
following
a
multi-year
effort
by
our
Commission,
to
create
a
sort
of
new
program
as
a
successor
to
the
neighborhood
traffic
calming
program,
and
so
we
have
moved
through
a
lot
of
process
and
issued
our
first
countywide
call
for
projects
last
year.
E
2017
and
we
were
excited
to
receive
more
than
360
submissions,
shows
us
there's
a
huge
amount
of
interest
in
this
program
and
a
huge
amount
of
demand
around
the
county.
So
at
this
point,
in
the
last
last
year
after
this
programs
or
the
submissions
were
put
in
the
program
manager
for
our
program,
reviewed
and
evaluated
all
the
projects
and
scored
those
that
qualified
for
inclusion
using
the
eligibility
requirements
and
priority
criteria
that
had
already
been
approved.
So,
however,
the
scoring
process
is
actually
not
yet
complete.
E
We
don't
have
traffic
and
speed
counts
for
the
vast
majority
of
the
projects
that
were
submitted
and
due
to
some
of
the
contracting
challenges
with
the
county's
contractor.
That's
supposed
to
do
speed
and
traffic
counts.
The
chances
that
we'll
get
those
done
any
time
soon
are
seem
limited
at
least
to
me
and
to
our
commission.
So
we
have
projects
that
are
have
been
scored
based
on
whatever
information
we
currently
have,
which
is
almost
all
the
information
except
traffic
and
speed
counts,
and
so
we
do
have
top
priority
projects
out
of
that
existing
process.
E
But
again
we
can't
complete
them
until
we
get
a
contractor
or
some
other
solution
to
be
able
to
do
the
traffic
and
speed
counts.
The
other
sort
of
piece
of
background
to
share
is
during
the
FY
18
budget
process,
the
board
approved
two
additional
engineering
positions
to
support
the
work
of
this
program.
The
first
position
was
available:
July
1
of
70
2017
and
the
second
supposed
to
be
available.
E
January
1
2018,
however,
there's
been
significant,
hiring
challenges
and
hiring
an
engineer
and
to
you
know
just
has
just
now
secured
someone
to
come
in
starting
April
16th.
So
that's
just
been
an
additional
challenge
without
an
engineer
to
help
us.
You
know,
identify
and
scope
out
projects
and
without
the
scoring
information
to
figure
out
which
projects
we
can't
really
do
projects.
So
we
have
a
couple
challenges
there
that
I
just
wanted
to
highlight
and
bring
to
your
attention.
E
However,
while
we
have
not
been
able
to
move
forward
fully
on,
you
know
the
complete
evaluation
and
choosing
projects,
as
as
I
said,
there's
a
high
level
of
interest
and
we
are
looking
to
move
forward
with
at
least
one
pilot
project
that
would
be
very
small
kind
of
using
tactical
urbanism
methods
that
would
be
relatively
cheap.
So
we
can
kind
of
show
what
the
program
can
do
in
the
short
term,
while
staff
with
your
support,
continues
to
try
to
solve
these
contracting
challenges.
E
So
we
do
ask
the
county
board,
although
it's
sort
of
not
directly
in
the
purview
of
des
to
maintain
level
funding
for
countywide
recruitment
and
outreach
for
HR
purposes,
it's
proposed
to
be
cut
by
twenty
five
thousand
dollars,
so
that
des
can
more
quickly
and
successfully
secure
engineering
positions.
It's
just
clearly
been
a
huge
challenge
and
I
hear
across
the
county,
so
we
do
want
to
thank
the
board,
though
again
for
your
support
of
this
program
and
ongoing.
You
know
support
as
we
continue
to
do
our
work.
Thank
you.
Thank.
A
You
so
much
miss
Ortiz
and
good
examples,
the
interrelated
nature
of
a
lot
of
our
different
agencies
and
departments.
If
you
all
again
wouldn't
mind
staying
close,
but
I'm
gonna
bring
up
our
next
wave.
Here
we
have
Rob's
I
believe
from
neighborhood
Conservation
Advisory
Commission,
as
well
as
Tenley
Peterson.
The
chair
of
our
our
outgoing
chair
of
our
fiscal
affairs,
Advisory
Commission,
will
be
in
with
ncac.
F
F
Our
regular
NC
staff
is
really
excellent
in
dealing
with
them,
but
they're,
not
engineers,
they're,
not
designers,
and
so
we
really
rely
on
des
to
provide
that
critical
element
of
every
one
of
our
neighborhood
conservation
programs
and
that's
what
this
half-million
dollars
goes
for
really
is
to
fund
some
element
of
the
of
our
staff
requirements
and
executing
all
the
NC
projects
around
other
County.
The
vast
bulk
of
our
funds
come
through
County
bond
funds
and
we
appreciate
the
continued
support
and
those
the
only
comments
I
have
unless
somebody
has
specific
questions.
Thank.
G
Peterson
Thank
You
chair
crystal
board
members,
Dorsey
Garvey
gut
Shaw
and
vice
tat.
My
name
is
Tenley
Peterson
I'm,
the
chair
of
the
fiscal
affairs
Advisory
Commission.
First,
thank
you
to
the
DES
leadership,
mr.
Emanuel
and
his
staff
for
meeting
with
the
fact
to
review
the
part
of
the
department's
budget.
The
report
was
prepared
by
commissioners,
Peter,
Robertson
and
Gillian.
Burgas
and
Peter
is
here
today
and
has
a
career
in
environmental
impacts
with
the
EPA
and
beyond.
So
we've
got
some
great
expertise
with
us.
G
The
county
managers
proposal
for
the
Department
of
Environmental
Services
is
99.3
million.
A
three
percent
increase
over
the
FY
18
adopted
budget
there,
our
fee
revenue
adjustments,
as
well
as
an
increase
in
the
household,
solid
waste
rate
and
parking
meter
rate,
as
well
as
proposed
budget
reductions.
Overall,
the
fact
believes
that
the
county
managers
proposed
budget
for
des
for
FY
19
represents
a
reasonable
proposal.
Given
the
current
fiscal
situation,
the
department
has
proposed
cuts
and
fee
increases
that
balance
the
budget
without
significantly
impacting
the
level
of
services
to
Arlington
residents.
G
Our
first
recommendation,
the
fact
recommends
that
the
county
board
approved
funding
for
des,
as
proposed
in
the
county
managers.
Fy
19
budget
nine
were
in
favor
of
this
three
opposed
one
abstention.
The
facts
Chamber
of
Commerce
representative,
voted
no
because
of
the
managers
recommendation
to
modify
the
recycling
inspection
fee
system
recommendation
number
two.
The
fact
recommends
that
the
county
board
approved
the
proposed
recommendation
for
an
increase
in
the
household,
solid
waste
rate
from
three
hundred
and
fourteen
point
16
to
three
hundred
and
sixteen
point.
Sixteen
yes
supported
this
opposed
and
there
were
zero
abstentions.
G
This
would
account
for
cost
increases
for
refuse
recycling
and
yard
waste
collection
from
single-family,
duplexes
and
townhouses.
The
third
recommendation:
the
fact
recommends
that
the
county
board
approved
the
proposed
increase
in
the
parking
meter
rate
by
twenty
five
cents
per
hour,
with
an
extension
in
hours
from
8
a.m.
to
8
p.m.
8
were
in
support
of
this
five
were
opposed
and
zero
abstentions.
You'll
note
that
this
is
one
of
the
more
controversial
votes
in
our
Commission.
G
Primarily,
the
two
of
the
people
in
opposition
were
ok
with
the
rate
increase,
but
didn't
want
the
extension
of
ours,
though
the
increase
in
rate
and
enforcement
hours
will
increase
revenues
by
3.7
million
to
align
revenues
with
costs
to
the
county
parking,
so
that
was
something
that
was
brought
up.
The
fact
that
we're
paying
for
what
the
county
pays
to
have
the
parking
spots
in
the
first
place.
G
The
fourth
recommendation:
the
fact
recommends
that
the
county
board
approved
the
proposed
increase
in
the
utility
rate.
Nying
supported
three
opposed
one
abstentions.
This
would
raise
an
additional
3.2
million
dollars.
Fifth
recommendation:
the
fact
recommends
that
the
county
board
approved
the
proposed
elimination
of
art
routes,
92
and
54
13
supported
this
with
zero
noes
and
zero
abstentions.
These
routes
were
not
meeting
the
minimum
ridership
levels
necessary
to
sustain
star
vez.
Despite
outreach
efforts,
these
routes
would
have
been
eliminated.
Even
if
this
weren't
a
difficult
budget
year
and
as
the
as
mr.
G
Emanuel
mentioned,
we
will
be
reviewing
to
see
if
we
need
to
re,
add
these
routes
or
similar
routes
back.
If
demand
does
change
recommendation
number
six.
The
fact
recommends
that
the
county
board
approved
the
proposed
reductions
in
the
air
program.
Thirteen
were
in
support
of
this
zero,
no
zero
abstentions,.
G
Recommendation
number:
seven:
the
fact
recommends
that
the
county
board
approved
the
proposed
elimination
of
three
full-time
and
one
part-time
positions
from
various
des
programs.
Twelve
are
in
support
of
this
one,
no
and
zero
abstentions,
and,
as
we've
mentioned
previously,
we
are
encouraged
by
the
county
working
to
reappoint
these
positions.
G
Recommendation
number
eight.
