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From YouTube: Arlington County Board Work Session - March 31, 2023
Description
Arlington Public Schools
A
Good
afternoon,
I
would
like
to
welcome
everyone
to
our
joint
work
session
to
discuss
the
budgets
of
the
Arlington's
County
school
board
or
APS
and
Arlington
County
government
I'm,
Christian
Dorsey
and
today
I'll
be
jointly
presiding
with
the
co-chair
with
the
chair
of
the
school
board.
Reed
Goldstein
welcome
to
you
and
all
of
your
colleagues.
We
are
thrilled
to
have
you
here.
A
We
certainly
note
the
absence
and
we
are
deeply
saddened
at
the
reason
for
that
absence
of
board
member
Bethany
Sutton
who,
for
those
who
don't
know,
tragically
lost
her
husband
this
past
week
and
we
join
in
being
profoundly
sorry
for
her
loss
and
as
I
know,
Bethany
will
watch
this
at
some
point.
I
think
it's
best
that
we
convey
at
least
from
our
side
of
the
aisle,
something
that
Ms
Garvey
has
taught
us
from
her
Quaker
tradition
that
we
are
holding
you
Bethany
in
the
light.
A
So
with
that,
we
will
proceed
with
the
business
at
hand
today,
which
is
to
mostly
hear
about
the
Arlington
Public
Schools
proposed
budget
and
to
also
give
them
a
window
into
what
the
county
manager
has
proposed
on
the
county
side.
And
after
having
lots
of
discussion
on
that,
we
will
also
discuss
some
of
the
areas
where
we
jointly
engage
in
the
care
and
cultivation
of
school-aged
children
and
have
a
presentation
from
our
respective
staff
members
on
collaborations,
as
it
relates
to
mental
health
and
substance
substance
abuse.
A
And
then
we
will
also
hear
from
our
partnership
for
children,
youth
and
families,
which
also,
of
course,
is
intimately
involved
in
the
care
and
nurturing
of
school-aged
children.
I'll
just
start
with
the
general
overview
on
the
county
side
before
we
turn
it
over.
Actually,
why
don't
I
start
with
just
a
general
overview
of
what
you'll
hear
from
the
county
side
and
then
I'll
turn
it
over
to
you,
chair
Goldstein,
for
some
opening
remarks
as
well
and
then
we'll
get
into
the
presentations
in
a
little
bit.
A
So
the
county
manager
has
proposed
a
budget
for
us
which
he
will
detail
in
just
a
few
minutes.
You
should
know
that,
generally
speaking,
it
is
a
budget
that
has
a
much
improved
Revenue
Outlook
from
when
we
began
the
budget
process
towards
the
fall
of
last
year
and
for
the
most
part,
the
board
has
affirmed
that
there
will
be
no
increase
in
the
major
taxes
that
we
Levy
the
real
estate
tax
rate,
storm
water
tax,
principally
among
them
those
cannot
be
any
higher
than
they
were
last
year.
A
But
there
is
a
proposed
increase
in
a
fee
that
is
collected
from
every
Arlington,
every
arlingtonian
who
owns
property,
and
that
is
the
household
Solid
Waste
rate,
and
that
fee
is
substantially
being
proposed
to
increase
this
year
and
then,
as
we've
gone
through
and
had
a
number
of
work
sessions
with
County
departments
and
agencies.
There
is
a
general
theme
that
Arlington
County
is
proposing
to
not
have
staff
capacity
at
a
level
that
allows
us
to
do
the
business
that
we
would
like
to
do.
Generally.
A
We
are
under
resourced
and
that
is
mostly
through
not
filling
positions
which
either
are
vacant
or
authorized,
and
you
know
collectively
that's
leaving
us
without
the
ability
to
advance
key
priorities
that
we
have
surfaced
in
the
community
for
years.
It
also
does
not
allow
many
of
these
departments
and
agencies
to
function
at
maximum
efficiency,
and
it
does
put
a
a
very
significant
strain
and
an
inability
to
relieve
the
strain
on
agencies
that
are
already
stretched
thin
because
their
Staffing
is
at
the
margins.
A
It
also
does
not
include
any
significant
new
investments
in
housing,
although
it
does
carry
through
what
has
been
an
unprecedentedly
large
commitment
that
we
have
made
to
affordable
housing
through
the
acquisition
of
the
bar
Croft
by
supporting
the
acquisition
of
the
Barcroft
property
in
South
Arlington
and
the
1330
give
or
take
committed,
affordable
units
that
are
coming
from
that.
And,
of
course
the
budget
does
continue.
The
coordination
and
commitment
to
schools
and
to
children.
So
you'll
hear
those
details
from
the
manager
and
chair
Goldstein
turn
it
over
to
you
for
opening
remarks.
B
First,
let
me
say
that
we're
delighted
to
be
here
and
as
always,
we
thank
the
County
County
Board
County
government
for
their
unwavering
unending
support
for
Arlington
Public
Schools
included,
as
you
say,
in
this
budget.
So
let
me
just
make
some
brief
opening
remarks
and
then
we'll
take
a
look
at
the
highlights
of
the
aps
budget.
So
the
school
board
provided
the
superintendent
with
clear
direction
for
this
budget
that
aligned
with
our
priorities
one
provide
high
quality
education
and
address
all
students,
social,
emotional
and
academic
needs
to
align
to
the
2022-2023
school
board.
B
Priorities
and
three
recruit
hire,
retain
and
invest
in
a
high
quality
and
diverse
Workforce
by
sustainably
funding,
Market,
competitive
salary
scales
and
benefits,
as
with
many
school
districts
across
the
country,
APS
is
facing
many
pressures:
inflation,
labor
shortages,
mental
health
challenges
for
both
students
and
staff,
Safety
and
Security
issues,
and
the
need
to
provide
additional
supports
to
our
students,
both
instructionally
and
social.
Emotionally,
the
school
board's
proposed
fiscal
2024
budget
addresses
to
the
greatest
extent
possible
both
the
school
board's
priorities
and
the
many
pressures
we
are
facing.
B
Given
the
limited
increases
in
revenues
we
are
experiencing,
we
are
providing
a
step
increase
and
a
three
percent
cost
of
living
adjustment
for
all
staff,
as
well
as
increasing
both
instructional
and
mental
health
supports
for
students.
We
would
like
to
do
more,
but
we
also
need
to
ensure
our
Buzz
excuse
me.
Budget
is
fiscally
sustainable.
We
need
to
explore
ways
in
which
the
schools
and
the
county
can
collaborate
on
providing
greater
mental
health,
supports
for
our
students
and
staff
and
continue
those
supports
to
our
students
as
they
move
on
from
our
schools.
B
We
are
eager
for
the
opportunity
to
continue
and
expand
our
collaboration
with
you.
The
school
board's
proposed
budget
you're
about
to
see
deviates
from
many
in
the
past
for
a
variety
of
reasons.
We've
been
unable
to
come
to
consensus
and
a
good
number
of
potential
changes
both
ads
and
cuts,
and
have
tabled
many
of
those
for
additional
discussion.
B
We're
intending
that.
Those
discussions
will
yield
consensus
for
our
final
adopted
budget,
scheduled
for
May
11th
many
times
in
the
past.
The
school
board's
proposed
budget
has
given
a
good
indication
of
what
the
final
adopted
budget
will
look
like.
That
may
not
be
the
case
this
year.
The
budget
needs
and
deserves
to
reflect
the
voice
of
all
five
school
board
members
and
will,
when
the
final
is
adopted.
I
cannot
say
at
this
point
whether
significant
changes
will
occur.
Neither
can
I
say
there
will
be
minimal
changes.
B
We
have
six
weeks
before
May
11th
and
we
are
determined
to
create
a
budget
that
reflects
our
values,
priorities
and
fiscal
constraints.
Now
let
me
turn
it
over
to
our
superintendent
Dr
Francisco
Duran
for
a
more
detailed
look
at
the
school
board's
proposed
budget,
and
we
are
happy
to
entertain
your
questions
afterwards.
Thank
you.
C
Thank
you,
chair,
Goldstein
and
good
evening
afternoon.
Everyone
it's
a
pleasure
to
be
here
with
you
to
share
with
you
again.
As
Mr
Goldstein
said,
the
school
board's
proposed
budget,
which
there
are
still
continuing
conversations
going,
and
so
we
have
a
presentation.
We
can
bring
up.
I
appreciate
that,
as
we
start,
just
an
overview
of
the
proposed
budget
is
currently
803.7
million
dollars
and
you'll
see
on
the
very
first
slide.
C
A
breakdown
of
you'll
see
that
the
overwhelming
majority
of
that
84.4
percent
go
directly
to
our
schools,
and
so,
if
we
can
get
that
up,
all
right,
I'll
pause
for
a
moment.
But
as
we
pull
up
the
presentation
again,
I
just
want
to
reiterate
some
of
the
comments
similar
to
chair
Dorsey,
that
while
we
have
put
forth
a
lot
of
Investments
here,
we
have
moved
forward
with
continuing
to
invest
in
our
teachers,
salary
and
our
staff
salaries.
C
And
so
what
we've
done
in
the
proposed
budget
is
to
Simply
stay
in
line
with
being
in
the
top
three
of
our
surrounding
jurisdictions
at
all
of
our
various
scales,
not
necessarily
at
the
top
in
some
scales,
but
in
the
top
three,
and
that
allows
us
to
remain
competitive
but
does
not
allow
us
to
be
in
the
Forefront.
And
that
is
an
area
of
concern
that
we
need
to
continue
to
think
about
if
we
want
to
maintain
and
recruit
staff.
So
you
can
see
again
here
on
the
first
slide.
C
A
breakdown
of
what
our
proposed
budget
is
again.
I
just
want
to
highlight
that
the
overwhelming
majority
goes
to
our
schools,
the
next
slide
kind
of
breaks
down
with
Mr
Goldstein
outlined
and
how
the
budget
was
built,
first
and
foremost,
to
make
sure
that
we
had
a
minimal
compensation,
increase
that
again
kept
us
at
PACE
with
being
in
the
top
three
competitiveness
of
our
surrounding
jurisdictions.
Where
we
looked
at
each
of
our
salary
scales
to
ensure
a
year
ago,
if
you
recall
When
I,
Was
Here,
we
talked
about
a
major
investment
in
some
changes.
C
That
was
a
result
of
compensation
study
that
compensation
study
was
one
that
allowed
us
to
compare
all
of
our
scales
to
our
surrounding
jurisdictions.
As
we
continue
to
do
that,
we
saw
the
need
to
make
sure
each
year.
We
will
continue
each
year
to
review
those
because,
as
we
change
our
salaries,
so
do
our
surrounding
jurisdictions,
and
so
part
of
the
effort
this
year
is
to
make
sure
at
least
we
maintain
where
we
were
there.
Mr
Goldstein
outlined
our
school
board's
priorities.
C
I
won't
repeat
them,
but
you'll
see
in
the
presentation
how
we've
broken
down
our
any
Investments
related
to
those,
and
then
this
budget
does,
as
it
currently
stands,
use
as
some
of
our
reserves
for
compensation.
We
have.
We
use
all
of
our
reserves
for
compensation
from
the
compensation
Reserve.
We
use
additional
reserves
for
some
of
the
additional
funds
and
Debt
Service.
We
try
to
as
much
as
possible,
but
you'll
see
that
there
are
some
areas
where
it
goes
beyond
using
our
reserves
for
one-time
costs.
C
So
you'll
see
on
the
next
few
slides
a
highlight
of
the
budget.
The
first
one
Mr
Goldstein
read
our
Priority
One,
which
is
really
around
academic
progress
and
thinking
about
ways
that
we're
meeting
our
students
academic
needs,
particularly
in
the
area
of
literacy,
math
and
then
looking
at
our
students
with
disabilities.
