►
From YouTube: County Board Work Session - March 14, 2023
Description
Department of Technology Services,
Arlington Economic Development,
Neighborhood Partnerships & Business Improvement Districts
A
All
right
good
afternoon,
everyone
and
welcome
to
This
what
I
believe
is
our
fourth
budget
work
session
for
this
fiscal
24
budget
cycle.
Today
we're
going
to
have
presentations
from
our
department
of
Technology
Services,
as
well
as
our
Department
of
Economic
Development,
but
we'll
also
be
joined
by
a
number
of
advisory
groups
with
issue
areas
pertaining
to
those
departments,
as
well
as
our
business
improvement,
district
and
neighborhood
partnership
leadership.
A
So,
as
always,
there
will
be
opportunities
after
the
presentations
for
the
board
members
to
ask
questions
and
all
information
about
today's
budget
conversation
can
be
found
on
the
budget
Finance
page
at
the
County's
website
at
arlingtonva.us.
This
is
chair,
Christian,
Dorsey,
presiding,
all
board
members
are
in
attendance
and
it's
now
my
pleasure
to
turn
it
over
to
County
Manager
Mark
Schwartz.
B
C
Thank
you
good
afternoon,
ladies
and
gentlemen,
I'd
like
to
introduce
my
staff
with
me.
Over
there
sitting,
we
have
Richard
Archibald
for
security
and
compliance,
Holly
hartel
strategic
initiatives,
David
Hurley,
who
is
coming
in
remotely
he's
with
digital
Innovation
and
Cloud
Elise
ostigi
for
Enterprise
applications,
Jeff
Taylor
infrastructure
and
operations
and
Jonathan
Manley
Service
delivery.
C
D
D
We've
also
collaborated
with
DHS
to
improve
the
effectiveness
of
their
services
by
launching
several
applications,
including
the.
If
you
go
back,
two
slides
we're
actually
ahead.
One
slide:
yep
we've
launched
the
foster
parent
processing
application,
the
child
welfare
and
food
security
inventory
application.
D
We've
stood
up
an
internal
customer
service
chat
bot
for
Des
for
the
call
center
over
for
the
call
center.
It's
a
tool
that
offers
a
quick
answers
to
frequently
asked
questions,
much
like
the
chatbot
or
website
more
commonly
known
as
Ava
Arlington,
virtual
assistant
we've
and
finally,
we're
proud
to
announce
that
we've
fully
implemented
a
single
always
on
VPN
solution
for
the
county,
and
the
reason
why
this
is
important
is
is
it's
eliminated
a
sustainability
and
support
challenge
that
arose
for
DTS
from
our
previous
portfolio
of
VPN
Solutions.
D
D
Some
as
Mr
Lee
mentioned
in
our
opening
slide
security
and
customer
experience
are
major
drivers
of
our
operating
plan.
For
the
past
eight
months,
we've
engaged
in
detailed
discussions
with
our
department
Partners
on
how
we
can
further
improve
and
optimize
and
automate
the
services
they
deliver,
and
you
all
heard
some
of
those
accomplishments
on
the
previous
slide
under
our
accomplishment
section,
whether
that's
introducing
chat
Bots
like
in
the
case
of
Des
or
moving
an
application
to
the
cloud
where
it's
more
user
friendly,
tends
to
be
easier
to
access,
ultimately
creating
a
better
customer
experience.
D
That's
what
we'd
like
to
carry
into
the
next
fiscal
year
on
the
next
few
slides,
we'll
talk
about
dts's
Workforce,
as
well
as
discuss
some
budgetary
pressures
that
has
led
us
to
recommend
some
adjustments
on
what's
sustainable
and
what's
not,
but
before
we
get
into
that.
We
briefly
like
to
talk
about
our
focus
on
equity
on
the
next
slide.
D
When
it
comes
to
the
question
of
digital
equity
and
the
Broadband
study,
we,
like
our
partners
in
cphd
await
the
results
of
the
Broadband
study
slated
to
release
later
this
summer,
but
in
the
meantime,
we've
taken
steps
to
increase
the
number
of
outdoor
Wi-Fi
hotspots
from
26
to
28
this
year.
This
includes
all
eight
County
Libraries
15,
community,
centers
and
Parks
three
fire
stations,
two
key
government
offices
and
what
we've
noticed
is,
as
we've
expanded
the
number
of
outdoor
Wi-Fi
hotspots.
D
We've
naturally
seen
an
increase
in
usage
year
over
year,
as
shown
in
this
graph
on
here,
while
we're
on
this
slide
a
quick
announcement.
If
you'd
like
to
learn
more
about
these
outdoor
Wi-Fi
hotspots
or
locations
how
it
works,
please
visit
our
website
at
arlingtonva.us
and
search
outdoor
Wi-Fi
with
that
said,
I'm
going
to
turn
it
over
to
Mr
pizzano.
E
All
right,
I'm,
Gilbert,
Pizano
I'm,
the
finance
and
budget
manager
for
DTS
good
afternoon
board.
Thank
you
for
having
us
so
just
a
quick
summary
of
our
proposed
changes
for
fy24
and
fy23.
Our
adopted
budget
was
29.2
million
dollars
with
91
ftes.
That
proposed
change
for
fy24s
is
about
a
one
million
dollar
change,
it's
about
3.6
percentage
points
and
that
new
F
proposed
fy24
budget
would
be
30.2
million
dollars
again.
Fde
is
remaining
flat.
E
91
ftes,
some
key
things
just
to
kind
of
point
out
are
significant
items
in
our
proposed
changes
is
contractual
increases
at
550
000.
Those
are
commitments
that
we
have,
that
contractually
were
obligated
to
pay
that
increase
and
a
lot
of
these
also
Service
the
Enterprise
such
as
Enterprise
software
licenses
and
items
such
as
that
and
then
also
the
removal
of
one-time
funding
for
training.
That
was
one
time
funding
provided
to
us
in
fy24,
115
000,
and
that
is
an
adjustment
being
removed
for
fi
2024.
E
The
next
item
just
wanted
to
share
is
the
summary
of
budget
adjustments.
Here
are
the
listing
of
reductions
and
the
dollar
amount
that
is
associated
with
that.
So
some
items
in
here
is
includes
a
contract
tracing
Microsoft
licenses.
Those
are
related
to
a
coveted
response
for
contract
tracing
as
we're
kind
of
scaling
that
that
support
down
we're
pulling
back.
Those
licenses
is
worth
noting
that
if
we
are
to
scale
or
ramp
back
up,
that's
that
support
service.
We
would
need
to
find
additional
dollars
to
renew
those
licenses
in
the
future.
E
E
C
So
the
key
budget
considerations
with
cyber
security
just
really
high
level,
remain
engaged
with
State
and
National
partners
and
when
it
comes
to
service
and
program
efficiencies,
we're
going
to
discover
continue
to
discover,
exploit
opportunities,
to
streamline
processes
for
greater
efficiency
for
recruitment
and
attention,
really
we're
not
having
too
much
of
a
problem
in
this
area.
Like
me,
people
are
drawn
to
the
Arlington
County
because
of
the
culture.
It's
a
culture
where
everyone
is
valued
and
has
an
opportunity
to
make
a
difference
in
the
community.
C
Recently,
we've
just
hired
an
individual,
a
network
engineer
from
Amazon,
and
we
are
currently
in
the
final
negotiations
if
you
will
to
hire
an
executive
from
Freddie
Mac
as
the
new
Deputy
for
the
Department
for
leveraging
technology
skilled
Workforce
across
the
county.
Really,
this
just
focuses
on
increasing
the
cross-departmental
collaboration
for
better
outcomes.
A
F
Thank
you
chair.
We
submitted
a
letter
to
the
board,
so
I
won't
recap
everything
in
it,
but
to
Simply
summarize
our
recommendations
on
priorities.
Priority
One
is
securing
the
County's
Network.
Cyber
security
is
always
job.
Zero
number
two
executing
the
cloud
transitions
that
were
funded
through
the
capital
Improvement
program.
We
would
not
want
any
of
those
projects
to
come
under
risk
in
the
budget.
Current
budget
conditions,
the
digital
transformation
that
the
DTs
identified
earlier
is
something
that
really
deserves
continuous
attention
over
time.
F
It
creates
efficiencies
not
necessarily
this
year,
but
next
year
creates
more
flexibility
and
difficult
budget
considerations,
so
continued
investment
in
digital
transformation
and
then
the
one
thing
that
we
think
is
not
currently
underway
that
we
would
recommend
for
consideration
is
the
creation
of
a
county-wide
privacy
program.
There
is
privacy
work,
that's
being
done
in
DTS,
but
the
tech
commission's
recommendation
is
that
that
privacy
work
be
expanded
to
cover
the
entire
government.
We
don't
think
that's
a
one
year
project.
F
We
think
that
that
is
a
multi-year
growth
in
capability
that
the
county
should
consider,
but
we
think
that
making
an
investment
and
starting
that
this
year
would
be
warranted
consistent
with
our
prior
set
of
recommendations.
I'd
also
say,
since
we
sent
the
letter,
Mr
Lee
issued
his
strategic
plan
for
DTS,
which
the
commission
anticipates
unequivocally
endorsing
at
our
next
meeting.
When
he's
able
to
brief
us
on
it
more
fully,
but
we've
read
through
it
and
we
don't
really
see
any
concerns
at
this
time.
F
A
You
Mr
Burke
appreciate
that
very
much
I
think
that's
all
of
the
commission
speakers
we
have
for
DTS,
so
colleagues,
conversation
is
with
us.
I'd
like
to
actually
start
with
a
conversation
or
with
a
question
about
the
reductions
with
the
Gartner
licenses.
Is
that
what
the
Gartner
group,
or
is
that
a
different
discount
yeah?
A
So
I
would
imagine
that
that
is
in
some
ways
conducive
to
your
all.
Being
able
to
be
current
on.
You
know
very
emerging
needs
in
your
industry
that
this
allows
you
to
without
finding
the
way
to
build
up
the
staff
capacity
to
get
the
access
to
the
latest
and
greatest
thinking
in
ways
to
you
know,
promote
greater
cyber
security.
You
know
Advance
a
lot
of
your
initiatives.
It
seems
significant
to
me
to
lose
that
capability
when
we're
not
increasing
head
count
at
all.
C
So
Mr
chairman,
so
that
would
really
have
an
impact
from
maybe
a
Time
consumption
when
we're
doing
research
on
different
Technologies
best
practices.
So
Gartner
is
kind
of
the
go-to
one
shop
where
we
can
get
all
that
information
from
it
once,
whereas,
if
we're
able
to
do
that
initial
research
on
our
own,
which
we
have
and
I've
utilized
Gartner
in
previous
roles
at
other
agencies
before
I
mean
it
is
a
good
resource.
But
there
are
workarounds
for
that.
So
I
don't
see
it
having
a
significant
impact
effect,
but
it
certainly
does
have
some
okay.
C
G
C
So
Gartner
is
a
Consulting
organization
that
anything
in
the
whole
gamut
of
our
information
technology,
whether
it's
cyber
security,
best
practices,
applications
Cloud
whatever
it
is
the
whole
gamut
on
it.
So
basically
they
have
different
experts,
usually
they
hire
former
cios
or
former
technologists
from
different
industry
and
they
bring
them
on
board
as
consultants
and
they
partner
with
you
and
you.
They
basically
will
advise
you
on
different
things.
C
If
you're
creating
new
policies
like
in
the
past
I've
created
a
policy
when
I
was
with
NCIS
I
created
a
new
data
management
policy
and
they
Leverage
The
Gartner
Consulting
Group,
they
assigned
an
analyst
I
mean
they
just
basically
reviewed
it.
Making
sure
I
had
all
my
eyes
dotted
T's
crossed
so
I
mean
it's
a
good
resource.
But
again,
as
I
said
earlier,
it's
not
going
to
have
a
signal.
I,
don't
feel
it's
going
to
have
a
significant
impact
on
our
ability
to
do
our
job.
That's.
G
Helpful
because
that's
I
mean
I,
assume
that
that's
what
you're
thinking
but
I'd
like
to
be
reassured
my
concern
and
I
gather.
That's
not
not
here
is
that
if
it's
got
to
do
with
cyber
security,
that's
something
that
happens
really
really
fast,
and
you
don't
want
to
like
realize
you
have
a
problem.
Let
me
let
me
have
a
couple
weeks
to
research
you're
not
going
to
want
to
do
that.
So
I
assume
it's
not
that's,
not
an
issue
for
this
one.
H
Thank
you,
Mr
chair.
Thank
you
for
the
presentation
always
good
to
touch
base
with
the
Department
a
couple
of
issues
that
I
have
questions
that
I
have
on
how
the
connect
our
LinkedIn,
how
what's
the
future
for
connect
Arlington,
so
I,
even
I
I
see
that
you
are
reducing
the
allocation
to
connect
our
LinkedIn,
but
at
the
same
time
we
know
that
there
are
federal
programs
right
now
that
by
an
Administration
has
rolled
out
a
significant
digital
Equity
set
of
potential
funding
and
I.
H
H
If
I
remember
correctly,
it
was
somewhere
Slightly,
North
of
22
million
to
two
and
a
half
million
2.8,
something
like
that
plus
a
later
some
some
later
money,
and
the
idea
was,
if
I
remember
correctly,
that
we
would
invest
that
money
in
you
know
in
our
Equity
goals.
So
is
that
an
additional
Source
or
how
what
what
is
our
overall
commitment
to
you
know
digital
Equity?
How
does
this
relate
to
these
two
issues
to
this
two
sources.
I
Sure,
good
afternoon,
Jeff
Taylor
I'm
the
division
chief
for
the
structure
and
operations.
We
have
about
15
to
20
current
projects
working
on
connect,
Arlington,
anything
in
from
undergrounding,
existing
fiber,
that's
going
into
schools
for
resiliency
we're
not
losing
the
connect
Arlington
when
trees
are
following
or
things
like
that
to
expanding
in
our
business
corridors.
I
H
Any
chance
to
tap
into,
or
do
we
have
any
perspective
on
on
tapping
into
Federal
money
there
is
this?
Is
the
the
band
Administration
I
think
the
the
it's?
The
federal
initiative
on
broadband
equity
access
and
deployment
bid
is
the
the
short.
Are
we
trying
to
get
anything
out
of
that
and
is
that
at
all
relevant
for
connect,
Arlington
yeah.
I
C
J
J
J
There
have
been
some
recent
changes
in
rule
making
at
the
FCC
that
expand
what
we
can
use
that
money
for
for
many
years.
It
was
a
very
narrow
slice
of
capital
expense.
It
now
covers
things
like
Network
carriage,
because
most
communities
now
use
these
Monies
to
build
their
inits
on
Comcast,
fiber
or
Verizon,
like
our
partners
in
Alexandria
and
Fairfax.
We
have
our
own
network
and
so
that,
as
a
from
a
service
perspective
is
eligible,
then
for
that
type
of
capital
treatment
and
we're
just
tapping
those
funds
to
help
offset
the
budget
change.