The
fact
recommends
that
the
county
board
approved
the
proposed
reductions
in
some
facilities
management
services
such
as
Porter
service
at
Arlington,
mill,
Community,
Center,
window-cleaning
at
all
County
buildings
and
instituting
a
custodial
services
pilot
program
in
courts,
police
building
that
would
reduce
cleaning
in
non-public
areas
from
three
to
five
from
five
to
three
days
per
week.
Thirteen
more
in
support
of
this
zero
knows
zero
abstentions,
and
these
efforts
were
designed
to
cut
costs
while
imposing
modest
reductions
and
services.
G
Savings
would
be
a
hundred
and
sixty
three
thousand
dollars
as
far
as
future
considerations,
the
fact
continues,
or
the
des
continues
to
develop
better
linkage
between
operating
and
capital
budgets.
This
is
something
we've
raised
in
the
past
and
continues
to
be
of
concern.
The
county
facilities
continue
maintenance
budget
for
DES,
and
this
budget
could
exasperate
those
issues
between
operating
capital.
We
also
wanted
to
raise
the
issue
that
certain
realignments
to
the
budget
for
various
funding
out
of
funds
supported
by
dedicated
revenue
measures
instead
of
out
of
the
general
fund.
G
Some
of
these
realignments
could
affect
projects
or
programs
within
des
s:
responsibilities,
for
example
the
street-sweeping
program
being
moved
to
the
general
fund
to
the
stormwater
fund.
This
move,
as
the
county
managers
message
notes,
could
require
an
increase
in
the
stormwater
fund
rate
in
the
future
and
since
we're
actually
looking
at
our
stormwater
permit
being
about
to
expire
and
some
new
standards
being
higher,
we
may
be
looking
at
increases
in
that
as
well
in
the
future.
That's
all
for
today,
thanks.
A
So
much
well.
Thank
you.
Thank
you
for
that
level
of
detail.
So
colleagues,
we'll
take
the
conversation
now
to
the
board
again
before
we
move
into
some
of
the
specific
funds,
the
my
my
usual
requests
of
us
all
holds.
If
we
we
can
keep
at
least
the
first
round
of
our
questions
focused
on
the
budget
changes
the
cuts
in
a
couple
cases
the
increases
and
then
I'm
sure
time
will
permit
to
have
more
broad,
facing
conversations
about
programs,
overall
trends
etc.
But
to
begin
questions
about
the
budget
changes
a
mr.
Dorsey
to
begin.
H
Okay,
great,
so
why
don't
we
start
with
the
maybe
the
easy
stuff,
the
low-hanging
fruit
and
then
we'll
get
into
the
deeper
things
so
with
the
window,
cleaning
piece
see
that
the
proposal
is
to
reduce
window
cleaning
overall
at
all
county
facilities,
but
you
identified
a
couple
as
being
areas
where
they're
probably
more
high-profile
that
that
the
reduction
is
in
place.
So
why
not
have
thought
to
adjusting
the
window
cleaning
schedule
to
accommodate
for
ones
where
it's
not
as
noticeable
versus
ones
where
it
is
well.
C
I
would
simply
say
it's
basically
I'm
gonna
get
John
up
here
to
help
a
little
bit
but
I
believe
the
contract
is
based
on
the
area
of
glass.
Frankly,
so,
if
you
don't
get
the
big
buildings
with
a
lot
of
glass,
then
you're
not
going
to
get
as
much
savings.
It's
it's
is
that
direct
relationship.
So
there's
different
ways
to
go
about
that,
but
we're
trying
to
get
the
savings
we
got
to
go
for
the
glass
okay.
H
C
C
Assuming
that
we'll
be
going
away
with
the
consolidated
customer
service
thing,
probably
on
another
floor
anyway,
so
we're
kind
of
getting
a
little
bit
ahead
of
that.
But
we
think
that
this
is
a
good
interim
gap-filler
and
that
we
can
manage
our
customers
as
still
an
acceptable
level
service,
particularly
with
the
online
services.
We
can.
You
know
we
can
monitor
that,
but
I
think.
C
So
doing
the
existing
program,
for
some
people
don't
want
to
do
it
online
and
they
want
to
come
in
and
pick
up
things
in
person,
because
that's
what
they've
done
in
the
past,
they,
you
know
they're
creatures
of
habit.
So
we
still
want
to
be
available
for
those
customers
that
are
under
the
existing
program
and.
C
I
Just
a
supplement
with
what
mr.
Emanuel
said,
even
though
the
program
is
on
pause,
we
still
have
the
existing
program
to
administer
with
all
the
households
and
that
and
the
renewal
during
the
peak
period
of
renewal,
which
is
April
to
July,
we
see
roughly
about
50
customers
per
day
walking
in
they
could
be
new
residents
myung
or
renting
in
the
RPP
zones.
That
drops
off
dramatically
once
we're
out
of
the
RPP
cycle
and
our
volume
drops
to
like
10
to
15
per
day,
mostly
RPP,
but
also
some
other
miscellaneous
customers.
I
So
we
think
this
cut
is
totally
sustainable.
Given
the
volume
we
would
probably
focus
more
service
hours
in
those
core
four
months
and
really
pare
back
that
function.
Approximately
80%
of
our
customers
either
renew
online
or
mail-in,
but
we
still
have
a
percentage
either
they're
new
residents
or
they're,
just
not
comfortable
with
mailing
or
going
online,
and
those
are
the
people
that
are
coming
in.
A
J
You,
madam
chair,
so
the
couple
of
questions.
First
of
all,
I,
do
want
to
applaud
staff
for
the
their
pavement
condition
index
map.
I
know
you
keep
it
updated.
It's
a
very
colorful
document.
Hopefully,
as
we
transition
away
from
red
and
yellow
streets
to
you
know
to
green
streets
in
terms
of
the
quality
of
the
pavement
that
is
as
well.
You
know,
that'll
be
that'll,
be
a
welcomed
trend.
Two
questions
on
first
of
all
on
street
lights,
so
slide
for
indicated
the
progress
that
we
have
made
with
respect
to
street
lights.
J
J
You
also
have
a
streetlights
working
group
and
you're
working
on
a
streetlights
management
plan
for
the
first
time
and
I
was
wondering
if
you
could
describe
for
us
how
the
budget
impacts
your
progress
towards
a
streetlights
management
plan
or
not,
and
how
you
believe,
you're
working
with
the
streetlights
working
group
that
you've
appointed.
Thank
you.
C
So
I
would
say
that,
because
we
have
the
staff,
we
are
working
successfully
through
the
streetlight
management
plan
right
now
that
the
staff
that
the
the
board
helped
us
with
less
here
particular
what
the
extra
engineer
it
gives
us
the
capacity
to
do
this
streetlight
management
plan.
It
continues
to
move
forward
with
the
working
group,
we're
at
the
point
where
we
have
some
of
the
technology
out
there.
We
have
a
demonstration
projects
coming
up.
C
C
They're
gonna
come
from
that
working
group
and
in
the
meantime,
we
are
also
working
carefully
with
our
NC
team
through
a
successful
transition
of
projects,
because
some
of
the
NC
projects
people
are
looking
for
a
particular
light,
because
that's
what
we've
been
doing,
we
may
be
proposing
something
different
and
so
there's
just
inevitably
given
some
projects
caught
by
bad
timing
in
that
transition.
So
we'll
work
with
the
board
on
that
and
the
community
on
those
types
of
changes.
Okay,.
J
Thank
you
and
then
before
I
get
to
the
parking
rates
item
just
to
follow
up
question
on
street
lights.
So
one
of
the
biggest
challenges
we
have
in
the
county
and
one
of
the
biggest
frustrations
I
think
that
the
community
has.
Is
people
don't
realize
that
that
that
our
streetlights
can
be
owned
by
any
one
of
three
entities,
the
county,
Dominion
or
Vita?
J
And
so
we
have
actually
been
working,
miss
Garvey
and
I
as
our
delegates
to
the
north
of
Virginia
Regional
Commission
to
work
with
Dominion,
as
you
know,
in
collaborative
fashion
with
john
morrel
and
other
people
on
your
staff
to
kind
of
kick
up
a
notch.
The
the
service
that
the
service
provision
that
we
are
getting
from
Dominion,
as
well
as
encouraging
their
transition
to
LED
streetlights,
more
energy-efficient
streetlights,
as
well
as
those
consumer
choices.
J
But
my
question
is:
do
do
we
need
to
be
doing
more
or
how
do
you
feel
we
are
doing
in
terms
of
when
somebody
calls
in
and
says
hey
if
there's
a
streetlight
out,
you
know
it's
very
easy
to
say:
well,
it's
not
our
streetlight,
its
dominions
or
it's
not
our
streetlight.
It's
V
dots.
How
can
we
do
a
better
job
of
facilitating
that
customer
service,
regardless
of
who
owns
the
straight
line?
I.
J
J
How
are
we
reaching
out
to
the
business
community
in
this
regard?
The
Chamber
of
Commerce
retail
community,
especially
who
may
be
impacted
number
one
and
number
two
I'd
like
mr.
leach
to
just
maybe
address
a
little
bit
the
curbside
management
component
of
this,
because
I
think
it's
very
easy
for
somebody
to
reflexively
say:
hey,
that's
going
to
hurt
small
business
when
in
fact,
I
know
that
there's
a
counter-argument
which
might
be
articulated
absolutely.
I
Regarding
curbside
management.
This
is
a
revenue-raising
proposal,
but
it
does
have
curbside
management
benefit.