English
Learners
are
Black
and
Hispanic
students
and
those
are
based
on
the
data
trends
that
we've
seen
in
terms
of
need.
So
in
Priority
One
on
the
next
slide,
you'll
see
one.
C
C
We
also
have
some
additional
instructional
resources
and
supports,
and
that's
in
the
area
of
4.3
million
dollars
and
20.5
million
and
20.5
FTE
and
again,
each
and
every
one
of
those
are
related
to
literacy
and
or
math
supports
that
are
helping
our
student
achievement
move
forward,
so
in
Priority
One,
which
is
dedicated
to
achievement
and
mental
health
and
looking
closely
at
the
special
populations
we're
investing
an
additional
14.7
million
dollars
on
our
next
slide.
Our
priority
two
is
really
around.
C
How
do
we,
as
I
shared
a
moment
ago,
sustainably
fund
our
Market
competitiveness
and
remain
Market
competitive
and
then
also,
as
we
begin
to
engage
in
collaborations
with
our
negotiations?
We
currently
only
have
one
established
collective
bargaining
unit,
our
administrators.
We
have
our
teachers
and
our
support
staff
that
are
currently
in
the
process
of
having
an
election,
but
right
now,
this
budget
does
not
reflect
anything
from
negotiations
with
those
two
bargaining
units.
C
There
are
some
additional
compensation
changes
in
the
area
of
1.9
million
dollars
that
are
related
to
somewhat
of
the
collective
bargaining
discussions
that
were
had
with
the
one
collective
bargaining
unit,
our
administrators,
that
we
do
have
and
then
some
additional
Investments
for
us
to
recruit
and
retain
teachers
to
extra
FP,
ftes
and
0.8
million.
So
a
total
investment
in
this
priority
of
28.3
million
dollars.
The
next
slide
we
broke
down
a
little
bit
further
for
you
to
see
that
the
step
increase
in
the
three
percent
cost
of
living
for
our
teachers.
C
What
that
means
is
an
average
pay
increase
of
5.2
percent
for
our
administrators
and
professional
pay
scales.
That
would
be
5.13
and
for
all
of
our
support
staff,
it's
an
average
of
6.18.
So
overall,
our
pay
increase
is
an
average
of
5.26
percent,
which
is
an
alignment
with
the
current
budget.
Governor's
proposed
budget
to
allow
us
to
draw
down
some
funds
for
having
a
five
percent
average
increase,
and
so
we
also
wanted
to
make
sure
that
we
looked
at
that.
C
I
also
should
have
paused
at
the
beginning
and
shared
that
not
only
as
Mr
Goldstein
said,
there
are
continuing
discussions
around
with
the
board
about
additional
Investments
and
or
Cuts.
We
still
currently
do
not
have
the
state
revenue,
as
the
general
assembly
has
not
finalized
their
budget
the,
and
so
we
anticipate
that,
hopefully
in
the
next
few
weeks,
but
it
could
be
much
longer
up
until
June
30th.
C
Potentially,
our
final
priority
is
really
around
operational
efficiencies
and,
looking
at
how
do
we
make
sure
that
we're
continuing
to
seek
any
savings
and
to
make
sure
that
all
of
our
infrastructure
facilities,
Etc
are
making
sure
they're
kept
up
to
par?
And
so
for
that,
on
the
next
slide,
you
will
see
a
big
area
not
only
for
just
facilities
and
operations,
but
student
safety,
and
this
has
been
a
major
concern
of
ours,
and
so
we
wanted
to
make
sure
that
we
invested
in
some
very
very
important
security
enhancements.
C
We
have
nine
additional
FTS
and
that
for
1.4
million
dollars
and
then
looking
at
our
overall
operational
efficiency
and
our
technology
and
our
Network
infrastructure,
we
have
1.4
million
dollars
for
four
ftes
and
then
overall
our
system-wide
improvements,
6.3
million,
so
9.2
million
for
priority
three.
You
can
see
that
priority
two
was
our
biggest
investment
at
28.3
million
and
Priority
One
was
that
was
next
after
that.
C
C
A
D
Good
afternoon,
members
of
both
boards
and
superintendent
Iran
welcome
and
so
I'm
going
to
give
a
abbreviated
overview
of
what
was
included
in
my
proposed
budget.
As
chair
Dorsey
has
said
that
budget
is
now
currently
before
the
County,
Board
and
we've
gone
through
I
think
seven
full
work
sessions
with
departments.
We
have
one
additional
work
session,
coming
up
to
look
at
our
transportation
capital
and
our
debt
and
Metro
proposals,
and
we
will
be
moving
towards
adoption
of
a
budget
in
at
the
April
board
meeting.
So
why
don't?
D
We
start
off
with
an
overview
of
the
kinds
of
things
that
we
were
focused
on?
We
have
at
this
point
in
fiscal
24.
We
continue
to
see
improvements
to
our
tax
base,
and
this
is
all
in
the
context
of
what
was
happening
with
covid.
We
are
in
many
instances
back
to,
if
not
above
where
we
were
on
some
of
our
tax
revenues
and
I'll
talk
about
this
in
another
slide
about
some
of
the
not
real
estate
tax.
We'll
talk
about
that
separately
about
our
meals
and
sales
taxes
are
doing
quite
well.
D
We
continue
to
have
expense
pressures,
as
does
the
schools.
Are
the
main
pressures
again
are
on
salaries
and
trying
to
remain
competitive,
and
we
also
had
been
focused
by
the
direction
of
the
board
to
look
at
not
only
focusing
on
investments
in
employees
but
make
making
sure
we
maintain
many
of
our
critical
programs
and
with
a
focus
on
housing
and
mental
health?
D
And
we
typically
at
this
point
when
we
propose
a
budget,
we're
doing
a
look
ahead
of
what
we
think
the
fiscal
situation
is
going
to
be
and
as
I'll
talk
a
little
bit
about
later,
we
were
a
little
bit
surprised
where,
where
we
were
on
the
commercial
real
estate
market
because
of
the
vacancy
issues
we
have,
we
actually
did
a
little
bit
better
than
we
thought,
with
commercial
assessments
being
slightly
positive
and
I'll
talk
about
that
in
a
minute.
So
we
can
go
to
the
next
slide.
Our
overall
budget
1.54
billion
dollars.
D
You
can
see
just
to
put
it
I,
call
it
a
fun
fact.
I,
don't
know
if
it's
fun,
but
it's
a
fact
that
that
Schools
transfer
is
607.6
million
and
on
the
county
operating
side
our
total
salaries
and
benefits
for
all
our
employees
is
511
million.
So,
if
you
think
about
it,
our
budget,
essentially
the
biggest
expenditure
we
have
in
our
budget,
is
schools
and
I.
Think
that's
as
it
should
be,
and
that's
always
been
the
case.
D
But
that
speaks
to
the
priority
that
I
think
the
board
and
the
community
have
placed
on
investment
in
schools
So
within
that
933
million
dollars.
Keeping
in
mind
that
511
of
that
is
for
salaries
and
benefits.
You
see
that
that
leaves
a
little
bit
over
400
million
dollars
to
do
the
other
Myriad
set
of
programs
that
we
have.
So
let's
go
to
the
next
slide,
so
we
had
talked-
and
this
is
always
something
that
comes
up
and
so
we're
trying
to
explain
to
people
back
in
November.
D
How
we
sort
of
manage
through
that
process
is
that,
on
the
revenue
growth,
as
I
mentioned,
we
did
a
little
bit
sales,
taxes
and
meals.
Taxes
are
above
where
they
were
pre-pandemic.
Our
transient
occupancy
tax,
which
is
the
tax
we
collect
related
to
hotel
stays,
is
almost
back
to
where
it
was
pre-pandemic,
which
is
good
and
then
on.
Real
estate
assessments
are
on
the
residential
sort
of
single
family
and
side.
D
Those
those
continue
to
show
Fairly
significant
growth,
reflective
really
of
a
snapshot
in
time
right
before
interest
rates
were
going
up
and
then
on
the
commercial
side.
I
think
you'll
read
a
lot
about
right
now
we
have
a
commercial
vacancy
rate
in
our
office
commercial
office
sector
about
22
percent,
which
is
a
record
high,
and
that
is
obviously
very
concerning
we're,
taking
a
lot
of
steps
to
address
that
through
changes
to
our
zoning
ordinance
to
try
to
open
up
our
commercial
spaces
for
additional
use.
D
But
the
way
the
commercial
real
estate
market
works
is
there
are
some
long-term
leases,
they
don't
all
roll
off
at
the
same
time,
but
over
the
next
three
or
four
years.
We
expect
there
to
be
a
lot
of
downward
pressure
on
the
values
in
the
commercial
Market,
but
this
year
we
saw
those
slightly
lower
and
then,
when
you
added
new
construction,
there's
a
slight
bump
up,
so
that
was
unanticipated
to
a
certain
expect
respect.
So
that
was
helpful.
On
managing
expenses.
Chair
Dorsey
mentioned
a
little
bit
about
some
of
the
service
and
program
reductions.
D
We
eliminated
vacant
positions,
no
filled
positions,
but
that
is
taking
capacity
out
of
the
system
and
a
number
of
departments.
We
also
were
reaping
the
benefits
of
an
investment
that
we
made
in
partnership
with
Amazon
for
the
Maplewood
solar
farm,
which
is
in
the
southwestern
part
of
the
state,
and
we
saw
Savings
of
that
we're
able
to
account
into
our
budget
lower
Debt
Service
than
normal.
D
We
did
not
do
a
bond
sale
that
was
in
consultation
with
you
all
about
whether
you
needed
Bond
resources,
as
well
as
us
were
able
to
defer
that
we
also
it's
a
double-edged
sword,
we're
continuing
to
have
challenges
in
filling
vacancies,
and
so
with
that
we
have
some
savings.
We
also
have
some
degradation
and
service
and
then
prudent
utilization
of
one-time
funding.
We
had
in
the
past
23
budget.
We
had
used
about
12
million
dollars
in
one-time
funding,
we're
trying
to
pair
that
back
so
that
we
get
down
to
Zero
by
2026..
D
D
Also,
the
four
and
a
half
percent
with
fire,
which
is
our
second
collectively
bargained
organization,
was
four
and
a
half
percent
and
then
for
service
labor
trades.
That's
the
third
collective
bargaining
agreement
that
was
at
four
and
a
half
percent
I
had
proposed,
and
the
board
is
considering
a
four
and
a
half
percent
increase
for
all
General
employees
who
are
not
covered
by
bargaining
units
and
then
also
you
can
see
a
2001
time
bonus
for
employees
on
housing.
We
have
a
considerable
investment.
D
The
change
in
our
housing
investments
this
year,
as
opposed
to
the
last
few
years,
is
we
continue
to
see
pressure
pressure
on
evictions
so,
whereas
about
four
or
five
years
ago,
we
spent
very
little
of
any
money
on
eviction.
Prevention.
We've
been
spending
a
considerable
amount
of
money
on
that
where,
if
this
is
3.6
million
in
the
proposed
budget
and
our
housing,
grants
are
at
record
levels,
so
that
pressure
takes
away
a
little
bit
from
what
we're
able
to
set
aside
for
our
potential
investments
in
the
affordable
housing
investment
fund.
D
But
you
can
see
the
list
of
other
housing
investments
there.
We're
also
will
have
an
opportunity
I
think
I
had
mentioned
earlier
about
some
of
our
investments
in
mental
health
and
I
know
that's
going
to
be
a
subject
of
a
separate
presentation.
I'm
part
of
both
staffs
Capital
Investments
I'm
not
going
to
read
down
the
list
there,
but
we
have
a
lot
of
things
that
we
need
to
maintain
in
good
repair
and
also
to
make
sure
we're
moving
ahead.