B
If
I
can
add,
also
that
was
related
but
I
think
your
question
is
a
little
bit
more
focused
on
the
end
user,
Broadband
users
getting
assistance
on
their
their
bills,
yeah.
My
understanding
and
I
think
you
can
speak
to
this.
Is
that
Comcast
has
a
program,
it's
not
something
that
Arlington
County
applies
for,
but
we've
worked
with
Comcast
and
they
have
provided
it
to
the
end
users.
I
can't
speak
to
Verizon,
but
let
me
know
more
about
that.
J
J
There
is
a
a
combination
of
programs
for
affordable
Broadband
that
bring
down
bills
for
either
Verizon
or
for
Comcast,
depending
on
income
and
also
depending
on,
if
you're,
accessing
other
public
benefits.
So
that's
where
it
triggers
that
eligibility
both
of
them
have
a
reasonably
good
product
for
folks
who
who
need
low-cost
internet
at
home,
and
we
have
details
of
how
to
access
those
programs
I
think
we
work
a
lot
with
cphd
to
publicize
them
and
talk
about
them.
But
ultimately
it's
it's
a
contract
between
the
provider
and
the
individual.
Okay.
B
If
I
can
add,
also
you
asked
a
question
about
the
digital
about
the
Innovation
Zone
and
the
conversation
we
have
with
jbg
Smith
I,
don't
know
whether
we
we
have
actually
received
those
payments
I'm
going
to
have
to
check
on
that,
but
we
had
said
at
the
time
we
would
set
aside
those
funds
for
such
items
as
doing
the
last
mile
connections
for
our
affordable
housing
projects
and
investing
in
digital
Equity
I.
Don't
think
we
and
Holly
you
can.
Let
me
know
one
way
or
the
other
I
don't
think.
B
H
Okay,
that's
that's
good
good
I
mean
for
me.
It's
important
to
have
a
good
over
overview
of
what
are
the
resources
that
are
converging
into
anything.
We
want
to
do
with
digital
equity
and
I'm,
really
focusing
on
first
of
all
into
the
resources
that
we
control
and
we
own.
So
that's
for
me
important
to
understand
you
know,
because
you
know
you
will
be
running
the
you
are
leading
the
the
effort
there
and
that's
to.
B
J
Sure
I
will
work
with
Gilbert
a
bit
on
the
response.
Some
of
this
is
related
to
accounting
changes
and
how
we
look
at
these
Services
things
that
we
purchased
for
operational
have
become
more
security,
focused
things.
We
there's
just
changes
in
how
these
Technologies
are
deployed
around
the
county
and
when
we
found
that
something
kind
of
has
shifted
into
that
bucket,
we've
made
sure
to
re,
reallocate
that
in
our
own
financials,
so
I'll.
Let
you
talk
about
some
of
the
specific
moving
Parts.
It's.
E
A
little
bit
of
a
restructuring
of
where
we're
expensing
it
so
we're
trying
to
clean
up
our
record
keeping
and
have
things
a
little
more
centralized
so
with
that
we
can
quickly
identify
those
things.
So,
while
it
wasn't
necessarily
that
large
of
an
increase
in
this
expenditure
and
the
security
side
or
cyber
security,
it
was
more
of
like
while
it
was
recognized
in
other
cost,
centers
we've
now
kind
of
realigned
it.
So
it's
a
little
more
contained
within
one
cost
center.
Okay
and
line
of.
K
G
Thank
you,
I
I
found
myself
when
reading
this
budget
for
whatever
having
flashbacks
to
2020
and
realizing
how
like
the
teams
like
we
had.
No,
there
was
a
time
when
we
had
no
teams
meetings.
It
was
only
like
a
few
years
ago,
which
is
amazing
and
I
thought
I
found
also
the
which
I
know
we
made
great
strides
of
the
digital
equity.
In
that
time,
which
is
great,
really
impressive,
to
see
and
I
found.
G
Can
you
tell
me
what
does
it
cost
us
to
do
a
hot
spot,
a
public
hotspot,
and
do
we
have
overall?
Are
we
putting
in
the
budget
for
digital
equity,
which
would
be
all
of
these
different
programs
together,
I'm
just
just
kind
of
wondering-
and
you
may
not
have
that
number,
because
I
don't
know
if
it's
broken
out
that
way?
In
other
words,
there
are
a
lot
of
programs.
We
have
to
make
sure
people
who
can't
afford
it
can
get
access.
Do
we
know
how
much
that
all
is
together?
G
C
G
L
B
I
would
just
say
and
I
know:
Mr
Burke
made
the
point:
we've
gathered.
Okay,
we
didn't
have
very
much
three
years
ago,
then
we
we
gathered
everything
in
one
place,
I
view
that,
as
essentially
taking
a
pieces
of
paper
and
stapling
them
together,
that's
not
quite
the
same
as
having
an
overall
plan,
so
I
think
the
commission's
point
is
well
taken.
I
know
that
noran
and
team
are
anxious
to
get
out
there
and
do
that
he's
sort
of
looking
at
me.
B
I
I
want
to
do
that,
but
since
Norman
has
become
the
director
of
DTS
I
think
the
thing
that
you've
heard
from
him.
This
is
not
a
knock
on
anything.
That's
happened
before
is
but
sort
of
like
focusing
on
the
basics
and
getting
those
all
taken
care
of
this
privacy
plan
is
incredibly
important.
It's
going
to
be
it's
not
going
to
be
a
short
walk
in
the
park.
B
All
the
time
we
as
a
board
I
think
you
may
have
been
familiar
is
is
probably
at
this
point,
eight
or
nine
years
ago,
when
we
had
school
buses
get
cameras
that
they
were
using
with
the
stop
signs
that
can't
came
out
and
also
all
the
digital
media
we
collect.
The
Privacy
policies
are
big,
and
we
also
had
that
project
in
Clarendon
over
the
last
two
years
to
pull
that
all
together
is
a
little
bit
complicated.
We're
going
to
do
it.
I
can't
tell
you
when
we're
going
to
start,
but
we
will
okay.
G
K
A
Terrific
so
question
for
me
about
the
metrics
for
digital
equity
in
the
households
served
by
just
want
to
make
sure
I'm
reading
this
all
correctly,
these
are
the
number
of
households
served
in
a
particular
year.
It's
not
it's
not
cumulative,
or
is
it
having
a
hard
time
figuring
out
whether
we're
serving.
A
Right,
yes,
great
and
as
in
in
the
narrative
description,
it
says
that
526
of
the
households
that
were
served
during
covid
are
now
operated
or
I
guess
maybe
paid
for
by
Arlington
Public
Schools.
Can
you
just
tell
me
what
that
is
all
about
is
APS
currently
still
providing
internet
service
for
certain
households
that
began
during
covet.
E
M
A
A
M
So
for
Arlington
Mill
they're
not
using
connect
Arlington,
they
have
now
gone
back
to
a
Comcast
program
where
they
are
giving
a
credit
to
the
renters
to
be
able
to
use
it.
One
thing
I
want
to
notice
with
the
ACP
the
American
connectivity
program.
Comcast
has
also
increased
their
speeds,
so
for
thirty
dollars,
which
is
what
people
can
qualify
for
for
the
ACP
you
and
now
have
it's
I.
Think
it's
50,
10
and
I
think
they're
planning
on
increasing
that
as
well
so
they're
doing
some
investment
in
Arlington.
A
N
Well,
good
afternoon,
everyone
and
it's
a
pleasure
to
be
with
you
today
to
discuss
our
Economic
Development
strategy
and
our
budget
for
the
coming
year
before
I
begin
as
as
the
relatively
new
person
still
here
at
the
table.
I
just
want
to
take
a
moment
to
thank
the
board
and
the
county
manager
and
Deputy
County,
Manager,
Shannon,
Flanagan,
Watson
and
and
the
community
for
the
warm
welcome
to
Arlington.
I
also
want
to
thank
our
AED
team
who's.
N
Helped
guide
me
for
the
past
four
months
and
so
just
to
introduce
a
few
folks
with
us.
Today.
Our
acting
deputy
director,
Marion
Marquez
and
our
acting
assistant
director
iffy
akibanga,
are
here,
and
then
we
have
other
members
of
our
team
scattered
out
throughout
the
audience
and
they're
here
and
available.
If
you
need
to
speak
with
them
before
we
move
on
to
the
next
slide.
I
just
wanted
to
excuse
me.
We
can
actually
go
to
the
next
slide.
N
And
so
we
we
look
forward
to
continuing
to
grow
our
Partnerships
and
then,
finally,
most
importantly,
we're
striving
and
going
to
continue
to
strive
for
inclusive
Economic
Development,
both
at
all
levels
of
of
the
economy
and
all
corners
of
the
county,
because
we
know
that
the
more
inclusive
we
are,
the
more
all-encompassing
those
results
will
be
and
the
benefits
will
be
for
our
community.
So
in
the
next
slide.
N
N
Everyone
knows
is
that
we
have
an
oversupply
of
office
and
a
time
of
almost
no
demand
and
and
that's
really
creating
a
situation
where
I
think
we
need
to
be
prepared
for
some
structural
vacancy
for
the
years
to
come
and
that's
going
to
make
it
challenging
for
us
and
then
we'll
be
there.
On
top
of
that,
all
the
other
economic
uncertainties
we're
facing,
whether
it's
the
global
markets
or
Rising
costs
or
the
talent
shortage.
N
N
With
some
other
ideas
we
have,
but
I
just
wanted
to
kind
of
bring
that
up
today
as
a
a
starting
point,
because
I
think
that
that's
something
we
can
build
on,
because
we
have
a
great
reputation
here
of
being
Innovative
and
I.
Think
that
that's
something
we'd
like
to
continue
in
the
next
slide.
This
is
the
county.
Manager's
favorite
slide
is,
is
our
office
vacancy
and
you
know,
obviously,
today
we're
at
22.1
percent
that
translates
into
about
9
million
square
feet
of
bacon
office.
N
Are
we're
trending
a
lot
like
other
downtowns
and
and
what
I
mean
by
that?
Is
that
we're
seeing
the
flight
to
Quality
so
we're
seeing
trophy
office
perform
better
we're
seeing
those
buildings
with
lower
vacancies
and
and
better
rental
rates,
we're
actually
seeing
Class
C
office
vacancy
go
down
because
of
conversion
and
and
we're
seeing
the
same
issues.
Others
are
seeing
in
class
A
and
Class
B
buildings
that
are
older.
N
Those
are
struggling,
they're
having
a
harder
time,
Leasing
and
they're,
possibly
the
ones
that
are
more
ripe
for
conversion
or
repositioning
in
the
future.
And
of
course
we
have
our
our
issue
of
our
sublease
Market,
which
is
grown
pretty
substantially,
and
that's
a
threat
for
us
that
we
are
continuing
to
Monitor
and
going
forward.
N
Our
team
is
anticipating
that
the
deals
that
we
are
going
to
work
as
it
relates
to
finding
tenants
for
office
space
are
going
to
be
smaller,
but
they're
going
to
still
take
the
same
amount
of
time
that
we
actually
are
going
to
be
as
if
it
was
a
larger
tenant
and
and
and
in
most
cases
those
deals
are
going
to
have
smaller
square
footage
when
they
renew
or
at
the
outset
they
might
be
smaller.
And
so
you
know
we
we're
trying
to
find
companies
that
are
in
a
growth
stage.
N
You
know
in
terms
of
bright
spots,
though
we
do,
we
have
seen
increased
or
continued
I
should
say
competitiveness
for
the
few
large
deals
that
are
in
the
pipeline
when
those
come
through
either
VDP
or
through
our
work
and
Outreach.
Arlington
is
still
at
the
top
of
the
list
of
destinations,
and
so
that's
a
good
sign
and
we
have
a
couple
of
deals:
we're
working
right
now.
N
Homegrown
tech
companies
also
continue
to
show
a
lot
of
Promise
in
terms
of
both
starting
here
and
then
growing
here,
and
we're
continuing
to
see
good
leasing
in
the
defense
sector,
defense,
Tech
sector
and
the
Government
Contracting
sector,
particularly
those
companies
that
require
secured
space.
So
those
are
some
some
bright
spots
and
and
we're
hoping
that
with
announcements
like
Amazon's
to
return
to
work
at
least
three
days
a
week,
starting
in
May
that
might
encourage
other
corporate
offices
and
and
other
companies
here
in
Arlington
to
to
follow
suit.
N
But
I
think
it's
going
to
be
some
time
until
we
see
the
Ripple
effects
of
that
next
slide.
Please
you
know
before
I
want
to
talk
a
little
bit
about
what
we're
doing
to
address
office
vacancy
but
before
I
say
that
I,
just
kind
of
want
to
finish
up
by
saying
that
you
know
office
vacancy
is
really
more
of
a
catch-all
term
for
regional
National
trends
that
we're
seeing
so
as
I
mentioned
diminished
demand
over
Supply
return
to
office,
uncertainty
and
so
on.
We're
also
focused.
N
We
also
have
some
macro
economic
headwinds
that
we're
really
facing
and
and
things
like,
Rising
interest
rates
and
costs,
cap
rates
and
and
building
values
that
are
putting
downward
pressure
on
our
Market.
What
I
say
that
to
say
that
you
know
we
are
really
focused
at
AED
on
the
things
that
we
can
try
to
move
the
needle
on
and
I'm
going
to
describe
four
things
that
were
four
areas
that
we're
focused
on
and
then
tell
you
a
little
bit
about
what
we're
doing
so.
N
So,
while
our
pipeline
is
smaller
than
in
years,
past
I'm
really
encouraged
by
the
work
of
our
business
Investment
Group,
because
we
are
laser
focused
on
businesses
that
are
here
that
might
have
expiring
leases
and
businesses
that
might
be
in
growth
mode.
So
we're
really
making
a
big
push
on
retention
and
expansion
and
we're
also
continuing
to
engage
companies
from
outside
the
region.
The
business
investment
team
is
also
really
working
to
strengthen
our
Innovation
ecosystem.
N
You
know
we
have
a
strong
reputation
of
growing
companies
here
and
we
think
that
the
two
budget
proposals
for
the
Innovation
fund
and
the
Tech
Zone
amendments
will
help
with
that
and
we're
also
beginning
to
explore
ideas
like
creating
an
innovation,
district
and
National
Landing
in
partnership
with
Alexandria,
as
as
another
option
to
to
get
creative
and
try
to
leverage
all
of
our
Partnerships
next
slide.
Please,
but
we're
also
beginning
to
rethink
how
rethinking
the
office
supply
and
how
we
utilize
office
in
our
Market.
N
You
know
the
county
managers,
commercial,
Market,
resiliency
initiative
is
a
great
first
step
and,
and
we've
really
been
able
to
position
the
county
to
rapidly
respond
to
changing
market
conditions
and
ensure
that
the
county
doesn't
stay,
stand
in
the
way
of
Economic.
