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A
We
are
in
session
good
afternoon.
Ladies
and
gentlemen,
thank
you
for
joining
us
for
today's
budget
work
session,
featuring
the
department
of
community
planning,
housing
and
development,
as
well
as
the
department
of
human
services
and,
of
course,
at
the
intersection
of
both
of
those
a
conversation
about
housing
in
the
fiscal
2023
budget.
We
have
quite
a
few
stakeholders
to
hear
from,
as
is
usually
our
custom
with
cphd
and
dhs,
we're
going
to
begin
today
with
a
presentation
from
cphd.
A
I
think
we
have
mr
williamson
here
to
do
it
and
then
we're
going
to
hear
from
the
planning
commission
vice
chair,
davinci
patel
is
with
us
as
well
as
potentially
the
community
development
citizens
advisory
commission,
we're
still
waiting
to
hear
whether
they'll
be
joined,
if
not,
I'm
sure
they'll
be
sending
us
comments
and
writing.
A
Following
that,
we'll
move
to
a
housing
staff
presentation,
a
joint
presentation,
I
think,
from
cphd
and
dhs
and
then
we'll
have
eric
burkey,
the
chair
of
our
housing
commission.
Finally,
we
will
hear
from
human
services
staff
followed
by
chairs
of
our
commission
on
aging
and
community
services
board,
linda
kelleher
and
jeannette
o'keefe
respectively.
A
So,
thank
you.
So
much
to
everyone
who
has
joined
us
and
advisory
commissions
for
all
of
your
work,
we're
so
glad
to
have
your
perspectives
as
well
as
to
have
members
of
the
teams
from
cpht,
as
well
as
dhs
here
and
virtually
today.
So
colleagues,
just
as
a
heads
up
I'll
plan
to
go
natural
breaks,
of
course,
cphd
planning,
related
commissions,
housing,
housing,
commission
and
then
human
services
and
human
services
related
commissions,
each
with
breaks
for
questions
in
between
okay.
Without
further
ado,
let
me
hit
it,
mr
manager.
Would
you
like
to
yes
all
right.
B
Yeah,
thank
you,
madam
chair.
Before
I
turn
it
over
to
mr
williamson
I
did
want
to.
I
know
I
sent
you
all
a
note
and
we'll
submit
something
formally
for
the
record.
You
know
as
I
go
through
and
prepare
the
budget
this
year
we
had
to
put
pens
down.
B
I
think
it
was
some
sometime
around
the
third
week
of
january
and
we
had
not
yet
completed
all
our
work
on
figuring
out
all
the
resources
that
we
might
need
in
the
housing
division
to
support
the
work
associated
with
our
acquisition
of
our
role
in
assisting
with
the
acquisition
of
the
barcroft
properties.
B
So
today
I
sent
to
you
and
I'll
put
this
in
in
the
record,
suggesting
three
additional
allocations
of
funds
that
were
not
included
in
my
february
12
proposed
budget.
The
first
one
would
be
an
additional
fifty
thousand
dollars
to
be
appropriated
out
of
arpa
funds,
there's
about
a
million
and
a
half
of
unallocated
funds
available
there
to
take
the
right.
Now
we
have
a
hundred
thousand
dollars
set
aside
for
work
on
the
housing
division,
to
hire
a
third-party
contractor
to
form
physical
inspection
of
units
in
our
committed,
affordable
unit
communities.
B
So
to
add
another
50
000
to
that,
so
that
we
could
go
from
800
to
1200
inspections.
That
would
get
us
to
about
20
percent
of
the
entire
portfolio.
I
think
that's
a
good
start
and
then,
in
addition,
taking
a
look
at
the
columbia
pike
tax,
increment
financing
district.
There
is
currently
about
two
point.
There
will
be
about
2.3
million
dollars
available
there
and
that
the
purpose
of
the
tiff
stated
when
it
was
adopted
was
to
help
fund,
affordable
housing
initiatives
in
the
area
and
use
those
funds
to
allocate
for
additional
staff.
B
Two
additional
staff,
one
which
would
be
a
principal
development
specialist
for
the
development
team
and
the
other,
which
would
be
a
compliance
coordinator
for
the
asset
management
team-
and
I
know
mr
williamson
and
miss
vanessa
are
here-
can
go
into
greater
detail.
But
I
wanted
to
get
that
out
front
because
we
have
some
really
a
big
significant
amount
of
work
coming
forward
for
housing.
So
with
that
introduction
and
I'm
happy
to
turn
it
over
to
mr
williamson.
C
Great
thank
you
mark
thanks
for
the
introduction
and
thank
you
county
board
members
for
having
us
here
today.
In
addition
to
myself,
we
have
the
department's
leadership
team
to
assist
in
any
questions
that
you
might
have
after
this
presentation,
just
to
remind
the
board
and
for
folks
out
there.
The
mission
of
cphd
is
to
promote
the
improvement
conservation
and
revitalization
of
arlington's
physical
and
social
environment.
C
Zoning
is
overseen
by
our
zoning
administrator,
arlova
vonnam
inspection
services,
with
our
chief
building
official
sharira
miri
and
cynthia
hernan,
who
oversees
our
business
operations
division
under
the
director's
office.
We
have
the
research
and
strategic
initiatives
group
led
by
jill
hunger
and
our
communications
and
engagement
team
led
by
erica
moore.
I
want
to
thank
them
for
their
hard
work
this
past
year,
as
well
as
everyone
in
cphd.
C
C
So,
throughout
the
past
year,
cphd
was
able
to
continue
to
function
at
almost
full
pre-pandemic
capacity,
using
virtual
operations
and
in-person
modifications
that
follow
health
guidelines.
It
is
a
testament
to
the
dedication
and
professionalism
of
this
department
that
they
were
able
to
continue
to
deliver
high
quality
services
and
meet
the
needs
of
the
greater
arlington
community.
C
I
also
want
to
reconnect
recognize
our
volunteers
in
the
community
who
have
worked
very
hard
to
further
shape
the
work
that
we
do.
We
would
not
be
as
successful
without
them,
so
this
side
in
front
of
you
is
intended
to
highlight
some
of
our
major
accomplishments.
Over
the
past
year
with
tremendous
county
support
in
december,
we
were
able
to
ensure
that
over
1300
units
would
remain
affordable
to
families
in
the
barcroft
community.
C
I
believe
this
is
one
of
the
most
impactful
affordable
housing
decisions
the
county
has
ever
made,
and
I
applaud
staff,
the
county
manager,
the
property
owner,
the
community
and
the
leadership
of
the
county
board
for
making
this
happen.
In
addition
to
barcroft,
we
preserved
an
additional
294
units
as
affordable
at
park.
C
In
addition
to
the
work
completed
in
the
past
year,
cphd
has
a
number
of
important
and
impactful
projects
and
studies
underway
that
will
reach
their
conclusion
in
the
coming
year.
This
represents
work
for
which
there's
there
has
been
and
will
continue
to
be
broader
stakeholder
outreach
and
opportunities
for
community
input.
C
C
So
before
I
get
into
the
budget
proposal,
I
do
want
to
spend
a
few
minutes
on
our
work
related
to
race
and
equity
for
the
department.
I
think
the
best
way
to
present
this
is
through
the
the
different
phases
outlined
in
the
race
and
equity
framework.
The
four
phases
include
normalize,
organize
operationalize
and
assess
it's
important
to
note
that
the
four
phases
are
not
meant
to
be
linear,
but
run
concurrent
as
we're
doing
many
things
simultaneously.
C
C
There
will
also
these
sessions
with
the
department
will
also
complement
the
modules
and
training
that
are
occurring
at
the
county.
Wide
level
as
we
organize
another
goal
for
2022
is,
is
to
establish
a
departmental
core
racial
equity
team,
with
a
clear
structure,
mission
and
action
plan
for
work
related
to
racial
equity.
C
In
terms
of
operationalizing,
this
list
in
front
of
you
is
not
an
exhaustive
list,
but
it
provides
examples
of
projects
that
we're
currently
working
on
the
work
around
these
projects
will
consider
and
address
the
five
questions
around
race
and
equity,
who
benefits
who's
burdened
who's
missing.
How
do
we
know,
and
what
do
we
do?
The
efforts
range
from
the
broadband
study
that
will
determine
the
digital
needs
of
our
most
vulnerable
residents
to
the
missing
middle
study,
whereby
we'll
be
bringing
zoning
recommendations
to
by
the
end
of
the
calendar
year.
C
That
will
identify
where
new
housing
types
and
forms
could
be
achieved
to
the
development
of
equity
development
principles
that
will
help
guide
our
special
exception
projects
for
decades
to
come
as
new
projects,
policies,
procedures
and
practices
are
in
place,
we
will
then
assess
how
we
are
achieving
our
objectives.
Around
equity.
C
Assessing
data
is
key
here
and
will
require
us
to
build
in
metrics
to
measure
our
outcomes
as
we
do
this,
we
may
need
to
rethink
our
strategies
if
they're
not
successful.
These
efforts
must
be
incorporated
and
institutionalized
in
everything
we
do
and
as
department
director.
I'm
committed
to
make
sure
that
this
happens
within
cphd.
C
So
as
we
get
into
our
budget
proposal,
that's
in
front
of
you
today
and
building
off
the
previous
slides
that
I
just
discussed.
The
fy
23
budget
reflects
the
county
board
and
the
county
manager
priorities
around
equity
and
affordable
housing.
We
plan
to
continue
significant
investment
and
support
the
affordable
housing
investment
fund.
C
Let's
get
started
with
our
general
fund
so
on
this
slide,
expenses
for
fy23
include
one-time
funding
associated
with
housing
inspections,
similar
to
what
we're
doing
in
fy22
we're
requesting
a
hundred
thousand
dollars
for
a
third-party
vendor
to
conduct
additional
inspections
of
our
calf
properties.
This
will
get
us
a
bigger
sample
size
of
unit
conditions.
C
A
bigger
sample
will
allow
us
to
better
understand
the
issues
and
the
needs
from
a
resident
perspective
and
have
earlier
intervention
if
needed
this
furthers.
Our
commitment
to
resident
support
and
ann
vanessa
will
provide
a
little
bit
more
information
when
she
provides
her
presentation
with
dhs
on
this.
C
So
moving
to
revenues,
revenues
for
fy23
show
a
20.7
projected
increase
from
fy
22..
This
is
due
in
part
to
an
increase
in
site
plan
activity.
In
addition
to
keep
up
with
annual
increases
in
personnel
costs,
we're
adding
a
four
percent
inflationary
increase
to
planning
related
fees
in
terms
of
staffing
and
recruitment
under
the
general
fund.
Fortunately,
we
have
not
been
experiencing
any
major
challenges
in
that
area
and
under
those
job
classifications.
So
we're
very
fortunate
in
that
respect.
C
C
So,
to
break
this
further
down,
the
increase
in
site
plan
activity
will
bring
in
a
projected
one
hundred
ninety
nine
thousand
dollars
above
fy.
Twenty
two
adopted
applying
a
four
percent
increase
to
revenue,
brings
in
an
additional
forty
six
thousand
dollars
to
the
general
fund.
As
part
of
our
budget
proposal,
we
are
recommending
a
fee
decrease
in
our
landscape
plan
reviews.
C
The
current
fee
does
not
accurately
reflect
the
work
associated
with
this
type
of
review
and
we're
reducing
it
accordingly.
This
will
generate
a
projected
decrease
around
sixteen
hundred
dollars
and,
finally,
the
fy23
proposed
expenses
reflect
the
one
hundred
thousand
dollars
we're
requesting
for
the
third
party
inspections
that
was
discussed
at
the
previous
slide.
C
This
slide
presents
our
request
to
be
paid
by
arpa
funds
for
fy
23.
150
000
will
be
put
towards
the
broadband
study
that
will
allow
us
to
comprehensively
assess
with
more
specificity.
The
digital
divide
needs
of
our
arlington
residents
and
identify
strategies
on
how
to
address
them.
These
funds
will
supplement
general
fund
dollars
that
were
provided
in
fy
22..
C
The
broadband
study
is
currently
in
the
procurement
process
and
we
hope
we
get
a
qualified
firm
that
will
be
selected
soon.
We're
also
requesting
thirty
thousand
dollars
in
arpa
funds,
in
support
of
mediation
and
dispute
resolution
for
residents
and
calf
properties
and
consistent
with
mark's
message
up
front.
We
will
be
allocating
additional
fifty
thousand
dollars
in
our
funds
toward
housing
inspections.
C
So,
as
we
look
at
this
budget
and
budgets
down
the
road
for
the
general
fund,
we
will
need
to
determine
the
most
effective
model
for
housing
inspections
and,
in
general,
the
continued
needed
meeting
our
affordable
housing
goals
and
objectives,
including
our
approach
in
meeting
the
needs
of
our
most
vulnerable
residents.
C
As
we
look
down
the
road
with
respect
to
federal
dollars,
federal
budgets
can
be
unpredictable
and
may
present
challenges
that
we
didn't
anticipate.
If
there
are
decreases
in
federal
funding
down
the
road,
we
will
need
to
develop
alternative
funding
strategies
to
achieve
our
housing
and
community,
develop
development
objectives.
C
So
before
presenting
the
more
detailed
budget
changes
related
to
the
development
fund,
I
do
want
to
spend
a
minute,
or
so
on,
some
of
our
major
challenges
regarding
the
development
fund
to
provide
you
with
a
little
bit
more
context
and
understanding.
C
Since
last
year,
our
expenditures
started
to
exceed
our
revenues
due
to
increased
non-personnel
and
personnel
costs
associated
with
the
permit
arlington
system.
These
additional
costs
were
expected,
but
still
have
an
impact
on
the
overall
budget.
In
addition,
we've
added
positions
in
the
past
few
years
to
keep
up
with
day-to-day
customer
service
levels
throughout
isd
and
zoning,
furthering
the
pressure
on
the
development
fund.
C
We
believe
that
there
are
three
major
reasons
why
we
are
challenged
and
why
additional
resources
are
needed
at
this
time.
The
first
is
that
projects
have
become
more
complex
from
a
construction
perspective
and,
second,
due
to
changes
in
the
construction
industry,
skill
level
has
decreased
across
the
nation.
C
Both
of
these
conditions
necessitate
a
tremendous
amount
of
existing
time
and
energy
with
our
customers
and
in
some
instances,
depending
on
the
project,
we
spend
more
time
figuring
out
how
best
to
accommodate
innovative
designs
with
the
building
code
and
then
determining
how
best
to
process
them,
review
them
and
inspect
them.
We're
spending
more
time
now
solving
complicated
problems
and
educating
educating
our
customers
than
ever
before.
C
We
currently
have
eight
vacancies
between
the
two
divisions
and
finally,
the
third
reason:
that's
that's
based.
The
third
major
reason
is
that,
based
on
our
development
pipeline,
we're
also
projecting
an
increase
of
work
in
the
second
half
of
fy
22
throughout
fy23
and
possibly
into
fy
24,
which
compounds
the
challenges
that
we
just
discussed
to
address.
All
of
this,
we
are
proposing
an
increase
in
ftes
between
fy22
and
fy23,
to
maintain
in
some
areas
and
in
some
areas
improve
customer
service
levels.
These
ftes
will
be
a
combination
of
permanent
and
temporary.
C
The
temporary
employees
are
designed
to
get
us
over
the
hump
of
work
that
we're
expecting
in
the
next
year
and
a
half
or
so.
In
addition,
similar
to
the
planning
fees
previously
discussed,
we're
also
recommending
a
four
percent
inflationary
increase
to
all
zoning
and
isd
fees
in
order
to
keep
up
with
personnel
costs.
The
increase
in
projected
development
activity
and
the
fees
generated
from
it
will
help
support
the
ftes
that
are
needed.
C
C
We're
also
applying
a
four
percent
inflationary
increase
to
all
isd
and
zoning
fees.
Expenses
have
increased
as
we're
adding
16
additional
positions
for
fy23
and
various
work
areas
between
isd
and
zoning
to
break
this
down
a
bit
further.
The
projected
increase
in
revenue
from
fy22
is
close
to
1.8
million
dollars
in
terms
of
expenses.
We
are
recommending
eight
permanent
ftes
and
nine
temporary
employees.
C
In
terms
of
overall
impact,
the
additional
positions
will
maintain
or
slightly
increase
current
service
levels
for
fy23,
once
positions
are
filled
and
employees
are
trained,
which
is
going
to
be
a
challenge
on
its
own.
We
anticipate
that
current
service
levels
across
the
board
will
be
improved
throughout
fy24.
C
C
These
positions
will
also
allow
us
to
improve
our
ability
to
manage
complex
projects,
be
more
efficient
and
collaborative
and
ensure
that
we
maintain
our
highest
standard
in
building
safety.
Although
most
service
levels
will
be
maintained
in
fy
23,
there
will
be
some
increases.
That
will
be
more
immediate.
We
anticipate
a
20
decrease
in
the
number
of
days.
Code
enforcement
inspections
are
completed,
a
15
reduction
in
the
response
time
to
zoning
enforcement
complaints
and
a
33
decrease
decrease
in
the
number
of
days.
It
takes
to
complete
sign
reviews
in
fy
23.
C
These
positions
will
also
allow
us
to
create
and
support
an
in-person
customer
service
center
to
support
customer
needs.
The
customer
service
center
will
create
a
centralized
locati,
create
a
centralized
location
for
in-person,
permit
related
inc
inquiries
for
those
with
limited
access
to
technology.