So
let's
go
to
the
next
slide.
D
This
is
again
just
a
summary
of
how
it
is.
We
came
up
with
a
607.6
million
dollar
number.
We
were
following
the
revenue
revenue
sharing
principles
was
that
have
been
laid
out
over
a
number
of
years
and
that's
46.8
percent
of
our
local
tax
revenues
are
dedicated
to
schools
and
in
addition
to
that
things
that
aren't
counted
in
that
and
it's
on
the
right
side
of
the
slide.
It's
a
rough
estimate.
D
We
probably
need
to
update
it
a
little
bit
more
because
we're
investing
a
little
bit
more
this
year
in
some
of
the
transit
aid
for
for
kids,
who
want
to
get
on
buses
without
having
to
pay
a
fare
and
I'm.
Not
sure
this
fully
reflects
that,
but
we
have
the
work
we
do
in
in
parks
and
maintaining
athletic
fields
working
with
you
all
our
Fleet
Management.
We
have
you
know
our
the
nurses
that
are
in
schools
and
the
work
a
lot
of
work
we
do
jointly
on
our
facilities.
D
You
know
that
we
had
at
the
time
I
proposed
the
budget
with
the
estimate
was
somewhere
and
I.
Let
me
write
I
think
it's
an
in
excess
of
a
500
million
dollar
Gap,
potentially
for
fiscal
25.,
and
that
number
hopefully
will
start
coming
down
a
little
bit,
but
Arlington
County
is
on
the
hook
for
about
eight
percent
of
that
I
have
absolutely
no
way
of
I
can't
even
pretend
that
I
would
know
how
to
solve
for
that.
D
If
that
number
remains
ridership
at
Metro,
you
know,
pre-pandemic
was
about
175
million
passengers
per
year
right
now,
it's
around
115.
So
unless
that
comes
back,
that
is
a
real
challenge.
I've
mentioned
the
challenge
in
the
office
Market
with
commercial
vacancies.
I
I
would
hope
to
say
that
22.1
percent
is
the
high
water
mark
on
vacancies.
D
I
can't
assure
people
of
that
I
think
the
number
might
actually
end
up
going
higher
we've
spent
I,
don't
know
if
you've
noticed
the
County
Board
spent
a
little
bit
of
time
talking
about
housing
issues
over
the
last
few
few
weeks
years
we
have
real
challenges
on
how
causing
demand
and
affordability
the
challenges
on
maintaining
a
high
quality.
Workforce
inflation
continues
to
be
a
challenge
and
our
infrastructure.
So
if
we
go
into
the
next
slide,
chair
Dorsey
mentioned
what
it
was
that
had
been
advertised
by
way
of
Rights.
D
D
Spend
it
all
at
once
now,
and
then
we
have
the
other
fee,
increases
in
parks
and
Associated
fees
and
so
go
to
the
last
slide.
This
is
the
mythical
average
homeowner
and
the
tax
burden
associated
with
the
proposed
rates
that
I
put
in
the
budget
that
the
board
is
considering
shows
that
that
mythical
single-family
homeowner,
which
who
is
getting
you
know,
has
I
think
it's
1.8
cars
or
something
like
that
is
going
to
be
paying
potentially
another
452
dollars
in
taxes
this
year.
So
with
that,
that
concludes
my
presentation.
D
A
E
Let's
get
us
started.
Thank
you
all
very
much
for
the
opportunity
to
have
this
conversation.
I
look
forward
to
it
every
year,
I
wanted
to
talk
a
little
bit
or
interested
in
hearing
a
little
more
about
the
the
new
FTE
and
network
infrastructure
and
Technology
support
is
that
school-based?
Are
you
all
updating,
enterprise-wide
programs,
more
insights,
there.
C
Yeah
the
theft-
oh,
the
ftes,
related
to
that
are
School
base,
there's
some
more
positions
that
support
technology
in
the
schools
and
so
right.
Now
there
is
a
formula
and
a
model
where
we
would
love
to
have
one
person
reach
school
to
support
technology.
We
don't
have
that
yet.
So
we
have
a
phased
in
plan
and
each
year
we've
been
providing
additional
supports
to
phase
that
in
over
time,
and
hopefully
in
a
couple
years,
if
we
continue
to
do
that,
we'll
be
able
to
have
that.
But
it's
really
the
ftes
are
related
to
that.
C
There
are
some
additional
dollars
related
to
network
infrastructure
work.
That's
going
on.
We
are
simultaneously
working
with
our
Erp
upgrade
and
we
have
some
money.
Mr,
Schwartz
and
I've
talked
previously
about
the
model
you
use
and
using
some
of
the
CIP
funding
in
that
way.
So
that
is
also
happening,
but
the
FTE
specifically
are
related
to
supports
for
schools.
Great.
C
G
F
F
C
But
so
we
currently
have
a
position
in
school
safety
coordinators
ssc's.
We
call
them
that
are
supporting
all
of
our
middle
and
high
schools
we
have,
and
then
we
also
have
some
that
roam
for
elementary
school.
So
this
will
be
increasing
the
number
so
that,
on
average,
couple
of
our
high
schools
would
get
two
to
three
more
of
those
positions.
C
I
You
Mr
chair
and
thank
you
for
the
presentation
so
apparently
prior
to
three's.
Something
I
wanted
to
just
ask
you
so
the
the
third
Point
that's
slide.
Number
ten
prioritize
maintenance
renovation
of
PS
facilities
in
other
spaces
in
an
equitable
manner.
So
is
that
the
third
point
on
on
slide
11
system-wide
operations,
Improvement
6.3
million
750-
is
that
that
corresponds?
What
exactly
does
it
mean
prioritizing
an
equitable
manner?
What
what
is
prioritized
exactly
there
part.
C
Of
part
of
what
you'll
see
here
in
the
investments
in
the
third
bullet
is
not
specifically
related
to
outdoor
spaces
in
an
equitable
manner.
That's
also
part
of
our
priorities,
we're
looking
at
our
CIP,
and
so
these
priorities
are
budget
priorities,
but
we've
also
what
I've
really
appreciated
this
year
and
last
year
from
our
school
board,
is
that
we
have
stuck
with
priorities
across
the
board,
not
change
them
for
various
reasons.
C
J
I
think
the
reminder
that
the
priorities
themselves
are
our
overarching
priorities,
not
specific
just
to
the
budget,
but
the
budget
was
in
fact
designed
with
the
priorities
as
the
core
Focus
right,
and
so
that
bullet
in
particular,
because
it
doesn't
quite
apply
to
the
the
budget,
might
seem
out
of
place.
But
it
fits
in
with
a
larger
system.
A
So
many
questions
for
us.
Thank
you.
I
have
a
question
about
locks
and
bathrooms.
Is
it
too
soon?
Sorry,
all
right
anyway,
it
got
so
tense.
Look
at
that
Sorry
Sorry
trying
to
bring
a
little
levity
on
a
Friday
afternoon
anyway.
I
do
actually
have
a
question
about
your
use
of
reserves
here
and
to
what
extent
does
your
budget
take
you
either
close
to
or
past
some
of
your
your
desired
sort
of
guidelines
for
capitalizing
your
reserve
accounts?
Can
you
just
give
us
a
sense
foreign.
J
This
is
a
I've
been
an
ongoing
conversation
for
us
for
for
many
many
years
in
the
sense
that
we've
had,
we
have
had
a
a
habit
of
needing
to
use
reserves
in
order
to
cover
for
for
core
instruction
in
the
past
this
year
we
get
down
I
believe
we're
using
42
million.
Is
that
the
right
number?
It's
it's
in
the
range
of
40
million
in
in
our
reserves,
which
definitely
takes
us
to
a
point
where
we
will
end
up
with
about
17
left?
J
That,
then,
would
need
to
sustain
us
for
any
ongoing
overages
for
next
year.
So
that's
17
that
remains
in
reserves
does
not
clearly
be,
does
not
account
for
the
42
that
we
are
currently
using.
So
unless
we
then
have
additional
funds
that
come
in
next
year,
we
are
beginning
the
year,
42
million,
roughly
42.
A
C
C
And
I
will
say
of
the
40
about
2
million
dollars.
The
bulk
of
it
is
coming
from
our
compensation
Reserve.
So
what
we
do
at
the
end
of
each
year,
when
we
do
look
at
our
reserves,
we
look
at
and
break
it
down
for
any
reserves
that
are
related
to
what
we
call
lapse
and
turnover.
So
these
would
be
any
positions
that
were
unfilled
or
if
we
hired
someone
new
another
position,
that
salary
was
not
as
high
as
the
previous
person.
C
We
set
all
of
that
aside
at
our
closeout
in
December
into
compensation
reserve,
and
that
is
over,
probably
55
percent
or
so
over.
50
percent
of,
what's
being
used
in
this
budget,
is
directly
related
to
lapse
and
turnover,
so
the
17
million
that
still
exists.
That
is
what
we
know
now,
but
we'll
have
our
lapse
in
turnover
again
from
this
year.
That
would
add
to
that
later
on
in
December.
We
would
know-
and
again
that
would
be
dedicated
set
aside
for
our
for
our
compensation
purposes.
I
just
want
to
break
that
down.
C
That's
the
one
thing!
Technically!
We
do
that
on
our
end.
We
don't
technically
have
to
put
reserves
in
that
way,
but
we
have
it's
been
a
practice
for
us
to
separate
that
out
and
to
show
the
public
and
to
show
our
staff
that
all
the
money
that's
coming
from
lapse
and
turnover
at
closeout
is
going
to
be
dedicated
towards
a
compensation
Reserve.
C
We
did
use
it
all
this
year
because
we
wanted
to
try
and
catch
up
to
at
least
the
minimum
of
the
five
percent
one,
because
it's
in
the
governor's
proposed
budget
and
two
because,
as
we
looked
at
all
of
the
compensation
markability
and
to
stay,
you
know
in
competition
with
our
surrounding
jurisdictions.
That's
about
the
area
we
need
it
to
be,
so
we
did
use
all
of
that.
E
E
F
E
Just
the
new
Aesthetics
of
the
graphics
I
thought
it
really
useful.
I
also
know
I
mean
my
understanding.
Is
you
all
like
us?
The
the
primary
source
of
funds
for
Capital
programs
in
the
primary
Capital
program
is,
of
course,
captured
in
the
CIP,
but
there
is
some
use
of
ongoing
funds
right
or
in
a
given
year.
J
E
C
F
Thank
you
actually
and
thank
you
all
for
I,
don't
think
I.
Thank
you
for
coming
in
the
presentation.
It's
great
to
have
you
guys
here
and
Dr
Duran
I
am
we've
talked
about
it
before,
but
could
you
go
over
so
these
possible
dollars
for
the
governor
I?
Can
I
mean
it's
so
hard
to
do
a
budget
when
you
don't
know
how
much
money
you're
gonna
have
what's
what's
the
range
and
if
it
comes
in,
does
it
come
in
like
identified
for
certain
things?
Do
you
know
how
you're
going
to
have
to
spend
it?
C
What
we
know
of
what
the
house
and
the
Senate
budget
versions
are
what
we
know
what
they've
passed,
but
during
the
compromise
it
could
change.
So
what
we
know
right
now
is
the
Senate
Bill
does
provide
us
with
approximately
four
million
more
dollars.
However,
three
million
of
that
is
dedicated
solely
to
a
bonus
for
staff,
so
you
would
not
be
able
to
use
it
for
other
purposes.
The
remaining
additional
dollars
are
tied
to
additional
increase
in
compensation
up
to
potentially
seven
percent.
C
However,
in
Arlington,
as
you
know,
because
of
our
Composite
Index,
when
it
we
get
that
we
would
have
to
spend
about
10.2
million
dollars
more
in
our
budget
and
receive
approximately
800
900
000
from
the
budget.