Development
I
really
want
to
thank
Mark
McCauley
who's
here
today
and
and
his
colleagues
at
cphd
for
really
leading
that
effort.
N
N
N
We
think
that's
really
needed
to
continue
our
our
business
district,
vibrancy
efforts
and
and
we're
also
engaged
through
cultural
Affairs
and
our
staff
that
works
with
our
bids
and
neighborhood
Partnerships
to
ensure
that
we're
doing
everything
we
can
to
make
our
business
districts
as
vibrant,
as
as
they
can
be,
and
then
finally,
in
the
next
slide,
I
say.
Finally,
we
have
like
20
more.
F
N
N
We
know
it's
on
the
top
of
your
mind
and
we
just
wanted
to
let
you
know
that
we're
working
across
the
whole
department
frankly
to
to
to
begin
to
put
programs
and
initiatives
in
place
to
address
this.
What
will
go
on
in
the
next
section
is
just
to
walk
through
briefly.
Some
Department
highlights
and
I'll
go
through.
These
I
know
you've
seen
this
in
advance.
I'll
try
to
go
through
this
rather
quickly
before
we
turn
it
over
to
talk
about
the
budget
in
Biz
launch.
N
N
You
know
continue
to
Pivot
out
of
the
pandemic
and
to
adjust
to
the
The
New
Normal,
and
you
know
we're
really
seeing
a
substantial
uptick
in
sales,
which
is,
which
is
a
good
thing,
but
we're
still
dealing
with
a
few
issues
that
we're
continuing
to
monitor
one
being
Legacy
businesses
that
might
have
closed
or
or
been
sold.
That's
something
a
trend:
we're
kind
of
keeping
an
eye
on
access
to
Capital
continues
to
be
an
issue
for
small
businesses,
so
we're
we're
providing
resources
in
that
area.
N
We're
also
seeing
an
interesting
Trend
where
home-based
businesses
are
starting
to
get
more
involved
in
Creative
co-working
spaces,
and
this
is
is
really
a
trend
we're
seeing
around
women
caretakers,
so
we're
seeing
that's
a
good
thing,
because
we're
moving
people
out
of
their
home
business
into
into
commercial
space.
So
we'll
continue
to
keep
an
eye
on
that
and
leasing.
Affordability
continues
to
just
be
a
challenge
in
some
areas.
More
specifically,
our
team
is
very
engaged
on
Columbia
Pike.
As
an
area
of
focus.
N
You
know
there
we
have
we're
having
a
lot
of
Redevelopment
occur
and
that
can
be
good
because
it
creates
new
new
ret
sales
space,
but
it
also
puts
pressure
on
existing
businesses
that
might
be
in
those
Redevelopment
areas.
So
that's
something
we're
really
working
on
to
engage
businesses
on
on
location
services
and
other
business
services
to
ensure
that
if,
if
there's
something,
we
can
do
to
help
them
with
those
transition
times,
we
can
do
that
and
we're
just
really
thankful
also
for
the
con.
N
The
funding
that
we
had
over
the
past
years
for
relaunch
we're
serving
28
businesses
a
month
in
that
program,
which
is
phenomenal,
and
we're
really
happy
to
see
that
there's
a
money
in
that
in
the
proposed
budget
to
continue
that
and
to
add
an
FTE
to
that
that
team
in
the
next
slide
business
investment
is
really
continue
to
be
hyper,
focused
on
retention.
That's
where
we've
seen
a
substantial
I
mean
90
percent
of
our
our
business.
Our
our
wins!
N
We'll
also
be
doing
our
big
push
during
business
appreciation
month
in
May
and
we'll
be
engaging
lots
of
Partners
to
go
out
and
meet
businesses
that
are
fast
growing
or
our
largest
businesses
or
businesses
that
are
have
expiring
leases
and
that
that
program
actually
resulted
Us
in
helping
four
businesses
expand
their
their
their
footprint
last
year
and
it
created
over
350
new
jobs.
So
I
mean
we.
We
are
seeing
that
program
work
with
a
high
touch
kind
of
high
engagement
strategy,
as
I
mentioned
earlier,
the
business
investment
teams
also
working
on
attraction.
N
It's
a
pilot
program,
we
funded
it
with
arpa
funds
and
we
have
11
Learners
in
that
program
right
now,
and
some
of
the
stories
that
we're
getting
about
just
folks
who
have
been
able
to
quit
part-time
jobs,
because
this
is
a
paid
program
and
they
can
get
skilled
up
and
now
they're
moving
into
full
time.
Tech
positions
is,
is
really
phenomenal
and
we
have
a
great
partnership
with
acceleration
right
here
in
Arlington
and
that's
something
that
we're
looking
to
find
additional
Partners
in
funding
for
to
continue
and
hopefully
scale.
N
But
I
just
want
to
thank
the
team
for
their
hard
work
and
very
creative
way
to
try
to
do
something
to
to
address
the
biggest
pain
Point.
Our
companies
have
in
the
next
slide.
As
I
mentioned,
our
Communications
team
is
doing
a
great
job
with
targeting
audiences
in
a
variety
of
ways,
mostly
focused
on
c-suite
Executives
site
selectors
growth
companies.
N
Just
just
to
want
to
briefly
mention
that,
based
on
our
dashboard
that
we
put
in
place
this
year,
our
metrics
are
looking
very
good
compared
to
similar
sized
Economic
Development
offices
and-
and
we
seem
to
be
hitting
based
on
the
data-
the
right
people
at
the
right
point
in
the
decision-making
process.
So
we'll
continue
those
efforts
in
full
force
in
the
next
slide.
We
are
real
estate.
N
In
our
next.
We
will
talk
about
Arlington,
Convention
and
visitor
Services.
You
know
our
Hospitality
sector
is
actually
beginning
to
show
really
good
signs
of
recovery
since
the
pandemic,
with
strong
traveler
interests,
our
website,
clicks
and
and
informational
requests
are
way
up.
Did
you
just
say
pleasure,
I
didn't
say
I
didn't
get
to
that
part
yeah?
No,
it's
the
big
way
we're
going
to
end
it
yeah
yeah,
but
now
that
you've
ruined
it.
N
G
N
Yeah,
that's
right,
but
but
really
all
getting
aside.
We
are
seeing
our
return
to
seasonal
travel,
which
has
been
great
we're
almost
back
to
2019
levels
and
and
we're
also
seeing
really
good
interests
when
our
team
goes
out
to
trade
shows
and
and
talks
to
group
touring.
Tour
groups
we're
seeing
a
lot
of
interest
in
Arlington,
which
is
terrific.
The
one
area
we
are
we
are
lagging
behind.
A
little
bit
is
in
the
business,
the
the
traditional
business
travel,
but
we're
hoping
to
make
that
up.
N
The
other
thing
that
you'll
be
seeing
in
the
this
summer
is
Emily's.
Team
is
rolling
out
a
brand
new,
a
new
brand
for
stay
Arlington
with
a
new
website.
This
was
also
funded
through
arpa
via
Virginia
tourism,
Corp,
commission
or
Corporation,
and
this
was
a
really
big
influx
of
money
that
we
got
in
addition
to
doing
those
two
things.
We're
also
going
to
be
doing
some
really
targeted
ad
camp
campaigns
to
bring
visitors
to
Arlington,
so
that'll
all
be
rolling
out.
N
So
we're
really
excited
about
what
the
what
kind
of
new
energy
that
we're
bringing
to
that
area
and
and
we're
also
going
to
be
continuing
to
do
our
annual
grants
this
year.
Thank
thanks
to
the
board.
We
also
implemented
our
place
Grant,
which
is
which
is
focused
on
on
equity.
In
the
arts
and
arts
Heritage,
and
so
we're
really
thankful
for
that,
those
applications
I
believe,
are
out
and
they
are
but
we're
not
in
the
process
of
reviewing
yet
and
then.
N
N
We
have
representation
from
most,
if
not
all,
of
the
divisions,
and
we
do
every
other
month
meetings
where
we
we,
we
have
conversations
about
race
and
Equity,
but
what
we've
also
begun
to
do
is
really
take
a
racial
Equity
lens
into
our
work.
So,
whether
that's
our
promotional
materials,
it
might
be
actual
program,
work
that
we're
doing
in
terms
of
who
we're
trying
to
reach
in
the
business
Community
and-
and
it's
just
really
great,
to
see
our
department
Embrace.
N
O
Good
afternoon
my
name
is
if
you're
in
case
you
don't
remember,
I'm
here,
to
talk
about
80s
budget
slides,
starting
with
our
general
fund
budget
and
then
I'll
talk
about
the
details
of
our
reduction
and
finally,
the
tourism
budget,
the
proposed
budget.
Let
me
first
start
with
the
framework
of
the
presentation.
The
presentation
started
with
where
we
are
what's
happening,
a
little
bit
about
what
the
divisions
are
doing
and
now
we're
going
to
be
talking
about
like
the
Investments
that
are
needed
to
get
us
to
where
we
need
to
go
to.
O
So
that's
the
flow
in
terms
of
our
budget.
We
we
have
a
our
budget
is
9.78
million,
which
is
a
three
percent
reduction
from
our
adopted
FY
23
budget.
We
have
some
personal
budget
increases,
mainly
from
salary
increases
and
the
addition
of
the
biz
launch
and
espanol
position.
We'll
talk
a
little
bit
more
about
that.
A
little
later,
Iran
brought
mentioned
that
when
he
was
talking
about
Biz
launch,
because
that
position
has
helped
us
with
the
relaunch
program,
our
non-personnel
budget
reduces
significantly
because
we
had
a
lot
of
one-time
funding
for
various
things.
O
525
000
for
relaunch,
like
I,
said
a
hundred
and
eighty
thousand
dollars
for
the
Partnerships.
Another
I
think
was
it
six?
Another
excuse
me
yeah
another
eighty,
five
thousand
dollars
of
one-time
funding
for
2700
South
Nelson
like
like
we,
we
were
trying
to
say
we
we
want
to.
We
want
to
move
towards
a
place
where
we
start
to
recover.
P
Okay,
thank
you.
Can
everyone
hear
me
all
right?
Okay,
thank
you.
I
would
I
would
like
to
start
off
by
thanking
our
County
Manager
for
including
the
Arlington
Innovation
fund,
investment
or
aif,
as
we
call
it
in
the
proposed
budget.
It's
a
program.
We've
been
working
on
for
18
months,
almost
two
years
that
the
team's
been
working
on
I'd,
also
like
to
thank
Deputy
County,
Manager,
Shannon,
Flanagan
Watson
for
supporting
us
in
her
current
role,
but
also
in
her
role
as
interim
AED
director
for
for
about
almost
six
months,
I
think
last
year.
P
So
our
request
for
Arlington
Innovation
fund,
as
if
Yak
said,
represents
a
Strategic
investment
in
our
high
growth
entrepreneurs.
You
will
recall
I
think
everyone
on
the
board
will
recall
that
we
had
a
gazelle
grant
program
whose
funds
were
reallocated
for
small
business
emergency
support
and
grant
program
during
the
pandemic.
P
This
Innovation
fund
would
replenish
that
tool
and
our
toolkit,
but
is
geared
and
tweaked
for
both
our
post-pandemic
challenges,
but
also
what
those
opportunities
are
and
I
just
want
to
step
through
a
little
bit
of
the
background
as
to
how
we
how
we
got
there
and
how
we
crafted
this
proposal.
We
had
the
opportunity
to
brief
all
of
you
last
summer
on
the
competitive
landscape
that
we
find
ourselves
in
Ryan
touched
on
this
at
the
beginning
of
the
presentation.
P
What
we've
seen
is
a
sharp
decrease
in
our
out-of-market
prospects
and
the
growth
that
we've
seen
within
Arlington
and
the
region
and
nationally
over
the
last
three
years,
has
been
almost
exclusively
in
the
technology
sector
and
our
homegrown
startups
are
driving
much
of
our
local
leasing.
Activity.
P
We
want
to
make
sure
to
capture
them
through
what
we
like
to
call
a
sticky
ecosystem
with
industry
research
showing
that
80
percent
of
job
growth
is
generated
by
businesses
that
are
already
here.
The
Arlington
Innovation
fund
focuses
on
leveraging
the
Region's,
considerable
talent
and
providing
those
resources
to
the
new
companies
at
a
regional
level.
We've
talked
about
this
before
our
lack
of
early
stage
Capital,
particularly
in
underrepresented
communities.
It
makes
for
a
shallow
pipeline
of
entrepreneurs
compared
to
other
Innovation
ecosystems
that
we
compete
against
with
fewer
startups
created.
P
At
the
top
of
this
funnel,
we
have
diminished
odds
of
producing
these
faster,
ranked
successful
companies
that
will
create
jobs
and
fill
our
buildings.
The
Innovation
fund
I
will
say
we.
This
was
not
something
that
we
thought
up
in
a
vacuum.
We've
spent
the
better
part
of
the
last
two
years,
having
doing
research
having
interviews
and
conversations
with
the
expert
stakeholders
in
our
regional
ecosystem.
P
That's
the
University's
George
Mason,
Virginia
Tech,
the
sbdc
Small
Business,
Development,
Council
Corporation,
our
local
startups
and
also
local
jurisdictions,
and
our
team
is
confident
that
this
program
aligns
with
the
current
needs
of
the
market
and
what
the
gaps
are
and
maximizes
the
resources
that
we
have
at
our
disposal.
So
if
we
could
move
to
the
next
slide,
please
I'll
step
through
I
want
to
say
a
few
words
about
the
goals
of
the
fund
and
then
about
how
they
would
be
programmed
they're,
really,
two
components
to
the
Arlington
Innovation
fund.
P
We're
talking
we're
looking
at
Grants
between
25
and
50
000,
depending
on
the
size
of
the
grant.
That
would
be
supporting
13
to
26
companies
and
Not
only
would
we
be
measuring
their
impact
in
jobs
and
occupancy,
but
also
are
really
hoping
to
capture
a
lot
of
additional
funds
that
these
companies
would
be
able
to
raise
over
the
performance
period.
Knowing
that,
if
we
invested
this
early
stage,
it
sets
them
up
better
for
success
in
really
scaling
down
the
road.
P
The
other
component-
oh
I,
should
mention
it's
interesting
that
our
couple
of
our
our
neighbors
and
friends
in
the
region
have
just
have
announced
or
developed
similar
programs,
Prince
William
County
developed
what
they
call
the
ignite
fund,
which
has
very
similar
goals.
They
leverage
arpa
funds
to
do
that
during
the
pandemic.
P
In
terms
of
the
ecosystem
support
side.
This
is
really
our
effort
to
continue
to
really
boost
Arlington
companies,
exposure
to
out-of-market
venture
capital
and
to
customers.
We
have
done
some.
We
have
done
some
programming
like
this
in
the
past.
This
would
just
be
a
really
focused
a
dedicated
fund
to
support
those
activities
and
create
this
ecosystem.
We'd
want
to
continue
to
support
local
and
Regional
programming
that
focuses
on
the
ecosystem,
and
that's
not
just.