We
have
documentation
in
terms
of
how
curb
space
is
used
in
our
Metro
corridors
and,
in
fact,
the
highest
utilization
in
places
like
Claridon,
Virginia,
Square,
Boston
Rosalyn
is
actually
immediately
after
the
meters.
Our
goal
are
no
longer
in
service
at
6:00
p.m.
so
that
6:00
to
8:00
p.m.
slot
is
when
we're
seeing
peak
utilization
and
it's
a
combination
of
workers
working
evening
shift
patrons
to
restaurants
and
bars
and
then
later
in
the
evening,
occupancy
drops
off.
Mr.
G
I
It
is
good
practice
and
is
also
we
did
a
comparison
with
other
jurisdictions
across
the
region.
Arlington
has
the
shortest
hours
and
the
lowest
prices
of
any
jurisdiction
that
meters
parking,
so
we
are
lagging.
The
District
of
Columbia
goes
to
10:00
p.m.
this
proposal.
Only
takes
it
to
8:00
p.m.
Alexandria
in
Old,
Town
I
believe
is
also
10:00
p.m.
Thank.
K
K
I
also
totally
agree,
madam
chair,
that
this
is
not
the
time
to
be
talking
in
depth
about
street
lights,
but
I
will
say:
I
had
a
conversation
last
night
with
someone
I'm
explaining
it
and
they
said
no,
but
you
must
be
able
to
talk
to
Dominion
power.
You
might
you
know
no,
we
do,
but
we
no,
but
you
must
be
able
to
know
we
don't
own.
You
know
we
there's
a
lot
of
back
and
forth,
and
people
really
don't
understand
how
little
power
we
have
and
I
think
we
can
work
on
that.
K
Which
brings
me
to
the
shredder,
which
is
what
the
question
I
had
and
I
did.
Send
some
questions.
I
really
appreciate
the
information
that
you
all
sent.
I
I
don't
know
about
anybody
else,
but
I
was
blown
away
at
how
many
more
participants
annually
we
have
than
anywhere
else
and
I'm,
starting
to
think
that
this
is
a
very
small
expense,
serviced,
expense,
wise,
but
a
lot
of
people
I,
don't
know
if
it's
depend
on
it.
There
may
be
some
unintended
consequences
of
cutting
this
so
I'd
like
to
explore
it
a
little
bit
more.
K
C
L
C
Do
we
to
routine
maintenance
on
it
we've
kind
of
figured
out
where
it
breaks
we,
you
know
we
have
service
contro
to
come
in
and
try
to
service
it.
We've
learned
it's
unique
problems.
If
you
will
yeah
over
time,
it's
not
a
super
high
capacity
thing,
it's
not
as
fast
as
some.
You
know:
bigger,
faster
equipment.
Sometimes
contractors
are
available
for
a
event
and
they
can
do
it
much
faster,
more
efficiently
with
bigger
equipment,
but
for
the
equipment
we
have.
C
C
The
maintenance
in
the
overtime
of
the
people
that
we
come
into
to
provide
that
service
and
people
come
in.
They
show
that
there
are
resident
will
they
have
their
boxes.
We
have
a
box
limit
and
they
shred
I
think
you
know.
The
numbers.
I
was
also
pleased
to
see
that
we're
kind
of
a
leader
in
that
area.
You
know
its
environmental
consciousness
or
whatever
it
is
in
our
community.
It's
a
good
thing.
Yeah.
K
I
mean
I:
was
there
right,
I,
don't
use
this
a
lot.
I
did
once
and
it
was
kind
of
fun.
Meaning
I
mean
we.
You
stand
there's
a
lot
there.
You
can
see
the
picture
you
have
leaned
on
long
lines
of
people
standing
in
line,
I
think
it's
almost
a
social
sort
of
gathering
thing
that
anyway,
I
and
I
will
turn
it
over
to
mr.
Dorsey,
who
probably
is
heading
in
about
the
same
direction.
I
am
I,
think
but
I'm.
K
H
Given
that
the
savings
were
relatively
low,
if
we
considered
other
operating
models
like
charging
people
for
the
shredding,
since
you
said
the
industry
standard
is
a
buck,
a
pound.
How
about
that?
How
about
reducing
the
frequency?
It
just
seems
like
for
the
outcome
of
eliminating
a
service.
Twenty
thousand
dollars
in
savings
is
not
a
whole
lot.
So
if
we
considered
ways
to
minimize
that
even
further
or
maybe
actually
make
money
off
of
it,
we.
C
Do
have
a
range
of
options
that
we
you
know
like
that.
Those
types
of
compromise
positions,
I,
would
simply
make
couple
observations.
Generally,
there's
not
many
things
that
we
do
that
were
competing
against
the
private
market.
It
was
just
kind
of
a
service
we're
providing
for
free
for
our
residents.
C
C
K
I
ask
a
follow-up
question
on
just
this
one:
what
about
a
box
out
there?
This
is
a
free
service
we
provide,
it
does
cost
us
money
if
you
like,
you
feel
like
chipping
in
some.
In
other
words
of
all
people
could
just
put
in
a
tip
like
a
tip
charge,
a
collection.
If
people
want
to
give
and
I
suspect,
you
may
have
some
folks
willing
to
toss
them,
then
we
wouldn't
have
to
so
I
mean
have
to
keep
track
of
what
came
in,
but
we
wouldn't
have
to
do
receipts
and
all
that
kind
of
stuff.
H
K
H
C
H
C
We
did
it,
for
example,
eCare,
which
would
be
kind
of
the
logical
time
you
would
think
by
by
virtue
of
programming.
That's
done,
B
8,000
for
two
events
per
year.
However,
we
are
extremely
space
constrained
after
we
moved
from
Jefferson
up
to
Yorktown
for
our
II
care
events
and
adding
another
stream
of
customers,
and
another
space
requirement
doesn't
look
physically
attractive
right
now
to
further
compound,
that's
pretty
challenging
already
at
Yorktown,
given
how
popular
though
II
care
is.
M
A
N
Can't
resist
weighing
in
on
paper
shredding
I
will
actually
just
comment
that
we
that
we
we
collect
online
of
payments
for
mulch
delivery
and
other
things
like
that.
The
week
it's
just
as
simple
a
matter,
we
could
tie
it
to
the
utility
account
and
all
you
have
to
do
is
collect
somebody's
utility
account
number
when
they
come
to
drop
off
things
for
shredding.
I
did
actually
want
to
focus
on
a
couple
of
things.
N
N
Thank
you
on
the
art
reductions
just
want
to
be
clear
that
we
are,
we
are
eliminating
these
routes
in
and
I
think
it's
a
poignant
point
that
we
would
probably
reduce
would
eliminate
these
routes
anyway.
Even
if
we
weren't
in
a
budget
but
I'm
thinking
that,
if
we
weren't
in
a
tight
budget,
we
might
instead
allocate
those
funds
towards
improve
service
on
routes
that
maybe
could
use
some
more
service.
So
could
you
just
address
the
general
point
of
how
how
we
feel
we're
addressing
our
level
of
service
overall
well.
C
I
think
I
think
it
is
important
to
point
out
that
every
year,
in
our
art
program,
we
have
pluses
and
minuses
constantly
adjusting
to
customer
demand,
ridership
patterns
and
so
forth
and
trying
to
meet.
You
know
new
employers,
new
development
patterns,
whatever
it
might
be,
so
this
year
is
no
exception.
We
mr.
leech,
go
into
more
details.
We
have
our
22
overlay
service,
that's
coming
in
so
there's
pluses
and
ads
every
year
and
we
constantly
look
at
our
productivity
versus
our
standards
and
make
those
adjustments
over.
I
The
transit
staff,
they
do
an
ongoing
evaluation
of
routes
and
productivity
and
we
don't
take
the
short,
the
short
term.
We
actually
on
these
routes,
looked
for
the
last
year
and
a
half
month
by
month
and
came
to
the
conclusion
that
there
simply
wasn't
the
ridership
there
to
justify
the
the
expense.
So
so
this
is
a
strong
recommendation
from
the
staff
irregardless
of
budget.
The
county
managers
proposed
budget
does
include
significant
increases
of
service.
I
N
Thank
You
mr.
Lee,
for
that
clarification,
I
appreciate
that
all
right
turning
to
to
our
stormwater
management
and
I
had
the
the
opportunity
yesterday
actually
to
sit
in
on
the
monthly
contractors
meeting
up,
but
on
the
tenth
floor.
And
actually
there
were
comments
up
there
from
several
I
think
regular
customers
shall
we
say
of
our
permitting
Department,
who
commented
specifically
that
they
would
be
willing
to
pay
more
for
a
land
disturbance
activity
Department,
which
involves
a
stormwater
management
plan.
Review
and
they'd
be
willing
to
pay
more
in
fees
to
have
a
quicker
turnaround
time.
N
So
I'm
just
curious
and
it's
probably
a
subject
that
could
be
delved
in
deeper
elsewhere.
But
I
am
curious
in
terms
of
but
budgetary
pressures.
The
relationship
between
the
the
the
specifics
of
our
stormwater
management
plan,
because
that's
not
part
of
the
Enterprise
Development
Fund.
But
does
it
come
from
the
the
portion
of
the
stormwater
tax
yeah.
N
Thank
you,
I
will
wait
for
that
answer
and
then
so
then
I
want
to
talk
about
air
the
fresh
air
program.