C
The
center
will
focus
on
application
and
account
creation
assistance,
self-service
research
stations
and
general
advice
on
the
steps
in
the
permit
process
across
isd,
zoning
and
des
development
services,
and,
as
you
know,
since
the
start
of
the
pandemic,
all
services
went
online.
This
was
a
great
accomplishment
at
the
time.
However,
now
looking
at
this
through
an
equity
lens,
there
are
residents
and
businesses
that
are
challenged
with
technology
and
access.
C
The
in-person
center
gives
us
the
ability
to
serve
residents
and
small
businesses
and
personally
troubleshoot
potential
problems
with
their
projects
in
a
more
personalized
way.
The
unified
approach
to
customer
experience
with
the
appropriate
staffing
will
provide
efficiencies
in
all
areas
within
the
three
organizations.
C
C
These
deliverables
make
up
around
25
percent
of
all
the
permits,
but
they
are
the
most
complex
in
terms
of
the
business
process.
I
want
to
recognize
debbie
albert
and
the
entire
permit
arlington
team
for
all
their
hard
work
on
this.
The
remaining
records
for
permit
arlington
relate
to
code
enforcement,
and
we
hope
that
we
can
accomplish
those
by
the
first
half
of
next
year.
So
there's
light
at
the
end
of
the
tunnel
for
permit
arlington
in
terms
of
key
budget
considerations,
the
fund
continues
to
experience
pressure
from
permit
arlington.
C
A
D
Yes,
good
afternoon,
chair
crystal,
how
are
you
good?
Thank
you
so
much
for
joining
us
today.
Thank
you
so
good
afternoon,
vice
chair,
dorsey
members
of
the
county
board
and
county
manager
mark
schwartz.
It's
a
pleasure
to
be
here
with
you
today
and
I
send
my
or
chair
weir
sends
his
apologies.
He
could
not
be
here
today
to
provide
thoughts
on
the
proposed
cphd
budget.
D
I
wanted
to
say
that,
after
discussion
with
mr
purely
wanted
to
address
a
couple
of
points
and,
of
course,
reserve
the
opportunity
to
provide
additional
written
thoughts
after
further
consultation
with
the
commission
as
an
initial
matter
and
as
we
discussed
at
our
work
session
a
few
weeks
ago,
the
commission
is
grateful
for
the
hard
work
and
diligence
of
county
staff.
D
D
So,
with
regards
to
the
first,
the
commissioners
for
some
time
advocated
to
allocate
resources
for
consulting
to
provide
the
division
additional
bandwidth
to
meet
current
needs,
to
advance
timing
on
policy
guidance
or
to
provide
outside
expertise
on
matters
for
division
consideration,
and
I
will
provide
an
example
from
last
night's
commission
meeting
that
extended
to
nearly
11
pm
one
area.
That's
come
before
the
commission
at
least
three
times
in
the
past
three
years
is
hotel
conversion.
D
We
also
believe
that
the
county
should
provide
the
division,
additional
resources
to
allow
staff
to
intentionally
integrate
an
equity
lens
as
to
development
and
planning,
and
I
will
provide
two
quick
examples
in
terms
of
what
we
are
anticipating
here.
The
first
is
providing
resources
for
the
division,
to
work
with
stakeholders
on
developing
guiding
principles,
to
understand
the
equity
impact
on
planning
and
development
proposals
and
projects,
and
I
want
to
be
clear
here
to
say
that
this
is
not
saying
that
the
division
is
not
considering
equity
in
its
methodology.
D
A
You
so
much
vice
chairman
patel,
really
helpful,
and
thank
you
for
a
couple
of
good
specific
questions
for
us
to
follow
up
on.
I
think
so,
colleagues,
we'll
move
on
a
conversation
with
board
members.
We'll
start,
as
is
our
emerging
practice
with
a
round
of
inquiries,
while
I'm
waiting
for
lights
to
come
on.
I
wanna
pick
up
on
one
of
the
themes
that
commissioner
patel
raised,
which
was
the
point
about
hotel
conversions.
A
This
is,
I
think,
a
a
strong
issue
or
an
interest
to
the
county
boards,
as
well
as
the
planning
commission,
whether
or
not
they
are
welcome.
They
continue
to
come
before
the
county
and
I
think
we
are
all
eager
to
see
some
guidance
rooted
in
the
type
of
study
that
commissioner
patel
had
described
in
terms
of
impacts
for
a
housing
market.
Hospitality
industry,
maybe
best
practices
from
other
jurisdictions
about
handling
these
types
of
requests.
A
I
had
not
heard
that
that
the
staff
study
we
had
asked
for
would
take
potentially
as
long
as
two
years
from
now.
It
makes
sense,
given
everything
else
on
the
plate,
but
I
am
very
interested
in
the
solution
that
she
had
advanced
for
our
consideration,
which
is:
could
this
be
something
that
could
be
undertaken
with
some
consulting
support
and
potentially
expedited?
Given
the
interest
in
our
development
community
to
bring
more
of
these
hotel
conversion
requests
forward?.
C
I
think
bringing
on
consultant
support
can
always
help
in
terms
of
bringing
projects
forward
a
little
bit
earlier.
I
was
actually
talking
to
mr
fusarelli
just
earlier
today
about
that.
Just
about
that,
because
you
will
be
hearing
a
hotel
conversion
case
later
in
march.
At
your
board
meeting
yeah,
I
think
additional
consultant
dollars
could
be
helpful.
We
would
have
to
go
back
and
kind
of
see
how
that
kind
of
plays
out
with
all
the
other
priorities
that
are
on
our
work
list,
but
we,
you
know
we
can.
C
We
can
figure
out
whether
that's
a
possibility
and
and
and
and
just
see
where
it
all
fits
in
with
the
work
plan.
Okay,.
A
That
would
be
terrific
and,
if
that's
something
you
could
follow
up
with
us
about,
that
would
be
really
helpful
as
we
deliberate
and
potentially
allocations
of
one-time
money
and
that
type
of
thing,
as
we
start
to
close
in
on
april.
So
thank
you.
In
the
meantime,
microphone
lights
abound,
we'll
start
with
mr
dorsey
and
work
our
way
around
the
table.
E
Thank
you,
madam
chair,
so
question
about
the
the
new
budget
allocations
that
mr
schwartz
introduced
at
the
outset.
So
the
enhanced
capacity
in
anticipation
of
increased
development
activity,
it's
great
glad
we're
getting
in
front
of
it,
but
just
some
questions
about
the
way
this
is
going
to
work,
given
that
some
of
that
capacity
is
being
funded
by
the
columbia
pike
tiff
for
the
principal
development
specialist
you
identify
both
crystal
houses
and
barcroft.
E
Obviously,
barcroft
is
in
park
shirlington
and
park
trailing.
Thank
you.
So
one
of
those
is
in
the
target
area,
at
least
funded
by
the
tif.
The
other
two
are
not
so.
E
B
Actually,
I'm
going
to
ask
anne
to
cut
if
she
can
come
up
and
answer
that,
because
we've
gone
through
a
very
specific
set
of
work
plan
requirements
that
she
has
and
there's
more
than
enough
work
on
columbia
pike
to
keep
this
new
person
busy.
But
she
she
has
this
all
memorized
on
the
inside
of
her
eyelids.
I
think.
F
Is
this
on?
Okay
sure,
I'm
happy
to
respond
to
that.
So,
as
mr
schwartz
said,
we've
had
a
lot
of
conversations
about
how
to
best
support
the
work
that
we
have
coming
forward,
both
to
continue
at
current
levels,
but
actually
to
even
go
beyond
what
we're
currently
doing.
And
so
the
idea
behind
using
that
particular
funding
source
really
is
that,
while
that
source
is
specific
to
columbia,
pike,
barcroft
being
along
columbia
pike,
we
think
that
that's
going
to
be
demanding
a
lot
of
staff's
resources
over
the
next
couple
of
years.
F
So
that
is
one
justification,
but
also
just
in
general.
We
do
see
a
lot
of
potential
growth
along
the
pike
and
really
just
the
ability
to
keep
up
with
that
using
these
new
resources
that
it
really
is
an
opportunity
again
to
to
be
able
to
do
that.
But
the
biggest
justification
really
is
the
addition
of
barcroft
to
our
portfolio
and
the
addition
additional
work
that
that
will
bring
to
our
staff.
E
Yeah
in
full
recognition
that
the
work
currently
is
not
being
funded
by
by
tif
dollars
and
and
the
work
has
been
in
existence
and
will
continue.
I
just
think
it'll
be
important
for
us,
as
we
move
forward
to
you
know
document
in
some
capacity
that
these
additional
this
additional
staff
capacity
very
much
enabled
attention
to
activity
in
in
columbia
pike
so
that
we
don't
sort
of
set
a
de
facto
precedent
that
we
just
increased
capacity
with
tiff
funds
and
the
benefits
accrue
broadly.
So
thank
you
for
that
sure.
G
Thank
you.
Actually,
I
was
after
the
same.
Barcraft
is
a
huge
challenge.
It's
it's
an
unusual
challenge
because
we
have
to
plan
there
for
an
entire
neighborhood
right
and,
in
addition,
the
the
current
owner
of
barcroft,
as
as
far
as
we
have
been
informed,
has
a
tight
plant
timeline
to
to
deliver
a
master
planning
this
place,
and
I
do
believe
that
this
poses
a
lot
of
challenges
for
us
in
terms
of
you
know
following
the
pace
here.
G
So
do
you
think
that
this
is
really
enough
of
an
allocation
of
additional
resources
there?
I
would
like
to
add
to
that.
So
urban
design,
for
example,
is
one
part
of
what
we
do.
Urban
design
has
been
steady
on
three
ftes.
However,
we
see
that
a
lot
of
our
our
initiatives
right
now
from
missing
middle
to
longstand
and
now
bar
removed,
etc.
G
Also,
you
know,
we've
seen
that
we've
seen
how
important
the
input
from
urban
designers
was
and
the
discussion
about
major
sector
plans-
and
we
have
a
few
in
front
of
us
still
do
you
think
that
this
is
the
appropriate.
G
C
Sure,
maybe
we
could
speak
to
the
the
barcraft
question.
First,
I
can
speak
to
urban
design.
F
So,
in
terms
of
whether
the
the
resources
that
we're
proposing
through
the
columbia,
pike,
tiff
that'll,
be
sufficient
to
keep
up
with,
you
know
not
only
barcroft,
which
is
coming
online,
but
also
just
really
all
the
properties
that
we
have
along
the
pike.
We
all
remember,
serrano,
very
well,
and
the
num,
you
know
just
the
amount
of
resources
that
that
took
in
our
response,
I
would
say
for
now:
this
is
an
estimate.
F
You
know
we're
still
trying
to
learn
through
gyre
lynch's
acquisition,
what
the
needs
really
are
at
the
barcroft
property
and
again
what
additional
growth
opportunity.
This
might
bring,
not
only
at
that
site,
but
really
along
the
rest
of
the
pike,
and
so
I
would
say
the
short
answer
to
your
question
is
for
now
we
we
anticipate
that
this
will
at
least
be
a
good
start
to
what
we
hope
to
do
there.
But
it
is
something
that
we're
keeping
an
eye
on,
and
you
know
we
will
continue
to
check
in
with
county
leadership.
F
H
It's
garvey,
yeah
I'll
I'll,
just
continue
a
little
on
barcroft
real
quickly
with,
and
then
I
have
I'll
slip
in
a
question
too.
If
I
can-
and
thank
you
so
much
on
you
know,
I
think,
have
we
considered
doing
something
like
an
rfi
for
farcroft,
I
mean,
I
think,
where
we're
headed
it's
it's
so
exciting.
It's
so
huge
that
the
opportunities
of
doing
something
really
different
and
special
and
a
model
for
the
nation,
possibly
the
opportunities,
are
incredible
hard
to
do
that
kind
of
thinking.
H
When
you're
trying
to
put
out
fires
every
day-
and
I
just
occurred
to
me-
you
know
that
possibly
something
like
an
rfi
for
to
go
out
to
see
what
kind
of
ideas
we
might
get
little
crowd.
Sourcing
of
ideas
might
be
a
thought.
I
don't
know
if
that's
something
you've
considered
at
all,
I'm
not
giving
you
direction
or
anything
like
that.
I'm
just
it
just
has
occurred
to
me
that
that
might
be
helpful
and
might
be
appropriate
for
something
like
this.
F
So
so
the
master,
financing
and
development
plan
that
is
being
developed
now
is
a
plan
that's
led
by
the
owner
and
the
development,
the
the
phasing
the
development
potential
and
so
on
that
would
be
realized
at
the
site
really
again
is
being
led
by
unjair
lynch
and
his
team.
F
So
the
role
that
the
county
is
playing
and
into
your
idea
really
is
to
help
inform
those
efforts
and
and
really
to
talk
to
them
along
the
way,
be
an
influence,
and
so
I
think
ideas
such
as
that
one,
that's
something
that
we
can
definitely
take
to
them
and
we
can.
We
can
discuss
with
them
for
the
master,
financing
and
development
plan.
The
schedule
is
ambitious,
as
we've
talked
about,
and
so
they
are
required
to
bring
something
back
to
the
county
this
year,
so
in
2022,
for
our
consideration
and
and
eventually
for
implementation.
F
So
there
are
opportunities
to
amend
that
plan
along
the
way,
and
I
think,
as
we
learn
more
about
the
site,
you
know
we
may
want
to
explore
amendments
to
that
original
plan
that
they're
developing
now.
F
So
I
think,
if,
for
some
reason,
a
great
idea
comes
along
a
year
from
now,
there
is
an
opportunity
to
incorporate
that,
but
that
is
something
that
we
can
definitely
take
back
to
them.
That
suggestion
of
you
know
how
to
go
out
into
the
universe
and
and
get
some
bigger
ideas,
if
that's
something
that
they
wish
to
do.
Thank.
I
H
It's
just
such
an
opportunity,
and
I
really
think
you
know
it
would
be
great
to
get
some
good
ideas.
So
thank
you
and
I
know
we'll
get
a
lot
of
good
ideas.
The
question
is
probably
back
from
mr
williamson
again.
Thank
thank
you
so
much
miss
vanessa,
and
that
was
just
on
the
the
end
of
the
comprehensive
planning.
There
was
a
statement
about
how
the
public
facility
planning
has
been
delayed
continues
to
be
on
hold
until
further
direction
is
provided
and
also
talking
about.
H
The
remaining
phase
of
the
child
care
initiatives
is
still
kind
of
put
off
for
further
work.
So
my
question
is:
what
further
direction
are
you
waiting
for
on
the
public
facility
study?
Exactly?
What
does
that
mean?
I
mean:
is
that
the
manager
is
that
us
I
I
should
probably
know,
but
I
don't
and
then
the
other
question
is
on
the
child
care
initiative.
That's
something
else
where
a
consultant
might
move
that
along
a
little
faster.
C
Yeah
on
the
public
facility
side
of
things
a
year
or
two
ago,
there
was
a
decision.
I
think
everyone's
involved
in
these
decisions
around
the
public
facilities,
but
we
did
pause
some
of
our
work.
I
know
that
the
jfac,
for
example,
is
still
moving
forward
and
doing
their
work
and
we're
providing
somewhat
limited
staff
support,
but
we
are
providing
some
staff
support
in
terms
of
the
logistics
of
those
meetings
and
helping
do
a
bit
of
research.
C
They
have
been
busy
doing
what
they
need
to
do
in
terms
of
their
work
plan
in
in
doing
research
around
what
other
other
local
jurisdictions
do
related
to
public
facilities
planning,
what's
the
best
model,
all
the
the
best
models
and
so
forth
with
respect
to
the
the
child
care,
I
think
that
was
discussed
at
the
last
work
at
last
month's
work
session,
and
I
think
we
do
have
that
scheduled
in
for
I
think
a
year
from
now
or
it's
on
it's
it's
on
the
second
tier
I
believe-
and
you
had
requested,
that
we
can
reconsider
moving
that
up,
and
I
know
that
we're
currently
working
on
on
that.
C
C
H
C
If
I
may
go
back
to
mr
carantona's
question
around
urban
design,
because
I
don't
think
that
got
answered,
if
that's
okay,
thank
you
for
that
question,
so
urban
design
has
always
been
a
soft
spot
with
me.
I
come
from
the
planning
and
design
world,
and
so
I
understand
the
importance
of
it,
and
so
I
do
appreciate
the
question
you.
I
have
had
these
conversations
with
mr
fusarelli
about
their
their
staffing
needs,
especially
in
the
urban
design
area.
C
C
I
did
need
to
make
recommendations
on
where
I
think
the
resources
really
should
go
and
where
the
priorities
are,
and
I'm
not
saying
urban
design
isn't
a
priority,
but
I
think
it's
something
that
we
can
manage
right
now
with
the
resources
that
we
have,
and
I
I
it's
my
intention
that
we
would
revisit
that
need
for
the
for
next
year's
budget,
because
I
think
I
think
you're
right
there
is
a
growing
need
there.
C
G
A
I
wanted
to
put
a
finer
pointer
follow-up
on
ms
garvey's
point
about
the
the
use
of
consultants
too,
with
the
reprioritizing,
the
child
care
initiative,
recommendations
and
I'll
just
note
thanks
actually
to
ken
vacca
who's
no
longer
with
the
county.