P
We
would
be
sponsoring
some
events,
but
also
partnering
with
our
Innovation
Partners
here
in
the
region,
to
build
something
new
and
interesting.
What
that
looks
like
is
is
yet
to
come,
but
we
have
a
lot
of
good
ideas.
I
think
we
as
government
have
a
unique
role
to
play
in
building
out
this
ecosystem,
with
all
the
relationships
that
we
have
and
it's
an
area
that
is
consistently
marked
when
we
are
kind
of
ranked
against
other
Innovation
ecosystems
that
we
don't
have
enough
of
this
programming
built
into
our
our
region.
Here.
P
We're
extremely
grateful,
I'm
speaking
for
Tara
and
her
team
here
for
all
of
us
to
have
had
the
support
which
allowed
us
to
make
inroads
with
businesses
and
provide
them
access
to
critical
resources,
and
that's
not
only
relaunch,
but
also
through
a
lot
of
the
database
tools
that
you
all
saw
earlier
on
the
biz
launch
slide.
This
support
has
been
critical
in
helping
our
businesses
to
refocus
during
the
pandemic
and
adjust
their
ways
of
doing
business
as
they
come
out
of
the
pandemic
and
that's
through
technical
assistance.
Digital
support
websites,
e-commerce
Ryan
mentioned
this.
P
The
relaunch
program
has
been
extremely
popular,
especially
with
our
Legacy
businesses,
and
it's
already
served
over
275
small
businesses,
which
is
really
incredible
when
you
think
about
the
period
in
which
it's
been
active,
and
it's
really
helped
those
companies
to
improve
their
sales,
hire
more
people
and
whether
you
know
not
just
survive
but
Thrive
through
these
really
tough
years.
The
program
is
currently
oversubscribed
and
we
anticipate
being
able
to
serve
roughly
156
small
businesses
with
a
proposed
fy24
funds.
The
staff
support
that
you
see
your
Biz
launch
staff
support
is
equally
important.
P
The
biz
launch
Team
works
extremely
hard
and
provides
an
amazing
level
of
service
to
Arlington
companies,
and
it's
still
not
enough
I
think,
particularly
with
hard
to
reach
businesses,
which
has
been
a
focus
area
for
the
person.
That's
in
this
position.
They
really
need
a
personal
touch.
It's
all
about
trust
in
building
the
relationship
and
the
person
in
this
position
has
been
critical
in
helping
to
build
those
relationships
and
so
being
able
to
keep
this
position
through
one-time
funding.
P
Hopefully,
Beyond
is
essential
to
help
us
maintain
that
momentum
and
progress
that
we've
made
and
build
on
it
last,
but
certainly,
not
least,
if
we
could
yeah
move
to
the
next
slide.
Please
touch
upon
the
technology
Zone
Amendment,
which
I
know
we've
had
the
opportunity
to
brief
you
on
recently.
Thank
you
for
that
opportunity.
Just
to
recap,
the
technology
Zone
incentive
continues
to
be
a
critical
tool
and
the
aed's
economic
development
toolkit,
especially
in
this
time
of
increased
competition
for
growth.
P
It's
an
incentive
that
delivers
a
positive
return
to
the
county
in
terms
in
terms
of
tax
revenue
and
also
demonstrates
Arlington's
commitment
to
supporting
a
thriving
technology
ecosystem,
which
is
what
we're
known
for,
and
this
helps
us
Market
ourselves
to
existing
and
prospective
technology
businesses
of
all
sizes.
So
the
changes
that
we
are
proposing-
we've
worked
on
with
our
Commissioner
of
Revenue
and
we're
really
seeking
to
align
the
program
with
current
industry
Trends
and
fix
some
of
the
the
the
inconsistencies
that
have
come
up
over
time.
P
O
Thank
you.
So
those
were
the
Investments
that
we
need
now
we're
going
to
talk
about
the
reductions
in
the
in
the
proposed
budget,
where
there
are
two
things
that
are
being
reduced.
The
AED
assistant
director
position
is
being
eliminated
and
we
are
also
reducing
the
cultural
Affairs
over
time
budget
for
the
first
elimination,
which
is
the
position
this.
O
This
elimination
will
will
mean
that
the
director
and
deputy
director
will
have
to
take
on
more
administrative
work,
because
they'll
have
to
absorb
some
of
the
positions
that
were
being
managed
by
the
assistant
director
position.
In
addition,
the
assistant
director
position
also
coordinates
strategic
Partnerships
with
between
division
between
divisions
between
departments
and
externally.
So
it's
not
that
that
will
go
away.
It's
just
that
it
will
become
slower
for
us
to
achieve
that
for
the
cultural
Affairs
over
time
budget.
O
Moving
on
to
the
last
slide.
This
is
our
tourism
from
this
is
our
tourism
promotion
fun
sorry,
I
keep
moving
too
far
away
and
for
a
tourism
promotion.
This
is
positive.
We
are
seeing
a
hundred
and
forty
four
thousand
dollars
in
additional
Revenue
coming,
and
this
Revenue
will
help
us
to
do
the
things
we
need
to
do
so
over
the
last
several
years
because
of
covid
the
the
tot
funds
have
been
down,
and
this
year
we
anticipate
that
they're
gonna
well
next
year,
I'm.
A
L
This
was
actually
the
it
was
inspired
by
the
workforce
task
force
of
the
EDC
several
years
ago,
endeavoring
to
organically
develop
a
Workforce
through
apprenticeship,
so
this
year,
so
we
obviously
the
beta
program
is,
has
been
launched
and
this
year
the
the
goal
is
to
expand
Beyond
Tech
to
other
Industries
for
apprenticeship
office.
Space
utilization
is
now
really
the
biggest
paradigm
shift
that
that
any
Community
faces
in
the
country
and
we,
the
EDC,
do
have
a
work.
L
A
working
group
for
that,
the
worst
thing
that
a
city
a
community
can
do
in
the
face
of
declining
tax
revenues
for
commercial
space
is
to
step
back.
It
is
absolutely
it's
like
skiing,
you
gotta
lean
forward
in
order
to
gain
control,
and
this
is
not
the
time
to
back
away
from
investments
in
our
community
for
economic
development.
L
If
this
position
is
eliminated,
these
responsibilities
will
transfer
to
the
other
positions
and
those
divisional
directors
having
to
absorb
those
Duties
are
not
going
to
be
able
to
apply
their
resources
to
pushing
forward
Innovation,
pushing
forward
strategic
initiatives
and
core
programs.
So
I
implore
you
to
retain
that
position.
Q
Thank
you
for
your
time
today.
As
you
know,
the
Arts
commission
adopted
an
equity
statement
in
January
2021.
The
county
has
been
very
generous
in
giving
us
additional
funds
to
put
our
statement
into
action.
Creating
living
breathing
our
into
our
community
I
want
to
share
with
you
a
brief
snippet
of
some
of
the
contributions
our
Arts
Community
has
been
able
to
make
toward
advancing
Equity.
With
this
additional
money,
they've
been
able
to
diversify
their
organizations,
offer
programming
to
members
of
all
socioeconomics
status,
for
free
and
or
through
pay.
Q
The
commission
has
heard
so
much
more
from
our
arts
groups
about
how
meaningful
These
funds
have
been
and
they're
all
doing.
Wonderful
work
with
regards
to
equity
in
the
Arts
and
equity
in
getting
the
Arts
into
the
community.
Art
helps
community
members
feel
more
connected,
inspiring
conversation
about
equity
and
diversity,
and
there
is
a
real
interest
in
the
community
to
expand
on
these
initiatives.
Q
The
additional
money
the
county
has
provided
reinforces
the
goals
of
the
Arts
commission
and
enhances
Arlington
County's
commitment
to
diversity,
equity
and
inclusion.
The
newly
created
Place
Grant,
which
is
centered
on
promoting
local
arts
and
Community
Equity,
is
allowing
us
to
expand
our
work
further
into
the
county
by
removing
some
of
the
restrictions
placed
on
the
general
operating
Grant
to
this
is
a
competitive
grant
program
that
will
support
community-initiated
program
projects
related
to
Arlington's,
History,
built
environment
and
or
cultural
heritage.
Q
The
added
funding
enables
us
to
provide
information
on
the
Grant
and
the
application
in
five
languages,
allowing
us
to
further
allowing
us
to
reach
further
into
the
more
diverse
communities
that
make
living
in
Arlington
unique.
This
commission
has
taken
on
a
Grassroots
effort
to
get
the
word
out
on
this
Grant
and
we
are
already
seeing
success
in
the
increasing
number
of
applicants
we
have
so
far
as
the
budget
is
considered.
Q
I
am
asking
to
make
the
additional
funds
provided
for
the
place
Grant
a
permanent
additional
addition
to
the
general
operating
grant
that
is
already
provided
in
doing
so.
The
county
will
demonstrate
that
it
recognizes
the
need
for
programming
that
shows
our
diversity
and
enduring
commitment,
To
Deni,
so
these
communities
know
that
they
are
always
valued
and
seen
not
just
when
d
e
and
I
is
a
hot
button.
Topic
in
the
news,
we
are
only
offering
six.
Q
A
Thank
you
very
much
appreciate
it
greatly
and
of
both
you
and
Mr
Dunn
could
stay
close
in
case.
We
have
questions,
but
now
I
will
invite
Mr
pedowitz
up
to
the
front
where
colleagues
I
don't
know.
If
you
had
a
chance
to
read
the
fact
report,
but
in
a
very
unusual
Twist
of
events,
they're
asking
us
to
spend
more
money,
take
it
away.
R
You
know
what
really
jumps
out
to
me
is
that
AED
comprises
0.4
percent
of
our
general
fund
spending,
and
yet
we
are
all
gathered
here
and
it's
quite
a
full
room
for
one
dollar
and
not
the
other
249
though
I
know
we
will
be
here
for
that,
and
why
is
that
I
think
it
is
because
and
I
think
Ryan
touched
on
this
with
his
rural
economic
developers.
The
money
we
spend
on
AED
creates
the
opportunity
for
everything
that
we
do
going
forward.
R
So
I
I
would
challenge
by
way
of
framing
not
to
think
of
supporting
AED
as
sort
of
a
juxtaposition
with
other
core
services.
Today,
though,
we
do
have
to
make
those
annual
budget
decisions,
but
to
think
of
it
as
promoting
the
core
Services
we
have
next
year
and
the
year
after
and
from
there
on.
To
that
end,
our
primary
recommendation,
as
alluded
is
the
restoration
of
the
assistant
director
position.
Melissa
and
I
did
spend
quite
a
bit
of
time
with
the
leaders
trying
to
unpack
this
role.
R
It
is
a
director's
office
position,
so
we
really
did
want
to
get
to
the
sense
of.
Of
course,
it
would
be
helpful
to
have,
but
is
this
an
administrative,
additional
sort
of
piece
of
paper,
the
eighth
boss
telling
you
to
use
the
cover
sheet
or
is
it
a
vital
piece
of
the
puzzle,
and
we
really
did
feel
it
was
the
latter.
R
We
are
concerned
about
the
cascading
of
administrative
and
coordinating
tasks
onto
our
department
leaders
on
to
folks
who
should
be
Mission
driven
and
helping
to
really
bring
in
that
Revenue
that
we
get
from
ad
operations.
I
also
want
to
really
put
a
finger
and
I
think
both
the
vehicle
and
Bill
mentioned
this,
the
coordinating
role.
That
is
an
incredible
soft
incentive
that
AED
offers,
as
somebody
who
works
at
the
Nexus
of
business
and
government.
I
can
tell
you
having
people
who
know
how
to
navigate
the
system.
R
R
R
R
If
we
had
had
15
more
minutes,
I
think
you
actually
might
have
started
to
do
it
on
our
call,
which
was
not
our
intent
then,
but
I
think
it's
something
that
bear
is
saying
that,
while,
yes,
we
want
to
be
able
to
track
the
very
hard
sort
of
we
sent
X-Men
emails,
and
we
went
to
X
many
conferences
and
talked
to
why
many
businesses
I
know
use
the
same
variable
twice.
There
I
think
some
of
these
broader
things
to
help
us
understand
and
track.
R
R
The
challenges
we're
going
to
have
going
forward
are
going
to
be
different
this
morning,
Economic
Development,
commission.
It
would
suggest
that
we
might
be
out
to
the
end
of
the
decade
before
we
know
kind
of
where
the
current
economy
settles
out.
What
this
means
is
that
we
are
going
to
have
to
change
how
we
measure
and
I
think
for
the
community.
R
That's
important
to
understand
that
core
metrics
that
mattered
in
2019
or
2014
or
2009
or
2023
then
may
not
be
as
meaningful
going
forward,
and
we
need
to
be
ready
to
make
those
changes
and
then
also
for
AED
and
for
our
leadership
to
make
sure
that
we
are
evolving
ourselves
and
tracking.
What
is
important.
Additionally,
economic
development
is
very
much
an
all
hands
on
deck
approach,
while
some
activities
might
generate
the
biggest
headlines
and
can
maybe
you
know,
sort
of
grab
the
highest
numbers.
R
We
were
really
intrigued
and
enjoyed
the
conversation
we
had
about
the
northern
Virginia
Economic
Development
Alliance,
we
discussed
I,
don't
think
it
was
in
the
presentation,
really
expanding
its
work.
We
acknowledge
it.
As
that
happens,
it
may
change
some
of
the
balance
between
Nova,
Eda
and
AD.
So
we'll
want
to
be
mindful
of
that
as
we
set
budgets
going
forward
again.
These
are
future
considerations
and,
lastly,
we
are
excited
for
the
potential
of
the
Arlington
Innovation
fund.
Think
of
Marion
for
for
elucidating
that
for
us
here.
R
A
S
S
A
much
broader
question.
I
was
really
struck
by
Mr
truhill,
your
your
use,
the
term
structural
vacancy
the
result
of
the
oversupply
of
office
space
and
demanding
an
all-time
low
and
I
think
that's,
maybe
a
really
important
paradigm
shift
for
us
that
perhaps
it
is
not
feasible
for
us
to
get
to
zero
right,
I'm
thinking,
for
example,
to
import
a
term
or
a
concept
we've
used.
Sometimes
in
human
services
work
right
the
idea
of
functional
zero.
S
It
sounds
like
you're,
already
kind
of
thinking
this
way
right.
What
level
of
vacancy
might
need
to
be
converted
going?
You
know,
building
by
building
to
figure
out
the
troubled
assets,
what
what
feels
like
a
reasonable
functional
zero
for
our
community?
What
is
a
reasonable
thing
for
us
to
be
aiming
for
regard
to
that
vacancy
rate.
N
I,
don't
have
an
answer
for
you
tonight
and
Mark.
You
can
jump
up
if
you
have
a
better
answer,
but
I
think
we're
going
to
go
through
our
analysis.
This
spring
and
identify
I,
think
kind
of
where
in
the
market
we'll
have
potential
to
to
make
some
changes
outside
of
just
releasing
I.