So
my
the
thing
that
I
kind
of
don't
quite
follow
a
hundred
percent
is
that,
when
is
what
we're
actually
proposing
to
give
up
so
on
page
web
474
and
talks
about
the
the
impact
of
the
budget
reductions,
so
the
impact
reduced
contracted
services
and
facility
energy
projects
to
run
50
K
will
require
Pegah
resources
to
meet
the
future
goals
of
the
CEP
community
energy
plan,
as
it
relates
to
facility
maintenance
investments.
C
I
tried
to
briefly
cover
this.
Maybe
I
explained
it
well:
the
pay-go
funds,
our
facility
projects,
replacement
of
HVAC
systems
and
so
forth.
Previously,
the
Air
Fund
would
then
serve
as
kind
of
like
a
companion
funding
source
to
get
that
extra
level
of
excellence
on
efficiency.
If
you
will,
if
our,
if
our
you
know
basically
John
mer,
John
Murphy,
if
he
couldn't
afford
to
get
that
extra
high
efficiency
boiler,
the
extra
cost
an
extra
ten
thousand
extra
twenty
thousand,
whatever
it
is
on
a
boiler,
then
he
would
call
the
other
john
morrel
and
say:
hey.
C
Do
you
have
some
air
funds?
And
maybe
you
know
we
can
justify
this
extra
efficiency
here
and
that's
how
it
kind
of
worked
when
we
take
that
away.
We
take
away
that
flexibility,
and
now
John
Murphy
is
on
his
own.
Saying,
can
I
stay
within
my
budget
for
this
year,
given
the
things
that
are
breaking
or
not
breaking
and
with
my
planned
expenditures
in
Pago,
can
I
stay
within
the
budget
and
still
get
the
higher
efficiency
bar?
So
it's
that
point
of
a
decision
thing
so.
C
Again,
the
the
air
program
is
across
the
county,
its
public,
its
private.
We
obviously
can
control
the
public
facilities
and
we're
just
a
portion
of
the
overall
goal,
and
there
are
a
lot
of
other
factors
that
come
into
our
team
to
the
goal,
including
ones
that
we
don't
totally
control
on
the
sources
that
Dominion
energy
uses
to
produce
their
power.
So
there's
a
lot
of
things
that
play
into
that,
which
is
why
we're
proposing
and
retaining
$100,000
to
redo
our
baseline
and
really
understand.
C
N
That
that
would
be
part
of
that
update
of
the
CEP
would
be
where
we
would
look
at.
What
is
the
potential
impact
of
these
changes
on
the
performance
measures
that
we
have
here,
which
is
one
of
which
is
specifically
the
reductions
in
co2
greenhouse
gas
emissions
for
county
operations?
Specifically,
the
county
operates
so
right.
Now
we
don't
know
what
that
impact
would
be,
but
that's
what
would
be?
We
would
be
looking
at
study
that
I
think
the
same
would
go
then
I.
N
Imagine
for
the
community-wide,
which,
with
respect
to
the
homeowner
energy
rebate
program,
correct
real,
quick,
madam
chair
I,
wanted
to
actually
make
one
observation,
because
I
think
this
is
actually
for
me
coming
on
board
and
sort
of
like
wrapping
my
head
around
this.
This
is
extremely
important,
I
think
the
facility
or
our
fiscal
affairs
Advisory
Commission
for
pointing
this
out.
It's
the
final
paragraph
of
their
report.
Read
the
redirecting
money
from
tax
increment
funds
to
the
general
fund
is
a
similar
example
under
referring
to
sort
of
these.
N
Although
I
do
have
serious
concerns
about,
you
know
that
a
are
supposed
to
be
funded
from
the
residential
utility
tax
and
we're
cutting
air
we're
not
cutting
the
tax
and
so
we're
just
redirecting
money
and
and
I
think
really
making
sure
that
we
as
a
board
understand
what
the
long-term
implications
of
what
might
seem
like
an
expedient
answer
this
year
is
something
that
I
want
to
wrap
my
head
around.
Thank
you.
Thank.
K
Thing
I,
just
don't
on
that
one,
just
real
quick
on
Tiff's
and
that's
not
to
just
just
to
put
a
marker
I
think
we
do
need
to
think
about.
I
really
do
not
like
Tiff's
in
part
because
they
pull
from
the
general
fund
to
give
to
another
group,
and
then
it's
set
sort
of
in
stone
and
now
we're
putting
it
back,
which
seems
to
me
actually
appropriate
and
I
understand
your
concerns.
Mr.
Getchell
and
the
comments
for
the
fact
that
I
think
that's
a
larger
conversation.
K
A
A
C
Way
this
actually
works
is
when
we
have
an
incremental
increase
in
square
footage.
We
try
to
have
sufficient
manpower
to
accommodate
that
additional
square
footage.
If
you
took
the
full
square
footage,
it
would
actually
be
more
than
one
FTE,
but
because
we're
not
fully
utilizing
them.
We
we
scaled
it
back
to
what
we
thought
was
a
minimum,
because
we
go
in
and
start
using
these
facilities
for
various
purposes.
We
think
it's
an
appropriate
ask
given
that
dynamic.
A
For
example
and
I'll
be
clear,
and
my
questions
I
know
that
we
approved
some
use
of
carryover
funds,
for
example,
to
do
engineering
studies
about
the
potential
use
of
both
the
properties
of,
and
then
that
land
in
the
long
run.
So
so
the
building
engineer
is
more
around
the
maintenance
of
it
will
have
new
studies
in
hand
about
the
life
of
the
building
needs,
etc.
This.
C
C
C
We
would
addressed
our
class
for
the
lack
of
a
panels
because
they're
ours
now
we
need
to
make
sure
they're
fire
safe,
they're
safe
for
our
workers,
that
the
roofs
don't
leak,
that
they
remain
secure.
Where
we're
just
kind
of
the
basic
level,
we
have
moved
into
one
of
the
facilities
where
for
some
storage
needs,
and
so
we
are
using
some
of
the
facilities
at
some
level
already
and
we've
got
to
maintain
them
in
an
acceptable
manner.
That's.
A
C
A
Let
me
ask
one
other
question:
you
mentioned
on
slide,
I.
Think
21
about
some
of
your
thinking
around
in-house
versus
externally.
One
of
the
things
I
was
struck
by
is
that
we
are
producing
traffic
signs
in-house
something
like
4200
a
year
right.
Can
you
give
me
2,400
years?
Can
you
tell
us
a
little
bit
about
why
we
do
that
in-house?
Why
it's
not
more
affordable
to
purchase
signs
externally,
whether
we're
following
kind
of
standard
practice
with
other
jurisdictions
and
developing
our
own
traffic
signs
versus
purchasing
them
again.
C
It's
a
responsiveness
thing,
you
know,
for
example,
we
maintain
a
stock,
a
ready
stock
of
stop
signs
and
yield
signs.
Maybe
do
not
enter
signs
because
of
their
critical
nature
and
controlling
traffic
safety,
so
that
when
one
is
hit,
we
can
quickly
put
it
up,
but
there's
actually
a
huge
variety
of
signs
that
that
are
out
there
and
the
number
and
scale
and
having
that
flexibility
in
house
to
do
that
and
meet
them
timely
when
they
meet
their
timely
demise
by
a
car
or
whatever,
it's
red
wind.
It's
just
a
responsive.
C
O
O
We
do
order
pre-made
signs
when
it's
the
regular
type
like
the
stop
signs
and
do
not
enter
signs.
However,
in
your
Arlington,
as
you
realize,
we
have
very
complicated
curb
space
management.
You
would
have
a
no
parking
sign,
except
for
these
hours,
except
for
cabbie,
and
all
that
these
are
not
available
commercially
and
we
do
have
to
make
them.
You
have
got
a.
A
A
H
Thank
you,
I'll
ask
another
one
on
air
so
specifically
about
the
rebate
program
and
have
we
taken
a
look
at
the
673
I
think
was
the
number
cited
of
people
who've
taken
advantage
of
this
program?
Have
we
done
any
sort
of
analysis
to
see
what
what
their
income
range
was
of
the
people
who
participated?
C
The
answer
is
yes:
we've
surveyed,
yes,
we've
studied
I,
don't
know
if
we've
covered
all
those
parameters
you
just
mentioned,
but
there's
a
lot
of
common
sense
that
goes
into
the
the
type
of
the
results
that
you
would
see.
People
who
are
replacing
a
hot
water
heater
are
gonna
want
to
I,
don't
know
so
they're
gonna
do
it
anyway.
It
then
becomes
a
question
of
maybe
cost
in
the
efficiency,
with
the
value
propositions
that
they
see
or
their
relationship
with
a
particular
plumber.
I'm.
H
Sorry
not
to
just,
but
just
out,
that's
actually
part
of
the
nuance
I'm
interested
seeing
if
we
measure
whether
or
not
people
are
replacing
their
hot
water
heaters
before
their
useful
life
has
expired
to
take
advantage
of
the
energy
efficiency.
Or
this
is
something
that,
when
it
breaks
it's
like
a
yes.
C
L
Thank
you.
We
have
done
extensive,
a
very
broad
survey
of
rebate
recipients
and
we
found
that
the
free
ridership
was
present,
but
at
the
same
level
as
common
utility
programs,
which
is
what
this
program
essentially
emulates,
is
a
utility
program,
and
we
do
it
because
of
the
absence
of
utility
programming.
L
H
If
I
can
move
to
art
for
my
other
question
on
this
second
round,
so
the
increased
service
on
the
41
and
45
routes,
you
add
up
the
cost
and
the
revenue
that's
projected.