A
We
have
a
really
excellent
research
report
about
land
use
and
child
care,
which
I
think
gives
us
some
good
marching
orders
on
where
two
next
and
I
think,
one
of
the
areas
where
we
could
most
be
aggressive
with
some
some
input
from
cphd
would
be
about
thinking
about
child
care
and
how
to
incentivize
child
care
or
maybe
even
affordable
child
care.
During
the
site
plan
review
process,
I
don't
think
we
really
have
a
framework
for
conceiving
of
it
as
a
community
benefit
right
now.
A
So
if
and
as
you
guys
are
sort
of
scoping
out
how
to
to
prioritize
if
we
were
to
put
kind
of
that
narrower
there's
narrower
parameters
around
it,
I
think
that
particular
task
of
cons
how
to
conceive
of
child
care
as
a
community
benefit
insight
plan,
could
could
do
a
lot
of
good.
That's
a
big
bang
for
the
buck
area.
I
think.
C
Yeah,
we
would,
you
know
once
we
developed
this
a
more
detailed
scope
of
work.
We
would
share
that
with
the
county
board
to
make
sure
that
we've
captured
everything
that
we
think
we
need
to
capture
fantastic.
I
I
Some
of
them
are
in
inspection
services
and
some
of
them
in
and
maybe
we
could
put
it
up
there
if
it's
possible,
but
inspection
services
and
zoning
will
those
be
touching
the
areas
of
existing
calves
at
all
or
not
because
there's
there's
these
number
of
of
new
positions,
they're
funded
by
the
development
fund.
It's
21.
yeah,
so
isd,
zoning
code,
the
code
enforcement
inspectors
and
then
perhaps
the
zoning
will
any
of
that
be
touching
the
existing
calves.
Or
is
that
really
focused
on
prospective
development
going
forward?
This.
I
C
Us
that
is
the
goal
is
to
bring
it
all
together
and
and
help
coordinate
all
of
that
work,
not
only
the
internal
work
that
needs
to
be
done
as
it
relates
to
inspections,
but
as
we
bring
on
third
third-party
event,
a
vendor
that
are
also
doing
inspections,
that
needs
to
be
coordinated
and
there
needs
to
be
follow-up,
and
especially
if
there
are
situations
that
are
occurring.
We
need
that
that
staff
to
help
to
address
those
issues.
I
Great,
thank
you.
I
have
one
other
question
and
I'm
done.
I
can
also
wait.
So
the
question
is
about
ms
patel's,
how
the
miss
patel's
point
about
expanding
community
engagement
related
to
equity
and
then
I
think,
there's
a
communications
to
specialist
position.
That's
in
the
draft
budget.
I
Do
you
have
thoughts
about
miss
patel's
question?
You
know
she
mentioned
sbrc,
which
could
be
related
to
the
guiding
principles,
but
it
also
you
know
we
do
want
to
continue
to
expand
community
engagement,
and
I
didn't
know
if
that
communications
position
that
is
in
the
draft
budget
was
for
those
same
purposes
or
if
it's
related
or
if
you
have
thoughts.
C
It
it
is,
I
would
say
that,
one
in
general,
we
need
additional
capacity
in
communications
and
engagement,
but
particularly,
we
need
to
bring
additional
capacity
on
to
even
make
our
engagements
more
fulfilling
and
ensuring
that
we
reach
the
people
that
typically
aren't
part
of
the
process
and
making
sure
that
we
develop
these
strategies
to
reach
certain
folks
and
populations
out
there
and
bring
them
in.
I
C
There's
been
lots
of
conversations
without
the
communications
team,
with
erica
moore,
and
particularly
with
the
division
chiefs
with
anthony
fuscarelli,
with
ann
venezia
with
chikuae
najoku,
especially
those
divisions
who
do
a
lot
of
engagement
with
the
community.
What
are
those
strategies?
What
do?
What
can
we
additionally
do
to
get
our
our
word
out
there
and
engage
them
appropriately,
and
so
that
is
the
the
purpose
of
bringing
on
additional
capacity
great.
Thank
you.
A
Thanks
and
mr
differential,
I'm
glad
you
asked
about
the
compliance
coordinator,
that's
one
that
had
most
kind
of
caught
my
eye
as
well,
and
I
know
that
that
is
sort
of
substantiated
by
a
really
aggressive
body
of
work
that
ms
venezia
and
her
team
took
on.
I
think
to
think
about
the
future
of
tenant
support,
as
well
as
compliance
or
or
in
inspections
with
the
future
of
calves
and-
and
I
this
is
landscape.
That
seems
to
me
to
be
changing
pretty
fast
in
terms
of
communities.
A
Expectations
of
what
the
county
will
inspect
for.
I
think
traditionally,
we've
relied
on
isd
right
to
sort
of
enforce
compliance
with
the
building
code
of
virginia,
and
I
think
what
we're
hearing
from
a
lot
of
community
members
there's
an
expectation
that,
particularly
in
our
calves,
there's
an
even
higher
standard
right,
so
things
like
mold
and
pests
right,
even
going
above
and
beyond.
So
I
think
we're
going
to
see.
We
are
seeing
a
lot
of
expectations
for
the
county
to
get
involved
in
in
conditions
like
that.
A
So
I
think,
certainly
having
the
the
the
person
in
that
role
is
maybe
necessary,
but
not
sufficient,
as
we
all
sort
of
try
to
calibrate
our
expectations,
so
I'm
really
glad
to
see
resources
dedicated
to
it.
I
had
just
one
additional
question
for
my
part
with
regard
to
some
of
the
trends
you're
observing
mr
williamson
about
the
development
fund
and
some
of
our
challenges
in
terms
of
permitting
which
I
think
you
you
you
described
in
really
compelling
terms.
A
You
were
talking
about
the
the
sort
of
nature
of
how
complicated
problems
have
gotten
of
our
customers.
Is
that
true
on
the
residential
side,
as
well
as
commercial
or
are
you
thinking
it's.
A
The
board
so
they're,
we
are
not
seeing
that
I
mean,
I
think,
just
about
the
sheer
magnitude
of
permits
related
to
single
family
development
are.
A
K
I'll
do
my
best
nice
to
see
you
as
well
you
too,
so
number
one
post
covet.
We
saw
more
residential
development
period,
so
our
activity
didn't
change,
but
the
type
of
it
changed,
so
less
commercial
activity
which
makes
sense
and
more
residential
work.
I
think
the
complexity
that
I'm
talking
about
is
arlington
is
popular.
K
A
Thank
you
so
much.
That's
a
really
helpful
insight.
I
think
particularly
to
know
what
that
looks
like
in
the
low-density
residential
world.
I
imagine
like
one
complex,
big
multi-family
development
presents
a
lot
less
work
than
a
lot
of
small
individual
projects.
So
thank
you
sure,
and
I
guess,
mr
williams,
in
just
a
follow-up
to
you.
You
gave
us
a
little
bit
of
this
when
you're
talking
about
kind
of
the
burnout
of
the
increased
workloads,
but
recognizing
that
we
have
eight
vacancies
already.
A
A
C
It
is,
it
will
be
a
challenge
right
and
we're
asking
for
16
positions
and
the
positions
are
really
needed,
of
course,
but
we
will
prob
there.
There
will
be
some
positions
that
will
more
that
will
be
more
easily
filled
than
others.
We
have
been
experiencing
areas
of
of
problem
areas
around
the
the
inspections
areas,
structural
engineers,
as
well
as
plan
review.
Some
of
the
permit,
processing
and
administrative
might
be
a
little
less
challenging
in
terms
of
recruitment,
but
yeah
there
there
will
be.
A
And
one
of
the
challenges
we
have
we're
talking
about
is
actually
just
in
context
of
the
police
department,
which
is
another
great
example
of
where
authorized
strength
is
much
higher
than
what
we
can
fill
right
now.
One
of
the
challenges,
of
course,
that
we
experience
in
at
the
time
of
of
budget
adoption
right
when
we
allocated
it's,
it
can't
be
allocated
to
something
else.
A
C
Yeah
I
mean
looking
at
the
temporary
versus
the
permanent.
I
mean
the
permanent
are
the
ones
that
we
really
truly
believe
that
in
the
long
run,
we
will
need
to
keep
right.
The
temporaries
are
the
ones
where
we
think
that
we
need
additional
support.
Just
get
over
this,
the
hump
of
like
a
year
and
a
half
of
increased
development
activity,
and
so
you
know
working
with
sharia
and
our
lova.
We
identified
the
appropriate
positions
where
the
ones
that
should
be
temporary
versus
permanent.
A
And
is
there
any
reason
to
think
that
temporary
positions
would
be
easier
to
fill
them?
They.
A
C
A
So
so,
there's
no
sorry
to
just
really
put
a
fine
point
on
it.
There's
no
reason
to
think
that
permanent
would
be
easier
to
fill
than
temporary,
or
vice
versa.
It's
just
that
they
have
their
own.
I.
C
E
Thank
you.
So
I
have
a
few
questions
about
some
of
the
some
of
the
statistics.
Information
contained
on
pages
6,
76
of
the
budget.
C
F
I
can
speak
to
this
so
when
these
estimates
were
put
together,
it
predated
barcroft.
So
the
short
answer
is
we
would
be
updating
these
estimates
so
that
they
would
include
barcroft
the
the
last
couple
years.
The
reason
why
you'll
see
a
small
dip
in
the
estimated
loan
repayments,
we
have
the
multi-family
waiver
loan
waiver
program
that
was
in
place
during
covid.
F
That
program
actually
expired
at
the
end
of
calendar
year
2021,
so
we
actually
do
anticipate
seeing
a
little
bit
of
an
uptick
actually
in
loan
repayments,
but
I
think
we
were
trying
to
be
really
conservative,
given
that
there
you
know
there
is
still
a
lot
of
need
at
these
properties
for
reinvestment
of
some
resources.
F
E
All
right
moving
moving
further
down
the
number
of
projects
reviewed
for
compliance
as
it
relates
to
the
financial
portfolio.
It
looks
like
we're
settling
in
at
a
nice
number
of
around
a
third
of
the
projects
per
year.
Is
that
consistent
with
what
are
industry
best
practices
that
you
want
to
be
able
to
review
about
every
loan
in
your
portfolio?
Every
three
years
is
or
are
we
tying
it
to
some
other
best
practice.
F
So
and
again,
you're
looking
at
the
line
where
it
has
40
for
fiscal
year,
22
and
23.
E
F
So
I'll
need
to
confirm
with
staff,
I
believe
that
that
actually
is
looking
at
projects
which
could
include
a
number
of
different
loans
within
a
single
project
rather
than
the
number
of
loans.
So
I'll
need
to
confirm
that
with
staff.
B
F
J
F
We
have
about
50
active
projects
in
the
portfolio
and
so
part
of
what
you'll
see
again
a
covid
trend.
We
went
down
a
little
bit
in
fiscal
year
21.
It
was
just
a
little
harder
to
do
some
of
that
financial
monitoring,
but
then
we
anticipate
getting
right
back
up
to
where
we
had
been
pre-pandemic
with
the
40s.
So
but
again,
if
what
I
just
said
is
not
correct,
we'll
we'll
send
a
follow-up
message
to
the
board,
but
I
believe
that
that's
based
on
project
rather
than
by
loan.
E
Great
all
right
and
the
last
one
for
this
page,
the
total
number
of
calf
units
inspected
the
physical
monitoring.
Just
so
I
can
align
the
numbers
before
the
additional
50
000
allocation
that
we
discussed
today.
I
thought
the
number
that
we
were
expecting
for
next
year
was
800,
and
if
so,
is
this
just
a
matter
of
when
this
was
produced?
And
it's
now
updated.
F
That's
that's
correct,
and
so
yes,
and
so
those
estimates
were
published
before
we
brought
on
the
third
party
contractor
who's,
completing
the
800
additional
inspections
that
are
underway
now
so
again,
what
we
would
anticipate
if
we
redid
these
estimates
today
is
a
higher
estimate
for
22
and
if
the
board
were
to
adopt
the
the
monies
that
the
manager
is
requesting
for
inspections
for
23,
that
estimate
would
would
go
up
as
well.
E
G
F
This
is
fun
by
the
way
I
feel
like
this
is
like
stumped,
the
housing
director
and
so
so
similar
in
in
response
to
what
I've
said
for
the
other
ones,
the
the
re-estimates
would
show
a
much
higher
amount
in
anticipated
developer
contributions,
so
these
estimates
were
put
together
before
we
had
some
additional
ones
that
we
anticipate
coming
forward
primarily
in
this
year.
F
So
again,
it
was
a
conservative
estimate,
really
a
carryover
from
what
we
were
seeing
during
the
pandemic,
where
there
was
sort
of
a
tamping
down
of
some
new
development.
I
think
we're
coming
out
of
that
now,
when
you
and
just
to
explain
to
in
fiscal
year
21,
where
you
see
that
that
more
sizable
developer
contribution,
that's
reflective
of
the
20
million
from
that
park,
which
was
sort
of
an
anomaly.
F
A
Yeah
and
apropos
with
ms
machinitsy's
excellent
comment
and
and
keeping
an
eye
on
time
might
just
know
that
sometimes
metrics
questions
can
be
especially
ripe
for
follow-up
in
writing
as
well.
But
that
said,
I
think
mr
grocery
still
on
the
floor.
Yeah.
E
Just
the
last
one
is
on
page
675.,
I'd
just
love
to
hear
your
thoughts
about
how
to
interpret
the
numbers
of
the
percent
of
accessible
calf
units
that
are
actually
occupied
by
persons
with
disabilities.
I
just
seeing
that
number.
I
don't
know
what
to
think
whether
that's
appropriate,
reasonable
or
whatever,
and
since
it's
relatively
consistent,
I
would
just
love
to
know
if
this
is
a
function
of
well.
What
I
don't
know
what
to
think
of
it.
So
tell
me
what
to
think
of
it.
F
So
yes,
and
so
those
percentages
ranging
from
roughly
55
to
60
over
time,
that
really
is
based
on
demand
for
those
units,
so
the
units
are
produced
and
they're
produced
at
a
certain
percentage
of
the
total
property,
particularly
if
it
is
a
tax,
credit
property
for
instance,
and
so
and
then
we
kind
of
leave
it
to
the
market.
F
You
know
there
are
some
affirmative
marketing
strategies
that
the
that
the
owners
do
to
try
to
basically
put
individuals
who
have
those
accessibility
needs
to
put
those
in
the
to
put
those
individuals
in
those
units,
and
you
know
up
to
60
of
the
time
those
placements
work
really
well
and
then,
when
those
placements,
when
that
need,
isn't
there
or
if
they're,
not
able
to
identify
individuals
to
lease
those
units,
they
still
need
to
lease
the
units.
F
F
All
right,
I'm
back
so
anyway,
so
that's
that's
what
the
balance
of
that
percentage
would
represent
is
folks
who
are
moving
into
those
units
who
maybe
don't
have
needs
for
those
features,
but
that's
what's
going
on
there.
So
it's
just
based
on
market
demand
for
those
features.
E
And
sorry,
I
hope
this
to
be
the
last
one,
so
just
to
make
sure
that
we
are
not
in
a
position
where
someone
could
discriminate
against
a
person
with
disability
who
would
require
an
accessible
unit.
Is
there
a
period
of
time
by
which
they
have
to
market
and
make
this
available
in
search
of
someone
with
disabilities
before
they
can
make
it
available
to
anyone.
F
That
is
correct,
and
so
I'm
gonna
I'm
going
to
see
if
I
can
get
this
right,
you'll
hear
our
compliance
staff
either
cheering
or
correcting
me
in
the
background,
but
I
believe
it's
three
months
that
they
need
to
be
affirmatively
marketing
those
units
to
try
to
again
place
people
who
have
those
accessibility
feature
needs
in
those
units
again,
if
that
isn't
the
correct
answer
we'll
follow
up
with,
but
but
yes,
they
are
required
to
market
for
a
particular
period
of
time.
For
those
for
those.
A
F
A
Great
ms
garvey
was
that
vestigial
or
did
you
you
have
our
last
question
for
mr
williamson.
H
I
did
have
a
question,
not
a
metric,
it's
it's
actually
on
your
on
the
slide.
It's
the
statement
about
the
decline
in
skill
levels
nationwide,
I'm
not
used
to
that.
I
mean.
Usually
people
are
it's
tight,
it's
whatever,
but
it
I
mean
it
sounds
like
you're
saying
people
are
getting
stupider
or
less
skilled
or
less
educated,
but
what's
real,
what
does
that
mean?
What
what's
what's
happening?.
C
Yeah
and
mr
amiri
might
be
able
to
speak
to
this
a
little
bit
more,
but
it's
my
understanding
that
a
lot
not
many
people
are
going
into
the
construction
industry
anymore
and
I
think
it's
really
creating
a
big
impact
in
terms
of
the
quality
and
the
the
abilities
that
are
currently
in
in
the
market
place
with
respect
to
those
types
of
positions.
C
And
so
it's
become
a
problem
nationwide
and
I
think
arlington
isn't
immune
to
that.
Obviously,
and
so
I
don't
know
sharia
did,
you
want
to
maybe
speak
a
little
bit
more
to
that.
L
Thank
you,
everybody
good
to
see
you.
I
I
think
we
are
nationwide.
This
has
been
going
on
since
pre-pandemic.
I
think
we
see
a
shift
in
the
in
a
decline
of
resources
or
talents
out
there,
because
it's
a
generational
change.