Don't
want
to
speak
ahead
of
that
just
because
I
don't
have
all
the
data
in
front
of
me,
but
Mark.
Do
you
want
to
expand
on
anything
yeah.
T
And
we've
had
this
discussion
with
EDC,
with
some
local
experts
and
National
experts
and
I
think
at
the
high
end,
people
are
talking
in
the
2015
to
20
percent
range
of
office
space
again,
a
lot
of
that
is
the
obsolescence
of
some
of
that
space.
That's
just
not
competitive,
and
that's
where
conversions
are
our
Redevelopment
occurs,
but.
A
K
Back,
thank
you.
Mr,
chair,
I,
guess,
I
kind
of
am
interested
I
think
I've
seen
this,
but
I
I
want
to
actually
understand
it
better.
Over
the
you
know,
I
came
in
saying
you
know
four
or
five
years
ago,
the
office
vacancy
rate
was
an
obsession
and
I
think
the
denominator
has
gone
up,
but
that
you
know
you
have
conceptual
thinking
to
do
to
see
what
how
much
we
may
need
to
shift
office
to
to
residential
but
and
I.
Think
somewhere
is
the
analysis
of
what
our
overall
denominator
is.
K
But
that
is
something
that
I
could
use
as
a
sort
of
a
refresh,
because
you
know
that
that
code
kind
of
could
provide
a
little
context
for
that
conceptual.
Functional
zero
question
is
I,
think
we're
up
over
10
percent
just
in
the
last
two
years,
but
I
I
don't
know
for
certain,
and
so
you
know
I
I'd
love
to
see
if
we
could
follow
up
with
a
what's
the
denominator
growth
over
the
last
four
or
five
years.
K
A
H
Thank
you.
It
is
an
interesting
discussion
about
I
I
understand
that
office
space
is
not
a
uniform
commodity,
so
you
already
mentioned
that
you
know
Class
C,
Class,
B
different
is
age,
and-
and
this
is
important,
because
we
also
need
to
understand
what
are
the
assets
that
will
be
front
side
and
I
mean
which,
which
asset
you
will
be
pushing
the
most
to
which
assets
will
will
be
more
available
for
thinking
of
alternative
uses,
and
sometimes
the
alternative
uses
are
even
commercially
very
important
because
you
know
there
are
there.
H
There
is
still
a
a
market
for
class
B
office
space.
The
question
is
whether
we
have
developed
the
tools
to
access
this
market,
so
I
do
believe
that
the
conversation
that
Miss
Crystal
has
started
here
is
is
worth
digging
in
and
understanding
better.
This
is
not
for
now.
For
me.
I
know
that
this
takes
a
lot
of
effort
and
in
this
conjecture
you
know
having
to
discuss
a
minus
three
percent
on
your
budget
is
kind
of
challenging.
H
For
me,
I
I
I
would
rather
focus
on
you
know,
being
stable
or
even
investing
more,
but
talk
about
that.
The
aif
on
the
anti-innovation
fund
I'm,
trying
to
find
a
way
to
understand
I
I,
generally
understand
the
concept
and
who
we
want
to
be
supporting.
Here.
We
are
talking
about
funders
the
the
matching
funders
from
you
know
from
us.
They
are
specked
in
a
way
that
I
understand
these
are
banks
or
other
funders
of
of
startup
businesses.
H
My
question
is:
are
cdfis
among
these
certified
funders?
Are
the
small
startups
also
startups
in
the
small
business
minority
business
area?
Is
that
also
a
an
instrument
that
we
can
test
against
our
Equity
goals
as
well,
and
the
reason
why
I'm
saying
that
is
because
I
deeply
believe
that
there
is
a
lot
of
growth
potential
there
as
you're
already
seeing
you,
you
said
that
they're
already
growing
out
of
their
homes
and
going
into
you
know
workspaces
that
could
be
B
Spaces
by
the
way.
N
I
might
ask
Michael
to
come
up
to
talk
a
little
bit
about
the
matching
funds,
but
I
think
more
generally,
we're
we're.
Oh
yeah.
You
can
come
on
up
Michael's
been
developing
this
program
with
several
others
for
for
a
couple
years
and
so
I
think
he
probably
has
a
little
bit
more
insight
into
who
what
what
startups
will
be
looking
for
in
terms
of
matching
but
I
just
want
to
say,
I
think
I.
Think
to
the
bigger
point
of
you
know.
N
We
really
see
this
as
as
an
investment
and
I
think
this
is
unique
in
asking
for
the
companies
to
to
find
that
match.
That's
something
I've
not
seen
and
I
think
that
that's
a
really
good
approach,
because
it
creates
that
true
partnership.
You
know
it's
not
just
us
giving
money
to
somebody
and
hoping
that
it
goes
well.
It's
them
showing
also
that
they
have
the
buy-in,
so
I
think
that's
something
I
really
I
I
really
focus
in
on
this
program.
But
Michael
do
you
want
to
address?
V
Yeah
in
terms
of
the
co-investment
grants,
I
mean
part
of
the
reason
we
wanted
to
have
that
requirement
for
co-investment
was
to
help
us
also
validate
that
these
are
companies
that
have
a
likelihood
for
Success.
You
know
we
don't
want
to
be
giving
government
funds
to
you
know
it's
a
startup
that
has
a
high
liquid
or
failure
within
six
months.
We
want
to
make
sure
they're,
hopefully
viable
businesses,
that'll,
you
know,
add
employees
and
hopefully
at
least
square
footage
in
the
future.
So
this
is
one
mechanism
to
do
that.
V
We're
also
planning
on
you
know,
going
out
and
hiring
a
firm
to
help
us
evaluate
the
proposals
similar
to
what
we
did
during
the
gazelle
grant
program.
We
actually
had
a
venture
capital
firm
out
of
New
York
City,
who
had
analyzed
they
would
meet
with
the
funders.
You
know
analyze
their
proposals,
their
business
plans
and
ensure
that
they
are
viable
for
the
future.
So
we
plan
on
implementing
that
as
well.
If
we
do
receive
the
money
going
back
to
the
question
on,
hopefully
I
get
all
the
questions,
but
please
feel
free
to
ask.
V
We
are,
you
know,
going
to
do
a
lot
of
work
to
reach
groups
that
are
underrepresented,
we're
the
internal
goal
we're
working
with
is
the
50
of
the
applicants
would
be
for
underrepresented
groups
in
the
kind
of
venture
capital
startup
scene,
that
includes
populations
along
racial
ethnic
minority
lines,
women,
lgbtq
population
and
Veterans,
as
those
groups
are
all
typically
underrepresented
in
the
overall
Venture
Capital
scene,
but
we're
not
planning
on
having
you
know
a
requirement
for
any
of
those.
It
would
be
more
we're
making
sure
we're
doing
Outreach
to
those
communities
throughout
the
process.
V
It's
a
good
question:
I
wish
Adam
our
person
who
helped
us
really
create.
This
was
here
to
answer
that
detailed
question.
Yeah
I
think
we're
I
think
we're
you
know
primarily
looking
for.
So
what
a
credit
investor
includes
is
really.
It
can
be
multitude
of
things.
It
can
be
an
individual
angel
investor
who
has
a
certain
net
worth
or
they've
achieved
an
annual
salary
of
a
certain
number
over
a
few
years.
They
aren't
accredited
by
the
SEC,
but
it's
more.
V
The
company
needs
to
validate
these
items
as
part
of
their
filings
when
they
raise
the
money.
Also,
we
could
be
looking
at
vipc
Virginia
investment
partnership
Corporation.
They
also
do
a
lot
of
pre-seed
investing,
so
they
could
account
as
a
match
for
this
program
as
well,
and
we
have
a
plan
on
leveraging.
You
know
some
of
the
Investments
they've
made
and
companies
they've
invested
in
that
are
in
Arlington.
We
could
also
co-invest
in
those
with
them.
H
But
in
general
the
the
intention
here
is
to
have
a
startup-
that's
already
vetted
by
somebody
who
is
credit
worthy
right,
because
this
can
be
also
loan
money
not
to,
and
we
are
adding
the
the
extra
facility
to
make
them
even
more
viable,
both
in
terms
of
their
business
plan,
but
also
in
terms
of
their
viability
with
their
initial
creditor.
Right.
V
Yeah
correct
I
mean
the
purpose
of
the
program
is
to,
for
the
companies
itself
is
to
extend
the
runway.
You
know
when
you're
these
companies
are
at
the
very
early
stages.
It's
usually
you
know
one
or
two
employees,
someone
who's
just
venturing
out.
You
know
from
their
full-time
job
or
out
of
a
university,
perhaps
to
create
a
business.
You
know
they
have
a
minimally
viable
product.
You
know
they've
identified
a
market
for
the
product
potentially,
but
you
know
they
need
some
initial
funding
to
maybe
quit
their
job,
and
you
know
pursue
this
full-time.
V
They
might
need
to
hire.
You
know
first
employee.
They
might
need
to
bring
on
a
consultant
to
help
them
through
technical
things
or
financial
goals,
whatever
it
might
be
so
by
having
this
fund
and
this
funding
potentially
I
would
allow
the
company's
kind
of
an
extended
to
Runway
to
hopefully
become
viable,
and
you
know,
hire
more
employees
and
grow
from
there.
H
G
Yeah,
thank
you.
I
want
to
return
to
the
assistant
director
position
because
it
is
unusual
that
we
have
commissions
saying
to
put
back
in
a
position
and
we
have
two
of
them
and
I
I
noticed
with
Miss
Crystal's
question.
You
said
it
it's
been
like
since
September
and
I
think
Miss
Marcus.
You
were
about
to
add
something
so
I
welcome
you
to
do
that.
If
you
remember
what
it
was,
you
were
going
to
add
and
my
question
is
basically
which
maybe
you
were
going
to
say:
how's
it.
P
P
I
think
is
it's.
It's
done
a
fantastic
job,
but
there's
just
there's
something
to
be
said,
for
you
know,
keeping
the
wheels
going
and
covering
the
chat,
and
then
there's
also
the
Strategic
initiatives
that
someone
in
this
role
can
really
focus
on.
If
it
there
is
a
full
FTE
and
that
would
free
up
a
lot
of
bandwidth
elsewhere
in
the
leadership
team
with
an
AED
that
I
think
will
be
lost
if
the
position
goes
away.
Thank.
G
V
A
A
You
know
number
two
really
thinking
and
digging
into
what
are
the
activities
that
actually
lead
to
success
and
being
able
to
attract
them
over
time
and
not
just
measure
work
and
the
snapshot
of
Any
Given
year
to
determine
success.
I
I'm,
incredibly
interested
in
that
just
as
a
way
to
both
help
boards
make
decisions
about
how
to
allocate
resources
but
really
to
allow
you
all
to
function
as
efficiently
as
you
can,
which
leads
to
the
first
one.
N
So
I
think
when
we
think
about
our
programmatic
divisions
and
the
work
that
we're
doing
there
I
think
we
have
the
right
staff.
So
if
we
think
about
business,
investment
or
small
business
with
the
new
position
or
any
of
our
other
programmatic
divisions,
I
think
that's
where
I
think
we
are.
We
are
good
there,
I,
don't
see
a
need.
I've
asked
the
team
multiple
times
since
I've
been
here.
If
we
need
extra
support
in
some
of
those
like
key
Business
Development
roles,
what
what
I'm
I?
N
What
I'm
concerned
about
is,
as
we
think
about
the
future
and
we're
rolling
out,
you
know
we're
doing
some
internal
work
to
realign
our
organization,
we're
thinking
about
our
strategies
going
forward
I.
It
really
does
concern
me
that
we
may
not
have
a
a
senior
level
position
to
help
manage
some
of
that
process.
In
addition
to
just
lots
of
the
additional
work
that
it
takes
to
run
this
department.
N
In
addition
to
all
the
Partnerships
that
we
have
I
mean
we,
we
engage
with
a
lot
of
partners
and
that
that
all
creates
mousse
or
or
you
know,
transfers
or
information
share,
and-
and
so
we
really
do
need
to
make
sure
that
our
core
team
is,
is
really
focused
on
that.
This
position
also
oversees
our
Communications
team
right
now,
which
is
which
is
well
staffed,
but
we're
really
engaging
and
doing
a
lot
more
in
that
Arena
than
we
have
in
the
past.
So
so
I
think.
N
Can
we
get
our
Baseline
work
done,
I?
Think
without
this
position,
the
answer
is
yes,
it
may
just
take
us
longer
to
do
it,
and
it
just
may
require
us
to
to
prioritize
differently
that
that's
where
I
think
this
will
end
up,
but
as
for
programmatic
positions
and
programmatic
funding,
I
think
we
have
the
resources
that
we
need
right
now
and.
A
As
to
the
fact,
second
recommendation
about
really
digging
into
the
metrics
that
we
use
to
determine
the
sort
of
utility
of
every
dollar
invested
and
spent
I'm
I'm,
presuming
from
that
explanation,
that
would
not
be
an
area
of
work
that
you
would
be
able
to
pursue.
Given
current
and
proposed
Staffing.
N
I
think
we
would
do
our
best
to
do
that.
We
also
I
I,
just
as
someone
who's
new
and
came
in
Midway
through
the
budget
process,
I'm
looking
through
the
metrics
and
and
the
things
that
we
track
I
think
it's
a
very
fair
recommendation
that
we
need
to
revisit
all
of
that
I
think
we've
had
some
Legacy
metrics
in
our
budget
and
things
like
that.
N
K
You
I'm
Sorry
Miss
Crystal.
Please
go
ahead.
Okay,
all
right!
Thank
you,
Mr
chair
and
thank
you
Miss
Crystal,
so
on
the
assistant
director
position.
It
might
help
me
you've
described
it
in
slide
and
you've
described
it
just
now.
Very
well.
I
think
it
might
help
me
in
follow-up
just
to
understand
a
little
bit
the
deputy
position
and
the
assistant
director
position
and
how
those
interplay
I
think
you've
described
it
a
little
bit.
K
K
I'm
certainly
open
to
it,
at
least
for
my
part
I'm,
mindful
of
where
we
have
been
on
this
budget
and
the
and
the
the
the
deficit
that
we
had
and
we
may
be
in
a
slightly
different
spot,
but
I
don't
know,
I
would
say
that
just
being
transparent,
the
position
helping
Biz
launch
that
that
almost
strengthens
the
case.
In
my
view,
for
assistant
the
assistant
director,
because
I
know,
there's
been
such
a
need
on
business
launch
for
that
second
position.
K
So
that's
just
I
guess
it's
a
short
editorial
comment
and
then
the
last
is
for
the
manager
I'm
interested
in
following
up
with
you
as
to
whether
the
tot
can
lead
to
additional
ongoing
money
beyond
the
1.1
million,
and
we
don't
do
an
update
of
that
estimate
right.
It's
only
the
property
side
that
would
tax
side
that
we.
B
Do
I'll
answer
that
last
question:
first,
you're
all
paying
attention
to
the
other
questions.