From
this
additional
increase
from
the
Senate
version,
the
house
version
is
similar,
but
it's
just
they
do
not
have
the
compensation.
Excuse
me
the
bonus
involved,
so
it's
really
not
a
whole
lot
of
more
operating
dollars
that
come
in
it's
a
bonus
from
the
Senate
and
then
it's
some
additional
funding.
C
F
K
F
I've
been
there
done
that,
so
thank
you
and
then
I
I'm
interested
in
and
maybe
not
for
now,
maybe
for
later
it
may
have
been
in
your
presentations.
How
relatively
we're
doing
with
other
jurisdictions.
Do
you
have
sort
of
I
mean
I
wanted
to
be
in
the
top?
Three
sounds
really
sensible
to
me
and
I'm
just
wondering
how
we're
doing
and
what
you're
expecting
and
possibly
I
mean
when
you
get
the
final
I'd
be
interested
in
that
you
know
later
down
the
road
after
we've
passed
our
budgets.
C
F
C
A
L
In
our
public
comment
period,
we
had
a
Community
member
who
came
to
ask
about
funding
for
a
study
and
implementation
related
to
charging
at
the
Trade
Center
for
bus
fleets,
and
this
Community
member
had
seen
in
the
CIP
pass
last
year
that
there
was
2
million
I
think
set
aside
for
work
related
to
charging
at
the
trade
center,
but
that
they
are
not
seeing
it
in
your
proposed
budget
and
so
I'm
just
curious
as
somebody
who's
interested
in
electric,
the
electrification
of
our
our
Collective
Fleet.
Any
context
you
can
provide
about.
D
So
that
particular
proposal
for
and
I
think
it
was,
two
million
dollars
was
included
as
part
of
the
bond
referendum
that
voters
voted
on
last
November.
We
have
not
yet
gone
out
to
sell
those
bonds.
We
will
be
doing
that
fairly
soon,
but
when
that
money
becomes
available,
that
that
is
how
we
would
get
the
money
and
that
money
would
begin
a
study
for
doing
the
work
down
at
the
Trade
Center.
So
just
to
update
you
a
little
bit
further,
we
have
in
working
with
schools.
D
There
are
I
think
you
have
three
electric
buses
in
your
school
Fleet.
You
have
three
or
four
and
we
have
found
places
for
charging
for
three
or
four
of
them.
There's
a
a
pretty
significant
issue:
that's
looming
on
the
horizon,
depending
what
you
all
decide
to
do
with
your
school
bus
fleet.
I'll.
Just
give
you
a
hypothetical.
If
you
were
to
decide,
I
have
no
idea
what
you're
going
to
do.
If
you
were
to
decide
to
Electrify
half
of
your
school
bus
fleet,
there
just
isn't
space
right
now.
D
Do
you
park
those
buses
at
schools
on
an
interim
basis
and
what
happens
so
there's
a
lot
of
complicated
issues
that
follow
from
that.
But
I
would
like
to
say
that
at
least
with
the
three
or
four
buses
we
have.
We
figured
out
how
to
do
that,
but
that
two
million
dollars
may
seem
like
a
lot
for
a
study.
But
it's
a
very
complicated
issue.
M
D
It's
trending
up,
and
so
you
know
we
have
the
the
numerator
and
the
denominator
of
that
fraction
and
that
what
what's
been
happening
is
as
commercial
leases,
which
had
been
traditionally
10-year
leases
or
even
longer
as
they
roll
off
and
businesses
are
making
a
decision
on.
What
to
do.
Business
is
like
well
like
County
government
and
it's
different
for
schools
are
making
the
decision
to
take
less
space
because
commuting
patterns
have
changed.
Post,
covid
and
Commercial
developers
are
struggling
to
fill
that
space,
and
so
there's
just
real
challenges.
D
A
And
I'll
just
add
Mr
pretty
that
you
know
contrary
to
the
high
vacancy
that
we
experienced
after
the
base,
realignment
and
closure
process
and
sequestration
in
the
federal
disinvestment
where
we
had
wholesale
empty
facilities,
because
entire
agencies
left
and
there
were
no
tenants.
What
we're
seeing
is
perhaps
more
concerning
is
that
there's
General
weakness
across
all
sectors,
so
it's
not
that
you
necessarily
have
vacant
buildings,
just
buildings
that
are
occupied
at
substantially
less
capacity
than
they
were
before
and
we're
not
seeing
any
trends
that
would
indicate
that
that
is
going
to
grow
rapidly.
A
F
J
J
D
Does
that
end,
so
I
I,
don't
know
that
we
could.
We
could
give
you
that
number,
but
so
to
give
you
a
sense
of
scale
for
police
at
10.
That's
covering
about
350
people,
four
and
a
half
fire
is
at
four
and
a
half
percent.
So
that's
the
average
increase
for
our
service
labor
trades,
that's
about
300
plus
people
and
for
the
sheriff,
which
was
at
eight
and
a
half
percent.
It's
around
300
people.
A
B
D
D
It's
a
whole
jigsaw
puzzle
of
moving
pieces
around
now,
we've
been
looking
at
it
for
a
long
time
and
I
think
we
actually
need
to
start
making
decisions
so
that
we
can
start
unlocking
the
pieces
there,
but
that's
clearly
a
priority
right
now
and
I:
don't
have
the
percentage
I
know,
maybe
staff
will
be
able
to
the
school
bus
parking
takes
up.
Is
the
single
biggest
use,
I?
D
Think
of
and
I
don't
mean
this
in
a
bad
way
impervious
surface
on
at
the
trade
center,
and
if
there
were
ways
to
you
know
re-envision
the
way
Transportation
was
done.
There
might
be
ways
to
you
know
do
that
differently
than
when
we've
done
it
before
but
yeah.
The
study
should
begin,
but
I
think
the
study
raises
a
lot
of
important
policy
issues
which
I
think
will
come
back
to
both
boards
and
maybe
the
next
year
and
a
half
something
like
that.
B
D
Right
we
always
we
do
have
a
fair
amount
of
one-time
funding
like
you
do
that
we
will
apply
to
one-time
expenditures
we
had
during
covid
when
we
received
the
cares
and
arpa
money
and
revenues
were
down.
We
I
as
I'd
like
to
say
we
committed
budget
misdemeanors
by
using
one-time
money
to
pay
for
ongoing
costs
and
we'd
like
to
try
to
move
away
from.
L
I
wanted
to
follow
up
on
Mr
deferenti's
question
about
summer
experiences.
I
think
we
had
had
collectively
or
some
number
of
us.
We
had
had
a
hope
that
this
coming
summer,
we
would
be
able
to
reimagine
Summer
experiences
for
our
young
people
with
some
kind
of
hybrid
of
summer
school
and
camps
classes
in
Richmond
through
Parks
and
Rec.
We
weren't
able
to
make
that
happen
for
this
summer.
My
question
is:
are
there
are
there?
D
So
I'll
start
and
then
maybe
Dr
Duran
wants
to
add.
You
know
one
of
the
challenges
and
we've
talked
about
this.
The
chairs
and
vice
chairs
of
the
school
school
board
and
County
Board
have
talked
about
this.
Is
the
model
I
think
we're
trying
to
find
in
staff
to
do
the
enrichment
one
day
a
week
and
getting
people
on
board
to
do?
That
has
been
a
little
bit
of
a
hiring
challenge,
but
we
think
if
we
start
now
we're
more
optimistic
about
what
might
happen
next
year,
but
I'm
gonna
I'll.
C
A
I
I
just
wanted
to
add
to
this
a
little
bit.
There's
also
the
the
issue
of
the
duration
of
you
know
the
the
extension
of
of
available
errors.
It
would
be
very
helpful
to
understand
how
big
the
need
is,
because
you
know
Staffing
is
very
problematic
and
it's
it's
tough.
Making
resources
available
is
equally
tough
in
that
order,
though
stuffing
first
and
adding
adding
hours
and
adding
this,
this
kind
of
capacity
needs
to
be
strategically
planned.
I
J
J
D
D
In
this
case,
there's
4.4
million
dollars
of
unallocated
one-time
funds,
which
is
available
for
the
board
for
additional
consideration,
because
we
we
always
from
the
time
that
I
actually
finish
pens
down
on
the
budget
towards,
like
the
third
or
fourth
week
of
January,
to
the
time
where
the
board
is
going
to
take
an
action
in
April.
They
usually
are
additional
needs
that
come
up
and
there
wasn't
anything
that
I
had
identified
that
I
felt
Rose
above
anything
else.
It
doesn't
mean
there
aren't
additional
needs.
J
A
Done
with
our
questions,
all
right,
we're
now
ready
to
move
on
I
think
to
the
next
phase
of
the
conversation
which
is
going
to
include
I.
Don't
know
how
we're
going
to
do
this,
but
we're
going
to
hear
from
our
respective
staff
members
about
some
collaboration
on
working
on
youth,
mental
health
and
substance
use
issues.
A
A
N
Board,
member
members
and
school
board
members
for
having
us
we're
really
excited
to
be
here.
We
have
been
working
hip
to
hip
shoulder
to
shoulder
now
for
quite
a
while,
and
what
we're
going
to
do
today
is
talk
about
what
we're
doing
on
the
county
side
and
what
you
know.
Aps
is
doing
on
the
school
side
and
the
pieces
that
we're
working
on
together
as
well
as,
what's
in
the
hopper
for
future
development
or
is
currently
under
development.
K
So
this
just
gives
you
an
overview
of
the
services
that
we
have
available,
primarily
in
schools
and
today,
you're
going
to
learn
a
little
bit
about
how
we
work
together,
particularly
in
the
tier
three
intensive
area,
but
in
our
schools.
We
do
a
variety
of
things
to
support
the
social,
emotional
and
behavioral
needs
of
our
students
in
terms
of
studying
that
really
positive
School,
climate
and
culture.
K
We
have
staff
members
in
the
buildings
such
as
family
and
Community
engagement,
coordinators,
diversity,
equity
and
inclusion
coordinators,
and
then
we
think
particularly
about
both
social,
emotional
and
behavioral
supports
all
of
our
students
have
access
to
and
receive
services
from
social
emotional
learning
leads.
They
really
provide
some
of
the
curriculum
overviews
to
teach
our
students,
those
skills
and
competencies,
and
we
have
our
school
counselors
which
provide
access
for
academic,
social,
emotional
and
College
and
Career
planning
for
the
students
that
need
more
support.
K
What
we
call
sort
of
tier
two
and
targeted
supports,
we
have
a
variety
of
Staff
members,
School,
psychologists
and
school
social
workers
and
we'll
talk
a
little
bit
later
about
a
group
of
employees.
That's
in
the
current
budget
for
intervention.
Counselors
and
they
really
provide
some
small
group-
supports
to
students,
giving
them
additional
instruction
and
some
skills
and
helping
them
to
sort
of
understand
the
impacts
of
their
behaviors.
We're
also
adding
this
year
in
the
budget
deans
of
students
that
are
large,
Comprehensive,
High
Schools.
K
Currently
within
our
LinkedIn
Public
Schools,
we've
done
a
variety
of
efforts
to
meet
the
current
need,
with
our
students
and
in
our
community.
So
we've
held
a
number
of
community
conversations
that
are
really
trying
to
provide
education
to
the
community
about
opioids
as
well
as
how
to
use
things
such
as
naloxone
or
Narcan.
We
have
a
robust
Health
curriculum
that
provides
Substance,
Abuse
and
Mental
Health
education
to
our
students
in
grades
6
through
12..
K
And
then
we
also
have
completed
naloxone
or
Narcan
training
with
our
staff,
so
our
secondary
staffs
were
all
trained
in
February
and
then
our
Elementary
staffs
are
required
to
complete
this
training
by
the
end
of
April.