It
comes
to
a
21%
cost
recovery
yet
for
art
overall
we're
at
a
28%
cost
recovery.
So
if
you
could
just
get
a
little
bit
into
why
the
dramatic
difference
and
if
the
degradation
or
the
the
diminishing
ridership
on
art
has
affected
the
overall
performance
metrics
that
you
expect
out
of
the
service
expansions
on
those
two
routes.
So.
I
A
couple
thoughts
and
I
may
have
this
supplemented
by
Lynn
rivers,
our
bureau
chief,
the
hours
that
we're
adding
on
the
41
and
45
as
part
of
the
Columbia
Pike
service
package
are
ours
that
aren't
the
core
commuting
hours,
but
they're
filling
in
scheduled
late
night
service
tends
to
be
a
little
less
productive,
but
makes
the
service
more
valuable
overall
for
the
community.
When
we
introduce
new
or
expanded
services,
we
are
very
conservative
on
our
revenue
projections.
I
I
think
it
is
rare
that
we
project
more
than
25
percent
cost
recovery,
and
then
we
monitor
closely
so
I
would
say
we
err
on
the
side
of
being
conservative.
We
are
also
currently
doing
a
very
detailed
evaluation
on
art
overall,
given
some
recent
ridership
trends
focus
on
what
are
the
causes
and
what
can
be
done
to
arrest
those
trends
and
reverse
them.
Okay,.
H
I
We've
had
our
existing
art
contractor
for
approaching
ten
years,
so
we
are
working
on
putting
the
contract
out
for
a
rebid
we're
always
when
you
re
bid
a
contract
that
hasn't
been
bid
in
a
long
time.
You
are
at
risk
of
paying
what
the
market
is
demanding.
So
it's
a
bit
of
an
unknown,
but
we
programmed
in
a
certain
level
of
increase.
H
So
speaking
of
that
just
the
provider,
the
contractor
that
we've
been
using
is
one
that
well-known
got
a
lot
of
contracts
for
services
throughout
the
country,
but
have
not
always
been
well
received
and
they've
run
afoul
of
providing
good
service
and
other
jurisdictions.
Do
we
have
hopes
that
this
new
round
will
produce
a
enough
competition
where
we'll
be
making
a
good
choice
and
not
necessarily
be
reliant
on
a
provider?
That's
got
a
spotty
record,
I.
Think.
M
I
A
I
have
just
a
couple
of
questions
about
the
fresh
air
program,
similar
to
the
ones
being
asked
by
my
colleagues
trying
to
understand
the
the
impact
for
the
services
we
see
as
a
result
of
that
program,
so
this
has
been
described.
I
can
give
them
in
the
budget,
maybe
to
some
extent
the
slides
as
kind
of
cuts
in
the
education
programs.
Certainly,
we've
been
really
clear
about
the
impacts
to
the
rebate
program
or
there
any
will
there
be
any
effect.
A
C
Good
mr.
Morrill
can
help
me
out
a
little
bit,
but
the
short
answer
is
with
the
reduce
reduction
in
contracted
services,
and
it
will
impact
our
ability
to
have
contract
support
for
education
and
training
and
studies,
and
things
like
that.
As
you
know,
we
have
a
very
strong
and
capable
staff
that
burden
would
then
shift
more
to
them
for
those
types
of
events
and
things
we
engage
with
the
community
on
the
C
pace.
I'll
turn
that
over
to
mr.
Morrill
tone
as.
L
Team,
and
so
with
the
managers
proposed
budget,
their
team's
noodling
hard
on
how
to
continue
delivering
effective
education
and
outreach
to
those
sectors,
and
so
we'll
build
upon
the
success
of
our
existing
award-winning
residential
programs
such
as
Green
Home
choice
and
indeed
the
solar
cooperative
there's
talk
of
perhaps
expanding
the
cooperative
model
to
other
technologies
or
devices
as
well.
We
partner
with
two
different
nonprofits
in
promotion
of
that.
That's
no,
no
County
funds
that
are
spent
on
that.
L
A
I'm
tracking
that-
and
so
you
were
mentioning,
for
example,
the
partnership
with
Arlene
Toni's
for
a
clean
environment,
which
is
possibly
one
of
the
more
visible
phases
of
the
work.
So
the
intent
is
that
there
would
not
necessarily
be
cuts
to
that.
In
fact,
you
might
start
to
rely
on
them
more
and
less
on
the
externally
funded
education
programs.
Am
I
hearing
you
right
or
is
it
the
opposite?.
L
A
L
K
You
thank
you.
Thank
you.
Quick,
come
out
of
this
I
mean
I.
Think
we've
had
we've
done
so
much
in
this
area
for
so
long,
I
think
taking
a
relook
at
how
we
do.
It
makes
a
whole
lot
of
sense,
I'm
kind
of
making
some
adjustments
so
I'm
comfortable
with
the
proposed
changes.
The
next
question
might
be
more
for
the
manager
and
I
think
it
fits
madam
chair.
It's
not
something,
that's
being
cut,
but
it's
something
I'd
like
to
see
in
there.
K
Perhaps
that's
not,
and
that
I
think
it
goes
under
our
capital
asset
support,
and
that
is
the
an
overall
look
at
all
of
our
facilities
in
what
we
need,
which
would
be
the
counterpart
to
what
the
school
system
calls
their
ass
sap,
their
annual
student
facilities
accommodation
plan,
and
that
would
be
something
that
I'm
assuming
I,
think
we
need
to
get
on
done
as
quickly
as
possible.
I
think
probably
a
hiring
a
contractor
to
do
that
would
be
good,
but
then,
after
that,
we
would
keep
it.
You
know,
keep
it
going
on
an
ongoing
basis.
K
B
I
will
get
back
to
you
with
a
specific
answer
on
that
question.
We
you
know
in
last
year's
budget
I
proposed
a
full-time
position
for
doing
the
equivalent
to
what
the
schools
do
for
the
needs
assessment,
I
would
say,
given
the
financial
constraints
were
under
this
time,
I
would
say
that
hiring
some
consultant
helped
and
focusing
it
on
specific
areas,
because
it's
gonna
take
a
little
while
we
won't
be
able
to
do
it
all
in
the
first
six
months
or
a
year,
for
example,
looking
at
doing
a
full
assessment
of
what
our
facilities
are.
B
I
hate
to
use
the
term
back-of-house
facilities,
but
our
storage
facilities
more
focused
on
that
then
there's
some
other
things
I
think
are
pretty
obvious.
You
know,
we
know
how
many
libraries
we
have
I'll
get
back
to
you
with
a
proposal
on
that.
I
think
that
it
would
be
any
number
of
plays,
but
I
think
it's
actually
important
to
be
to
be
able
to
start
that
now,
absolutely.
K
A
M
H
Are
quick
and
easy
appreciate
the
wide-ranging
conversation
today
on
page
web
446,
and
this
is
probably
for
mr.
leach,
if
you
can
just
help
me
understand
the
relationship
of
the
number
that
we
see
on
the
RO
annual
passenger
trips,
served
in
Arlington
total
all
services?
What
what
is
inclusive
of
all
services
so.
I
H
H
It's
it's
just
off,
so
it's
probably
something
in
the
in
the
formula
that
that
is
a
little
little
screwy
and
then
similarly
not
on
transit.
But
this
is
on
street
lights
and
I'm.
Looking
at
this
on
page
web
458,
so
am
I
understanding
correctly
that
we
are
having
a
net
loss
over
time
of
street
lights?
H
I
We
can
check
that
as
well
and
I
will
go
back.
We
did
flag
and
error
in
in
in
in
the
budget
book
for
the
total
transit
ridership
year
to
year,
but
after
publication
there's
no
opportunity
to
correct
it,
and
so
we
will
also
go
back
and
check
that,
because
our
own
street
light
inventory
is
increasing.
The
Dominions
street
light
inventory
is
dropping
over
time.
Okay,
but
I.
Think
in
that
we're
probably
adding
street
lights.
Okay
and.
H
So
right
now,
we've
seen
after
a
big
spike
in
FY
2016
sort
of
back
to
the
trend
line
of
decrease,
decreased,
decreased
commuter
information
center
calls,
which
makes
a
whole
lot
of
sense
to
me.
People
are
doing
things
a
lot
more
online.
How
are
those
calls
process
right
now?
Are
those
actual
FTEs
who
are
doing
matters
at
a
call
center.
It
is.
H
And
you
know,
given
that
brochures,
the
distribution
of
is
not
only
a
cost,
but
the
printing
of
brochures
I'm
sure,
is
a
fairly
robust
cost
and
those
are
pretty
brochures
they're
there
for
color
they're
beautiful.
But
is
there
any
way
to
sort
of
reduce
our
reliance
on
that
save
a
little
bit
of
money,
with
the
increased
accessibility
and
robustness
and
take-up
of
online
apps
and
such.
I
H
A
J
Gonna
be
I
was
just
to
follow
up
miss
to
mr.
Darcy's
questions,
so
just
in
terms
over
all
of
our
printing
operation
with
the
county-
and
you
know
the
citizen
is
proposed
to
be
being
zeroed
out.
You
know
it
seems
like
we
have
a
brochure
for
everything,
and
a
lot
of
these
brochures
are
very
high
quality,
which
is
nice,
they're,
glossy
paper,
multicolored
and
so
forth,
but
I'm
just
wondering
as
a
way
of
economizing.
Could
we
be
looking
at
less
expensive
paper?