Okay,
thank
you.
We
will
come
to
you,
probably
in
the
last
week
of
March,
with
an
update
on
all
our
Revenue
sources
and
potential
re-estimates
both
up
and
down
about
what
we
proposed.
So
there's
always
that
potential
I.
So
I
can't
speak
to
that
specifically
right
now,
but
we'll
be
to
you
at
the
end
of
the
month,
with
an
update
on
that.
Okay.
K
Just
wondered
if
it's
even
plausible,
with
respect
to
tot,
because
I
know
that
the
other
side
other
revenues
said
that's
helpful,
not
so
much
a
question,
but
certainly
if
you
have
thoughts
on
this,
I'll
also
follow
up.
If
that,
if
that
can
work
for
both
you
and
I.
Thank
you
to
the
leadership,
but
also
the
entire
team
Prosperity
is,
is
dependent
upon
a
lot
of
what
you
do
so
I
think
it's
worth
saying.
Thank
you
to
the
full
team.
K
S
We
got
a
really
interesting
suggestion
from
the
commission
on
the
status
of
women
when
they
joined
us
on
Thursday,
about
trying
to
disaggregate
gender
and
more
across
departments
and
one
of
the
areas
that
they
flagged,
which
I
thought
was
interesting.
Was
the
Biz
launch
program
beneficiaries,
so
page
688
of
the
budget
has
that
metric
of
Workshop,
attendees
and
number
one-to-one
meetings
conducted?
S
W
Excellent
question
we
have
been
able
to
over
time
see
an
uptick
actually
in
women
entrepreneurship
it
across
the
nation.
We
just
did
for
international
women's
day.
I
have
some
of
these
stats,
so
it's
like
60
percent
of
men,
49
40
to
49
of
women
as
we're
getting
out
of
covid.
So
some
of
these
numbers
we're
actually
seeing
ourselves.
I
can
go
back
through
and
get
the
exact
numbers,
but
it's
really
enlightening.
W
Like
I
had
meetings
today,
all
women,
entrepreneurs
and
women
creating
businesses
to
be
able
to
help
women
with
child
care
and
having
places
where
you
can
come
and
do
your
business
and
have
your
child
cared
for.
So
the
things
that
we're
seeing
are
Innovative
as
we're
coming
out
of
the
pandemic,
but
they're
also
we're
seeing
a
stronger
women
really
coming
in
and
and
starting
businesses,
which
is
very
exciting.
So
we
do
track
those
demographics
and
we're
so
excited
to
see
the
numbers.
Oh.
S
G
Thank
you
a
comment
and
then
a
question
I'll
just
slip
into
real,
quick
Mr
chair
I,
really
like
your
slide
number
three,
which
was
business.
Success
means
Community
success
and
you
feature
Arts
parks
and
libraries,
Public
Schools,
affordable
housing
and
safety,
and
and
talking
about
how
you
know
these
all
depend
on
economic
development
and
I
I.
Think,
as
we
all
know,
Economic
Development
depends
on
the
community
as
well.
How
are
we
going
to
attract
and
retain
people?
They
need
good
schools,
good
Parks,
they
need
housing,
so
I
I
think
it's
it's
great.
G
Sometimes
we
forget,
you
know
we
go
through
the
budget.
This
is
the
linchpin
to
me
in
a
way.
This
is
the
linchpin
of
everything
else.
Nothing
else
is
going
to
happen
unless
this
is
actually
functioning
and
this
isn't
going
to
function
well
unless
the
community
is
functioning
well,
so
I
just
appreciated
that
slide.
That
just
wanted
to
say
that.
Thank
you
question
about
the
talent
program.
G
I
went
into
it.
I
was
so
impressed,
I
mean
it.
Just
I
was
stunned
by
the
people.
You
know
what
I
saw
where
I
guess.
It's
11
the
the
students
that
I
saw
people
who
were
kind
of
stuck
in
life.
They
were
smart,
they
were
ambitious,
but
life
had
not
dealt
them
a
fair
hand
at
all,
and
this
helped
them
level
up
and
it
was
just
I
was
just
so
impressed
with
each
and
every
one
of
them.
G
The
issue
is
the
next
is
the
connection
with
the
business
community,
so
the
business
Community
is
telling
us
they
need
these
people
right
and
I
know
someone
else
who
worked
with
the
District
of
Columbia
and
actually
had
a
similar
program,
and
he
described
it
to
me
that
was
actually
taking
students
that
were
like
dropping
out
of
high
school
that
they
thought
they
could.
You
know
really
and
again,
I
asked
him
later.
How
did
it
go
I
think
they
had
16
students?
He
said
it
was
great,
it
turned
lives
around.
G
G
N
I
I'll
you're
you're
spot
on,
you
know
Northern
Virginia
chamber
and
the
Northern
Virginia
Community
Foundation
just
did
a
survey
and
apprenticeship
was
like
to
the
bottom
of
the
list
on
how
do
employers
find
Talent
and
they're
doing
it
the
old
way
of
job
posting
boards
and
things
like
that
which
which
is
upside
down?
So
so
we
know
that's
the
case,
I
think
in
our
specific
program
it
is
a
pilot.
We've
been
you,
know,
testing
it
and
seeing
how
it
works.
N
I
think
there's
a
real
opportunity
to
engage
employers
here
in
Arlington
in
a
very
strategic
way,
and
we
just
we
just
haven't
done
that
yet
I
right
as
we
have
a
video
coming
out
this
week,
as
I
mentioned,
that
that
ex
you
know
kind
of
shows
the
program
and
everything
and
all
the
benefits
and
I
asked
the
team.
How
are
we
going
to
get
this
in
front
of
employers
that
are
here?
Is
it
direct
Outreach?
Is
it?
Are
we
sending
it
to
them?
N
So
I
think
it's
just
once
we
can
have
some
data
to
show
hey
here's,
what
here's,
how
it
worked
and
what
was
good
about
it
I
think
that's
a
way
we
can
Engage
The
Business
community
and
potentially
have
some
success
there
just
to
touch
on
another
issue
you
raise
in
terms
of
scale.
We
are
going
back
to
explore
funding
mechanisms
like
go
Virginia
to
see
if
we
can
get
some
Regional
Partners
involved.
We
have
not
had
good
success
here.
N
P
I
think
you're
spot
on
and
it's
I
think
we
all
kind
of
bang
our
heads
against
the
wall,
because
we're
presented
with
this
data
that
there
are
companies
who
can't
fill
positions
and
then
those
same
companies
aren't
willing
to
try
something
new
I
know
when
Steve
Cooper
from
acceleration
talks
about
it.
It's
really
about
risk.
You
know
and
sort
of
the
the
time
explaining
this
concept
to
someone
who
has
a
live
project
that
has
to
get
done,
they're,
not
willing
to
take
that
risk
or
the
time
and
what
I
found
through
this.
P
They
know
the
quality
of
his
work,
they're
willing
to
try
this
different
model
and
I
think
we
have
a
big
role
to
play
in
AED
and
also
with
our
neighboring
jurisdictions,
because
this
is
something
we're
all
trying
to
work
on
together,
as
Ryan
mentioned,
to
scale
this
one
day
and
there's
similar
groups
doing
similar
things
in
Alexandria,
Prince,
William,
Loudon,
Fairfax
I
think
we
have
a
big
opportunity
because
of
the
relationships
we
have
with
businesses.
We've
been
doing
a
lot
of
introductions
for
Steve
and
his
team.
P
Two
companies
that
are
here
in
that
kind
of
Sweet,
Spot,
small,
medium
size
and
I
think
that's
the
role
that
we
can
really
help
to
play
in
de-risking.
This
a
little
bit
socializing
it
with
companies
in
our
region,
and
so
that's
that's
kind
of
in
our
work
plan.
Once
this
pilot
wraps
up
and
hopefully
we'll
have
future
cohorts
with
this.
But
in
order
to
make
it
meaningful,
we
do
need
to
scale
it
to
a
more
Regional.
G
Level
yeah
thank
you
and
I
actually
have
connected
Steve
Cooper
with
Bob
Lazaro
and
I'm
hoping
he's
gonna
they're
gonna
do
a
presentation,
and
maybe
you
all
can
work
your
work,
your
magic
there
and
then
I'll
I'm,
almost
done
Mr,
chair
and
I'll,
be
done.
I!
Think
it's
interesting
that
you
you.
We
had
this
discussion,
so
the
businesses
are
kind
of
nervous
in
their
retract,
and
this
is
the
time
to
start
taking
a
risk
right.
I
mean
that's
what
they've
got
to
do
and
so
anything
we
can
do
to
hand
hold
I.
G
Think
if
there's
anything
board
members
can
do
to
talk.
I
mean
happy
to
help
with
that
and
then.
Finally,
on
this
one
position,
I
keep
a
little
running
tab
here
about
they're
all
additions.
So
far,
Mr
manager,
colleagues
I've,
got
to
find
out
the
money
but
I
put
the
assistant
director
down
because
it
is
feeling
like
again
it's
a
bit
of
a
risk,
but
this
is
not
the
time
to
pull
back
I
suspect.
So
thank
you,
I'm
done.
Thank
you.
B
Well,
I'm
gonna
say
that
what
is
today
Tuesday,
that's
good!
Okay,
yesterday
now
I
had
the
entire
executive
leadership
team
go
over
to
AED,
for
a
presentation
on
the
talent
program
and
so
I
had
at
least
four
Department
directors
raised
their
hand,
saying
how
how
can
I
do
that
I
said?
Well,
you
know,
I'm
sure
our
administrative
regulations
and
the
hiring
protocols
will
make
it
that
easy,
but
we're
gonna
work
on.
H
Go
so
okay,
just
just
a
very
short
one
on
marketing
and
marketing
our
story.
That's
slide.
Number
10.
I
am
really
excited
to
see
that
you
have
a
new
new
approach
and
you
you
approach
with
new
Vigor
the
the
issue
of
public
relations
and
public
relations
initiative.
I
think
this
is
extremely
critical.
We
have
to
have
the
brand
of
Arlington
out
I
think
this
will
be
extremely
helpful
with
everything
that
we're
discussing
here
and
would
produce
the
positive
metrics
of
return
investment
of
these
dollars
right.
H
So
can
you
elaborate
a
little
bit
what
you're
looking
at,
because,
for
example,
in
in
the
metrics
of
you
know
there
on
the
supporting
measures,
the
public
relations
placements
are
kind
of
stagnant,
so
you
pre
you
project
the
same
number
of
public
relations
placement,
whatever
the
definition
of
that
is
like
in
previous
years.
So
are,
we
are,
are
we
you
know
strategically
invested
in
having
a
significant
Improvement
there.
N
Kelly,
if
you
want
to
step
up,
you
can
I'll
start
I.
Think
I
think
we
will,
in
terms
of
the
at
the
public
relations
piece
like
I,
think
this
is
going
to
be
a
big
change
for
us
to
have
a
company
that
that
is
focused
on
this
for
us.
Do
you
any
other
metrics
that
you
wanted
to
mention
in
terms
of
what
we're
seeing.
X
H
X
X
One
of
the
things
Ryan
mentioned
is
we're
looking
at
a
really
integrated
marketing
plan,
which
includes
email,
marketing,
social
media
and
public
relations
and
we're
not
just
measuring
the
results
of
that
in
a
vacuum.
We
are
driving
the
results
of
that
they're
all
interrelated,
and
so,
in
the
case
of
public
relations
over
the
last
15
years,
or
so,
we
have
been
very
reactionary.
We
have
had
earned
medium,
we
report
that
earned
media,
but
it's
not
something
that
we
are
driving.
X
We
saw
something
very
relevant
to
that
when
Amazon
came
on
board,
our
numbers
of
earned
media
quadrupled
because
we
were
always
in
the
in
the
the
news.
So
what
we're
doing
now
is
being
very
strategic
on
how
we're
getting
our
own
media
again.
This
is
not
placing
an
ad
that's
that
does
have
its
purpose,
but
this
is
what
others
are
saying
about
us
and
how
effective
we
find
that
to
have
a
much
larger
return
than
any
of
the
other
types
of
vehicles.
But
what
we're
doing
is
in
the
case
of
our
Target
markets.
X
You
know
our
industry
targets,
Workforce,
Development,
and
especially
just
at
a
local
level
or
even
Regional
level
is
with
the
talent
program
that
we
just
talked
about
is
getting
the
message
out
on
a
success
in
a
case
study.
The
reason
we
did
the
interviews
and
did
the
testimonial
video
is
to
promote
the
the
project
so
that
people
will
write
about
us
and
hear
the
program
and
want
to
know
more
about
it.
X
So
the
return
on
the
public
public
relations
investment
is
a
really
just
a
small
part
of
our
budget,
but
it
was
a
reallocation
and
we're
right
just
to
see
really
the
results
of
that
and
again
not
across
just
not
PR,
but
how
it's
going
to
drive
traffic
to
our
website
and
conversions
at
our
website.
So.
N
N
There
you'll
see
what
is
proposed
in
the
in
the
proposed
budget,
which
is,
is
removed
a
lot
of
one-time
funding
and-
and
you
also
have
in
there
what
was
actually
requested
by
each
of
the
Partnerships
I.
Don't
have
any
additional
comments
on
that
other
than
allowing
the
bids
and
Partnerships
to
go
ahead
and
have
their
time.
Let's.
A
Y
Good
to
see
you
all
and
thanks
for
the
opportunity
to
share
a
few
highlights
on
our
work
plan
and
a
little
context
around
the
budget,
as
we
think
about
and
plan
for
the
future
as
we're
navigating
this
evolving
economic
climate,
I.
Think
delivery
of
our
core
Services
really
has
taken
on
more
significance
than
ever
before,
so
think
about
our
operations,
clean
and
safe
team
or
marketing
and
event
work
to
engage
the
community
and
bring
everyone
together
as
well
as
placemaking
and
beautification
of
the
neighborhood.
Y
These
really
all
are
playing
such
a
vital
role
in
ensuring
that
we
continue
to
thrive
and
remain
competitive.
Despite
the
economic
headwinds
that
I
think
we
all
are
facing
so
to
ensure
that
our
work
plan
remains
aligned
with
the
County's
priorities,
we've
really
increased,
cross-departmental
collaboration
and
I
would
say
this
has
proven
really
quite
successful.
It's
helped
us
identify
areas
that
we
can
contribute.
It's
created
efficiencies
and
I.
Think
it
really
is
helping
to
meet
the
community
needs.
Y
So
in
looking
ahead,
our
work
plan
outlines
how
we
will
continue
to
deliver
in
all
of
our
program
areas
as
we
always
have,
but
we've
also
identified
three
key
priority
areas
where
we
will
be
focused
that
also
are
overlapping
with
the
county
budget.
So
no
surprise.
The
first
is
commercial
vacancy
I
think
we
really
need
to
think
creatively
and
we're
prepared
to
work
collaboratively
with
the
county
on
Arlington's
commercial
office
resiliency.