Okay,
so
a
lot
of
a
lot
of
people
that
were
in
in
this
in
this
industry
for
years
and
ages,
they
have
moved
on
and,
as
some
of
the
new
generation
is
not
interested
in
this
line
of
work,
you
know
hard
knocks
construction
work.
L
H
L
And
we
are
attending
a
lot
of
the
universities,
colleges,
engineering,
schools,
you
know
part
of
the
reality.
Is
we
come?
We
train
them.
Somebody
pays
them.
J
A
H
A
Thank
you
so
much
so
with
that.
I
think
we'll
move
into
the
center
of
the
venn
diagram
between
cpg
and
dhs
for
a
presentation
on
housing
grants.
I
think
in
particular-
and
I
don't
I
think,
we're
probably
inviting
ms
freeman
is
that
right.
I
don't
know
if
that's
impart
and
miss
venezia
together,
we
can
probably
make
some
room
for
you
guys
to
join
together.
If
you
like,
however,
you'd
like
to
do
this
nice
to
see
you
both.
A
F
Well
good
afternoon
and
thank
you
for
having
us
here
to
talk
exclusively
on
housing
for
at
least
a
few
minutes
here.
So
again,
this
budget
budget
segment
focused
on
housing,
anita,
and
I
are
going
to
use
this
time
to
share
how
dhs
and
cphd
work
together
to
support
greater
housing,
affordability
and
stability
in
arlington,
as
anita
is
going
to
share
during
today's
dhs
presentation,
black
and
brown
populations
disproportionately
represent
families
receiving
social
services
in
arlington
and
further
vacancies
strain
the
supports
that
we're
able
to
provide
to
our
arlington
families.
F
With
many
people
in
our
community
facing
urgent
threats
to
housing,
solutions
must
be
multi-faceted,
balancing
support
for
individual
needs,
with
efforts
to
increase
supply
and
ensure
the
supply
is
well
maintained,
cphd
and
dhs
work
together
to
meet
this
demand
for
housing.
Affordability
by
creating
programs
that
complement
each
other
to
support.
F
I'd
like
to
take
a
few
minutes
to
highlight
one
recent
example
of
cphd
and
dhs
collaboration,
which
is
developing
our
long-term
strategies,
document
for
improved
oversight
and
resident
support
at
aging,
calf
properties.
Since
late
2020,
dhs
and
cphd
staff
have
engaged
in
in-depth
discussions,
both
in
public
meetings
and
smaller
group.
Conversations
with
stakeholders
about
issues,
challenges
and
potential
improvements
to
the
county's
oversight
of
caf
units
and
associated
resident
supports
all
recommendations
we
received
were
carefully
considered,
with
the
understanding
that
additional
resources
may
be
necessary
to
implement
them.
F
The
result
is
a
comprehensive
calf
management
strategy
document
that
focuses
on
clarifying
roles
and
responsibilities
and
improving
communication
and
coordination,
and
specifically,
we
have
five
areas
of
opportunity
in
this
document.
The
first
is
strengthening
oversight
and
asset
management
to
ensure
property
owners
and
managers
are
providing
safe
and
high
quality
living
environments.
F
F
We
recently
shared
the
draft
strategies
with
county
board
members
chairs
of
the
housing
commission
and
tenant
landlord
commission.
The
joint
housing
commission
tenant
landlord
commission
subcommittee
on
the
status
of
aging
calf
properties,
and
we
did
that
so
that
they
can
share
feedback
and
also
to
help
inform
the
joint
committee's
recommendations
and
report
we're
working
on
an
updated
draft.
Now
that
will
share
back
with
the
county
board
and
community,
hopefully
later
this
month.
And
it's
important
to
note.
F
F
F
Although
through
our
calf
strategy
work,
we've
recognized
that
a
10
sample
simply
isn't
enough
with
a
third-party
contractor,
we're
completing
inspections
now
for
six
properties,
totaling
approximately
800
units
and
given
the
increased
capacity,
these
third-party
inspections
have
provided
to
our
compliance
staff.
The
county
manager's
proposed
budget
includes
100
000
for
additional
inspections
in
fiscal
year
23,
and
this
may
be
augmented
with
the
consideration
shared
earlier
by
mr
schwartz
of
an
additional
fifty
thousand
dollars
in
arpa
funds
in
combination.
F
That
would
provide
a
hundred
and
fifty
thousand
dollars
for
a
third
party
inspector
in
fiscal
year,
twenty
three,
which
would
allow
cphd
to
complete
approximately
1200
inspections,
which
is
about
20
percent
of
that
6100.
I
shared
earlier
across
the
portfolio
and
that's
on
top
of
any
inspections
completed
by
staff.
F
F
The
county
board
has
allocated
approximately
425
million
for
almost
120
loans
to
date
and
with
this
loan
model.
Since
the
inception
of
the
program,
the
county
has
received
145
million
dollars
in
loan
repayments
and
45
percent
of
the
county's
loans
have
paid
in
full
to
further
support
this
program.
The
county
manager
recommends
level
funding
at
16.9
million
dollars
for
fiscal
year
23.
F
The
majority
of
calves
in
our
inventory
are
the
result
of
county
financing.
The
remainder
are
the
result
of
site
plan
and
other
tools.
From
fiscal
year
17
to
fiscal
year,
21
the
county
produced
an
average
of
249
committed,
affordable
units
annually.
As
a
direct
result
of
county
financing,
the
number
of
units
committed
in
fiscal
year
22
is
projected
to
be
up
dramatically
largely
due
to
the
barcroft
acquisition
by
jair
lynch
in
december
2021..
F
We
also
secured
info
parcels
for
additional
housing
at
crystal
house
apartments
through
a
partnership
with
amazon
and
we're
supporting
our
planning
colleagues
and
negotiating
what
will
be
a
record-high
developer
contribution
to
ahaf
the
16.9
million
dollars
requested
for
fiscal
year.
23
may
be
used
to
further
support
this
calf
production
on
new
or
existing
projects
and
or
to
reduce
debt
on
the
county's
line
of
credit
for
the
recent
barcraft
acquisition
staff
is
working
with
dmf
and
the
manager
manager's
office
now
to
explore
options.
F
M
Thank
you,
members
of
the
board
and
mr
manager,
I'm
going
to
focus
our
part
of
the
housing
presentation
on
two
of
our
very
important
programs
supporting
low-income
households
and
are
key
tools
to
affordability,
permanent
supportive
housing,
which
you
know
is
an
evidence-based
model
that
provides
affordable
housing
to
low-income
residents
who
are
permanently
disabled.
M
In
addition
to
a
rental
subsidy
participants
are
provided
with
case
management
by
a
department
of
human
services
staff
person
which
focuses
on
retention
of
housing.
In
fact,
year
after
year,
throughout
the
history
of
our
program,
which
is
now
going
on
something
like
14
years,
we
have
95
percent
of
participants
retaining
their
housing
and
a
large
percent
of
these
participants
are
formerly
homeless.
M
That
has
really
contributed
to
the
decline
in
the
number
of
homeless
in
arlington,
through
our
partnership
with
cphd.
M
We
they
help
us
identify
units
through
an
agreement.
That's
then
approved
by
the
county
board,
with
landlords
who
agree
to
set
aside
permanent
support
of
housing
units
for
five-year
contracts,
and
then
the
department
of
human
services
provides
the
rental
subsidy.
In
the
case
management
in
fy
23,
our
locally
funded
base
budget
is
3
million.
69019
and
dhs
is
requesting
an
additional
588
thousand
dollars
to
expand
the
number
of
locally
funded
units
from
the
current
number
of
263
to
289.
M
M
The
housing
grants
program,
of
course,
is
one
of
the
key
tools
to
arlington's
housing,
affordability
and
because
the
committed,
affordable
units
that
are
produced
through
ahif
are
largely
targeted
to
50
to
60
of
ami
housing.
Grants
brings
the
affordability
down
to
about
30
percent
by
providing
a
rental
subsidy
to
those
households
with
very
low
incomes.
M
The
proposed
budget
for
fy
23
includes
2.3
million
dollars
in
one-time
funds
for
a
total
of
14.3
million
dollars.
Now
there
are
two
other
handouts
that
you
may
have
received
in
addition
to
your
to
this
powerpoint
one
is
the
housing
grants
history
that
shows
the
growth
of
the
program
over
the
last
10
years
and
the
other
is
a
point
in
time
snapshot.
M
For
that
period
of
time.
However,
starting
in
july
of
this
year,
coinciding
with
fiscal
year
23,
we
will
be
reinstating
the
work
requirements.
It's
interesting.
If
you
actually
take
this
chart
and
lay
it
over,
the
a
f
growth
chart,
you'll
see
that
they
almost
can
be
put
one
on
top
of
the
other,
because
the
more
calves
we
build,
the
more
housing
grants
applications
there
are
next
slide.
M
There
it
is
okay,
so
this
graph
basically
shows
what
happened
with
the
maximum
allowable
rents,
and
you
can
see
that
it
even
goes
back
further
than
this
prior
to
2019,
when
we
change
or
2020
when
we
adopted
the
increasing
the
maximum
allowance
to
the
current
60
ami
level
on
an
ongoing
basis.
They
were
flat
for
about
10
years,
and
this
meant
that
there
were
really
very
limited
apartments
that
were
that
could
be
affordable
to
people
even
with
a
housing
grant.
M
So
now
that
the
mars
are
on
par
with
the
60
ami
level,
the
the
rents-
yes,
the
maximum
allowable
rents
are
going
up.
That
is
causing
some
pressure
to
the
to
the
individual
payments,
and
there
is
increased
participation
in
the
program
next
slide.
M
What
I
wanted
to
bring
to
everyone's
attention,
which
I
think
is
very
important,
is
that
we
intend
to
do
an
in-house
study
of
the
housing
grants
program
with
a
dhs
study
team
and
the
assistance
of
cphd.
M
M
I
can't
really
find
the
information
about
what
happened
before
1991,
but
the
program
was
created,
of
course,
to
meet
the
unmet
need
for
sufficient,
affordable
housing
in
arlington
county
and
the
grants
program
has
undergone
various
changes
over
the
years.
But
largely
those
changes
have
been
tweaks,
corresponding
with
times
of
financial
constraints
or
financial
growth.
M
It
has
not.
We
have
never
done
a
study
to
really
look
at
the
grounding
principles
of
housing
grants
and,
and
what
I
mean
by
that
is
understanding
what
the
legislative
requirements
are
identifying
the
populations
that
are
most
burdened
by
rent
and
understanding
who
is
included
in
the
program
and
who
is
not
comparing
the
housing
grants
program
to
other
government-funded,
rental
subsidy
programs
in
the
region
and
really
understanding
the
budget
implications.
A
N
Great
good
good
to
see
you
yeah.
Thank
you
very
much.
I
will
try
to
keep
my
remarks
brief
here.
There
were
some
things
that
the
manager
spoke
to,
which
I
would
consider
good
news,
and
I
want
to
talk
about
that.
So
I
think
really
kind
of
thinking
about
the
budget
and
thinking
about
the
priorities
here.
It
seems
to
me-
and
I
think
ann
did
a
wonderful
job.
Laying
this
out.
N
It
seems
to
be
a
lot
of
the
focus
over
the
next
year,
really
should
be
on
not
necessarily
lots
of
new
policies,
but
how
we
can
best
administer
the
the
things
we
have
in
place
and
better
support
our
staff,
and
that
certainly
is
kind
of
what
I
want
to
speak
to
you
know.
I've
said
it
before.
I
think
it's
it's
worth
saying
again.
N
We
have
a
outstanding
housing
staff
led
by
ann
benezia,
who's,
a
great
director,
and
so
I
think,
I'd
like
to
see
us
do
more
to
try
to
support
our
staff
with
funding
as
well
as
ftes
a
couple
of
of
comments.
It
is
great
to
see
the
continued
commitment
and
the
draft
budget
to
our
affordable
housing
programs.
Our
a
hiff,
which
is
gonna,
be
given
funding.
N
I
had
made
a
note
about
the
hundred
thousand
dollars
for
the
contractor
support
and
then,
of
course,
it
sounds
like
there
may
be
an
additional
fifty
thousand
dollars
for
support
of
the
compliance
I'm
also
I
just
wanna
say
it's.
It's
been
heartening
and
great
to
see
the
work
that
anne
and
her
team
have
been
doing
on
the
compliance
side
from
reviewing
aging
properties.
You
know
per
the
presentation
she
gave.
N
I
think
that
that
she
and
her
staff
have
worked
really
well
with
our
subcommittee
on
aging
properties,
led
by
mike
hemminger
and
nicole
marlene.
I
believe
so
that
I
think
has
been
really
productive
and
will
help
us
be
more
affirmative
as
a
community
with
some
of
these
issues
that
I
know
the
board
spent
a
lot
of
time
on
last
spring
and
summer.
N
So
a
couple
other
things
here
with
staffing
again,
it's
it's
heartening
to
see
the
manager
is
proposing.
An
additional
ft
looks
like
for
the
development
team
as
well
as
for
compliance.
N
I
think
it's
really
important
as
and
I
would
basically
concur
with
what
ann
said,
which
is
that
it
sounds
like
our
staff
really
does
need
additional
bandwidth
for
development
as
well
as
compliance,
and
you
know
I
am
concerned
as
a
taxpayer
as
a
resident
about
all
these
programs
that
we
have
going
on
all
these
initiatives
that
we
want
to
undertake.
You
know
the
the
bandwidth
of
our
staff,
but
their
quality
of
life
as
well.
N
You
know
we
want
them
to
remain
on
staff
and
to
continue
their
careers
here,
and
so
we
need
to
do
more,
maybe
to
support
them
a
couple
other
things,
and
then
I
will
turn
it
back
to
you.
Madam
chair,
I
laughed
as
a
columbia,
pike
resident.
I
I
really
appreciate
mr
dorsey
your
comment
about
the
the
asking
about
the
fte
and
how
it's
being
financed
with
regards
to
projects
on
columbia,
pikes.
As
a
fellow
pike
person.
N
I
appreciated
that,
but
I
I
do
appreciate,
there's
so
much
work,
that's
going
to
be
going
on
with
barcraft
and
other
projects.
I
can't
imagine
that'd
be
a
problem
either
and
then
the
other
last
comment
I
would
make,
is
just
an
observation
again
as
a
resident
doesn't
work
on
staff,
not
an
elected
official
have
some
familiarity
with
the
housing
grants
and
ahif
and
how
this
has
all
worked.
N
It
seems
to
me
this
comes
up
quite
periodically
when
folks
ask
about
the
housing
grants
and
how
you
know
what
is
it
90
of
our
residents
and
calf
properties
take
advantage
of
housing
grants
and
it
seems
to
me
that's
a
situation
where,
ideally,
you
know,
we
could,
as
a
county,
support
the
construction
of
more
calves
that
meet
people
at
their
income
levels.
N
We're
all
aware
how
difficult
that
is
in
these
financial
models,
these
boxes,
that
our
developers
are
kind
of
in,
and
so
that
just
to
me,
speaks
to
the
continued
need
to
advocate
with
our
legislative
delegation.
With
the
you
know,
congress,
the
federal
government,
and
to
provide
provide
more
flexibility,
more
funding,
there's
only
so
many
things,
arlington
arlington
can
do.
But
I
important
to
see
that
you
know.
N
While
we're
in
that
box,
we
will
continue
to
support
the
folks
who
are
in
those
properties,
and
that
is
all
I
have
madam
chair,
I'm
gonna
throw
it
back
to
you.
A
Thank
you
so
much.
We
appreciate
it
very
much
all
right.
We're
gonna,
go
ahead
and
open
the
floor
for
questions.
Mr
deferenti
you'd
like
to
begin.
I
Sure
I
was
trying
to
peek
at
the
make
sure
I've
covered
department
of
human
services
will
hear
next,
but
you
mentioned
the
progress
we've
seen
on
homeless
prevention
and
that's
permanent
support
of
housing
is
absolutely
critical
and
so
supportive
of
the
additional
funding.
I
I
wondered
if
you
could
speak
to
any
other
as
we
work
down
below
200
in
terms
of
our
point
in
time
count
if
there
are
other
resources
that
you
think
would
be
helpful
or
is
it
you
know,
can
certainly
be
a
matter
of
just
getting
people
to
come
in
from
from
the
streets
at
times,
but
your
thoughts
on
resources
that
might
be
able
to
help
as
we
work
to
to
get
to
zero.
M
Thank
you,
mr
d
ferrante,
and
thank
you
for
participating
in
our
point
in
time
count
this
year
and
yes,
we
have
dipped
below
200
of
unsheltered
arlingtonians,
rather
200
arlingtonians,
who
are
considered
homeless,
including
unsheltered,
and
that
has
been
over
a
declining
over
a
10
to
12
year
period,
due
to
the
fact
that
we
are
placing
more
and
more
people
into
housing
and
we
we
are
qualified
some
of
the
individuals
who
are
homeless
as
disabled
due
to
their
severe
mental
illness
or
substance
use
disorder.
M
The
wraparound
services
are
key
for
those
people
to
be
able
to
permanently
sustain
their
housing
and,
of
course,
one
of
the
the
areas
that
we
really
still
work
on
extensively
is
working
with
landlords
to
have
some
flexibility
in
their
leasing
requirements,
because
when
you
have
a
person
who's
experienced
homeless,
they
may
have
been
involved
with
the
criminal
justice
system.
They
may
have
been
involved
in
hospitalization
or
have
bad
credit
history,
and
those
are
barriers
for
really
even
being
able
to
identify
places
for
them
to
live.