So
in
that
way,
all
of
our
staff
members
will
be
be
trained
in
our
schools
in
the
use
of
naloxone,
and
then
we've
also
been
working
to
install
opioid
emergency
boxes.
Red
boxes
usually
co-located
with
our
aeds
in
our
schools,
so
that,
then
there
is
always
naloxone
available
on
each
floor
of
our
secondary
schools.
K
Should
it
be
needed
to
be
used
for
any
reason
if
anyone
suspects
an
overdose
in
the
buildings
we're
also
currently,
as
we
look
to
the
next
school
year,
looking
at
exploring
some
additional
mental
health
potential
substance
use
education
for
school
staff
and
we're
also
thinking
about.
We
do
provide
mental
health
education
for
our
students
in
our
schools,
but
are
there
additional
programs
additional
instruction
that
we
might
be
able
to
provide
particularly
to
our
high
school
students?
That
would
be
beneficial
next
slide.
N
I'm
going
to
touch
on
the
current
County
efforts.
First
of
all,
in
our
Department
of
Human
Services,
affectionately
known
as
DHS,
we
have
embedded
Community
Services
Board
services,
including
children's
Behavioral
Health.
In
that
area
we
have
14
staff
who
provide
outpatient,
Behavioral,
Health
Services,
which
I'll
talk
more
about
in
a
bit.
We
have
our
well.
We
have
an
entire
crisis
Continuum
of
Care
that
we
have
robustly
expanded
in
the
last
year
to
include
the
988
Regional
call
center.
N
Our
re-program
Arlington
addiction
recovery
initiative
has
been
really
ramping
up.
Its
lock
Zone
training
and
distribution
actually
quadrupled
it,
and
we
are
seeing
noticeable
results
in
terms
of
a
reduction
of
over
40
percent
of
fatalities
in
terms
of
overdoses,
still
the
same
number
of
overdoses,
but
at
least
reducing
saving
lives
literally
saving
lives,
and
that
is
a
partnership
with
APS.
Those
school
counselors
are
deeply
involved
in
Ari
and
there's
just
incredible
support
across
the
county
with
police
fire,
the
hospital
non-profits
and
so
on.
N
Last
year
we
initiated
our
askable
adult
program.
We
have
a
very
close
partnership,
deeply
involved
with
the
school
system,
around
training,
adults
to
be
available
and
approachable
to
young
people
who
are
having
mental
health
substance,
use
issues,
concerns
or
issues
around
consent
and
other
other
issues
related
to
you
know
relate
healthy
relationships
and
so
on,
and
then
our
developmental
Disability
Services
is
another
very
close
partnership
with
with
APS.
N
We
just
did
a
big
Study
last
year
and
strengthened
our
work
on
transition
aged
youth
to
ensure-
and
we
are
working,
Fast
and
Furious
to
actually
expand
programming
for
young
people
with
developmental
disabilities
coming
out
of
the
school
system,
we're
launching
a
new
employment
community-based
program
at
Sequoia
Plaza
this
this
coming
fiscal
year.
So
that's
very
exciting
and
I
have
to
mention
our
school
health
program,
which
is
almost
60
staff
led
by
Dr
varghese,
and
you
know
can't
say
enough
about
that
partnership
next
slide,
please.
N
Our
outpatient
services
are
really
focused
on
youth,
who
have
serious
emotional
disorder
or
at
risk
of
serious
emotional
disorder,
and
we
do
have
very
clear
prioritization
guidelines
where
we
are
focused
on
serving
the
most
vulnerable
children,
children
who
are
uninsured
children
who
are
on
Medicaid,
but
we
really
are
focused
on
those
folks
who
cannot.
Otherwise,
you
know
receive
Services
through
through
insurance,
and
we
have.
We
have
a
lot
of
focus
on
like
working
with
kids,
who
are
aging
out
and
have
serious
emotional
disorders
and
need
to
transition
to
our
Adult
Community
Services
Board
system.
N
We
have
a
program
where
we
actually
train
is
called
behavioral
intervention
services,
where
we
actually
coach
parents
on
teachers
and
others
on
how
to
address
challenging
behavior
in
kids,
and
then
we
have
a
robust
prevention
and
wellness
promotion
program
where
we
do
mental
health.
First
aid
lock
and
talk
where
we
really
work
on
preventing
suicide
and
partnering
very
closely
with
Ari
around
substance,
use
education
and
Healthy
Living
Next
slide,
please,
with
the
goal
of
really
increasing
the
resiliency
of
our
young
folks
here
in
Arlington.
N
What
I'm,
showing
you
on
this
slide
is
that
we
have
significant
gaps
in
our
system
of
care
for
substance
use
disorders
in
kids.
We
have
really
developed
these
services
for
adults
in
the
last
five
six
years.
In
response
to
the
opioid
crisis,
we
are
working
very
hard
to
develop
contracts
with
a
number
of
vendors
to
fill
in
these
gaps.
We
are
also
developing
services
in
this
area,
which
I'll
tell
you
a
little
bit
more
about.
N
So
another
way
that
kids
can
get
help
through
it's
through
the
Children's
Services
act,
which
is
a
is
it
was
established
in
1993
comprehensive.
It
was
called
the
comprehensive
Services
act
at
that
time
and
it's
it's
basically
five
pots
of
money
that
are
pooled.
You
may
be
familiar
with
that,
and
a
family
assessment
and
planning
team
comes
together
and
develops
a
treatment
plan
for
the
Youth.
This
is
that
these
services
are
available
for
youth,
who
are
at
risk
of
or
receiving
services
and
Foster.
N
Care
demonstrate
significant
emotional
behavioral
health
problems
and
may
require
services
from
multiple
agencies
may
be
at
risk
for
residential
placement,
which
we
try
to
really
focus
on
community-based
treatment,
as
opposed
to
Residential
Treatment,
it's
better
to
keep
kids
connected
to
their
families
and
their
communities.
Kids,
who
are
involved
with
Juvenile
and
Domestic
Relations
Court
kids,
who
need
private
placement.
You
know
for
special
ed
purposes
and
then
some
youth,
a
very
small
number,
are
eligible
for
services
through
chins,
which
is
child
in
need
of
services,
and
that
requires
a
parental
agreement.
N
These
referrals
can
come
through
a
variety
of
avenues
through
schools
through
courts
through
DHS
and
our
staff
manage
that
through
our
system
of
Care
staff.
So
next
slide.
Please
I
wanted
to
talk
a
little
bit
more
about
our
crisis.
Continuum
of
Care
I
mentioned
some
of
the
expansions
wanted
to
talk
about
our
crisis
intervention
Center,
because
we
have
really
strengthened
with
significant
County
Board
support
our
crisis
intervention
Center.
We
have
recently
been
licensed
for
23-hour
crisis
stabilization.
N
One
of
the
pieces
of
this
that
we're
very
excited
about
is,
we
have
hired
or
contracted
for
10
conservators
of
the
piece,
and
these
are
individuals
who
are
certified
to
be
able
to
accept
custody
of
individuals
under
an
emergency
custody
order,
which
is
an
eight-hour
period
of
time
where
they
receive
assessment
and
that
allows
police
to
be
able
to
get
back
into
the
community
faster
and
one
piece
of
our
Emergency
Services
crisis.
Continuum
of
Care
is
about
five
years
ago
the
the
Virginia
Hospital
Center.
N
We
were
working
with
them
on
the
expansion
of
beds
at
the
main
campus,
and
there
was
press
from
the
community
that
the
hospital
support
services
for
kids,
and
so
we
hired
a
therapist,
and
we
call
her
diversion
our
diversion
first
therapist
and
she
works
intensively
with
youth
who
come
in
through
our
Emergency
Services
to
ensure
that
they
receive
the
support
they
need.
One
other
thing
that
I
wanted
to
mention
is
another
new
program
we're
developing,
which
we
call
most.
N
It
is
Grant
funded
and
through
a
samhsa
grant,
it'll
be
a
licensed
clinician
and
a
a
peer
specialist
in
a
van,
and
they
will
go
out
and
do
pre-crisis
services
do
Outreach
with
individuals
who
may
be
decompensating,
and
this
will
be
available
to
the
entire
lifespan,
the
entire
community.
So
look
for
that
soon.
We
are
we're
in
the
process
of
hiring
our
our
second
clinician
for
that
program.
N
N
We
have
a
signed
letter
of
intent
which
allows
us
to
go
forward
with
the
planning
process.
The
hospital
will
be
submitting
their
4.1
plan
late,
May
early
June,
which
will
then
go
to
the
county
for
evaluation,
an
assessment,
and
then
we
will
kick
off
the
site
plan
review
process
Under
the
Umbrella
of
the
Planning
Commission.
N
So
what
does
this
mean
for
our
community
we're
working
collaboratively
together
to
on
our
on
our
community
outreach
and
on
the
entire
complex
process
to
compress
it
so
that
in
late
2025
we
will
have
significant
services
to
include
inpatient,
24,
adolescent,
inpatient
beds?
We
have
zero
in
our
community
and
we
have
very
few
in
the
state
we
have
18
available
at
this
in
the
state
hospital
system
and
when
kids
come
into
our
emergency
services
and
our
need
to
need
acute
hospitalizations,
it's
very
difficult.
We
have
very
limited
resources
for
that.
So
this
is
enormous.
N
I've
highlighted
that
in
red,
but
there
are
also
significant
other
services
that
are
going
to
be
available
for
this
community,
so
I
think
it's
really
going
to
be
phenomenal,
including
five
outpatient
services,
one
of
which
is
an
adolescent
intensive,
outpatient
program
which
would
be
again
two
hours
a
day
five
days
a
week
to
support
the
emotional
health
of
kids
next
slide.
Please
so
another
thing
that
we've
been
working
on
I
showed
you
the
slide
with
a
Continuum
of
substance,
use
Treatment
Services.
N
So
in
our
shop
we
have
outpatient
services,
but
we
don't
have
the
capacity
to
provide
the
substance,
use,
outpatient
services
that
is
really
needed.
Now,
it's
really
urgent,
so
one
of
the
pieces
that
we've
been
working
on
daily
is
working
on
a
contract
with
national
capital
treatment
and
Recovery,
which
is
right
here
in
Arlington
right
on
Glebe
Road
and
in
the
some
time
ago
they
did
provide
adolescent
Services.
They
had
a
residential
program
actually
for
for
adolescents,
but
they
did
away
with
that,
and
so
they
are
at
the
table
with
us.
N
We
just
we've
met
with
them
every
day
this
week
and
we're
on
the
cusp
of
a
contract
Amendment,
because
we
have
contracts
with
them
for
Adult
Services
and
they
are
partnering
with
us
to
develop
in
intensive
outpatient
substance,
use
treatment,
services
for
adolescents
as
well
as
outpatient
services,
so
we're
very
excited
about
that.
That
will
be
coming
very
soon,
then
regionally,
I'm
a
part
of
a
regional
group
with
the
five
total
five
Community
Services
Board
executive
directors
in
Northern
Virginia.
N
N
We
are
putting
out
a
request
for
a
proposal
to
for
medical
withdrawal
and
substance
use
residential
treatment
for
adolescents.
This
is
to
to
be
able
to
have
a
local
resource
where
adolescents
who
are
addicted
to
opioids
can
safely
withdraw
under
medical
supervision.
We
developed
that
here
in
Arlington
about
about
a
year
and
a
half
almost
two
years
ago
now
and
it's
been
very
very
successful,
so
we
want
to
replicate
that
with
adolescence
and
we're
doing
that
as
a
region.
It's
a
very
expensive
program
to
develop.