Y
We
think
it's
critical
to
ensure
that
County
staff
has
the
Manpower
and
resources
necessary
to
drive
our
economic
competitiveness,
so
I
would
refer
back
to
Bill
Dunn.
Investing
in
this
now
really
is
investing
in
our
future.
So
I
would
also
support
the
fac
and
EDC
requests
for
not
losing
that
assistant
director
role.
I
really
do
think
it's
critical
and
I
would
say.
Creative
strategies
such
as
Arlington's
Innovation
fund
that
Marion
talked
about
are
a
great
start,
but
we'd
like
to
encourage
further
Investments
like
that.
Y
That
really
do
expand
the
toolbox
and
help
the
team
to
incentivize
the
existing
and
new
businesses
to
locate
here
number
two:
we
applaud
and
urged
continued
prioritization
of
the
commercial
Market
resiliency
initiative.
We
think
it's
been
great,
along
with
those
efforts
to
streamline
the
County's
processes
and
the
zoning
code
to
allow
for
more
flexible
and
emerging
uses,
I
would
say
with
development
projects
facing
Financial
uncertainties
across
the
region.
We
really
would
like
to
stress
the
importance
of
prioritizing
cphd's
upcoming
work
on
the
major
versus
might
plan
minor
site
plan,
Amendment
thresholds.
Y
Y
So
doubling
down
on
the
County's
commitment
to
advancing
the
core
of
Roswell
and
transportation
projects,
expanding
River
and
Trail
access
with
the
Arlington
Boathouse
project
and
reimagining
Gateway
Park
are
all
critical
to
not
only
supporting
economic
sustainability,
but
I
like
board
member
garvey's
term
linchpin
and
I,
really
think
these
will
help
us
establish
a
much
needed
anchor
for
our
community
and
create
a
vibrant
Gateway
into
Arlington.
So
in
closing,
we
recognize
that
Partnerships
are
more
important
than
ever.
Y
We
all
need
to
be
working
together,
and
so
to
that
end,
we'd
like
to
thank
Shannon
and
Valerie
and
County
leadership
across
departments.
They
really
have
just
done
an
amazing
job
with
guidance
and
cross-collaboration
and
I
would
just
say
we're
ready
to
tackle
the
challenge
ahead
and
we're
eager
to
continue
our
important
work
of
collaborating
with
the
county
staff
to
bolster
that
common
goal
of
economic
competitiveness.
A
Z
We're
also
very
excited
to
work
with
director
two
Hill
as
we
move
forward,
and
we
found
that
the
County's
partnership
has
been
a
major
strength
to
our
own
work,
and
we
understand
that
the
county
is
now
facing.
You
know
significant
headwinds
and
that
the
budget
situation
has
called
for
some
difficult
decisions
across
agencies,
as
reflected
in
the
county
manager's
budget,
and
we,
you
know,
encourage
the
county
to
appropriately
fund
and
staff.
You
know
efforts
to
combat
commercial
vacancy,
ensure
Market,
resiliency
and
innovate
in
the
space
of
Economic
Development,
similar
to
The
Innovation
fund.
Z
Specifically,
our
work
plan
clearly
articulates
areas
where
close
County
coordination,
including
for
me
of
the
formation
of
a
national
Landing,
Innovation,
District
or
Hub
exploration
of
a
national
Landing,
Foundation
publication
of
a
green
print
out
linear
parks
and
open
spaces
and
collaboration
on
public
art,
Place,
making
and
wayfinding
plans.
Among
other
efforts.
Z
Z
A
AA
All
right,
good
afternoon,
everyone,
it's
nice,
to
see
everyone
in
person,
it's
11
years
now
for
me
in
this
position,
and
so
it's
it's,
it's
kind
of
amazing
I
feel
like
I,
come
back
with
the
same
story
every
year,
so
bear
with
me,
but
this
year
you
can
see
the
success
that
we've
had
in
the
structures
teaching
plan
that
we've.
Given
you
in
the
the
annual
work
plan
that
we
presented
with
our
metrics
from
last
year.
AA
By
the
way
last
year
we
only
had
a
team
of
three
we
we're
now
four
Pinky
advani
has
joined
us
as
our
business
engagement
director
this
year,
for
us
has
been
about
contract.
Contracting
are
what
we're
doing
we
finally
have.
Our
budget
is
finally
caught
up
to
where
we
cannot
serve
all
of
the
people
all
the
time
as
we
really
want
to
so
you
know
just
to
give
you
a
comparison.
AA
We
are
on
par
with
Rosalind
and
I'm,
not
picking
on
you
Mary
Claire,
but
in
in
size,
in
the
amount
of
blocks
that
we're
supposed
to
take
care
of
the
geographic
area
and
Roslyn's
budget
is
two
and
a
half
times
ours.
So
we've
been
facing
this
year
after
year
and
doing
more
with
less
and
and
doing
a
great
job
of
it
by
the
way
I
think
our
metrics
are
fantastic,
but
it's
caught
up
with
this.
So
this
year
we
were
due
to
do
a
strategic
plan.
AA
We
did
that
and
our
board
made
the
decision
that
we
needed
to
focus
solely
on
Commercial
Business,
the
employees
in
Boston
and
contract,
our
efforts
in
the
public
realm
as
far
as
events
and
place
making
activities,
which
is
to
Ryan's
point
exactly
what
you
all
they
want
us
to
be
doing
so.
I
just
wanted
to
make
that
point.
AA
We
we
will
be,
but
to
the
good
news,
is
we're
here
to
support
the
efforts
of
AED.
That's
really
where
our
focus
is
going
to
be
is
to
support
their
work,
to
attract
tenants
and
we
are
focused
on
retaining
those
tenants
and
making,
and
the
employees
have
a
wonderful
time
in
Boston
want
them
to
come
back
in
the
office.
AA
Fill
that
office
space
back
up,
so
our
business
retention
efforts
are
focused
with
with
Pinky
and
and
conducting
business,
appreciation
campaigns
and
just
getting
getting
them
back
in
whatever
whatever
that
is,
if
it's
events
that
we
host
in
in
their
office
or
in
their
buildings
Etc,
that's
where
our
focus
is
in
supporting
the
work
of
Ryan
and
his
team.
So
that's
where
we
are
our
so
we
we've
had
to
contract.
Our
budget
has
remained
relatively
flat
or
going
down
over
the
last
six
seven
years.
AA
If
you
account
for
where
we
are
now
we're
back
to
fiscal
year,
13
levels
of
funding
and
that
doesn't
include
inflation,
so
you
can
imagine
everything
else
goes
up
the
cost
of
people
cost
of
operating,
so
we
are
doing
our
very
best
with
the
team
of
four
to
fulfill.
You
know
the
the
and
try
to
you
know,
work
on
try
to
work
and
engage
the
entire
Community,
but
again
our
efforts
will
be
micro
focused
now.
So
that
being
said,
we
do
work
to
supplement
our
budget.
AA
It's
it's
getting
tougher
with
a
smaller
staff,
but
my
team
and
myself
over
the
last
10
years
have
raised
3.8
million
dollars
to
supplement
our
tax
assessment
funds
as
well.
So
in
some
cases
it
was
up
to
37
percent
of
the
tax
assessment
funding
that
we
provided.
In
addition
to
that,
that's
getting
a
little
tougher
with
a
smaller
staff,
and
now
we
are
Contracting
our
efforts,
so
that
number
will
be
smaller,
but
we
are
we
are.
AA
We
will
continue
to
do
that
through
membership
sponsorships
grants
any
any
other
type
of
funding
outside
of
organization.
We
can
do
so.
We
are
high
on
collaborations
and
Partnerships
and
those
things
we've.
This
is
something
we
do
and
we
will
continue
to
do
that
as
well.
So
I
just
wanted
to
also
echo
my
colleagues
comments
about
the
great
work.
That's
going
on
the
Arlington
Talent
program,
I
interviewed
Ryan
for
the
for
my
podcast
and
Steve
Cooper
amazing
program.
AA
It's
like
can't
express
you
know
more
that
that
this
is
a
just
great
work,
great
ideas,
going
on
to
support
that,
as
well
as
the
commercial
resiliency,
the
market
resiliency
work,
that's
being
done.
Excellent
I
mean
we
hear
Brokers.
All
the
time
saying.
Can
we
do
this
or
I
have
a
client
that
wants
to
do
that?
Fantastic
and
the
fact
that
we
can
take
it
to
them
and
have
them
say?
AA
Oh,
we
haven't
done
this
yet
we'll
look
at
this,
which
is
wonderful,
so
anything
we
can
do
to
bring
that
vacancy
down
I
believe
Boston's
a
little
higher
than
than
what
the
county
is.
Overall,
we
want
to.
We
want
to
definitely
supplement
the
help
and
supplement
those
efforts
as
well.
So
also
I
want
to
reiterate
the
you
know.
What
we've
heard
here
too,
about
preserving
the
assistant
director
position.
AA
I
mean
everything
is
on
AED
right
now
to
to
hit
it.
They
need
they
need
that
that
additional
person
as
well.
So
that's
where
we
are
we're
for
fiscal
year
for
24.
We
will
be.
You
know,
following
along
with
our
strategic
plan,
what
we
have,
what
we
have
in
there
to
against
tenant
and
bro
programs
and
activities
to
you
know
get
that
vacancy
rate
down
retain
those
those
those
companies
that
are
already
in
Boston
so
and
with
that
I'd
be
happy
to
answer
any
questions.
Thank.
M
AB
Different
scale,
different
scale
and
I
do
think
it's
very
important
to
kind
of
frame
for
everyone
that
the
clear
and
Alliance
supports
the
area
from
Virginia
Square
to
courthouse
with
the
two
one
ways
we
almost
have
the
double
whammy:
we've
got
more
than
two
miles
of
business
and
Residences
that
we
support
and
it's
important
to
Supply
our
organization
or
a
similar
entity
with
the
resources
to
perform
the
same
activities
that
are
done
with
the
other
Partnerships
I.
Think.
AB
The
best
evidence
for
making
the
investment
in
clarinet
Alliance
is
illustrated
by
the
investment
that's
been
made
in
the
Columbia
Pike
partnership
in
the
last
seven
fiscal
years:
2.3
million
dollar
investment
in
the
Columbia
Pike
Partnerships
activities
in
the
clarinet
Alliance,
it's
been
about
500
000.
and
that
1.8
billion
dollar
Gap
billion
1.8
million
dollar
Gap
is
part
of
the
reason
that
we've
not
been
able
to
sustain
ongoing
staff
and
we've
not
been
able
to
hire
staff
at
the
level
of
the
expertise
that
can
deliver
the
way
it's
Columbia.
Pike
has
I
lit.
AB
AB
But
now
is
the
time
you
know.
I
had
actually
written
down
the
same
quote
from
Bill,
because
I
was
at
the
economic
development
commission
this
morning
and
it's
not
about
cutting
economic
development
in
some
ways
remaining
stagnant
at
eighty
thousand
dollars,
with
the
exception
of
one
bump
one
year
over
the
past
seven
years,
we've
kind
of
realized
a
little
bit
of
a
cut
with
the
inflation
and
our
purchasing
power
and
our
ability
to
really
function
at
the
level
that
you
need
us
to
for
this
Corridor
is
really
hindered.
AB
AB
She
wasn't
relying
on
the
salary
base
that
we
had
to
function
at
the
level
she
did
and
our
next
hire
was
supplementing
the
income
that
we
could
offer
her
and
it
didn't
work
out.
She
was
not
able
to
do
everything
that
we
needed
her
to
so
it's
time
to
make
that
necessary
minimum
investment
so
that
we
can
be
the
extension
for
all
the
aeds
programs.
AB
Over
this
time,
I've
been
Bridging.
The
Gap
in
while
we've
been
trying
to
hire
someone
I
haven't
as
a
president
of
the
organization
I
felt
like
we
needed
to
remain
involved
as
as
much
as
we
could
and
so.
I
have,
with
few
exceptions.
I
have
not
turned
down
any
meeting,
I've
done
them
in
the
morning
at
night,
I
participated
in
Mark's
session
a
few
weeks
ago,
as
they
were
developing
the
budget,
but
that's
not
sustainable
and
they're,
as
a
business
owner
in
Clarendon.
A
AC
AC
Thank
you,
Amy
and,
of
course,
quite
a
few
ribbon
cuttings
in
partnership
with
Biz
launch
and
the
Arlington
Chamber
of
Commerce,
our
annual
state
of
the
pike
showcased,
all
of
our
Partnerships,
with
the
county
and
with
the
pike
president's
group.
We
have
regular
meetings
with
cphd
Biz
launch,
stay,
Arlington,
Transportation,
Arlington,
arts
and
others.
AC
AC
Our
goal
is
to
continue
the
great
work
we
are
doing
and
continue
to
use
our
sponsorship
package,
which
has
been
updated
this
year
to
bring
in
additional
partners
and
sponsors
this
upcoming
fiscal
year.
Our
goal
is
to
continue
to
focus
on
the
needs
of
our
diverse
businesses.
After
all,
we
are
a
world
in
a
zip
code,
including
those
that
are
at
risk
of
displacement
due
to
upcoming
development,
as
Ryan
mentioned
earlier.
AC
A
C
AD
AD
Langston
Boulevard
will
finally
have
the
tools
to
begin
to
realize
that
county-wide
vision
with
the
plan
in
place,
the
implementation
will
begin.
The
county
will
enjoy
considerable
economic
benefits.
We
will
transition
from
single
story,
commercial
buildings
to
7,
10,
12
and
15
story,
commercial
towers
and
mixed
use,
but
let's
face
it.
Implementation
can
be
messy
and
fraught
with
challenges.
AD
We
were
asked
to
highlight
some
considerations
and
our
biggest
consideration
is
that
we
simply
do
not
have
the
resources
to
successfully
help
guide
that
change.
Since
2016
we've
been
operating
on
a
shoestring
budget,
our
responsibilities
have
grown,
inflation
has
hit,
but
our
budget
hasn't
moved.
Our
most
basic
expenses
are
not
covered,
leaving
us
no
room
to
hire
talent
for
the
future
of
the
organization.
AD
AD
AD
We've
done
everything
in
our
power
to
identify
efficiencies
and
reduce
costs.
There
really
isn't
anywhere
to
go
to
reduce
cost
in
our
organization.
We
only
pay
for
part-time,
hourly
consultant
Services.
We
don't
offer
benefits
no
vacation
time,
sick
days,
health
care.
We
operate
in
an
office
space
that
is
slated
for
redevelopment.
AD
We
cannot
cut
insurance
or
accounting
or
monthly
expenses
or
other
numerous
other
mandatory
ongoing
expenses.
We
are
here
today
to
humbly
ask
for
stabilizing
ongoing
funding
our
work
plan.
We
asked
to
have
ongoing
funding
150
000..
The
investment
that
Arlington's
other
commercial
neighborhoods
have
enjoyed
through
their
Partnerships
and
bids
is
visible
for
all
to
see.