M
In
fact,
we
do
have
some
homeless
clients
who
are
very
difficult
to
place.
We
have
one
living
at
the
days
in
all
last
year
because
there
is
no
landlord
in
town
that
will
lease
up
to
that
individual.
So
it's
it!
That
is
an
ongoing
struggle
of
developing
closer
partnerships
with
with
landlords
and
developers.
I
Great,
I
think
I'll
I'll
have
another
question,
but
as
far
as
follow-up,
I
may
want
to
I'm
curious
about
the
success
of
the
days
in
with
respect
to
the
physical
model
of
how
it's
working,
and
I
I'll
follow
up
offline
on
that
thanks.
Madam
chair,
thank.
H
Are
there
it's
great
that
we're
doing
the
housing
grants
study
and
I
think,
trying
to
get
a
hold
of
what
the
trend
is.
Are
you
seeing
much
I
mean
this.
This
is
a.
This
is
an
issue
that
I
think
just
keeps
is
going
to
keep
growing
and
growing
and
growing
it
could
eat
probably
our
entire
budget.
Eventually,
if,
if
we
let
it,
we
can't
let
it
are
you
seeing
something
on
the
horizon.
That
will
really
sort
of
be
a
game.
H
Changer
we've
had
a
little
bit,
but,
like
the
days
in
you
know
the
empty
hotels.
Are
there
hotels
that
might
be
used
for
housing
people
at
some
point,
do
you
see
the
federal
government
coming
in
and
realizing
war?
I
mean
so
far.
We've
seen
a
little
bit
of
private
industry
stepping
up
and
realizing.
They
need
to
do
something,
but
that
that's
it's
an
overall
question,
not
not
a
specific
metrics
questionnaire.
M
Well,
we
continue
to
try
and
maximize
the
sources
of
funding
that
we
can
bring
in
to
support
the
homeless
services
continuum.
M
They
all
have
different
acronyms.
But
in
the
past
you
know-
and
I
can
remember
this
from
10
years
ago,
we
looked
at
the
issue
of
sros
the
single
room,
occupancy
model
that
used
to
be
used.
Even
you
know,
back
in
the
40s
and
the
50s
when
during
wartime,
when
people
would
come
back
to
the
us
right,
they
are
common
in
san
francisco
yeah.
They
would
have.
They
would
occupy
a
very
small
unit
and
in
some
other
cities,
that's
actually
a
way
in
which
I
I
know
in,
for
example,
in
aspen
colorado.
M
I
know
that
they've
taken
over
motels
to
provide
housing
for
their
workforce,
because
some
individuals
don't
require
much
more
than
a
studio
size
unit
that
basically
is
comparable
to
a
motel
room
with
a
little
efficiency
in
it.
So
that
is,
you
know,
as
you
were
talking
about
hotel
conversion,
that
popped
into
my
mind.
The
highlander
was
taken
down
we're
now
occupying
days
in,
but
that's
really
for
the
quarantine
and
isolation
purposes.
Right
now,.
H
G
Thank
you,
ms
friedman,
for
remembering
the
sros,
that's
a
a
whole
part
of
immigrant
culture,
not
only
in
this
country.
It's
an
international
thing.
They
used
to
call
in
argentina.
They
called
them
conventio.
G
It
was
actually
housing
type
completely
built
out
that
evolved
over
time
and
it
was
actually
very
decent
people.
People
families
even
lived
in
their
life
there.
So
talking
about
this,
I
know
that
you
are,
and
I
I
couldn't
be
more
supportive
of
your
drive
to
study
the
program
and
and
see
how
what
you
know.
What
are
the
challenges
in
front
of
us?
G
One
challenge
and
talking
about
parkour
specifically
again,
is
the
the
issue
with
the
public
charge,
because
the
kind
of
funding
that
supports
federal
funding
that
supports
the
partially
supports
the
the
housing
grants
program
makes
it
difficult
for
people
with
immigration
issues.
It's
not
always
not
on
only
undocumented
ones.
I
mean
there
are
all
sorts
of
immigration
agents
to
to
access
the
program
and-
and
it
also
intimidates
a
lot
of
people
to
bring
forward
their
need.
So
in
the
interim,
until
we
figure
out
what's
what
we
can
do,
how
can
we?
M
But
the
house,
the
housing
rants
program
does
take
into
effect,
does
take
into
account
what's
called
legal
presence,
we
try
and
interpret
it
as
broadly
as
possible.
You
know
we
don't
require
someone
to
have
citizenship
or
necessary
or
demonstrate
you
know
that
they
have
a
passport,
but
there
there
has
to
be
some
evidence
that
they
have
a
legal
means
to
living
in
the
united
states.
M
Of
course,
there
have
been
times
in
the
past
where
we
have
broadened
the
definition
of
of
that,
for
particular
reasons,
but
without
clear
parameters,
and
that's
part
of
really
doing
this
housing
grant
study.
You
have
to
have
some
boundaries
around
what
your
definition
is.
M
Otherwise,
the
program
really
can
get
out
of
hand
get
out
of
control
in
terms
of
the
financial
implications,
and
I
think
it's
important
for
as
a
community
that
we
recommit
to
understanding
what
are
those
parameters
which
are
the
care
are
the
categories
of
populations
that
really
are
facing
the
most
hardship
in
our
county.
We
do
know
that
you
know,
probably
two-thirds
to
75
percent
of
these
of
the
households
are
either
permanently
disabled
or
65
and
older.
M
The
working
families
do
not
stay
on
the
program
more
than
a
couple
of
years
and
they
represent
a
smaller
number.
So
you
know
we
are
basically
helping
people
age
in
place,
and
people
with
disabilities
find
a
permanent
way
to
stay
in
arlington.
If,
in
the
current
model,.
A
That,
I
think,
is
so
fascinating
and
I
think,
is
exactly
the
type
of
insight
I'm
really
looking
forward
to
housing
grants
analysis
surfacing.
I
do
think
if
you
were
to
ask
a
lot
of
people
involved
in
arlington's
housing,
advocacy,
advocacy
community
who
the
typical
user
of
the
housing
grants
program.
A
They
would
be
picturing
a
working
family
so
so
knowing-
and
I
think
that
gives
us
an
opportunity
to
actually
better
understand
housing
grants
as
a
key
tool
in
other
policy
priorities,
whether
it's
the
age,
friendly,
arlington
action
plan
or
the
work
of
the
csb
to
to
really
better
understand
who's
being
served
by
it.
So
I
think
that's
just
one
instance
of
how
helpful
this
analysis
is
going
to
be.
A
I
wondered
not
to
add
to
this
scope
of
that
analysis
on
the
fly,
but
I
would
just
as
sort
of
as
we're
talking
about
this
here.
One
of
the
things
that
also
sits
at
the
intersection
of
these
two
entities-
right,
housing
and
dhs-
is
a
question
that
a
policy
question
that
I
think
is
one
that
comes
up
often
for
us
among
the
board
and
certainly
with
the
arlington
community
foundation.
A
Other
advocates
is
the
most
effective
way
to
use
a
dollar
in
terms
of
buying
down
quote
unquote:
the
affordability
of
a
calf
relative
to
a
housing
grant,
and
I
know
that
there's
been
some
work
already
on
the
part
of
staff
to
look
into
that.
If
we,
if
it
would
be
possible
as
part
of
this
analysis,
to
see
if
we
couldn't
try
to
make
our
way
towards
a
semi-definitive
answer
on
that,
I
would
find
that
really
useful
right.
A
I
think
there's
probably
a
point
at
which
the
en
obviously
it
is
far
more
expensive
to
buy
down
a
unit
than
a
given
year
of
housing
grants,
but
right
over
the
years
of
housing
grants
at
what
point
does
it
you
know,
break
even
or
become
more
cost
effective?
What
other
considerations
should
we
have
about?
You
know
how
projects
cap
projects
compete
for
tax
credits,
with
the
lower
affordability
levels,
et
cetera,
so
I
think
that
could
be
really
useful
information.
A
Alongside
all
of
the
other
information
that
I
know,
this
analysis
is
going
to
surface,
to
really
understand
the
the
cost
effectiveness
of
a
dollar
between
the
two
programs.
So,
mr
gracie,
do
you
have
anything
to
add
our
questions
all
right?
Well
then,
we
will
look
at
this.
We've
made
up
for
time,
fabulous.
Thank
you
so
much
and
ms
freeman,
you
get
the
pleasure
of
staying,
I
think,
to
to
launch
us
into
the
third
part
of
the
presentation.
Thank.
M
You
I'm
gonna,
ask
for
one
minute
for
shuffling
folks
back
and
forth
and
some
papers.
Thank
you.
Everyone
to
come.
M
Welcome
to
our
department
of
human
services,
budget
presentation
and
we're
very
excited
to
be
here
to
present
to
you
our
current
and
future
budget
situation
and
proposal
next
slide.
M
Okay,
so,
as
you
can
see,
the
department
of
human
services
provides
services
along
five
different
forward
customer
facing
divisions
as
well
as
a
director's
office.
We
provide
basically
from
prenatal
care
to
end-of-life
care
to
approximately
50
000
residents
through
145
programs.
M
We
are
a
large
department
and
I
am
lucky
to
be
joined
today
by
our
deputy
director,
deborah
warren,
who
is
also
the
csb
executive
director
glenda
pittman,
who
is
our
financial
and
information
services,
division,
director
and
corey
travis
who's,
our
finance
and
management
bureau
director
and
online.
I
will
say
hello
to
those
folks
who
represent
the
aging
and
disability
services,
direct
division,
the
directors,
my
moon
about
duck
and
field.
The
director
of
behavioral
healthcare
is
carol
lehrer.
M
The
economic
independence
division
director,
brooke,
hammond
paris,
is
with
us
online.
The
child
and
family
services
division
director,
tabitha
kelly,
the
public
health
director,
may
be
showing
up
dr
rubin
varghese
and
in
our
director's
office
we
have
both
the
office,
the
division
managed
by
glenda
pittman,
as
well
as
we
have
quality
assurance
compliance,
human
resources
and
facilities
next
slide
in
the
past
year,
and,
I
would
say,
probably
the
past
three
years.
M
In
addition
to
operating
our
ongoing
dhs
programs,
the
department
has
been
at
the
forefront
of
four
pressing
crises
that
affect
the
entire
nation
and
we
are
addressing
their
impact
here
in
arlington,
structural
racism,
the
cova
19
pandemic,
the
mental
health
crisis
and
the
affordable
housing
crisis,
and
we
have
continued
to
make
inroads
into
these
key
initiatives
and
you'll
hear
about
some
of
them
more
later
in
the
presentation.
But
I
briefly
wanted
to
review
some
of
the
highlights
of
our
achievements,
particularly
in
the
area
of
racial
equity.
M
We've
been
working
on
racial
equity.
For
the
past,
approximately
three
three
or
four
years
we
created
a
race
and
equity,
core
team,
called
reap
racial
equity
advancement
partners
and
comprise
of
staff
and
managers
who
are
deepening
our
own
racial
equity
work
and
helping
dhs,
organize
and
operationalize
the
advancement
of
racial
equity
in
the
department
through
three
subcommittees,
one
focused
on
capacity
building,
one
on
community
outreach
and
one
on
culturally
and
racially
responsive
practice.
M
M
Under
the
leadership
of
dr
ruben
varghese,
we
we
have
led
the
effort
to
respond
to
covert
19
exposures,
infections
and
vaccinations
from
the
beginning
march,
12
of
march
2020.,
more
than
half
of
the
coven
19
cases
actually
were
identified
within
this
past
fiscal
year
2022
or
this
current
one.
M
Because
of
the
surge
of
the
omnicron
variant
and
over
over
christmas
and
new
year's
we
reached
a
peak
in
one
day
of
a
thousand
cases
and
the
response
efforts
have
had
to
in
terms
of
tracking
and
tracing
we've,
really
focused
on
vulnerable
populations
such
as
older
adults,
children
and
outbreak
investigations
at
congregate,
care
settings
in
schools
and
child
care
and
the
testing
at
some
point.
Basically,
you
know
the
supply
of
tests
was
not
sufficient
for
the
number
of
cases.
M
So
we
really
think
that
probably
the
number
of
cases
is
even
lower
than
what's
been
reported,
but
we
did
have
42
000.
Some
odd
cases
reported
557
000
tests,
given
196
000
resi
doses
given
to
arlington
residents
with
and
77.5
of
our
population
is
fully
vaccinated.
M
M
Simultaneously,
we've
been
operating
a
hotel
quarantine
in
isolation
for
residents
who
were
coveted,
positive
and
couldn't
remain
in
their
in
their
quarters.
We
occupy
both
the
highlander
in
the
days
in
since
april
of
2020
we've
had
we
had
395
states
and
we
moved
the
entire
homeless
services
shelter
operations
to
the
days
in
over
christmas
to
mid-february,
because
we
had
a
major
outbreak
there.
Luckily
they're
back
in
the
in
the
shelter
and
we
took
over
the
covet
hotline
in
september
of
this
past
year
from
des
m
parks,
we
integrated
into
our
our
main
customer
service
center.
M
Since
september,
we've
had
over
5
000
calls,
both
in
english
and
spanish,
and
we've
set
up
vaccinations
for
homebound
arlingtonians
105
of
those
we'll
later
in
the
presentation
you'll
hear
from
deborah
about
the
crisis.
The
mental
health
crisis
and
you've
heard
some
of
our
house
affordable,
housing
response.
So
far,
so
we
will
go
to
the
next
slide.
M
I
wanted
to
mention
a
few
other
accomplishments,
which
I
think
are
really
noteworthy
and
have
added
new.
What
should
I
say,
new
services
for
the
community?
More
support
for
those
in
need
and
really
heightened
are
also
our
ability
to
respond
to
to
the
community's
needs.
We
created
a
food
security
task
force
under
the
leadership
of
matt
deferenti,
with
28
participants
from
a
wide
array
of
nonprofits,
including
people
with
lived
experience
on
the
task
force.
M
We
conducted
a
swot
analysis.
We
partnered
with
the
urban
institute
to
conduct
a
food
security
study
in
arlington.
We
got
over
800
responses
in
the
four
census
tracts
and
that
report
is
about
to
come
out.
We
expanded
our
snap
ambassador
training,
so
we
have
60
community
members
and
non-profit
staff
trained
to
do
outreach
in
this
for
for
snap
enrollment,
and
we
should
be
coming
out
with
a
strategic
plan
this
year
to
direct
what
needs.
What
needs
remain
for
food
security
with
the
arlington
recovery
center?
M
This
is
a
brand
new
facility
that
is
well,
it's
taken,
the
rpc
and
the
and
the
social
detox
that
was
there,
and
now
we
have
medication,
assisted
treatment,
capability,
medical
detox.
We
never
had
that
before
in
arlington,
so
we
have
withdrawal
management
with
oversight
by
healthcare
providers.
We
also
have
accessibility
for
clients
from
alexandria.
M
Why
is
that
important?
Because
we
can
share
the
resource
and
share
the
revenue?
In
fact,
in
the
first
six
months
of
operations,
our
costs
were
reduced
by
223
000,
due
to
medicaid
billing.
From
that
we
are
in
the
process
of
overseeing
the
redevelopment
of
1212
south
irving
street,
a
developmental
disability
group
home
to
house
six
of
the
highest
acuity
individuals
in
the
community.
M
The
project
is
also
a
net
zero
residence
with
universal
design
features
and
we
completed
a
dd
day.
Support
study,
analyzing
our
existing
day,
support
and
employment
service
programs
and
recognizing
that
we
do
need
to
expand
our
day
support
programming
in
arlington,
with
a
projected
need
of
about
35
slots
over
the
next
five
years.
M
I
wanted
to
mention
project
piece
which
you
know
has
been
a
long-standing
community
response
to
intimate
and
intimate
violence
and
sexual
violence
and
is
shared
by
none
other
than
a
katy
crystal
and
deborah
warren,
and
you
know,
as
a
result,
we've
always
had
a
very
good
working
relationship
with
arlington
public
schools
through
this
endeavor,
but
I
did
want
to
highlight
that
as
a
result
of
the
recent
complaints
by
students
that
we
you
all
are
aware
of.
M
Regarding
sexual
harassment,
at
some
of
the
middle
schools
and
high
schools,
we
created
a
new
partnership
with
aps,
where
project
piece
trained
all
of
their
health
and
pe
teachers
on
conducting
a
curriculum
on
healthy
relationships,
consult
consent,
sexual
assault,
harassment
and
dating
violence.
We
did
a
train,
the
trainers
for
all
of
these
teachers.
We
provided
a
facilitator's
guide.
M
Glenda
pittman
is
the
person
in
charge
of
that
area
and
that
included
a
new
electronic
health
record
for
csb,
which
is
the
community
services
board,
which
is
utilized
by
300
clinical
staff
and
generates
around
a
hundred
thousand
dollars
of
insurance
claims
and
four
million
dollars
in
reimbursement
annually.
We
basically
are
like
a
mini
hmo.
There
we've
got
10
different
insurance
companies,
we
work
with
and
yardy,
which
is
our
system
for
housing,
choice,
voucher,
housing,
grants
permanent
board
of
housing
and
some
of
the
public
assistance
programs
tremendous
undertaking
by
glenda
pittman.
M
They
went
virtual
and
expanded
beyond
what
they
had
previously
been
with
53
events,
688
participants
targeting
specific
populations
like
bypoc,
lgbtqia
and
spanish-speaking
communities,
and
dealing
with
issues
such
as
healing
communities,
conversations
on
mental
health,
resilience
and
equity
next
slide.