J
You
know
let
fewer
colors,
maybe
even
black
and
white,
on
a
brochure
or
two
would
welcome
your
your
follow-up
thoughts
in
that
regard
across
the
board,
for
whatever
the
county
prints
across
all
product
lines
and
then
second
of
all,
mr.
manager
I
will
be
putting
in
a
written
question
in
terms
of
an
update
on
how
we're
doing
on
the
board's
direction
from
a
few
years
ago,
with
respect
to
advertising
on
Capital
Bikeshare
and
our
other
transit
operations
to
plow
that
money
back
into
transit.
Thank
you.
C
Alright,
madam
chair,
if
you
may
I'd
like
to
had
a
couple
quick
answer,
embellishments
on
the
air
program,
you
we,
as
proposed
it'll,
be
a
challenging
environment
to
continue
our
programs.
I
just
announced
to
my
team
a
couple
days
ago
that,
after
three
plus
years
of
dedicated
servant,
leadership
and
an
environmental
arena,
Geoff
horn
retired
he
so
that's.
C
Why
he's
not
in
the
room
with
us
and
we
just
announced
his
replacement
she's
coming
in
from
Los
Angeles,
County
and
she'll,
be
with
us
in
April,
and
she
has
a
long
history
of
securing
other
resources
and
doing
partnerships,
so
we're
hopeful
that
that
will
help
us
in
this
space
as
well
and
then,
finally,
to
answer
mr.
Getchell
question
on
shredding,
could
we
charge
the
services
to
the
people
that
already
have
accounts,
there's
a
lot
of
people
that
come
that
don't
have
accounts
because
they
come
from
multifamily.
K
Had
a
short
question,
I
think
and
it
was
just
I
noticed
you
said:
special
events
are
up
9%
a
year
generally.
They
would
keep
doing
more
and
more
special
events
and
there's
cost
to
those
Oh.
Could
you
just
talk
a
little
bit
about
that?
What
are
those
special
events?
What
I
mean
that
seems
like
a
big
increase
every
year
over
year?
It's
people
having
a
good
time,
I,
guess
good
thing,
maybe
I.
K
C
We
have
events
like
the
rancor
marathon
and
we
close
down
for
events
like
that,
or
you
know
a
street
closure
in
Clarendon
or
whatever
it
is.
We
we
roll
out
the
message
boards
and
put
up
signage.
We
work
with
police
very
cooperatively
to
accommodate
those
events
and
there's
a
demand
for
those
types
of
community
events
goes
up.
We
have
to
support
that
as
well
and.
K
I
totally
get
that
it's
just
interesting
to
me.
That's
going
up
10%
a
year,
I
mean
we
don't
do
you
know
we
don't
increase
the
number
of
Marine
Corps
I
mean
I.
Think
it's
great
me,
I,
don't
know
if
there's
a
general.
This
is
not
a
big
deal,
but
I
was
just
kind
of
curious
about.
What's
going
on
in
the
community
that
we're
turn
that
over
to.
K
O
Is
this
is
a
sign
of
Arlington
actually
is
thriving,
for
example,
we're
opening
a
lot
of
attractions
in
our
bids
area-
and
this
is
a
community
request
based
service
because
when
they
run
block
part
party
or
run
larger
than
community
party
and
things
like
that,
they
will
need
assistance
of
helping
them
regulate
the
traffic.
So
when
we
have
requests
coming
in,
we
do
provide
service
to
help
with
the
traffic,
including
signage
and
the
regulating.
That's.
K
Great
I
mean
that's
what
I
kind
of
thought.
It
was.
It's
just
a
sign
of
I
think
what
a
healthy
community
we
have
and
then
it's
just
one
overall
comment:
if
I
could
do
and
that'll
be
done.
So,
mr.
Manor,
when
you
start
out
you
set
out,
you
said
the
results
are
obvious
of
what
we're
doing
and
in
your
face
every
time
you
walk
out
the
door
and
I'm
gonna
just
pause
it
to
you.
They're,
not
because
people
walk
out
the
door,
and
this
is
just
what
they
used
to.
K
We
just
turn
on
the
tap
the
clean
water
comes,
you
know,
yeah
you
walk
out
or
there's
the
street
like.
We
do
complain
about
streetlights,
but
there's
all
kinds
of
things
we
just
take
for
granted
and
that's
part
of
the
danger
of
your
what
you
do
because
everybody
just
takes
it
for
granted.
So
some
years
ago,
I
have
kept
this
I
love.
This
I
keep
it
I
noticed.
Actually
there's
no
street
light
on
it.
K
A
You're
doing
so,
let's
go
ahead
and
move
into
some
of
our
specific
funds.
I
know
that
our
staff
has
some
presentations
for
us
on
those
areas.
Let
me
also
thank
our
commissions.
I
know:
we've
been
kind
of
keeping
our
Commission's
around.
If
you
all
have
comments
or
thoughts
you
want
to
share
with
us
about
the
funds
feel
free
to
stay,
but
if
you
need
to
get
about
the
rest
of
your
Friday
or
your
work
day,
we
understand
and
we're
really
grateful
for
your
time.
So
far,
all
right
back
to
you,
mr.
Manuel,
all.
C
C
As
a
reminder,
the
utilities
fund
is
an
enterprise
for
meaning
the
water
sewer
rate,
along
with
other
revenues
and
excess
fund.
Balance
must
fully
support
the
operations
and
capital
needs
the
fund,
while
also
maintaining
the
required
reserves
and
debt
service
coverage,
so
we're
very
committed
to
maintaining
and
replacing
our
utility
infrastructure
in
the
accordance
with
the
CIP,
our
adopted
master
plan,
while
still
trying
to
keep
rates
affordable,
maintaining
the
reserves
and
avoiding
rate
spikes
within
the
utilities
fund.
C
C
We
also
just
receive
back
proposals
for
the
upcoming
cost
of
service
and
water
sewer
rate
study
that
one
involves
the
extensive
community
engagement
and
will
be
briefing
the
board
on
that
as
well
at
the
appropriate
time,
the
fog
or
fats,
oils
and
grease
program
in
response
to
increasing
pressures
on
our
collection
system.
We
are
revamping
our
policies
and
will
also
bring
a
proposal
to
the
board.
Probably
late
summer,
early
fall,
the.
M
C
It's
fortunately
yeah
away
from
breakfast.
Finally,
the
the
water
meter
system,
renewable
planning-
look,
you
know,
kicking
off
for
the
next
year,
we'll
kind
of
plan
for
our
next
phase
of
technology
and
meter.
Reading
that'll
inform
our
decisions,
as
we
plan
on
system
replacement
prior
to
meet
our
end
of
life.
So
the
short
story
financially
here
is
no
rate
increase
for
customers
expenses,
including
the
transfer
to
capital
they're
a
little
bit
higher
than
the
revenue
of
one.
C
You
know
the
103
million
shown
there
is
but
higher
than
the
revenue
of
101,
so
the
gap
is
funded
by
excess
fund
balance.
Our
expenses
increased
by
less
than
1%,
because
we
were
able
to
leverage
our
operational
efficiencies
due
to
debt
pay
down
and
excess
fund
balance
to
offset
the
increase
in
costs.
The
normal
payroll
interactional
support,
indirect
support
from
the
general
fund,
and
things
like
that
and
also
some
equipment
rental
needs
for
the
sewer
preventive
maintenance
program.
We
never
want
to
be
without
that
because
of
expenditure
pressures.
C
C
I
would
also
like
to
note
this
year
that
we
have
shifted
and
we
are
reflecting
now
60,000
gallons
annually,
but
everyone
using
water,
efficient
fixtures
and
so
forth.
That's
what
we're
actually
seeing
is
more
realistic.
So
if
you
want
to
be
really
optimistic
about
how
things
are
we're
keeping
the
rate
flat
but
because
you're
using
less,
it
actually
costs
less.
C
C
Exide
so,
while
we've
been
able
to
keep
the
budget
at
a
flat
water
sewer
rate
for
19,
this
is
obviously
not
something
we
can
do
every
year
and
will
continue
to
face
increasing
cost
pressures
from
personnel
and
so
forth,
chemicals
and
so
forth
and,
of
course,
the
canoeing
infrastructure
needs.
It
must
be
met
over
the
long
term.
A
C
On
to
stormwater,
then,
all
right
so
for
those
of
you
who
may
be
tuning
in
a
quick
primer
on
the
stormwater
fund,
which
is
only
ten
years
old,
similar
to
the
utility
fund
and
that
it
must
support
the
infrastructure
long-term.
What
makes
it
different,
however,
is
a
more
dynamic
and
evolving
regulatory
environment
and
a
lot
of
new
infrastructure,
including
private
infrastructure,
that
we
then
have
to
certify
and
that
they're
doing
the
inspections
similar
to
the
utility
fund.
We
are
guided
by
a
master
plan
that
was
done,
2014
that
lays
out
our
goal
and
our
strategy.
C
C
There's
a
few
highlights
of
our
major
programmatic
accomplishments
across
the
environmental
infrastructure
programs.
We
have
and
continue
to
accomplish
a
lot
with
the
resources
available
and
have
been
in
the
compliance
lead
here
in
the
Commonwealth
as
the
first
Ms
for
permittee
in
Virginia,
with
bay
pollution
reduction
requirements
we're
about
two
years
ahead
of
the
other
large
counties
and
cities,
and
we
have
met
our
requirements
for
the
first
five
year
cycle,
where
we
got
a
look
ahead
and
given
the
steep
climb
expected
for
compliance
over
three
permit
cycles,
which
is
five
percent.