N
So
we
applied
for
a
Department
of
Behavioral
Health
and
developmental
Services
Grant,
we're
waiting
on
that
and
we
are
applying
for
a
five
million
dollar
partnership.
Opioid
abatement,
Authority
Grant,
that's
due
May
5th
each
jurisdiction
has
to
kick
in
some
funding,
for
that
Arlington
share
proportionally
to
our
population
is
a
hundred
and
eighty
thousand
dollars
annually
over
five
years.
We
are
full
court
pressing
that
effort
and
we
hope
to
get
that
up
and
running
by
next
summer.
N
So
look
for
more
information
on
that
as
a
next
slide,
please,
as
a
short-term
piece
of
work
that
we're
doing
our
DHS
staff
are
developing
in
partnership
with
APS
courts
in
our
adult
Behavioral
Health,
as
well
as
our
local
Safe
Haven.
Actually,
we
are
working
to
develop
an
intensive
substance,
use
treatment.
Group
that'll
meet
three
times
a
week
with
a
parent
component
that'll
meet
every
other
week
and
we're
hoping
to
start
this
April
18th
and
for
the
parent
component.
N
We
will
have
child
care
services
and
it
is
a
terrific
partnership
and
it'll
it'll,
be
it's
a
pilot
and
we
are
hoping
to
expand
that
in
the
future.
Also
recently,
as
a
result
of
the
whole
Community
conversation
around
opioids,
we
have
some
young
people
who
are
interested
in
starting
a
12-step
program
for
adolescence.
So
look
for
more
on
that.
There
was
a
meeting
last
week
where
there
was
interest
and
we
have
adults
in
12-step
programs
who
are
going
to
support
that
endeavor
next
slide.
N
So
I
want
to
talk
about
the
County
board,
but
the
county
manager's
budget
has
in
it
a
behavioral
health
therapist,
a
new
position.
This
we
have
an
office-based
opioid
treatment
program
that
we
developed
for
adults
about
five
years
ago
now
and
it's
been
very
successful,
but
we
have
a
waiting
list
for
those
services
and
the
capacity
there
is
20
individuals.
N
We
with
this
position,
funded
by
opio
debate
and
Authority
money,
we
would
be
able
to
expand
to
40
individuals
to
provide
that
opioid
use
treatment,
opioid
dependence,
treatment
and
in
that
program
we
provide
medication,
assisted
treatment
and
we
would
be
able
to
expand
that
service
to
young
people
16
and
over.
That
is
the
lowest
limit
at
which
we
can
provide
Suboxone
treatment
per
Federal
Regulation,
so
we're
looking
forward
to
finding
a
therapist
to
fill
that
position.
If
this
is
approved
by
the
County
Board.
N
We
also
plan
to
use
forty
five
thousand
dollars
to
hire
a
contractor
to
ensure
that
we're
providing
best
practices
in
that
area,
because
it's
a
fast-moving
field
next
slide.
Please,
okay,
so
I
wanted
to
talk
with
you
all
about
a
relatively
new
proposal
that
we've
developed
very
very
recently,
not
in
time
for
the
county
managers
proposed
budget,
because
this
has
really
become
this.
N
Has
this
has
really
come
out
of
our
collaboration
together,
working
on
these
issues
and
really
identify
and
have
to
say
anything
about
the
needs,
because
it's
national
news
and
you
all
know
how
how
tough
it
is
for
kids
today
and
what
they're
struggling
with
we
actually
Dr
Sampson
and
I
both
worked
in
Alexandria
and
in
Alexandria
we
had
a
school.
We
had.
There
is
a
school
mental
health
program
and
we
would
like
to
Pilot
that
here
in
Arlington,
we
feel,
like
that's
a
gap
in
our
service
delivery
system.
N
This
would
enable
individuals
who
are
eligible
for
DHS
services
to
receive
them
at
the
at
schools
and
we're
talking
right
now
about
basing
them.
You
know
in
the
high
schools,
but
having
some
flexibility
to
work
with
the
middle
schools.
If
the
need
surfaces
there,
but
these
individuals
would
provide
the
services
at
the
schools,
be
a
part
of
the
school
mental
health
teams
and
work
collaboratively
with
the
aps
staff
on
those
tier
three.
Those
very
high
need
Youth
and
the
cool
thing
is.
N
This
would
eliminate
a
lot
of
barriers
in
terms
of
Transportation.
You
know
time
availability
after
school.
All
of
that,
so
we
would
be
really
excited
if
we
would
be
able
to
provide
that
service
here
in
Arlington.
In
fact,
Dr
Sampson
and
I
spent
our
time
right
before
this
meeting
pouring
over
an
mou
which
is
in
development,
and
we
really
need
to
work
out
roles
and
responsibilities
for
this
level
of
service,
and
how
would
we
fill
those
positions,
we're
having
high
level
meetings
in
the
county
to
talk
about
a
creative
and
aggressive
recruitment?
N
N
K
We
are
also
looking
to
add
those
three
deans
of
students
at
the
comprehensive
high
schools,
and
they
would
again
be
focused
on
trying
to
work
with
students
who
are
beginning
to
engage
in
the
disciplinary
system
to
be
able
to
support
them
with
trying
to
replace
some
of
those
potential
behaviors,
as
well
as
working
really
through
that
restorative
lens,
through
restorative
practices,
and
try
to
repair
some
of
that
harm.
That
may
be
happening
within
the
schools,
and
then
we
are
also
looking.
K
Ahead,
oh
sure
and
I'm
just
going
to
highlight
back
here.
So
then
we
really
think
about
within
the
schools
trying
to
fill
out
with
these
new
Investments
trying
to
really
fill
out
these
services
so
that
we
can
meet
the
current
need
of
all
of
our
students,
including
those
that
need
some
of
these
more
intensive
and
targeted
supports
next
slide.
N
N
I
know
that
it's
really
a
need
to
focus
on
Wellness
we've
all
been
sort
of
on.
You
know
full
cylinders
for
more
than
three
years
now
and
Recruitment
and
Retention
of
clinicians
is
really
a
challenge.
All
levels
Psychiatry
social
workers,
you
name
it
licensed
professional
counselors.
There
is
a
national
shortage
of
clinicians.
N
There
was
a
study
just
about
for
Virginia
the
Virginia
Healthcare
Foundation
about
a
year
ago
in
January
that
showed
that
many
clinical
staff,
a
high
proportion,
are
within
a
retirement
age.
So
we
really
need
to
work
on
Pipeline
issues
and
engage
young
people
in
doing
this
work
and
be
creative
about
how
to
meet
these
needs
and
balancing
you
know,
hiring
case
managers
and
interns
and
residents
who
can
be
supervised,
to
provide
higher
levels
of
and
to
develop
their
skills
to
provide
the
The
Clinical
Services
that
young
people
need.
N
Some
of
the
other
challenges
we're
dealing
with
are
I
mentioned
that
we
can
only
provide
medication,
assisted
treatment
for
youth
16
and
over,
but
we
are
seeing
youth
as
young
as
12,
who
are
opioid
dependent,
and
what
do
we
do
about
those
young
people?
How
do
we
safely
detox
them
so
really
working
with
those
kinds
of
real
challenge
pages.
N
One
of
the
things
that
we're
seeing
is
that
a
young
person
might
come
to
us
with
a
substance,
use
disorder
or
a
significant
emotional
disorder,
but
the
entire
family
has
needs,
and
how
do
we
wrap
services
around
that
family?
We've
tried
various
strategies
at
DHS,
but
what
we
need
to
really
and
that's
an
advantage
of
being
an
integrated
department,
but
we
need
to
strengthen
the
service
integration
around
these
families.
K
Sure
I
think
what
we've
also
all
seen
is
a
really
significant
increase
in
need
and
I
want
to.
I
want
to
be
clear:
that's
not
simply
that
there
are
just
more
numbers
of
individuals
that
have
more
need.
It's
that
the
level
of
need
in
an
individual
on
average
seems
to
have
gone
up
and
that's
something
that
I've
experienced
for
a
couple
of
years,
both
in
Alexandria
and
in
Arlington.
So
the
time
the
efforts,
the
amount
of
supports
that
may
be
needed
for
an
individual
are
are
far
greater
than
perhaps
they
were
10
years
ago.
K
We
again
have
families
with
more
complex
traumas,
we've
all
added
the
collective
trauma
of
the
covid-19
pandemic
into
our
lexicons
and
into
our
own
internal
histories,
and
you
add
that,
on
top
of
you
know
what
that
did
for
some
of
our
families
was
cause
major
housing
instability.
You
know
we
still
have
families
who
need
food
access.
We
have
families
that
have
some
pretty
significant
traumatic
experiences
in
their
past,
and
you
add
all
of
that.
On
top
of
now
a
substance
that
is
proliferating
within
our
community
and
then
it
is
a
risk
we
have
riskier
substance.
K
Use
and
really
the
challenge
there
is
it's
not
necessarily
that
somebody
starts
out
and
then
keeps
getting
risky
and
riskier
substances.
It's
that
any
use
of
an
unknown
substance
could
potentially
cause
fatalities.
If,
for
some
reason
it
is
laced
with,
you
know
a
certain
level
of
Fentanyl
and
that
is
sobering
to
all
of
us,
because
any
use
at
this
point
could
be
detrimental
to
a
student's,
health
and
or
life.
N
Mentioned
in
the
Continuum
of
substance
use
treatment
that
we
have
a
dearth
of
higher
levels
of
care.
We
also
lack
access
to
higher
levels
of
care
for
individuals
who
have
you
know
serious
emotional
disorders
as
well.
So
that
is
something
else
that
we
are
focused
on
development
and
Contracting.
With
with
vendors.
However,
I
want
to
turn
to
the
next
slide.
Please
I
want
to
sort
of
have
us
end
with
hope.
I
think
there
are
a
lot
of
bright
spots.
N
N
We
cannot
develop
these
Services
overnight.
It
does
take
time.
It
is
a
process,
it
is
complicated,
but
but
we're
really
seeing
you
know
significant
collaboration
and
I
guess
I
for
me.
Personally.
I
am
really
impressed
here
in
Arlington,
with
the
rapid
response
that
I'm
seeing
and
an
alignment
on
the
urgency
of
the
problem,
as
Dr
Sampson
was
describing
we're
getting
and
developing
all
kinds
of
innovative
ideas
for
how
to
help
children
and
adolescents.
N
You
know
to
address
the
opioid
crisis,
the
emotional
mental
health
crisis,
lots
of
support
and
I
think
the
fact
that
we
can
talk
openly
that
we
have
a
problem.
This
is
not
good.
This
is
a
serious
crisis
and
I
think
you
know
several
years
ago
we
weren't
able
to
really
be
as
overt
in
our
conversations
about
mental
health
and
substance,
use
and
I.
Think
the
fact
that
it's
a
national
conversation
and
the
openness
here
in
this
community
to
have
those
conversations
is
really
significant.
F
K
I
would
agree
and
I
think
you
know
collaboratively
between
aari
and
the
schools.
We've
done
a
lot
of
work
to
educate
the
community
on
opioids
and
also
some
of
the
preventative
measures
such
as
naloxone
and
Narcan.
We
have
between
aari
and
the
schools
provided
pretty
high
numbers
of
naloxone
within
the
community,
so
that
individuals
have
it.
We
also
when
we
think
about
harm
reduction
tools.
We
have
now
installed
those
emergency
boxes
on
all
floors
of
our
secondary
schools
and
our
stocking
those
with
naloxone
that's
available
in
the
case
of
an
emergency.
N
A
B
Right
why
don't
we
start
with
can
I
decide,
say
something?
First,
sorry
I
was
helping
myself
at
the
self-service
water
bar
when
folks
were
being
seated
and
I
should
have
introduced
them.