M
It's
not
easy
to
lead
a
department
of
700
and
some
odd
folks
and
to
get
them
all
to
be
enthused
and
engaged
on
updating
a
vision
mission
took
us
a
lot
of
hard
work,
but
we
are
there.
We
started
looking
at
our
old
vision
mission
values
which
was
like
a
mantra:
strengthen,
protect
and
empower.
Those
in
need,
strengthen,
protect
and
empower
those
in
need,
and
it
was
great
we
loved
that
mantra.
M
But
then,
after
you
know,
10
years,
we
thought.
Well,
you
know
it's
pretty
paternalistic.
We
will
do
this
for
you,
you
need
protection,
you
need
to
be
empowered
and
it
did
not
take
into
account
any
of
the
innumerable
racial
inequities
that
we
are
confronted
with.
So
the
leadership
made
a
decision
to
center
race
in
our
new
guiding
principles.
M
Why
are
we
leading
with
race?
Because
we
know
that
racial
inequities
persist
in
every
system
in
which
our
department
works,
every
single
one,
without
exception:
health,
education,
housing,
employment,
you
name
it
and
we
lead
with
race,
because
when
you
look
with
the
other
within
the
other
dimensions
of
identity
like
income
or
gender
or
sexuality,
you
will
also
see
inequities
based
on
race
and
so
we're
taking
an
intersectional
approach
and
our
work
was
race,
explicit,
but
not
race
exclusive.
M
M
We
have
been
sharing
the
video
in
public
messaging
and
social
media
and
we're
going
to
every
commission
and
advisory
board
to
bring
this
to
to
to
their
attention
and
to
have
a
discussion
with
them
and
in
fact
some
commissioners
have
agreed
to
work
with
us
to
promote
it
even
further.
So
that's
very
exciting.
M
So
our
new
vision
is
a
just
an
equitable
community
that
is
healthy,
safe
and
economically
secure
and
free
of
systemic
racism
and
our
mission
in
solidarity
with
black
indigenous
and
people
of
color.
We
will
create
equitable
access
to
the
resources
and
opportunities
needed
for
every
community
member
to
be
healthy,
safe
and
economically
secure
next
slide,
and
these
are
our
values:
racial
equity,
access,
inclusion,
authenticity
and
accountability.
M
M
M
You
know
we
recognize
that
our
agency
is
built
from
a
dominant
white
culture,
a
middle
class
culture,
and
we
want
to
create
a
work
environment
which
all
employees
feel
supported,
passionate
about
their
work
and
empowered
to
be
their
true,
authentic
selves
and
with
regard
to
accountability,
we're
building
on
our
tradition
of
results,
based
accountability
and
get
disaggregating.
So
we
can
see
root,
causes
and
take
the
actions
necessary
to
change
our
processes
and
improve
our
outcomes.
M
O
P
Thank
you
anita,
so
this
slide
is
an
example
of
our
equity
in
action.
P
As
anita
mentioned,
we
have
been
working
on
our
performance
measurement
plans
for
all
programs
now
for
well
over
a
decade
and
a
couple
of
years
ago,
each
division,
piloted
disaggregation
of
data
by
race
and
ethnicity,
for
one
program,
did
a
root,
cause
analysis
and
identified
potential
solutions,
some
strategies
that
they
could
take
to
reduce
the
disproportionality.
P
The
divisions
really
embraced
this
process,
and
we
now
have
disaggregation
by
race
and
ethnicity
for
35
percent
of
our
performance
management
plans.
Here
is
a
beautiful
example
from
child
welfare
and
a
shout
out
to
tabitha
kelly
and
her
leadership.
Team
they've
been
a
leader
in
this
process
and
have
disaggregated
data
for
all
of
their
programs.
At
this
point,
so,
as
anita
was
saying,
we're
taking
a
look
at
who
did
we
serve?
P
Who
is
missing
and
we're
looking
at
identifying
relevant
target
populations?
It
might
be
all
of
arlington's
population,
it
might
be
just
a
subsection,
for
example
the
medicaid
population
that
is
most
relevant
to
that
program.
This
is
an
example.
So
if
you
look
at
the
bar
graphs,
the
blue
bars
represent
arlington
youth
ages,
0
through
18
about
41
500
children.
P
Note
that
76
percent-
no
I'm
sorry,
66,
67
percent
of
arlington's
youth
are
white,
10
are
black,
8
are
asian,
15
are
other
and
then
21
are
hispanic.
Of
course
that's
a
duplicated
count.
P
Now,
if
you
look
at
child
protective
service
calls,
this
is
calls
for
individuals
who
are
deemed
to
be
victims
of
abuse
or
neglect.
You
can
see
that
if
you're
looking
at
the
black
population,
26
of
the
cps
calls
are
are
in
reference
to
children
who
are
black
and
41
are
hispanic.
P
Okay,
so
remember
that's
relative
to
10
percent
black,
so
more
than
double
and
21
hispanic
so
again
double
so.
That
really
is
an
example
of
taking
a
look
at
over-representation
in
a
program.
We
can
see
clearly
that
bipoc
children
are
subject
to
over-surveillance
relative
to
white
children.
If
you
look
at
children
in
foster
care-
and
that
is
the
red
line
to
the
right-
you
can
see
that
almost
half
of
the
children
in
foster
care
are
black
and
that
37
are
hispanic.
P
However,
what
can
we
at
dhs
do
to
impact
this
problem?
So
just
as
an
example,
a
number
of
steps
have
been
identified
in
terms
of
child
protective
services.
Educating
mandated
reporters
on
one
constitutes
abuse
and
neglect
incorporating
equity
in
the
curriculum
coordinating
with
safety
net
providers
in
the
school
system.
P
Child
care,
public
safety
to
increase
participation
in
that
mandated
reporter
training
and
conducting
quality
assurance
of
our
hotline
calls
to
ensure
that
and
to
evaluate
our
screening
decision,
make
sure
that
they're
on
point
and
in
terms
of
foster
care,
adding
a
staff
person
to
be
a
kinship
navigator
to
identify
and
increase
familial
placements,
adding
social
history
to
service
plans
to
better
tailor
services
to
the
individual
child
and
emphasizing
the
importance
of
permanency
on
child
well-being.
P
I
am
now
going
to
turn
to
our
most
pressing
challenge
and
you've
already
heard
you
know
from
claude
about
the
staff
challenges
and
we've
heard
about
the
great
resignation,
but
the
workforce
shortage
in
terms
of
human
services
is
really
spectacular
and
especially
in
the
area
of
behavioral
health.
Right
now
we
have
a
hundred
vacancies
and
50
of
them
are
in
behavioral
health
care
in
the
fall
you
can
see
from
the
data
up
there
in
the
slide.
P
We
implemented
a
retention
and
signing
bonus
strategy
and,
as
you
can
see
from
the
data,
we
now
only
have
two
vacancies:
our
emergency
services
for
a
12
vacancy
rate,
so
a
substantial
improvement
we
were
able
to
to
stabilize
that
program.
P
We
now
have
a
real
issue
in
our
child
behavioral
health
program,
where
about
50
percent
of
our
clinicians
have
left
and
so
we're
essentially
at
an
emergency
standard
of
care.
In
that
area
we
are
providing
services
to
the
most
vulnerable
with
the
least
resources.
P
We
have
no
choice,
so
we
just
recently
got
approval
for
retention
and
signing
bonuses
for
child
mental
health
therapists
and
I'm
very
hopeful
that
we
will
be
able
to
hire
additional
therapists
in
that
area.
Soon
we
do
have
vacancies
in
other
areas.
Don't
get
me
wrong,
but
these
are
the
two
really
hot
points
of
concern
that
we've
addressed
recently.
P
P
On
july
9th,
the
then
commissioner
shut
down
admissions
to
state
hospitals,
psychiatric
beds,
and
that
was
due
to
staff
shortages.
P
Those
beds
have
still
not
reopened,
that
is,
a
loss
of
about
240
beds,
psychiatric
beds
to
the
state
for
child
services,
psychiatric
beds,
commonwealth
care
center.
The
only
hospital
for
children
in
the
entire
state
has
reduced
from
48
beds
to
12.,
and
then
they
had
a
coveted
outbreak,
and
then
they
were
down
to
six
I
mean
this
is
this
is
really
frightening
to
me
in
january.
P
P
Virginia
ranks
39th
in
the
united
states
for
access
to
mental
health
care
for
adults,
39th
we're
in
the
bottom
22
of
the
nation.
38
states
have
more
behavioral
health
providers
per
100,
000
in
the
population
and
here's
the
most
scary
part
significant
proportions
of
virginia's
behavioral
health
professionals
are
within
10
years
of
retirement
age.
P
61
of
psychiatric
nurse
practitioners,
now
40
of
all
nurse
practitioners
are
61
and
over
40
percent
of
licensed
psychologists
are
55
and
older
and
social
workers
and
counselors
also
about
40,
are
55
and
older.
So
we
are
facing
some
significant
pipeline
stressors
and
we
are
doing
taking
some
action
steps
in
that
area.
P
But
at
this
point
frankly,
it's
a
calling
as
a
psychiatrist
on
our
our
co-chair
of
our
child
and
family
csb
committee
said
just
last
night,
our
executive
committee,
all
of
the
professionals,
behavioral
health
professionals,
are
taking
on
much
more
than
this
best
practice
because
of
the
the
press
of
the
need
and
because
frankly,
they're
caring
people
and
that
leads
to
burnout
and
exacerbates
the
problem.
P
Just
about
a
week
and
a
half
ago,
two
weeks
ago
we
opened
up
a
regional
crisis
receiving
center
in
chantilly
and
within
four
days
three
staff
walked
out
because
the
stress
of
the
work
was
just
too
much
for
them.
P
So
while
the
work
is
really
satisfying,
it
can
also
be
heartbreaking
and
really
crushing
for
staff.
So
we
really
need
to
attend
to
resiliency
in
our
staff.
There
is
fierce
regional
competition.
Over
the
summer
I
received
this
card
from
fairfax
csb,
recruiting
me
with
bonuses
for
every
position
in
their
csb.
They
send
it
to
every
licensed
professional
in
the
state.
Very
smart,
we
are,
the
csbs
are
really
basically
cannibalizing
each
other
fairfax
just
raised
their
salaries
10.
I
think
I'm
raising
this
because
I
think
it's
something
we're
going
to
have
to
really
attend
to.
P
P
P
We
took
the
clinician
that
was
allocated
and
we
reclassified
it
to
be
a
clinical
manager
because
we
realized
we
are
now
building
a
whole
program
here
and
we
need
adequate
management
and
supervision,
and
we
are
still
recruiting
for
a
physician's
assistant,
which
we
really
need
to
ensure
that
the
medical
needs
are
met
and
that
we
can
provide
medical
clearance
actually
at
the
cic
to
divert
individuals
from
going
to
the
emergency
department.
P
So
let
me
just
finish
talking
about
the
cic
we
are
working.
We
have
been
working
really
relentlessly
and
particularly,
I
would
say
in
the
last
nine
months
around
identifying
what
is
needed
to
provide
a
safe
environment
for
individuals
in
crisis
as
an
alternative
to
the
emergency
room
and
even
to
hospital
admission
for
because
they're,
because
because
we
have
to,
we
have
to
the
community
needs
it.
P
The
community
demands
it
and
we
have
really
taken
a
look
at
a
number
of
steps
in
addition
to
staffing,
to
identify
how
we
can
robustly
meet
those
needs.
P
As
one
example
we're
working
on
with
a
vendor
on
a
contract
to
hire
special
conservators
of
the
peace
who
can
provide,
who
can
receive
custody
from
law
enforcement
and
who
can
provide
alternative
transportation
so
that
we
can
reduce
the
burden
on
our
law
enforcement
partners
and
we've
enhanced
security
cameras,
we've
purchased
new
recliners,
but
we're
and
we're
really
working
to
make
it
as
a
therapeutic,
safe
and
an
environment
in
which
the
highly
acute
needs
of
individuals
who
need
to
be
in
the
hospital
can
be
met.
P
P
We
did
receive
a
regional
opportunity
through
the
department
of
behavioral
health
and
developmental
services,
1.6
million
dollar
grant
to
expand
our
cr2,
which
is
our
children's
regional
mobile
crisis
program.
We
started
that
in
2014
as
a
response
to
a
real
gap
in
in
services
for
children,
which
has
only
exacerbated
so
we've
kept
expanding
and
expanding
this
program.
We're
now
at
a
four
million
dollar
budget.
P
P
Individuals
will
be
able
to
call
res
talk
to
a
crisis
counselor
on
the
phone
and
if
they
need
more
than
crisis
stabilization
on
the
phone,
the
call
center
will
dispatch
the
nearest
available
mobile
crisis
team.
P
It
might
be
a
csb
team,
it
might
be
this
community
mobile
crisis
team,
but
we
will
have
resources
on
in
that
area.
We
expect
to
serve
about
a
thousand
individuals
throughout
northern
virginia
moving
to
marcus
alert.
We
are.
We
have
been
working
now
with
our
80-person
stakeholder
group
that
we
established.
I
think
we've
had
about
10
meetings
of
that
group
and
we
are
building
on
the
recommendations
that
came
out
of
the
police
practices
group
that
you
all
received
in
february
21.
P
We,
our
stakeholder
group,
was
intentionally
recruited
and
selected
to
represent
our
community
persons
with
lived
experience
and
by
poc
individuals
who
are
especially
impacted
in
this
space.
We
have
worked
to
identify
our
values,
our
vision
and
our
mission,
which
we
are
about
to
roll
out.
We
have
conducted
research
and
discovery
which
is
sort
of
the
data
analysis
of
the
needs
in
this
area
and
the
resources
we
have
looked
at
options
for
enhancement
for
our
crisis
system
of
care.
Here
in
arlington,
we
have
a
community
survey
out.
P
We
are
conducting
focused
groups
this
month
and
we're
doing
a
lot
of
public
engagement,
in
fact
I'll
be
speaking
to
the
civic
federation
at
seven
o'clock
this
evening.
P
Now
there
is
legislation
at
the
general
assembly
that
may
extend
the
deadline
for
the
submission
of
our
local
plan,
which
right
now
is
due
july
1st,
but
we'll
see
where
they
go
with
that,
and
we
are
committed
to
laying
the
groundwork
for
this
expansion
of
this
work
in
the
future
and.
A
Yeah
yeah.
Thank
you.
Thank
you.
So
much.
I
cannot
imagine
anything
more
important
to
spend
time
on,
so
I'm
glad
that
we
did
take
our
time
there.
I
wanted
to
note.
However,
we've
got
a
couple
of
commissions
to
hear
from
and
I
want
to
make
sure
we've
got
some
time
for
q
a
before
six.
So
if
we
can
work
through
the
last
five
slides
somewhat
expeditiously,
oh.
M
No,
this
is
three
minutes
love
it.
Thank
you
minutes
for
the
three
remaining
slides
or
four
okay.
So
these
are
just
additional
budget
highlights.
We
have
got
additional
1.5
million
dollars
from
bdh
for
our
coven
19
response.
Public
health
use
that
for
coordinating
communicating,
educating,
investigating
analyzing
epidemiology
services
for
cover
19,
we
received
in
from
wioa
department
of
labor
funds,
an
additional
296
thousand.
We
split
those
funds
with
alexandria
and
we're
serving
150
to
200
additional
clients
with
employment
barriers
to
the
aec
eviction
prevention.
M
That
was
an
area
that
was
on
our
first
slide,
which
is
really
part
of
our
cont
housing
continuum.
So
to
speak,
because
we
have
been
serving
approximately
1500
residents
in
2020
and
2021,
but
in
2020
we
served
1.6
times
each
in
2021.
We
served
them
2.6
times
each.
M
We
are
now
in
in
2022
serving
them
about
2.1
times
each.
So
the
the
the
number
of
people
served
unduplicated
per
year
has
not
necessarily
gone
up,
but
the
number
of
times
that
they're
receiving
assistance
has
gone
up.
Our
average
payment
is
about
twelve
hundred
and
thirty
three
dollars.
We
have
an
entire
team
devoted
this
eviction
prevention.
M
They
received
the
county
managers
excellence
awards
thanks
to
mark
this
year,
and
the
reason
you
know,
even
though
we
have
spent
millions
and
millions
of
dollars,
we
would
have
spent
more
had
it
not
been
for
the
state
rental
assistance
portal
which
supported
1414,
1414,
unduplicated,
arlington
households
for
15
million
dollars
since
2020..
M
We
do
think
that
the
state
is
going
to
be
running
out
of
money
and
they
have
told
us
they're
working
on
a
step
down
process
they're
going
to
be
running
out
of
money
by
early
to
mid
summer.
We
will
have
to
make
some
decisions.
I
al,
I
think,
and
of
course,
for
your
consideration
about
to
what
extent
we
continue
with
eviction
prevention,
given
that
a
lot
of
people
are
back
to
work,
our
arlington
unemployment
rate
is
under
2.
M
We,
although
the
folks
who
are
who
we
are
serving
still
are
you
know
the
lowest
income,
largely
in
the
in
the
county.
Next
slide.
M
Our
proposed
budget
for
2023
is
170
million
15
380.,
it
kind
of
takes
my
breath
away
and
it
is
an
increase
of
6.8
or
10
million
dollars,
but
this
increase
largely
comes
from
grant
funding
and
arpa
funding
that
we
received.