C
Thirty
five
and
sixty
we've
placed
emphasis
on
our
capital
execution
progress
to
meet
our
TMDL
requirements.
We
ramped
up
the
program
execution,
FY
15
consistent
with
the
stormwater
master
plan
that
was
approved
and
reaching
that
2023
target,
which
is
our
next
one
for
a
total
of
40%,
will
use
a
substantial
amount
of
the
fund
balance.
We
think
we're
on
track.
C
The
third
cycle,
the
60%,
is
a
very
steep
climb
and
our
attainment
will
largely
be
determined
by
our
approach
in
the
next
five
years
and
the
stance
in
the
next
cycle,
because
those
products
do
not
happen
overnight.
In
other
words,
when
you're
choosing
a
strategy
that
requires
you
to
go
seven
times.
As
fast
and
then
twelve
times
as
fast,
we
got
a
camera
think
about
that.
That's
realistic
and
what
pace
we
want
to
really
be
at
as
we
go
into
the
CIP.
C
Our
investment
in
the
plant,
as
you
know,
as
part
of
our
strategy
to
help
us
extend
our
nitrogen
target
or
a
more
realistic
time
frame.
But
ultimately
we
don't
control.
The
level
of
effort
require
the
EPA
dynamics
in
the
bay
modeling.
They
derive
how
and
when
we're
required
to
comply,
and
they
will
update
our
target
number
that
will
drive
things.
C
So,
looking
ahead,
we
will
need
to
have
a
fulsome
look
at
the
capital
needs
over
the
next
ten
years
and
the
timing
of
our
compliance
strategy
when
we
discuss
the
CIP
in
a
few
months
so
that
we
can
meet
that
steep
compliance
curve.
The
hard
and
soft
construction
costs,
including
the
staff
for
project
delivery,
project
management,
engineering
and
so
forth.
C
Of
course,
as
we
build
more
on
the
operating
table,
maintenance
comes
into
the
picture
and
watching
the
compliance
on
private
lands.
There's
a
couple
other
risk
factors,
the
MS
4
and
the
big
cleanup.
They
create
uncertainties
in
the
level
of
effort
needed
and
the
timing.
We
anticipate
a
new
permit
being
issued
in
June
that
may
or
may
not
contain
more
requirements
and
permit
the
updated
Bay
cleanup
requirements
that
are
due
from
EPA.
Also
this
calendar
year
could
require
more
pollutant
reductions
and
work
capital
work
as
we
look
ahead
with
compliance.
C
I
just
want
to
talk
about
enforcement
a
little
bit
and
what
we're
seeing
relative
to
our
permanent.
We
clearly
do
not
want
to
face
enforcement
risk.
Penalties
in
the
region
tend
to
range
from
around
twenty
thousand
two
hundred
thousand.
Sometimes,
with
requirements
for
supplemental
environmental
projects
sometimes
require
increased
staffing.
C
C
So
we're
not
having
a
precedent
yet,
but
it's
not
something
we
want
to
really
test.
Of
course,
most
of
our
infrastructure
is
aging.
It
needs
to
be
on
the
sustainable
replacement
cycle.
So
combined
many
factors
signal
feature
conversation
about
a
rate
increase
and
we'll
talk
about
it
in
that
CIP
context
just
know
we're
not
alone.
This.
Our
neighbors
are
the
same
boat.
In
the
meantime,
we're
doing
all
we
can
innovate
to
keep
the
rates
as
low
as
possible,
while
still
being
reasonably
comfortable
on
that
compliance
curve.
That
includes
leveraging
private
investment
where
it
makes
sense.
C
So
you
may
recall
the
board
last
December
approved
a
water
quality
credits,
task
order.
Contract
yeah
that'll
allow
us
to
purchase
TMDL
credits
from
local
private
efforts
which
may
deliver
them
at
a
lower
cost
and
accelerate
compliance
at
the
same
time,
but
it
also
adds
some
unpredictability
and
when
that
comes
in
because
we
don't
control
the
timing,
so
we
have
to
be
prepared
to
fund
it.
C
C
Okay,
great
thank
you
for
the
Boston
public
parking
garage.
We
financially
managed
the
first
seven
floors
separately
from
the
eighth
level
that
was
added
with
the
ice
Plex
because
of
the
significant
capital
expenditures
in
the
current
fiscal
year
time
to
coincide
with
the
Boston
Quarter
redevelopment.
We
project
a
very
different
financial
picture
for
nineteen
short-story
expenses.
Drop
revenues
are
projected
to
increase
as
the
redevelopment
comes
online
and
that
parking
demand
increases
on
the
eighth
level.
C
While
we
made
no
physical
repairs,
we
used
available
fund
balance
to
help
fund
the
significant,
concrete
repairs
on
the
lower
levels
and
then
also
in
the
budget
book.
There's
kind
of
a
significant
restructuring
of
the
whole
funds.
There's
a
good
write-up
in
the
budget
book
for
those
who
are
interested
in
the
details.
C
Next,
the
auto
fund:
that's
an
internal
service
fund.
We
service
a
total
of
twelve
hundred
sixty
nine
vehicles
right
now,
which
includes
one
hundred
and
seventy
seven
school
buses
ones
shown
here
each
year,
financially,
it's
unique
driven
what
kind
of
buy
what
vehicles
are
due
for
replacement,
how
much
they
cost
where
we
choose
to
defer
replacements
and
so
forth
this
year.
The
two
percent
increase
is
driven
by
the
standard
personnel
increases
and
vehicle
replacement
increases
offset
by
a
reduction
in
lease
purchase
expenses.
C
Finally,
the
print
fund.
It
continues
to
provide
when
I
say,
call
below-market
services
in
terms
of
cost
above
market
customer
service
levels,
and
we
continue
to
make
progress
in
providing
services
within
aps.
Some
of
those
dynamics
are
controlled
by
individual
principles,
so
we
continue
to
work
with
them
and
provide
their
needs
at
our
very
affordable
rates,
helping
their
budget
and
in
the
print
fund.
Financially,
we
had
a
slight
increases
driven
by
personnel
and
contractual
obligations
across
all
these
funds
from
the
department.
C
A
J
You,
madam
chair
and
I,
also
just
wanted
not
to
overlook
the
fact
that
I
think
we
all
really
appreciate.
You
know
how
difficult
crafting
this
budget
was
and
how
you
really
drill
down
to
look
for
the
least
impactful
reductions
and
the
most
impactful
efficiency.
So
I
really
appreciate
that
across
the
board.
So
just
a
couple
of
questions,
mr.
Emmanuel
slide
34,
so
you
mentioned
the
stormwater
tax
rate
and
then
you
said
due
to
the
impact
of
ms4
permit
ches
pay
various
transfers
from
the
general
fund
of
the
stormwater
management
fund
and
capital
requirements.
J
An
increase
in
the
stormwater
tax
rate
will
be
required
in
the
next
several
years.
So
you're
not
saying
over
the
next
several
years,
you're
saying
in
the
next
several
years,
so
is
that
word
choice
to
kind
of
convey
that
there
may
be
a
one.
You
know
how
many
years
of
several
years
and
then
are
you
talking
about
just
a
one-time
adjustment,
maybe
two
or
three
years
from
now
and
and
I
realize.
J
C
We're
on
a
clear
path
of
capital
execution,
which
is
great
we're
getting
the
projects
done,
that
need
to
get
done
to
stay
compliant
that
will
burn
down
the
capital.
Balance
cell
leads
to
an
inevitable
conclusion
that
if
we're
going
to
continue
the
capital
program,
we
got
to
have
money
for
it.
The
timing
of
it
will
be
determined
by
our
capital
execution
and
when
we
propose
a
rate
increase
is
entirely
up
to
the
manager.
If
he
wants
to
do
it
in
a
stepwise
manner
or
in
a
gradual
manner.
C
C
B
We
have
when
the
funn
was
stood
up
are
now
over
10
years
ago.
We
originally
were
at
a
penny,
and
then
we
went
to
1.3
cents
and
what
we
faced
with
our
TMDL
limits
and
permits
going
up
to
where
at
5%
now
and
then
it's
going
up
to
40%
the
demands
on
us
I
hate
to
use
the
phrase.
But
you
know
we've
done
some
of
the
easier
things
some
of
the
capital
projects
that
will
be
coming
in
the
future
will
be
more
complicated
and
necessarily
more
expensive.
B
So
we
have
enough
money
right
now
in
our
fund
to
meet
those
projections
that
we
have
in
the
currently
adopted
CIP,
but
with
the
next
CIP
coming
up
and
projecting
over
the
next
10
years,
it's
clear
to
me
that
we
will
not
have
given
the
current
tax
rate
enough
to
buy
our
way
through
in
capital
improvements
to
where
we
need
to
get
to
the
40%
level
or
even
beyond
that.
So
it
doesn't
necessarily
mean
you
have
to
increase
the
tax
rate.
B
It
mean
you
could
do
other
things
to
do
it,
but
I
think
those
kinds
of
impositions
that
might
be
placed
on
individuals
have
proven
to
be
a
source
sore
point
for
the
community,
so
public
investment
I
think
necessarily
will
probably
have
to
be
increased
in
a
way
that
we
can't
sustain
at
the
current
level.