So,
of
course,
I've
had
the
pleasure
of
meeting
Deborah
Warren
before
it
was
your
deputy
director
at
DHS,
but
Dr
Daryl
Sampson
is
our
executive
director
of
student
services,
so
I
neglected
to
introduce
him
before
we
started.
Thank
you.
Thank
you
both
for
the
presentation,
Miss.
A
L
L
So
I'm
really
excited
about
the
collaboration
that
YouTube
could
bring
and
have
having
that
shared
experience
in
the
vein
of
in
the
vein
of
stealing
from
other
places,
I
was
also
really
taken
with
what
I
saw
happening
in
DC
public
schools
and
they
had
I
brought
a
visual
aid
with
me.
They
have
this
plan
called
here
for
you,
which
is
their
mental
health,
supports
and
schools
document,
and
what
I
love
about
this
is
from
a
general
public
perspective.
It
is
so
easy
for
me
to
understand
what
help
can
my
child
child
get
in
school?
L
What
help
can
my
family
get
in
school
and
it
is
super
streamlined
in
terms
of
understanding
how
that
process
works.
There's
one
referral,
there's
school-based
professionals
and
it's
really
clear
what
the
people
that
are
employed
by
the
school
system
do
and
don't
do.
There
are
DHS
people
in
the
schools
and
it's
really
clear
how
their
role
is
complementary,
but
distinct
from
the
school
staff.
There
are
community-based
organizations
because
I
don't
think
this
is
a
problem
that
schools
and
County
can
even
solve
together.
L
It's
more
of
a
comment
than
a
question.
The
other
thing
I'll
just
say
before
I
stop
is
I,
really
believe
it's
essential
for
us
to
involve
young
people
in
the
design
of
services
and
supports
that
are
meant
to
serve
them,
and
we
can
build
things
and
with
our
best
intention,
they
will
not
come
because
we
have
not
engaged
them
to
make
sure
that
they
feel
safe,
that
it
appeals
to
or
addresses
the
root
causes
of
what
they
need.
L
It's
not
accessible
to
them
and
I
mean
young
people
to
include
I
believe
we
should
be
talking
to
people
who've
graduated
from
our
Second
Chance
program.
I,
believe
we
should
be
talking
to
our
court
involved
youth
we
need
to.
We
need
to
be
engaging
the
youth,
who
will
be
hopefully
the
recipients
of
our
well-intended
efforts,
and
so
I
would
love
to
see
us
think
about.
How
would
we
recruit
from
different
organizations
around
our
community,
the
teen
Network
board,
the
student
Advisory
board,
but
also
groups
like
Buckingham,
youth,
Brigade
and
Udi
futuro
and
second
chance
like?
A
I
Thank
you,
Mr
chair,
it
will
be.
I
will
be
brief.
You
have
a
question
so,
first
of
all,
thank
you
for
for
the
presentations.
Thank
you
for
the
effort.
The
ongoing
effort,
I
I,
fully
understand
that
the
challenges
and
I'm
trying
to
figure
out
how
some
some
pieces
that
you
have
mentioned
will
work
together.
So
we
will
have
a
move,
an
intervention
therapists
that
will
be
going
to
the
schools
where
the
the
the
students
are
where
the
cases
are
along
with
10
ftes
integration,
counselors
Etc,
two
questions
on
this:
first
of
all,
how
so
where?
I
Where
is
prevention
fitting
in
this
attention
model?
Secondly,
how
does
it
connect
with
parents,
Educators
and
the
other
components
of
the
school
Society?
You
know
the
small
Society.
For
me,
this
is
extremely
important
and
the
third
is
we
have.
We
have
seen
that
access
to
to
you
know
to
not
only
to
information,
but
access
to
therapy
access
to
resources
in
general
is
really
also
a
function
of
you
know,
social,
cultural
issues.
There
are
barriers,
not
only
language.
For
me,
for
example,
I
find
a
lot
of
people
who
are
afraid.
I
K
Sure
I'm
happy
to
to
try
to
give
a
a
start
to
that.
So
when
we
think
about
prevention
efforts,
one
of
our
other
initiatives
in
APS,
which
the
board
has
had
the
pleasure
to
hear
me
speak
about
multiple
times
is
really
this
idea
of
universal
social,
emotional
learning.
So
we
teach
kids
how
to
read.
We
teach
kids
how
to
do
math.
K
So
we're
really
trying
to
implement
this
Universal
teachers
teaching
this
content
to
students
in
the
same
way
that
they
teach
math,
as
well
as
interview
grade
it
throughout
the
school
day.
We
also
do
provide
preventative
mental
health
and
substance
use
education
to
our
students,
who
are
Health
curriculum.
There
are
Health
standards
from
the
Virginia
Department
of
Education
and
I,
think
of
sixth
grade
health
and
the
one
of
the
first
ones
in
there
is
about
teaching
kids
about
opioids.
So
there
there
are
pieces
and
components
where
kids
are
getting
some
of
this
information
all
along.
K
We
also
have
opportunities
in
our
middle
schools
and
high
schools.
We
do
a
program
called
signs
of
suicide,
acknowledge
caretel,
it's
an
Evidence
and
research-based
program,
and
it
really
teaches
kids
how
to
identify
if
a
friend
of
theirs
is
in
distress
or
if
they
are
in
distress,
it
gives
them
the
ability
to
acknowledge.
K
You
know
what
they're
hearing
care,
which
is
that
they
need
to
be
able
to
share
how
much
they
care
about
this
person
if
they
want
to
help
them,
and
then
the
next
step
is
really
telling
someone
to
be
able
to
get
that
individual.
The
help
that
they
need.
I,
think
you
know
in
the
presentation
I
I
talked
about.
You
know
we
are
considering
how
we
can
expand
education
for
students,
but
we
also
want
to
make
sure
that
we
are
providing
our
teachers
and
parents
and
the
community
with
education
as
well.
We
do
already
do
that.
K
K
You
yourself
are
not
a
practitioner
if
you're
a
teacher,
but
you
will
learn
enough
to
be
able
to
know
the
signs
have
some
things
that
you
know
you
could
walk
through
with
the
student
and
then
be
able
to
get
them
assistance,
but
certainly
I
think
we
have
more
publicity
advertisements
and
things
that
we
could
do
to
get
that
information
out
to
our
communities
and
families
and,
lastly,
in
terms
of
thinking
about
sort
of
potentially
overcoming
some
barriers.
That
may
just
be
you
know
so,
cultural
Communications.
K
K
You
know
you
can
have
a
conversation
with
a
family
and
if
a
clinician
is
able
to
speak
to
some
of
the
hesitancies
from
a
personal
lens,
sometimes
that
can
remove
a
barrier.
What
I've
also
seen
be
really
helpful
is
if
it
starts
at
the
school
with
somebody,
that's
trusted
at
the
school.
You
can
then
do
a
warm
handoff,
particularly
if
you
have
a
DHS
clinician
in
the
building.
You
can
then
do
a
warm
handoff
from
someone
that
you
trust
to
somebody
that
they
are
vouching
for
that
you
may
also
be
able
to
trust.
K
We
also
in
APS,
continue
to
strive
to
ensure
that
we
have
engagement
with
some
of
our
communities
through
the
number
of
our
advisory
committees,
so
some
of
it
is
doing
some
strategic
Outreach
to
key
community
members
that
we
know
are
trusted
that
we
could
share.
We
are
doing
this
program.
This
is
what
it
means.
These
are
things
that
we
want
to
make
sure
families
understand,
and
they
can
also
make
sure
that
some
of
that
word
gets
out.
F
Thank
you
and
I
also
had
the
privilege
of
having
a
briefing
with
Dr,
Samson
and
Ms
Warren.
It's
wonderful
to
see
the
two
of
you
working
together.
The
way
you
are
I
mean,
and
in
the
briefing
there
was
a
lot
of
it,
I
mean
kind
of
jokes
back
and
forth.
I
mean
clearly
you
get
along
well
and
you're,
working
really
hard
together
and
that's
wonderful
to
see
and
and
I
think.
Maybe
it
was
the
pandemic.
F
F
That
could
happen
so
I'm,
not
criticizing
you
I'm,
not
saying
you
have
to
do
it
right
away,
because
we
want
to
get
a
good
solid
base,
but
I'm
really
hoping
we
can
do
that
and
I
know
we're
going
to
hear
from
the
partnership
soon.
I
do
think.
Bringing
in
the
the
youth
themselves
is
really
really
important.
F
You
know,
and
we've
got
ptas
out
there
wanting
to
we
used
to
you
know,
reading
buddies
I
mean
there's
so
many
things
where
we
used
to
have
people
in
the
school
I
think
we
could
do
a
whole
lot.
More
for
that
and
then
I'm
just
going
to
toss
out
a
little
concern
that
came
to
me
listening
to
all
of
this
and
I
don't
expect
even
an
answer
now
is.
This
is
sounding
really
good.
We
can
get
this
all
together,
but
what
about
summer?
F
K
We've
had
them
in
the
middle
schools
and
the
high
schools
we're
going
to
add
a
few
in
addition
to
having
counselors
school
counselors
available
in
our
elementary
schools,
and
then
we're
also
looking
to
see
if
we
have
a
couple
of
our
substance,
abuse
counselors,
who
would
also
be
willing
to
work
as
part
of
the
Summer's
learning
program
this
summer
as
well.
So
from
the
school
side,
we
are
trying
to
anticipate
that.
We
know
there
will
still
be
a
need
for
some
of
these
staff
members
over
the
summer.
N
Just
wanted
to
add
to
that
that
in
conceptualizing,
the
school
mental
health
program
with
DHS
therapists
we're
talking
about
that
and
trying
to
figure
out,
because
people's
emotional
distress
does
not
go
into
a
valley
over
the
summer,
so
we
know
that
those
needs
are
ongoing
and
so
we're
we're
talking
about.
This
is
also
part
of
our
mou.
You
know
talking
about
how
would
those
Services
be
managed
over
the
summer?
Where
would
those
clinicians
be
and
also
how
we
would
how
we
would
have
continuity
of
care?
N
F
E
This
is
really
evidence-backed.
We
know
that
this
is
one
of
the
predictors
or
lack
is
risk
factor
that
is
most
commonly
occurring
in
our
public
schools
and
indeed
across
the
region
and
regionally
at
least
young
adults
who
say
that
they
do
not
have
an
adult
in
their
life
versus
the
ones
who
do
16
to
20
to
25
percent,
more
likely
to
report.
You
know
symptoms
of
severe
depression,
mental
health
stresses
Etc,
so
I
think
that's
a
a
great
question
about
what
are
we
doing
community-wide
and
that
is
just
a
really
important
body
of
work.
E
So
thank
you
to
DHS
and
into
the
partnership,
which
is
really
incubated
that
work
just
I'm,
trying
to
think
about
how
to
prioritize
my
questions
here,
because
there
there's
so
much
good
stuff
coming.
But
I
was
thinking
about
this.
The
the
pipeline
question,
which
I
think
hangs
over
all
of
us
and
I-
think
deputy
director
Warren
Keith
up
so
well
last
year
with
this
emergency
closure
of
the
state
hospitals,
which
was
enormous
strain
on
our
system.
E
We
talked
a
lot
about
and
lobbied
for
pipeline
Investments
at
the
state
level.
I
wonder
if
there's
any
more,
we
have
on
the
status
of
that.
Is
that
really
going
to
clinicians
in
the
adult
space?
Is
it
going
more
or
less
exclusively
to
staff
and
Personnel
at
the
state
hospitals?
Are
we
hoping
we
might
see
some
some
results
of
that
when
we
talk
about
the
need
to
recruit,
especially
bilingual
and
other
special
special
population
staff.