Now
it
is
time
to
bring
linkstone
Boulevard
and
its
neighborhoods
along
as
well.
AD
H
Thank
you,
Mr
chair
and
thanks
to
all
bids
and
Partnerships
for
everything
they
do.
I
I,
really
I'm,
really
biased
on
that.
But
I
I
have
to
say
I
truly
recognize
how
much
they
are
contributing
to
what
we
call
Economic
Development
and
it's
very
very
pace,
and
it
was
one
of
your
initial
slides
right
when
we
talked
about
Place
making-
and
you
know
branding
Arlington
differently
so
I
want
to
ask
I
mean
there
is
a
stark
difference
for
many
years.
H
Clarendon
Alliance
and
Langston
Boulevard
Alliance
have
been
funded
in
on
a
very
you
know,
stable
format
in
a
very
insufficient
form.
We
know
that
because
we
can
see
the
difference
of
performance
between
the
Columbia
Pike
partnership
and
these
two
other
Partnerships.
What
is
the
take
of
the
of
ad
on
this?
What
how
do
you
envision
our
policy
towards
these
organizations?
H
We
have
clearly,
in
my
opinion,
two
different
models,
one
that
I
I
guess,
at
least
in
my
opinion,
performing
excellently
for
the
the
public
money
that
we're
investing
in
it
and
two
who
are
trying
their
very
very
best,
but
they
cannot.
You
know
support
the
level
of
performance
that
we
would
like
to
see
into
very
critical
parts
of
Arlington.
H
Thank
you,
I
definitely
feel
dessert.
These
are
Beyond
neighborhood
Partnerships.
These
are
these
are
Courier
Partnerships,
so
they
are
the
closest.
We
can
come
to
business
improvement
district
on
volunteer
based,
but
extremely
committed
ones
and
professionalizing
them
and
allowing
them
to
grow.
This
way,
it's
I
think
has
proved
a
excellent
investment
in
case
of
Columbia,
Pike
and
I
think
they're
they're.
All
conditions
are
given
for
Langston
Boulevard
and
in
little
different
context,
but
but,
but
also
for
clearing
Alliance
additional
question
for
staff.
So
there
was
this.
H
Last
year
we
talked
about
the
Strategic
funding
pool
180
000.
Can
you
give
me
any
idea
whether
we
have
spent
that
or
about
to
spend
it
or
how?
How
what
is
the
impact
of
this
decision?
This
was
additional
money.
That
was
actually
the
idea
behind.
That
was
exactly
the
same
type
of
of
thinking
that
we
are
discussing
right
now.
H
A
G
Thank
you.
Obviously,
we
have
two
very
different
kinds
of
groups
here
and
I
appreciate,
Mr,
Karen,
Thomas's
questions
and
your
response,
so
you're
new
here
and
I
think
the
offer
to
you
know
perhaps
reconsider.
If
the
board
wants
to
I
would
appreciate
some
advice
from
staff,
some
thinking
on
what
maybe
not
by
the
time
we
get
to
the
end
of
this
budget
cycle,
but
I
think
we
are
to
the
point:
either
we're
going
to
make
a
leap
forward
or
just
sort
of
struggle
along
and
I.
I
really
do
appreciate.
G
G
I
would
like
to
ask
our
two
and
actually
the
three
bids.
Just
what's
your
greatest
challenge.
I
am
I
am
guessing
for
Ms
Leone
with
Boston.
It's
the
it's
the
short
it's
the
tight
budget,
but
Roslyn
National
Landing
seem
to
be
in
a
different
spot,
I'm,
just
kind
of
wondering
what
what
you
sort
of
see
is
your
greatest
challenges
to
what
you
need
to
do.
G
AA
Yeah
office
vacancy
is
absolutely
the
the
biggest
challenge
for
I
mean
as
an
organization
who
is
only
we're
only
funded
by
commercial
office
and
Retail.
So
we
do
not
have
commercial
apartments
in
our
bid,
even
though
geographically
they
represent
more
than
50
percent
of
what
we
would
have
if,
if
they
were
included
in
our
bid,
our
budget
would
be
more
than
double
right
now.
So
yes,
it's
it's
critical
for
us
and
considering
what
Mark
McCauley
just
said
about
more
conversions
happening
with
this
we've
started
the
conversion
wave
10
years
ago.
AA
AA
That's
that
and
there's
more
coming,
so
we
we
have
at
least
two
projects
that
come
to
mind.
Maybe
a
third
that's
going
to
happen
in
the
next
three
to
five
years,
so
we
will
technically
lose
those
buildings
outside
of
the
bid,
so
our
budget
and
and
again
seeing
what
Mark
just
said
about
more
conversions
or
you
know
or
who
knows
teardowns.
Who
knows
what's
going
to
happen?
Our
budget
will
continue
to
decline.
AA
So
that's
going
to
make
it
more
and
more
difficult
for
us
and
we
will
do
everything
we
need
to
do
everything
we
can
do
with
what
we
have,
but
there's
only
so
much
money
I
can
raise
and
my
team
can
raise
outside
of
that
and
then,
as
the
team
gets
smaller,
it's
going
to
get
more
and
more
difficult,
I
mean
I.
You
know
the
it
seems
like
we're
coming
full
circle.
AA
When
there
was
a
Boston
partnership,
the
bid
was
created
because
we
needed
more
resources,
and
so
we
got
more
resources,
but
the
apartments
not
being
included
at
that
time.
Really
it
makes
us
it's
it's
it.
It
handicaps
us
as
far
as
being
able
to
help
everybody
that
we
really
want
to
help
and
serve
everybody.
We
want
to
serve
in
our
district
to
the
level
like
that.
Mary,
Claire
and
Tracy
can
do
in
their
districts.
I
mean
Tracy's
is
much
bigger,
but
is
a
similar
geographic
area
and
certainly
their
buildings
are
worth
more.
AA
We
understand
that
we
wouldn't
have.
You
know
the
same
kind
of
budget
that
Roslyn
does,
but
without
having
the
whole
Community
contributing
wholly
to
the
the
bid
tax.
It's
in
it's
impossible
to
serve
the
entire
community
and
to
go
back
Place,
making
efforts
and
beautification
those
things
cost
a
lot
a
lot
of
money
and
and
there's
only
there's
only
so
much
we
can
do
with
the
budget
that
we
have
so
our
board
determined
that
we
needed
to
focus
on
that
on
those
who
are
who
are
paying
into
the
bid
they're.
AA
Y
Yeah,
thank
you.
It's
a
great
question.
I
think
commercial
vacancy
is
the
number
one
thing
that
we're
watching
and
you
know
trying
to
keep
our
our
arms
around.
Obviously,
you
know
when
you
have
a
built
environment
like
Rosalind
there.
There
are
advantages
that
come
to
that,
but
then
there
are
also
drawbacks,
and
one
of
the
drawbacks
is
that,
in
order
for
us
to
get
a
more
balanced,
neighborhood
like
what
you
do
see
in
Ballston,
what
needs
to
happen
is
continued
Redevelopment
so
that
we
continue
to
bring
in
more
residential.
Y
The
good
news
is
is
that
we
had
already
started
this
conversion
years
ago.
So
that's
the
good
news
is
that
and
I
and
I
think.
That
is
why
Arlington
in
general
is
doing
much
better
than
the
district,
for
example,
but
for
us
it's
about
being
able
to
bring
those
amenities
and
really
sort
of
cement.
The
15-minute
City
that
we've
become
and
so
needing
those
amenities.
Y
A
lot
of
them
have
have
to
happen
to
Redevelopment
and
right
now
it
the
financial
markets
and
the
economic
uncertainties
make
that
challenge
challenging.
So
we're
really
trying
to
figure
out
just
like
across
the
county
and
and
really
across
the
the
nation.
How
do
we
pivot
our
urban
mixed-use
areas?
How
do
we
pivot
them
from
being
office
Centric?
To
really
you
know,
I
hate
the
term,
but
live
work
play.
How
do
we?
Y
Z
Thank
you,
so
I
would
concur,
obviously
from
a
market
on
point.
We
faced
the
same
challenges
on
you
know
determining
what
the
future
of
office
is
and
Shoring
up
our
efforts
on
economic
development,
but,
more
broadly
speaking,
at
the
bid.
We,
you
know
from
a
budgetary
standpoint
and
the
trajectory
of
our
organization,
both
the
challenge
and
the
opportunity
is
that
we're
growing
rapidly
and
we
are
working
very
hard
to
evolve
our
organization
with
the
growing
needs
of
our
area.
Z
We've
had
a
lot
of
our
spaces,
come
offline
and
be
in
construction
over
the
last
few
years,
so
we've
had
to
Pivot
and
find
new
places
to
do.
Events
to
you
know:
re-configure,
our
programs
and
we've
tried
to
do
that.
You
know
nimbly
and
we're
very
excited
about
the
number
of
projects
that
are
coming
online
this
year,
which
will
be
focused
on
bringing
sustained
programming
and
attention
to.
G
Thank
you.
Thank
you
very
much.
I
I
appreciate
that
and
I
will
just
ask
Mr,
Tooele
and
staff.
You
know
over
and
I'm
sure
you're
doing
this
I
would
be.
It
feels
like
we
sort
of
need
a
rethink,
particularly
for
Boston,
no
matter
how
good
a
job
I
realized.
With
the
structure
set
up,
you
can
make
it
beautiful
and
wonderful
and
track
lots
of
people,
but
you're
still
not
going
to
get
more
of
a
budget
because
of
the
way
it's
structured,
so
I
I
think
looking
forward
to
something
else
for
your
plate.
G
S
Yeah
speaking
of
structural
problems,
I
am
thinking
actually
that
there
is
probably
a
lot
in
common
that
the
Boston
bid
has
with
our
Partnerships,
which
is
to
say
there
is
a
structural
issue
between
the
the
maybe
the
funding
model
and
perhaps
the
governance
model
and
the
beneficiaries
of
this.
You
know
one
one
way
to
look
at
this
is
that
our
Partnerships
are
like
our
bids,
but
not
resource
to
do
it
and
it's
up
to
the
county
to
give
those
resources.
S
S
I
am
thinking
about
how
there
is
maybe
a
need
for
a
broader
conversation
with
business
stakeholders
and
County
government
across
our
Partnerships
in
particular,
and
maybe
to
sweep
in
the
bid,
because
I
do
Boston
bid,
because
I
do
think
there
are
some
of
these
mismatches
here
to
say
what
is
it
that
we
want
out
of
these
fantastic
backbone
organizations
that
can
do
so
much
for
the
corridors?
What
is
it
that
we
as
Government,
expect
out
of
it?
S
What
is
it
the
businesses
expect
out
of
it
and
how
should
they
be
governed
and
who
should
pay
for
it?
I
think
until
we
call
that
question,
the
implication
is
always
going
to
be
that
it
is
up
to
the
general
fund
to
meet
the
full
budget
obligations
of
these
organizations,
which
is
reasonable
from
where
they're
sitting,
even
though
government
is
not
the
ones
governing
these
organizations,
I
don't
know
how
to
do
that.
S
That
is
a
big
conversation
to
have
it
stretches
across
different
areas,
but
when
I
think
about
what
the
needs
are,
when
I
reflect
over
the
many
areas
that
we've
been
sort
of
trying
to
solve
these
problems
and
I've
watched
incredibly
dedicated,
hard-working
people
try
to
make
the
impossible
happen
in
different
quarters
of
the
county.
There
just
to
me
seems
to
be
such
a
need
for
a
broader
conversation.
S
If
that
is
something
that
AED
thinks
they
could
help
us
facilitate
I
would
really
welcome
that
and
ideas
about
how
we
could
structure
that
what
a
working
group
looks
like
what
the
recommendations
and
outcomes
could
be.
This
may
be
a
question
for
cphd
as
well,
but
I
do
think
we
have
just,
at
the
end
of
the
day,
a
basic
mismatch.
S
I,
don't
know,
looking
at
the
organizations
doing,
for
example,
safety
Network
in
the
county
that
I
could
justify,
taking
on
with
the
general
fund
the
support
of
organizations
full
costs
of
operating
when
we're
not
doing
that.
For
those
who
are
addressing
homelessness
or
domestic
violence
in
our
community.
At
the
same
time,
they
have
to
have
a
path
forward.
That
is
more
than
just
limping
along
until
the
county
does
decide
to
step
up
and
fund
their
full
cost
of
operating.
This
is
more
of
a
CREDO
core
than
it
is
anything
else.
S
A
A
Certainly
a
larger
conversation,
I
will
just
say,
since
this
is
a
budget
conversation
I
wouldn't
be
doing
my
due
diligence
as
chairs
to
say,
if
we're
going
to
expect
that
AED
is
going
to
solve
the
or
not
or
work
on
this
issue
in
the
year
ahead.
We
may
also
want
to
give
some
do
attention
to
the
resources
so
anyway,
and.
K
Mr,
chair
Mr,
Beef
Randy,
so
thank
you
for
the
for
the
comments.
I
guess
the
place
where
Miss,
Garvey
and
Miss
Crystal
kind
of
align
is
is
I'll,
be
interested
in
your
thoughts,
keeping
in
mind
that
I
think
budget
guidance
is
the
from
my
perspective,
is
the
right
place
for
the
ongoing
bigger
conversation
that
Miss
Crystal
mentioned.
K
There
are
plenty
of
equitable
playing
parts
of
the
Nate
of
the
of
the
partnership
that
have
but
I
can't
this
coming
year,
as
we
still
are
working
on
the
plan,
I
think
that
there's
some
operable
conditions
that
make
investment
there
worthwhile
and
I
am
scheduled
to
talk
with
Mr,
with
with
a
lunch
with,
as
liaison
declared
an
alliance.
So
I'm
I'm,
mindful
of
guidance
as
a
location,
I,
do
think
that
investment
is,
is
something
that
I'm
at
least
open
to
doing
and
I
know.
The
conversation
will
continue.
A
A
We
think
that
it
leverages
the
dollars
that
are
invested
quite
well
and
are
wrestling
with
these
larger
systemic
issues
is
or
structural
issues,
as
Ms
Crystal
describe
them
is,
is
not
a
reflection
of
the
work
that
you
do,
but
really
being
mindful
that,
without
a
a
clear
rationale
for
how
we
go
about
funding
certain
activities,
we
don't
create
a
good
governance
model
for
our
community
overall
overall.
So
that's
a
concern
for
us
not
for
you.
A
You
rightfully
are
coming
with
very
concrete
asks,
and
we
appreciate
that
and
we'll
consider
those
over
the
upcoming
weeks
of
the
budget
process
with
that.
I
am
going
to
close
this
work
session
and
remind
everyone
that
we
will
take
about
a
45
hour
break
before
we're
back
here
again
to
do
a
work
session
on
Thursday,
the
16th
at
3
P.M,
where
we'll
cover
the
department
of
Parks
and
Recreation,
as
well
as
libraries,
and
consider
the
managers
compensation
Proposal
with
that.
We
are
adjourned.