We
have
35.15
new
ftes,
coming
that's
proposed
by
the
county
manager.
19
are
funded,
13.15
are
funded
with
other
grants.
Three
are
with
net
tax
support,
but
two
are
from
reallocations
from
the
bottom
line.
Non-Personnel
and
one
is
new
in
adsd
next
slide,
as
you
saw
before.
M
These
are
our
budget
changes,
2.3
million
additional
and
housing
grants
588
addition
thousand
additional
permanent
board
of
housing,
plus
state
funding,
we're
getting
in
the
tune
of
598
000,
which
will
fund
2.25
ftes
an
additional
adult
protective
services
clinician.
This
is
really
our
only
locally
funded
fte,
because
we
have
an
increase
in
abuse,
neglect
and
financial
exploitation
of
our
older
arlingtonians
43
increase
in
clients
being
served
from
20
to
21.,
so
the
county
manager
is
has
recommended.
1.0
ftes,
culprit
garden,
you
know,
is
our.
M
We,
we
fund
30
residential
units
and
assisted
living
there.
There
they
requested
seventy
thousand
and
change
to
for
the
subsidy
that
it
cost
to
support.
Those
folks
who
live
there
next
slide
and
the
last
two
slides
are
are,
is
a
breakdown
of
all
the
arpa
funding
eviction,
prevention,
crisis,
intervention
center,
a
homeless
services,
equity
and
engagement
project,
which
is
to
bring
in
people
with
lived
experience
into
the
decision
making
about
homeless
services.
M
The
marcus
alert
coordinator
that
deborah
mentioned
a
back
to
work,
which
is
an
initiative
together
with
aed,
to
help
400
arlingtonians,
who
are
unemployed
with
a
variety
of
services,
next
slide,
an
esf6
coordinator,
which
is
to
manage
our
emergency
port
support,
function
for
mass
care
and
shelter
during
emergencies
and
164
000
in
temp
contracts
to
support
the
79999
call
center.
A
You
so
much,
mrs
please
do
stay
close
we're
going
to
go
next
to
our
commission
on
aging
and
our
community
services
board
chairs
for
brief
presentations,
and
then
the
conversation
will
be
back
to
the
board,
so
I
thought
I
saw
ms
o'keefe
with
us
in
person.
A
Q
Q
2020
transitioned,
long-standing
workday
patterns
into
a
world
of
behavioral
health
services
via
technology
when
digital
services
did
not
fit
client
need.
The
inclusion
of
special
protective
equipment
allowed
vital
one-on-one
services.
There
was
a
full-scale
whole
workforce
community
of
efforts
showing
resilience,
caring
and
cooperation
in
answering
critical
needs.
Q
It
is
abundantly
clear
that
you,
the
county
board
and
the
county
manager
recognize
these
needs
and
that
the
continuation
of
vital
services
is
critical.
Despite
an
extraordinary
staffing
deficit
and
the
increase
in
behavioral
health
client
need
and
acuity,
we
strongly
support
the
county
manager's
budget
and
ask
that
behavioral
health
needs
be
fully
funded.
Q
The
csb
will
advocate
strongly
for
the
dire
needs
that
exist
in
the
developmental
disability
community.
You
will
be
hearing
stories
of
real-life
circumstances
that
are
putting
inordinate
pressure
on
our
citizens
affected
by
dd.
We
realize
that
dd
is
a
complicated
area
with
certain
components
that
lie
outside
the
purview
of
the
county
board.
However,
we
will
also
present
avenues
to
solutions
that
reflect
the
creativity
of
committee,
hard
work,
staff
collaboration
and
will
benefit
from
the
board's
support.
Q
The
csv
and
its
focus
on
client
services
and
progress
never
stop
throughout
the
pandemic.
The
csb
is
moving
forward
to
significantly
improve
client
outcome
throughout
our
diverse
county
equity
is
at
the
forefront
of
our
thinking
and
acting
and
to
that
end
we
incorporate
equity
issues
at
every
monthly
meeting.
Q
Among
other
important
initiatives,
we
have
opened
a
new
recovery
center,
secured
approval
for
16,
more
mental
health
beds
at
virginia
hospital
center.
Our
building
our
crisis
intervention
center
staff,
educating
the
community
about
narcan
and
its
ability
to
save
lives
and
disseminating
as
quickly
as
possible
the
information
about
the
dangers
of
marijuana
and
the
adolescent
brain
many
other
exciting
improvements
are
in
various
phases
of
development
and
implementation.
Q
A
Likewise,
ms
o'keefe,
thank
you
so
much
for
the
embodying
the
voice
of
resident
leadership
on
the
csb.
We
really
appreciate
you
and
we
will
move
too
to
miss
kelleher
who
we've
got
and
then
we'll
move
to
some
conversation
among
board
members
miss
keller
good
afternoon
good
evening
I
should
say:
oh
you
may
be
on
mute
or
we've
got
a
problem
on
our
hand.
J
O
O
A
No
problem,
and
if
we
can't
get
her,
then
we'll
maybe
talk
about
some
of
these
behavioral
health
issues
first
and
then
go
to
additional
ones.
Does.
R
R
Thank
you
well
good,
good
evening.
My
name,
as
you
know,
is
linda
kelleher
and
I
currently
serve
as
chair
of
the
commission
on
aging.
I've
been
an
arlington
resident
for
more
than
48
years
and
I'm
a
passionate
advocate
for
older
adults
and
age-friendly
arlington,
I'm
honored
to
be
joining
you
today
for
the
dhs
work
session
and
to
share
highlights
about
our
older
americans
and
the
positive
impact
of
the
variety
of
services
and
supports
that
make
those
that
live
in
arlington
be
able
to
live
in
a
living.
R
Livable
community
for
all
older
adult
adults
are
great
benefit
to
our
community.
The
more
than
36,
000
adults,
age,
60
and
above
in
arlington,
are
vital
to
our
economy,
to
our
tax
base,
workforce
and
volunteer
corps,
not
to
mention
the
voluntary
involvement
in
commissions
and
advisory
groups.
Yet
there
are
many
who
need
services
to
age
in
place.
Anita
and
her
team
shared
numbers
about
the
increase
in
demand
for
dhs
services
and
we're
seeing
this
impact
on
our
aging
neighbors.
R
More
older
adults
need
affordable
housing
and
housing,
modifications
to
improve
accessibility,
supports
and
personal
care
in
their
homes,
food
groceries
and
medication.
Delivery,
safe
and
reliable
transportation
opportunities
for
meaningful
engagement
and
supports
for
caregivers
my
background
and
passion
for
affordable
housing
and
before
I
retired
I
worked
for
appa
and
most
recently
for
culpeper
garden
for
older
adults,
and
so
many
others
in
our
community.
R
Housing,
affordability
and
stability
are
critical.
Staff
have
kept
us
informed
of
major.
The
major
increase
in
aging
and
disability
has
had
with
requests
for
financial
assistance
to
prevent
evictions,
referrals
to
shelter
and
the
increase
in
older
adults
who
are
in
shelter.
Housing
cannot
be
addressed
in
isolation.
R
In
addition
to
affordability,
we
must
also
consider
accessibility,
quality
environment
and
to
address
barriers
like
safe
access
to
transportation,
availability
of
community-based
supports,
including
mental
health
and
mobility
access,
for
example,
with
the
upcoming
marbella
development.
We're
excited
that
there
are
125
designated
units
for
older
adults,
but
north
queen
street
is
a
quite
steep
hill
for
someone
in
a
wheelchair
and
so
with
new
developments.
We
must
also
consider
the
neighborhood
livability
for
people
of
all
ages
and
stages.
R
R
Both
mary
marshall
and
culpepper
garden
are
examples
of
this
unique
collaboration
between
the
county
and
community
organizations
to
provide
affordable,
assisted
living,
but
the
need
is
immense
and
we
will
require
action
to
address
this
need.
Thank
you
for
your
increase
in
funding
in
this
budget
to
call
pepper
garden,
assisted
living
residences
and
your
continued
efforts
to
investigate
and
expand,
affordable,
assisted
living.
The
commission
values
your
commitment
to
ensuring
that
assisted
living
is
available
to
all
people
at
all
income
levels.
R
These
principles
of
inclusion,
access
and
equity
are
county
values
and
values
outlined
in
our
age.
Friendly
arlington
action
plan
in
2018
arlington
was
accepted
as
the
250th
aarp
world
health
organization,
member
of
the
network
of
age-friendly
communities,
and
over
the
past
few
years,
the
commission,
on
aging,
in
close
partnership
with
the
staff
of
dhs's,
aging
and
disability
services
division,
began
implementing
the
plan
to
build
an
age-friendly
community.
R
County
board
members,
mrs
crystal
and
miss
garvey
will
provide
opening
remarks
at
this
premier
event
where
we,
where
we
engage
the
community,
both
virtually
and
in
person
regarding
what
matters
most
and
collect
the
responses
that
we
will
use
to
take
action
to
become
a
more
inclusive
community
for
all.
Thank
you
very
much
for
your
time
today.
A
Thank
you,
miss
kelleher.
We
appreciate
you
and
particularly
that
point
about
affordable,
assisted
living,
yet
another
example
of
the
intersection
between
planning
and
zoning
and
human
services.
So
thanks
for
your
leadership
and
we're
looking
forward
to
seeing
you
at
that
forum,
okay,
so
we've
got
some
time
for
conversation
with
board
members.
I'll
begin
with
mr
deferenti.
I
Thank
you,
madam
chair.
First
just
wanna,
I
think
slide
eight
discusses
the
the
incentives
and
the
retention
issues,
and
I
just
want
to
thank
the
manager
for
that
step
towards
the
the
50
employees
that
you
mentioned.
I
Ms
friedman
so
really
appreciate
that
I
kind
of
want
to
also
signal
that,
as
we
seek
to
value
our
employees,
dhs
employees
are
often
almost
very
often,
I
don't
know
exact
percentages
of
the
700
but
are
are
on
the
front
lines,
and
so
I
for
one-
and
you
know,
flexibility
on
making
sure
that
we
seek
to
reach
those
vacancies,
is
one
that
I
really
want
to
just
mention
and-
and
I
think
with
the
50
part
of
the
problems
issue
is
partially
addressed.
I
I'm
not
going
to
claim
that
it's
it's
entirely
addressed,
but
I
just
want
to
signal
that
I
did
have
a
question
for
miss
friedman
regarding
the
we
have
a
sort
of
how
we
address
our
social,
our
safety
net
and
some
of
the
number
of
places
we
have.
I
We
seek
to
to
reach
metrics
that
we've
had
for
a
number
of
years
and
I'm
curious.
You
know
those
agreements
to
reach
those
metrics
have
been
if
they've
been
in
place
for
a
longer
period
of
time.
I
could
envision
where
the
cost
of
reaching
those
metrics
may
have
gone
up,
and
I
don't
know
we
and
those
are
contractual
relationships
in
some
cases.
I
think
I
don't
know
in
all
cases,
but
my
question
is
you
know
if
you
think
about
prevailing
wage,
there's
been
increases
in
cost.
I
I
I
was
just
sort
of
thinking
about
the
price
increases
we've
seen
and
if
there's,
if
the
contracts
are
not
metrics,
are
not
reachable
under
the
increased
costs
we're
we're
facing.
That
is
something
I'd
want
to
consider
over
the
next
three
weeks.
M
Yes,
mr
g
ferranti,
we
you
know
operate
many
of
our
services
through
not
contracts
with
non-profits
and,
as
you
know,
some
are
competitive.
Some
are
granted,
some
are
sold
source
largely
unless
a
contract
typically
has
a
cpi
included
in
it
a
cost,
a
consumer
price
index
which
is
not
necessarily
comparable
to
rate
of
inflation.
I
think
it's,
mr
dorsey
will
know
this
better
than
I
is
probably
a
subset
of
the
inflation.
M
Then
there
are
at
the
time
of
the
annual
renewal
that
is
accounted
for,
but
many
of
them
do
not,
and
I
we
have
not
given
increases
to
nonprofits
as
a
regular
process
over
the
many
years.
M
They
are
having
issues
with
the
same
staffing
issues
that
we're
having
and
the
salaries
are
low,
and
I
know
that
there's
some
shortages,
specifically
in
some
of
our
congregate
programs
like
dd
group
homes,
and
we
have
not
really
addressed
the
issue
of
compensating
the
safe
those
providers
with
additional
resources
in
order
to
keep
up
with
the
demands
of
the
program.
So
the
answer
is,
we
have
not.
I
So
keeping
in
mind,
you
know,
I
guess
I'd
I'll.
I
can
also
follow
up
with
a
written
question,
but
I
think
if
there
were
a
a
s
keeping
in
mind
the
work
that
is
ongoing
with
respect
to
nonprofits,
I
would
at
least
like
to
see
if
there's
a
way
to
ask
this
question
of
the
manager
and
you
and
and
see
if
there
is
a
there,
would
be
a
fair
way
to
to
con
at
least
consider
this
with
respect
to
contracts
over
the
coming
weeks.
Well,.
M
A
Scarvey
would
allow
me,
because
I
just
to
follow
up
on
that
so
because
we
you're
right,
it's
like
a
constellation
of
how
we
fund
them
right.
Some
are
grand
submersible
source,
but
if,
if
we
have
a
contract,
isn't
the
process
of
awarding
that
contract
either
has
to
be
competitive
or
sole
source
right
right?.
Q
A
Those
are
the
instances
in
which
we
have
that
automatic
escalator
tied
to
the
consumer
price
index
right.
M
We
can,
you
know,
negotiate
from
year
to
year
for
additional
costs,
but
grants
are
sort
of
not
they're
tied
to
a
budget,
but
they
are
have
been,
have
remained
flat.
A
M
It's
still
called,
we
still
call
it
a
contract
internally
to
purchasing,
because
we
don't
use
the
term
grand
title
okay
right,
but
for
something
like
a
county
board
award.
Yes
right,
that's
what
we
call
them
county
board
awards
like
the
award
doorways,
there's
an
award
to
b2i
there's
an
award
to
afaq.
M
Those
are
basically
were
made
and
they
only
increase
when
you
know
something.
Unusual
happens,
but
not
as
a
normal
course
of
increase.
Is
that
right,
corey.
A
Yeah,
thank
you.
I
I
mean
I,
I
think
it's
worth
it
discerning
a
little
bit.
There's
a
difference
between
you
know
what
the
board
has
awarded
over
the
years
and
then
what
is
actually
tied
to
a
performance
agreement
with
dhs,
and
I
think,
unless
I'm
misunderstanding,
if,
if
you
are
an
entity
that
has
a
you
know,
kind
of
for
lack
of
a
term
performance
agreement
or
contract
with
dhs
right,
you
have
an
opportunity
to,
as
part
of
the
annual
renewal
come
for
a
a
cpi
indexed.
A
M
O
G
To
us
yeah,
it
was
a
while
ago
we
haven't
had
generalized
inflation
that
affects
all
aspects
of
their
operation.
They
they
used
to
have
pressure
on
their
salaries,
etc
and
on
their
own
competitiveness.
Right,
because,
on
the
other
side
of
the
equation,
we
we
expect
them
to
perform
right.
So
that's
you
know,
and
they
can.
You
know
there
are
two
ways
to
do
that:
either
they
can
afford
the
cost
or
they
can
reduce
the
service.
Correct.
E
Go
down
the
rabbit
hole
of
this,
I
would
just
remind
us
all
that
you
know
every
organization
is
going
to
experience
it
differently,
depending
on
what
their
line
of
business
is
and
what
their
you
know.
What
their
pressures
are.
You
know
someone
who
right
now
is
heavily
reliant
on
fuel
services
for
delivery,
for
example,
is
really
feeling
it
versus
someone
who
may
be
in
another
line
of
business,
so
a
size
fits
all.
Inflation
adjuster
is
not
likely
to
fit
the
bill.
E
A
Good
advice
from
our
resident
economist
all
right.
G
J
G
H
Well,
I
think
the
world
is
changing
very
rapidly
and
we're
going
to
continue
to
have
to
adapt
along
a
lot
of
different
lines.
I
am
I
was
going
to.
I
found
this
all
very
affirming
for
one
I
loved
it
that
we
put
in
more
money
to
hire
people
and
there
goes
and
we
get
more
people,
I'm
a
little
worried
with
some
of
the
staff
issues
that
we've
got
we're
going
to
find
we're
going
to
put
in
more
money
and
we're
not
going
to
get
the
people
that
we
need.
H
I
think
that's,
but
for
for
that
it
was
great,
and
hopefully
that
will
work.
I
also
found
when
I
was
going
through
the
the
the
budget
book.
All
my
reading
about
foster
care.
I
started
putting
circles.
This
is
really
good.
This
is
great,
so
my
plan
was
to
ask
you
how
come
I
was
just
going
to
kind
of
dig
a
little
bit.
How
come
this
happened,
and
then
you
explained
it
was
equity
work
in
a
lot
of
ways.
Yes,
if
you
have
something
more,
you
want
to
add.
That's
fine,
because
I.
M
Well,
we,
you
know
the
we
have
worked
for
many
many
years.
You
know
under
tabitha
kelly
and
with
the
support
of
deborah
warren,
to
find
foster
parents
foster
families
within
arlington
to
train
them
appropriately.
M
Also
to
increase
the
kinship
possibilities
to
reduce
the
length
of
stay
of
peop
of
children
in
foster
care,
and
you
know
our
numbers
have
definitely
gone
down.