N
So
the
money
and
the
budget
went
primarily
to
the
state
hospital
system
and,
of
course,
the
budget
for
this
year's
this
coming
fiscal
year
is
not
yet
resolved,
but
it
has
been
a
top
priority
for
the
Virginia
Association
of
community
services
boards
to
really
advocate
for
that,
because
it
does
it
it's
it's.
It's
like
a
cliff
coming,
and
you
know
we
we
want
to
make
sure
we're
we're
developing
the
talent
that
we
need
now.
H
H
You
know
I've
shared
with
you
miss
Warren.
That
is
like,
on
my
mind,
all
the
time,
because
what
we
do
by
fiscal,
25,
I
think
from
listening
to
Earl
Warren
there's
some
countable
number
of
children
who
are
in
need-
and
that's
what's
all
of
the
last
two
months,
seems
on
point,
but
it's
a
medium
term
like
a
five
months
six
months,
and
so
this
is
just
me
saying
again.
H
Whoever
is
working
to
knock
out
those
contracts
that
is
biggest
on
my
mind
and
then
close
with
I
have
a
couple
of
questions,
but
I'll
work,
those
offline
with
respect
to
the
those
20
students
and
then
the
logistics
of
some
of
the
security
pieces.
I
think
that's
just
Dr,
Duran
type,
question
and
I'm.
If
you
have
thoughts
great
but
I
want
to
for
brevity,
I
just
wanted
to
offer
those
thoughts.
Take
my
question
offline.
G
A
Is
particularly
true
if
they
are
responsible
for
needing
to
earn
income
for
their
family
or
to
provide
an
opportunity
for
a
better
standard
of
living,
so
let's
not
lose
sight
of
direct
incentives
through
either
connecting
people
with
gainful
employment
or
paying
them
to
participate.
You
know
as
much
as
we
perseverate
about
oh
we've
built
it.
Why
won't
they
come?
Oh,
maybe
give
them
a
reason
to,
and
so
anyway,
I'll
leave
it
at
that,
and
why
don't
you
take
it?
Take.
B
J
I
wanted
to
flag
the
thing
that
I
have
flagged
in
many
years
previous.
That
part
of
our
tier
two
intervention
are
our
psychologists
and
social
workers
that
are
in
school.
Who
can
do
that
tier
two
work
with
the
smaller
groups
and
I've?
We've
talked
about
it
in
the
past,
but
we
are
far
far
off
the
recommended
ratios
of
where
we
need
to
be
with
our
sex
and
social
workers
and
Dr
Samson.
Can
you
remind
us
how
far
off
we
are
from
those
ratios?
J
K
B
Let
me
I'll
make
some
very
brief
remarks.
Thank
you
for
the
excellent
presentation
very,
very
meaty
and
I'll
be
referring
to
it
as
I.
You
know
bring
myself
up
to
speed
on
all
of
the
great
things
that
we're
doing
I'm.
Delighted,
of
course,
that
on
this
proposal
for
the
therapists
in
our
schools
and
my
question,
there
is,
as
additional
positions
are
staffed
or
identified,
would
they
also
be
placed
in
the
schools.
B
Mental
health
spans
all
ages.
Obviously,
the
school
system
has
a
role
beyond
the
ages
of
the
school
system.
County
has
a
role.
Greater
collaboration
with
both
of
us
to
address
that
multi-age
need
I.
Think
is,
you
know
clearly
a
an
area
where
we
have
to
say
this
is
our
communities?
Is
our
community
issue,
our
community
problem?
We
have
to
bring
to
it
a
community
response.
So
thank
you
again.
B
Thank
you
all
again
for
that
recognition
that
collaboration
about
the
recognition
that
this
is
something
I
agree
with
what
you
said
that
maybe
the
the
outflow,
the
aftermath
of
the
the
pandemic,
has
kind
of
crystallized
to
kind
of
put
a
point
on.
You
know
this
issue
for
all
of
us,
seeing
no
more
red
lights,
I
think
we'll
probably
want
to
go
to
yeah.
A
G
G
The
partnership
is
committed
to
equity,
ensuring
that
all
County
residents,
regardless
of
race,
ethnicity,
sex,
gender
identity,
sexual
orientation,
ability,
socioeconomic
status
or
other
characteristics
have
access
to
the
academic,
social
safety,
behavioral
and
Mental
Health
Resources.
They
need
to
live
healthy,
successful
lives.
Thank
you
very
much
for
asking
us
to
come
today.
G
Our
first
ask
is
you
won't
believe
this
we're
hoping
to
get
the
increasing
number
of
mental
health
staff
in
schools.
We
thought
I
thought.
The
presentation
we
just
saw
was
wonderful.
All
sources
of
Youth
data
indicate
that
our
students
are
dealing
with
a
high
level
of
social
anxiety,
depression
and
Trauma.
G
According
to
findings
from
the
2019
youth
risk,
behavior
survey
survey
nearly
30
percent
of
high
school
students
self-report
that
they
have
experienced
feelings
of
sadness
or
hopelessness
for
two
weeks
or
more
in
a
row
of
those
students,
only
30
percent
reported
that
they
received
the
help
that
they
needed.
Additionally,
disparities
were
seen
in
the
students
who
report
depressive
systems
with
Hispanic
and
lgbtq,
plus
youth
reporting
that
I
they
had
higher
incidence
of
depression
and
attempted
suicide.
I
wanted
to
go
back
to
this
30
percent
said
they
that
they
receive
the
help
they
need.
G
G
The
partnership
also
believes
that
providing
students
with
productive
out-of-school
activities
will
positively
impact
their
mental
health
and
wellness.
The
partnership
encourages
increased
collaboration
between
APS,
the
County
Board
and
the
community
business
Community
businesses
to
provide
opportunities
for
youth,
such
as
internships
after
school
programs.
As
these
opportunities
are
evaluated,
it
is
important
to
ensure
access
for
all
students.
G
This
training
curriculum
should
be
shared
with
teachers,
in
our
opinion,
at
school
programs,
Park
staff
they're
already
leading
the
way
here:
Library
staff,
youth,
sport,
leagues,
the
coaches,
Scout
leaders
and
others
working
with
outside
youth
outside
of
school
time.
I
know
for
certain.
There
are
thousands
of
adults
in
Arlington
that
work
with
Scouts
and
coaching
things,
and,
and
they
could
definitely
benefit
with
this.
G
That
action
was
getting
all
teachers
and
staff
that
interact
with
young
people
in
our
schools
trained
in
Mental,
Health,
First
Aid,
it's
not
an
enormous
Bend
and
it
had
a
it
had
actually
moved
the
needle
something
that
co-chair,
Jeanetta
and
I
are
definitely
interested
in.
Our
next
area
is
promoting
youth,
Safety
and
Security.
G
The
partnership
recommends
hiring
an
external
consultant
to
assess
and
provide
recommendations
for
creating
a
physically
and
psychologically
safe
environment
for
our
students.
According
to
the
findings
from
the
2019
youth
risk,
behavior
survey,
almost
40
percent
of
students
reported
experience
experiencing
in-person,
bullying,
bullying,
almost
half
the
female
students
in
grades,
8,
10
and
12.
experience,
sexual
harassment
at
school,
more
than
10
percent
reported
unwanted
sexual
contact
of
those
same
8,
10
and
12th
grade,
and
eight
percent
of
high
school
seniors
reported
having
been
forced
or
coerced
to
have
sex
Additionally.
G
The
CDC
reports,
an
increase
in
the
pervasive
sadness,
suicidal
thoughts
and
sexual
violence
entered
endured
by
teen
girls.
The
partnership
recommends
providing
bullying
and
sexual
abuse,
awareness
and
education
for
teachers
and
administrators
students
and
parents
of
all
schools.
This
should
include
how
to
identify
and
report
suspected
incidents
of
bullying
and
sexual
abuse.
G
The
partnership
also
recommends
adopting
an
instructional
lesson
within
the
schools
that
cover
topics
of
related
to
the
prevention
of
bullying
and
sexual
abuse,
and
includes
recommendations
for
creating
effective
boundaries
for
students
who
have
suffered
from
abuse
and
the
rehabilitation
of
offenders
a
bit
about
broadening
our
engagement
in
the
community.
The
partnership
believes
that
only
by
involving
all
members
of
the
community
do
we
ensure
that
our
most
vulnerable
populations
thrive.
G
The
partnership
anticipates
reigniting
and
expanding
Community
conversations
within
the
next
year.
This
is
something
that
we
haven't
been
able
to
do
so
much
in
the
covet
era.
We
were
recently
introduced
by
Mary
Cadera.
Thank
you,
Mary
for
to
Alexandria
Alexandria's,
Children
and
Youth
master
plan,
which
provides
strategic
goals
and
report
card
around
areas
such
as
early
childhood,
education,
health
and
wellness
safety
trauma.
Racism,
equity
and
increased
transparency
focused
strategic
plan
on
our
County's
Youth.
G
However,
I'm
sorry
I
missed
the
line.
The
partnership
thinks
that
Arlington
County
could
benefit
from
such
a
focused
strategic
plan
for
our
County's
Youth.
Therefore,
the
partnership
recommends
the
development
of
a
task
force
to
build
a
strategic
plan,
inclusive
of
goals,
metrics
and
regular
reporting
for
our
County
Youth,
because
it's
imperative
that
the
interests
of
all
members
of
the
community
are
represented
on
the
task
force.
G
G
Expansion
of
the
team
Network
board
commission.
This
is
what
the
teens
are
asking
expanding
their
commission
to
include
Middle,
School,
Youth
and
I,
see
I,
don't
see
why
not,
but
that's
up
to
you
more
focused
equity
and
exclusion
work.
All
of
this
comes
from
our
teens.
In
summary,
we
hope
that
the
county
and
schools
will
invest
in
areas
that
will
direct
impact
directly
impact
student
well-being,
particularly
their
mental
emotional,
psychological
and
sexual
well-being.
A
To
see
you
all,
and
we
do
appreciate
everything,
and
it
should
be
noted
that
we've
typically
had
representatives
from
the
team
Network
board
be
able
to
attend
this
I
somehow
suspect
that,
with
this
now
encroaching
onto
Spring
break,
that's
made
it
very,
very
difficult
to
make
that
happen.
So
they've.
J
I,
just
just
a
quick
comment:
I
I
will
say:
I
I
think
I
speak
on
behalf
of
our
board
that
having
the
middle
schoolers
in
our
student
Advisory
Board
is
fantastic
because
they
bring
a
very
different
perspective
than
the
teenagers,
and
so
we
always
find
it
super
useful
to
hear
from
them,
or
at
least
I
do
I.
Think
I'm,
seeing
some
nods
over
here
so
yeah.
A
L
Really
quick
comment
because
I
know
it's
late.
I
just
I
want
us
all
to
be
mindful
of
the
way
we
talk
about
youth
mental
health.
I
have
a
concern
when
we
talk
when
we
use
terms
like
Mental
Health
crisis
for
our
youth,
when
we
use
terms
like
learning
loss
I
want
us
to
be
very
careful
that
we're
not
reducing
our
young
people
to
deficits.
L
Because
I
want
us
to
be
able
to
convey
to
them
I'm
sure
none
of
them
are
watching
at
the
beginning
of
Spring
break.
But
if
you
are
I
want
you
to
know
that
we
believe
that
you're,
resourceful
and
talented
and
capable
people,
and
that
we
are
attuned
to
some
really
specific
needs
that
some
of
you
are
facing.
F
A
All
right
any
other
comments
before
we
close
well,
it's
always
a
pleasure.
Thank
you
for
coming
to
our
house.
We
are
delighted
to
have
received
you
and
hope
you
all
enjoy
the
system-wide
break
over
the
course
of
the
next
week.
We,
though,
will
be
back
at
it
on
April
11th,
with
our
final
budget
work
session.
Until
then,
we
are.