I,
don't
think
it's
going
to
happen
in
the
next
year
or
maybe
in
the
next
two
years,
but
I'd
say
the
three
to
your
horizon
is
probably
what
we're
looking
at.
Okay.
J
That
I
appreciate
your
thoughtful
response
and,
and
you
know
I'm
sure,
we'll
be
working
together
on
that.
Just
a
fee
question
book,
326
page
898,
you
note
that
there
is
an
infrastructure
availability
fee
charged
to
developers
for
capital
costs
associated
with
adding
new
demand
on
our
systems,
based
on
the
number
of
drainage
fixtures
fixtures
units
added
to
the
system.
J
J
P
The
fee
was
last
increased
in
2013,
but
it
will
be
part
of
our
study
that
we're
about
to
embark
on
on
our
cost
cost
of
service
study
for
the
utility
rates.
So
it
will
be
updated
in
the
coming
years
with
a
very
deliberative
study.
Specifically,
what
it's
intended
to
cover
is
to
cover
the
cost
of
expansion
of
the
system
for
greater
capacity
to
ensure
that
our
existing
ratepayers
do
not
bear
the
burden
of
expanding
the
system.
What
what
do.
P
J
P
Probably
get
started
on
the
we're
in
the
contracting
procurement
phase
right
now,
so
we'll
get
started
this
year.
One
of
the
key
questions
will
be
the
public
engagement
process,
which
is
sort
of
they're
gonna,
be
robust
and
that'll
be
a
key
determinant
and
how
long
in
the
study
goes
on
a
very
it
fair.
J
Fair
point:
okay
and
it
and
my
last
question
so
book
337
and
337
338
and
web
943
944
discusses
our
our
vehicle
fleet
management
and,
of
course,
we
have
vehicle
fleet
management
both
on
the
county
side,
and
we
also
do
that
as
I
understand
it
for
schools
and
as
I
think
as
most
folks
know,
our
independent
county
auditor
is
launching
an
audit
of
our
fleet,
vehicle
management
and
I'm.
Just
wondering
in
terms
of
the
communication
between
our
professional
staff
and
the
auditor.
J
C
Q
So
I've
met
with
Chris
Horton.
On
a
couple
of
occasions.
We've
had
good
conversation
about
the
fleet
in
general.
Specific
topics
have
included
vehicle
tracking
data
management
and
data
security
fuel,
but
in
general,
is
just
been
good,
open
conversation
and
a
recent
phone
call.
He
said
he's
wrapping
things
up
and
he'll
be
back
with
me
shortly.
Okay,.
N
Actually,
I
guess.
My
first
question
is
a
bit
of
a
follow
up
on
the
the
cost
recovery
for
the
storm
water,
enough
storm
water,
sorry
for
water
and
sewer,
and
how
that
works.
So
when
somebody's
doing
an
addition
to
a
home
and
they
if
they
had
a
fourth
toilet
anything
over
over
the
third
get
the
fourth
or
more
you're
required
to
upgrade
your
waterline
coming
into
the
house
to
a
one
inch
water
line,
and
that
has
among
the
costs
other
than
digging
up
your
front
yard,
has
pretty
significant
fees
associated
with
that
cost.
P
The
connection
fees
which
are
so
there's
several
fees
associated
with
our
water
sewer
service,
there's
a
specific
cost
for
a
connection
fee,
which
is
a
full
cost
recovery
for
the
cost
of
our
crews
to
go
out
there
excavate
connect
to
the
main,
so
that's
a
direct
cost
recovery.
The
infrastructure
availability
fee
does
go
into
our
expansion
program,
so
capacity
expansion
account,
but.
P
N
I
would
be
interested
mr.
manager
and
some
follow
up
on
on
that.
So
getting
back
to
the
stormwater
question
that
I
asked
earlier,
I
guess
the
main
way
that
I
want
to
frame
the
this
question
is
that
this
is
something
that
I've
sort
of
had
a
lot
of
conversations
in
the
community
with
over
the
years.
I've
personal
experience
with
it
studied
I,
don't
know
it's
a
very,
very
complicated.
You
know
how
the
federal
law
comes
down
to
the
state
and
then
from
the
state,
and
we've
addressed
this.
N
We've
talked
about
this
on
the
Planning,
Commission
and
I.
Just
want
to
frame
this
in
saying
that
it's
not.
This
is
not
the
time
and
place,
but
we
need
to
have
the
conversation
because
hearing
where
we're
going
where
we're,
as
you
said,
mister
manager,
we've
sort
of
done
some
of
the
easy
things
and
now
we're
looking
at.
How
are
we
going
to
get
even
more
credits
and
try
and
keep
it
cost
affordable?
N
It
is
my
firmly
held
opinion
that
we
are
not
getting
all
the
bang
for
the
buck
that
we
could
of
the
way
that
we
currently
implement
the
stormwater
management
program.
That
we
have
individual
homeowners
and
I
recognize
it's
the
single-family
homes
that
that
are
a
big
part
of
the
problem.
So
they
have
to
be
a
big
part
of
the
solution,
but
we
have
individual
projects
in
single-family
homes,
and
these
can
be
it
can
be
new
home
construction.
A
A
N
H
Very
quickly,
one
question
actually
so
I'm
looking
at
the
fund
balance.
Obviously
it's
not
sustainable.
We
lost
thirty
five
percent
of
it
over
the
last
few
years.
How
I
presume
that
the
point
at
which
this
becomes
a
serious
issue
that
requires
policy
intervention
from
the
board
is
the
point
at
which
the
fund
balance
dips
below
the
current
operating
policy.
For
what
is
it?
Three-Month
reserves,
I.
C
Just
want
to
add
that
there's
an
I
briefly
covered
on
it
and
frankly
I'll
be
working
with
mr.
Augustine
II.
We
started
discussion
on
whether
or
not
we
should
have
any
changes
to
our
policy,
given
that
we
now
have
a
new
variable.
The
new
variable
is
the
storm
water
quality
credits
contract
where
I
can't
anticipate
that
timing.
Okay,
you
know
if
someone
brings
in
a
expensive
project
that
is
of
great
value
for
achieving
our
credits.
I
want
to
be
in
a
position
to
execute
it
when
they
are
ready.
M
A
K
Actually,
not
not
question
I'm
kind
of
finished,
I,
think
I,
I
think
on
the
storm
water
issue.
What
I
think
we're
going
to
need
some
sort
of
briefing
for
the
board
in
general?
We
could
we
can
see.
One
of
the
things
is
I
know
we're
getting
ready
for
the
the
phase
two
phase,
three
Minh,
the
chest.
Bay,
you
know,
cannot
chest
Bay
Committee
actually
chairing
it
this
year
and
hearing
about
where
others
are
we're
so
far
ahead
and
hearing
about
where
we're
supposed
to
go.
K
I
just
I,
think
very
few
communities
in
this
country
are
gonna
be
able
to
afford
the
current
plan.
So
I
think
the
current
plan
is
gonna
change,
which
will
Ajay
it's
got
to
in
some
ways.
So
as
we
move
forward
when
we
get
to
the
CIP,
maybe
some
projecting
is
some
information
about
where
the
rest
of
the
country
is
which
one
might
help
us
decide
a
little
bit.
How
much
we
want
to
worry
about
getting
down
to
those
last
bits
we
do
want
to
protect
the
bay
but
I
think
that
would
be
great
and
I.
K
Also
another
foreshadowing,
I'm,
probably
gonna,
be
coming.
I.
Think
we're
gonna
be
hearing
more
from
people
about
fees,
I'm
getting
people
pulling
me
aside
about
feeling
nickel
and
dimed
about
this
fee.
We
that
recycling
is
kind
of
one
and
I'm
not
going
to
give
you
a
specific
question
now
because
I
like
them
to
come
in
with
it,
but
I
think
we
may
need
to
be
doing
some
pretty
good
explaining
about
how
these
fees
are
working,
because
people
are
starting
to
kind
of
fuss
about
it
and
I.
You
know
you
can
understand
that.
That's
it.
A
Thank
you,
mm-hmm
very
fast
question.
I
noticed
out
of
the
utilities
fund.
There
is
a
suggested
new
FTE
to
be
shared
with
facilities
on
Public
Engagement,
well,
customers
who
have
engaged
with
des
and
the
county
over
the
past
couple
of
years
on
water
costs
feel
the
benefits
of
having
some
more
dedicated
public
engagement,
or
is
that
employee
to
be
used
for
other
things?
No.
C
I
believe
they
will
across
the
board
and
again
what
to
be
clear.
What
we're
doing
here,
when
you
have
a
position,
you've
got
to
kind
of
ground
it
and
a
fund
so
we're
proposing
to
ground
and
the
utilities
fund,
and
they
will
work
on
the
rate
study
that
mr.
Collins
talked
about,
which
will
it
be
significant,
we're
kind
of
coming
together
with
the
whole
work
plan
for
that
position.
There's
also
stuff
going
on
the
facility
side
with
mr.
C
A
Good,
thank
you.
Okay,
we
are
at
our
time
one
of
our
colleagues
unfortunately
had
to
go,
and
we
know
everybody's
got
big
jobs
to
do
so,
I'm
going
to
go
ahead
and
wrap
us
up.
We
will
convene
with
our
next
session
on
the
13th
when
we
meet
with
Parks
and
Recreation,
for
a
number
of
issues
related
to
parks,
recreation
and
urban,
forestry
and
so
on.
Thank
you
very
much
for
all
that.
You
do.
Thank
you
for
the
great
and
fulsome
presentation.