I
think
we're
52
we're
at
52
children
left
in
foster
care
at
the
current
moment,
of
course,
that
that
can
vary.
What
can
change
no.
H
But
it's
great
because
when
I
was
on
the
school
board
years
ago
and
we
started
doing
equity
work
there
and
one
of
the
things
that
became
clear
and
clear
and
it
actually
worked
with
children
with
disabilities.
It
worked
whenever
you
improved
things
for
that,
a
group
that
you
felt
hadn't
been
treated
about.
It
got
better
for
everybody.
So
what
you're
doing
for
the
foster
care?
I
mean
it's
better
for
everybody,
and
I
also
find
myself
wondering
with
the
child
protective
services
that
you're
we're
probably
over
identifying
for
children
of
color.
H
I
wonder
if
we're
under
identifying
for
white
children
and
they
aren't
getting
services
that
they
need
or
protection
that
they
need.
I
mean
that's
the
flip.
It's
bad
for
everybody
and
equity
work
makes
it
better
for
everybody.
So,
as
I
say,
I
found
this
very
affirming
and
I
think
that's
I
did
have
one
quick
question.
Then
I'll
I'll
yield
the
50
clinicians
who
left?
P
Several
of
them
went
to
other
organizations,
you
know
they
would.
There
are
a
lot
of
organizations
now
offering
bonuses
and
so
on,
some
just
left
to
take
a
pause
because
they
just
were
burned
out
and
in
some
cases
there
are
jobs
that
you
know
may
feel
may
fit
the
individual's
lifestyle
better.
P
There
are
a
lot
of
I
get
like
every
other
day,
a
recruitment
for
a
telehealth
organization.
You
know
better
help
and
all
of
those
kind
of
things.
So
the
work.
We
do.
It's
community
mental
health,
you
you
need
to
want
to
be
in
the
community
and
work
directly
with
people.
So
some
folks
have
gotten
weary.
It's
it's
been
a
tough
haul
with
the
pandemic
and
you
know
yeah.
I
think
a
lot
of
people
left.
H
G
Oh
actually,
I
wanted
to
ask
something
very
similar.
Is
there
besides?
Besides
improving
the
the
you
know,
the
compensation
and
just
trying
harder
in
hr?
G
Are
there
other
parameters
to
this?
Are
there
institutional
parameters?
Are
there
conceptual
parameters?
I
I've
seen
that
you
know
the
the
evolution
of
the
cic
is
amazing
to
me.
You
just
said
that
this
is
like
setting
up
a
an
emergency
services,
and
I
know
that
part
of
that
was
forced
because
that's
what
the
state
did
etc,
but
you
know
on
the
fly
we
had
to
change
several
times
the
last
couple
of
years.
G
Our
our
you
know
the
type
of
services
we
provide,
and
so
I
I
wonder
whether
there
is
any
conceptual
thinking
about
how
we
package
that,
but
whether
we
have
a
different
philosophy
of
of
what
we
do
and
how
we
do
that,
so
that
we
don't
rely
only
on
our
ability
to
attract.
You
know
with
compensation
the
appropriate
professionals,
but
also
with
other
ways.
P
Well,
I
I
I'm
not
sure
100
how
to
respond
to
that,
but
I
can
tell
you
that
we're
looking
at
this
issue
from
a
variety
of
perspectives,
we're
looking
at
you
know,
trauma
informed
care
for
staff.
We
just
friday
had
our
eap
do
a
presentation.
33
staff
participated
and
I
think
we're.
We
have
a
number
of
things
that
we're
doing
in
that
space
and
we
need
to
attend
to
that,
but
also
we're
looking
at.
You
know
we
have
mousse
with
surrounding
universities.
P
Four
of
us
are
presenting
at
a
panel
for
george
mason
on
the
23rd,
and
it's
really
to
entice
young
people
to
go
into
the
field
and
to
work
at
arlington
dhs,
we're
doing
a
lot
of
work
at
the
state
level,
with
the
virginia
association
of
community
services
boards,
the
whole
workforce
shortage,
the
pipeline
paying
for
licensure
that
costs
about
ten
thousand
dollars
so
figuring
out
ways
to
support
young
people
getting
their
clinical
license
after
they
get
their
degrees,
which
is
a
two-year
process.
P
That's
another
avenue
where
we're
looking
at,
and
you
want
to
add
to
that.
Yeah.
M
I
wanted
to
add
what
I
think
your
question
is
really
on
point.
Mr
carontonis,
I
mean,
in
addition
to
you,
know
the
the
great
resignation
the
scarce
the
turnover
of
the
older
over
50
pop.
You
know
clinical
population,
the
we
need
to
have
competitive
salaries.
M
Do
we
have
to
be
proactive
about
it?
We
have
to
look
at
the
compression
within
the
classification
ranges
because
there's
a
lot
of
compression
where,
in
our
old
system
of
care
of
of
hiring
people,
we
would
bring
people
in
based
on
their
old
salary
and
it
was
low
now
we're
doing
it
with
education
and
years
of
experience,
and
so
you
have
new
people
coming
in
much
higher
than
pre
than
people
who
already
in
their
positions.
It
causes
a
lot
of
tension
in
the
workforce.
M
We
have
to
look
at
how
we
can
maximize
the
use
of
telework.
We
are
not
going
back
to
pre-covered
dhs,
we
are
going
to
be
in
a
permanent
hybrid
model,
and
the
most
important
thing
I
would
really
like
for
all
of
you
to
know
is:
we
are
not
going
to
be
the
police
department.
M
M
It's
not
the
case,
we're
talking
about
social
workers
who
are
not
always
necessarily
coming
out
of
graduate
school
to
go,
respond
to
a
person,
who's,
suicidal
or
homicidal,
and
so
you
know
we
have
to
be.
I
think
we
have
to
temper
our
expectations
about
how
fast
and
how
reasonable
this
process
is
going
to
be
to
convert
from
a
law
enforcement
response
to
a
you
know,
a
clinical
response,
and
it's
going
to
take
some
time.
Look
at
rcic.
We
haven't
even
filled
some
of
the
positions
that
you
folks
allocated
last
july.
M
Q
A
Yeah
as
we're
going
around
one
question,
actually,
while
we're
talking
about
the
the
cac
one
of
the
things,
I
think
is
pretty
strict
when
you,
when
you
shared
with
us,
you
know
about
the
funding.
I
maintain.
This
is
an
excellent
use
of
arpa
funding.
Right
I
mean
this
is
about
helping
our
community
recover
and
we
know
this
has
been
one
of
the
biggest
impacts
on
our
community.
We've
also
talked
about
you
know.
Arpa
is
unusual,
it's
not
quite
one-time
money,
it's
also
not
quite
ongoing
money
and
we
have
about
four
years
to
spend
it.
A
So
this
is
a
question
this
may
be
for
the
manager
or
dmf
team
as
much
as
it
is
for
dhs,
but
just
you
know,
could
you
knowing
how
risky
it
is
that
we're
sort
of
set
up
for
like
a
funding
cliff
on
those
16
positions?
That's
a
lot
of
money.
A
We
don't
want
any
interruption
of
service
and,
my
goodness,
once
we
get
people
in
these
jobs,
we
want
to
know
there's
a
path
to
keep
them
as
long
as
we
can,
since
you've
talked
about
how
hard
it
is
you
know,
or
how,
how
are
we
preparing
for
this?
I
guess
is
my
question.
You
know:
will
we
see
this
transition
to
general
fund
money
over
the
period
of
four
years?
Are
we
anticipating?
This
is
the
type
of
thing
that
you'll
see
more
federal
grants
in
the
space
of
just
help
me
understand
everything.
B
Right
so
when
I
proposed
the
budget,
I
was
intentional
in
saying
that
we
would
re
the
one-time
money
what
we
that
we
were
relying
on.
I
wanted
to
cut
that
in
half,
so
I
think
we
went
from
16
million
to
8
million.
My
goal
is
to
get
get
it
done
in
two
years
and
then
allow
for
the
possibility
that
there
would
be
additional
federal
funds
that
would
come
in
and
fill
it
because
you're
absolutely
right.
I
mean
it's
sort
of
like
standing
on
quicksand.
B
You
know
you
can
stand
there
just
for
a
bit
and
then
you
have
to
fill
in
behind
it.
So
that's
my
goal
and
that
was
sort
of
the.
That
was
the
guidance
the
board
gave
me,
and
that
means
essentially
putting
making
some
hard
choices.
There's
about
eight
million
dollars
of
things
that
I
would
have
rather
have
done,
but
we
had
to
fill
in
the
money
for
that.
So
we'll
do
the
rest
of
it.
In
fiscal
24.
got.
P
Yes,
ms
crystal,
I
would
just
add
to
that
that
we're
looking
at
the
state
budget
soon
to
be
unveiled,
and
there
is
money
in
there
for
crisis
receiving
centers.
And
we
are,
you
know,
keeping
very
close
tabs
on
any
potential
grants
coming
out
of
the
department
of
behavioral
health
and
developmental
services
to
support
the
cic.
A
I
might
ask
one
other
question,
then
we'll
do
another
round,
so
speaking
of
inflation,
not
how
it
affects
organizations,
I
really
appreciated
mr
dorsey's
context
there,
but
how
it
affects
individuals,
one
of
the
metrics
that
shows
up
throughout
the
dhs
budget
that
I
love,
because
I
think
it
really
talks
about
the.
A
So
what
of
our
program
is
in
some
form
or
fashion
with
real
estate,
tax
relief
or
housing
grants,
or
I
think,
child
care
subsidies
the
amount
of
money
available
to
a
family
other
than
what
they
would
spend
on
your
general
housing
or
child
care.
But,
as
I
was
looking
through,
this
here
is
thinking
again
unprecedented
inflation.
A
You
know
that
amount
of
money
actually
looks
really
different
in
terms
of
its
purchasing
power
for
a
gallon
of
milk
and
all
of
those
other
things
than
it
that
it
might
have
in
fiscal
2022,
and
so
I
I
just
wondered
you
know:
is
there
any
effort
within
the
economic
independence
division
in
particular,
or
you
know,
among
kind
of
associations
or
colleagues
that
you
guys
have
to
think
about
inflation
in
local
programming?
You
know
our
are
our
grants
right?
A
Sized
to
allow
for
sufficient
purchasing
power
of
remaining
budgets,
or
do
we
assume
that
as
wages
grow,
you
know
we're
pretty
good
to
think
steadily.
I
I
have
no
idea
the
answer
to
these
questions
again,
the
unprecedented
times
of
inflation,
we're
living
in
as
ms
garvey
noted,
and
so
I
was
just
interested
whether
there
are
any
kind
of
con
professional
conversations
happening
within
eid
or
the
broader
context.
To
think
about
this.
M
We
have
not
really
dug
into
that,
but
I
think
it's
a
very
relevant
point
that
you're
bringing
up
the
only
fully
locally
funded
subsidy
is
housing
grants
all
of
the
other
subsidies,
be
it
child
care.
Medicaid
snap
are
set
by
standards
that
are
set
by
the
state
or
the
federal
government.
So
some.
M
B
If
and
if
I
could
add
richard-
and
I
were
just
talking
about
this
when
we
prepared
the
budget
and
we
sort
of
locked
everything
up
in
january,
we
still
had
some
hope
that
inflation
was
going
to
be
transitory,
but
I
think
that's
not
a
hope
anymore.
So
when
we
do
our
mid-year
review,
we
come
to
you
at
the
end
of
march,
with
an
update
on
savings
that
we
have
either
from
this
fiscal
year
or
changes
in
revenue
estimates.
It's
we
have
an
obligation
and
we
will
rather
than
coming
perhaps
with
some
new
ideas
on
spending.
B
A
I
So
I
wanna
just
check
a
little
bit
as
that.
We
think
about
the
mental
health
crisis
as
it
impacts
our
criminal
justice
system,
but
more
broadly,
there's
a
crisis
intervention
center.
I
I
I'm
trying
to
also
unpack
you
know
we
have
a
partner
in
virginia
hospital
center.
We
would
like
that
facility
to
be
secure.
All
of
us
everyone
every
stakeholder
would
like
that
to
happen,
have
happened
yesterday,
but
trying
to
just
understand,
and
certainly
a
two
by
two
or
a
conversation
can
help.
But
I
wondered
if
you
could
speak
a
little
bit
to
the
long-term
piece
with
respect
to
90
days
plus
and
substance
abuse,
as
well
as
mental
health.
P
Yes,
we
have
been
working
well.
First
of
all,
we
have
an
intensive
outpatient
program
for
substance
abuse
services,
which
is
kind
of
a
you
know.
It's
like
three
hours
a
day
several
days
a
week,
which
is
a
nice
interim
step
and
we
do
a
contract
for
sober
houses.
So
that's
another
important
piece
in
that
system
of
care.
P
We,
the
csb
and
a
stakeholder
group
of
advocates
and
the
staff,
have
and
have
been
working
very
closely
with
the
virginia
hospital
center
now
for
five
years
on
the
development
of
additional
psychiatric
beds,
and
I
am
pleased
to
say
that
we
were
successful
in
with
the
state
in
terms
of
our
certificate
of
public
needs.
So
we
have
an
additional
16
beds,
psychiatric
beds
for
sure
coming
online
within
two
years.
That's
a
huge
win
for
our
community.
P
P
So
yeah
we're
we're
we're
aware
of
those
needs,
and
you
know
the
whole
continuum
of
care
and
working
to
try
to
fill
those
gaps
collaboratively
with
our
partners.
I
Great,
thank
you.
I
think
the
the
speed
with
which
we
can
do.
That
is
something
that
everybody
recognizes,
but
I
also
would
just
add
that
I'm
sure
you
feel
it
more
than
most
everybody
that
two
years
from
now,
given
the
mental
health
moment
that
we
are
that
every
community
is
facing
seems
like
a
long
time,
but
I
also
know
that
it's
very
difficult
to
create.
So
if
there
is
a
way
to
add
productive,
only
productive
urgency.
To
that,
I
would
associate
myself
with
that.
H
Final
question:
okay,
thank
you.
So
the
support
for
adults
with
developmental
disabilities
the
day
for
support
program
that
had
the
dubious
distinction
making
into
the
manager's
letter
is
a
worthy
program
that
he
wasn't
funding
this
year.
I
think
that
was
in
your
cover
letter
at
the
end
yeah,
and
so
what
are
we
thinking
about
doing
to
get?
You
know
the
problem
is
there?
The
consultant
did
some
work.
What
are
we
thinking.
M
Well,
I
know
we
are
considering
a
submission
of
the
the
capital.
B
So
there's
a
yeah
there's
a
couple
of
things
going
on
there.
I
I
think
that
we
have
the
potential
for
and-
and
I
I
hope
I
I
get
this
right-
and
I
know
anita
and
deborah
will
correct
me
if
I'm
wrong
the
space,
I'm
less
focused
I'm
less
worried
about
the
space,
because
we
have
some
commercial
space
that
could
be
repurposed.
For
that
we've
had
conversations
with
jbg
and
amazon.
It's
the
what
I
was
focused
on
was:
we
need
the
transportation
coordination.
B
B
I've
had
some
preliminary
conversations
with
amazon
and
jbg
about
finding
some
space,
maybe
in
the
crystal
city
area,
and
we've
worked
on
that
when
we
get
closer
to
realizing
that,
then
we'll
really
dig
in
to
try
to
solve
the
staffing
issue,
but
as
of
right
now
to
solve
the
staffing
issue
without
having
the
place
seemed
it's
not
backwards,
but
it
just
seemed
a
little
bit
premature.
So
I
wasn't
able
to
do
it
right
away
because
of
that
it's
still
a
high
priority.
Okay,.
H
Good,
I
mean
you
know,
some
planning
and
things
ahead
of
time
would
be,
would
be
good.
I
know
transportation
is
an
issue
too,
because
every
day
there's
a
crisis,
I'm
sure
you've
got
to
have
somebody
there
to
handle
things.
Mrs
friedman,
did
you
want
to
add
anything?
That's
well.
M
M
Yes,
she
is,
we've
been
working
with
them
at
looking
at
the
the
con
use
of
our
private
transportation
contracts
versus
the
medicare
medicare
medicaid,
funded
mode
of
care,
and
how
we
can
do
a
better
job
at
assessing
which
clients
you
know,
which
dd
clients
should
use,
which
kind
of
transportation
which
is
most
appropriate
for
their
particular
needs,
and
trying
to
streamline
our
routes,
which
sort
of
got
convoluted
and
messed
up
during
the
pandemic.
But
we
are
continuing
to
work
on
that
great.
H
All
right,
yeah,
thank
you,
and
I
you
know
I'll
turn
it
back
to
you,
madam
chair,
but
this
is
always
just.
I
always
feel
a
little
overwhelmed
after
we
have
these
budget
presentations.
All
the
work
that
you
do
is
absolutely
what
government
needs
to
be
doing,
helping
the
most
vulnerable,
it's
incredibly
hard
work.
Thank
you.
Yeah.
A
Well
said
agreed,
thank
you
and
thanks
for
staying
with
us.
Thank
you
late
in
the
afternoon.
We
really
appreciate
you.
We
will
reconvene
at
3
p.m.
On
thursday
to
hear
from
the
department
of
technology
services,
as
well
as
economic
development,
including
a
number
of
our
partners,
the
bids,
the
partnerships
et
cetera,
so
we
will
see
everyone
at
3pm
on
thursday.
Thank
you
so
much.