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A
A
Good
afternoon
everybody
thank
you
for
joining
us.
We
are
continuing
our
work
today
in
our
series
of
budget
work
sessions
and
briefings
an
opportunity
for
us
to
hear
from
the
different
departmental
staff
as
well
from
some
of
our
Commission's,
who
work
very
closely
on
a
variety
of
issues
regarding
the
department
whose
budgets
are
before
us
today.
A
We
have
an
opportunity
to
talk
about
one
of
our
about
libraries
first
and
foremost,
and
we're
looking
forward
to
beginning
with
that,
as
well
as
have
an
opportunity
to
talk
about
one
of
our
biggest
departments,
which
is
Community
Planning,
Housing
and
Development.
We
have
representations
from
four
different
Commission's
here:
planning
h,
al
RB,
housing
and
tenant
landlord.
A
So
we
look
forward
to
inviting
you
up
throughout
in
general,
we'll
have
staff
presentation,
go
first
and
bite
impact
input
from
our
Commission's
and
then
an
opportunity
for
board
members
to
ask
questions
when
it
comes
to
C,
PhD
and
housing
in
particular.
That
issue
is
cross-cutting
across
a
number
of
different
funding
streams,
departments,
etc.
So
we
will
do
our
best
to
manage
the
conversations
so
that
we
see
most
focus
to
the
staff
members
before
us,
but
beg
forgiveness
in
advance
for
anyone
being
fielding
questions
that
are
coming
later
or
interrelated.
A
C
Thank
you,
I'd
like
to
introduce
my
staff
first
and
gable
is
deputy
director
Sarah
davio
is
in
charge
of
all
of
the
ordering
of
adult
materials
for
the
library.
Peter
Petrovsky
is
one
of
our
new
staff
members.
He
came
to
us
from
Charles,
County,
Maryland
and
he's
the
chief
of
materials
management.
Gail,
torque,
Cora,
Tan
ski
has
been
with
us
for
about
three
years,
is
the
incoming
chief
of
branches,
because
the
great
susan
McCarthy
is
retiring.
After
34
years
and
she's
been
the
chief
she's
branch
head.
C
She
was
responsible
for
the
building
of
the
Shirlington
library,
worked
very
closely
with
the
architects
on
the
design
and
build
of
that
facility,
and
then
she
also
did
that
for
Westover
as
well.
So
we're
we're
really
gonna.
Miss
Susan
she's
left
her
mark
on
the
community
in
many
many
ways,
and
then
we're
joined
also
by
two
others,
from
the
collections
team,
Karen,
Sullivan
and
Jenny
Rothstein,
and
behind
my
brilliant
graphic
designer
Henrickson
Quist,
who
does
all
of
our
posters
for
Arlington,
reads,
etc
and
he's
joined
by
Stacia
aho.
C
C
Actually,
these
are
donated
guests
by
the
Friends
of
the
library.
In
fact,
the
friends
are
responsible
for
all
of
our
programming,
so
all
of
the
just
children's
programming,
all
of
the
adult
reads
all
of
those
author
events
that
we
host-
that's
all
sponsored
by
the
friends.
In
fact,
the
event
that
we're
doing
with
you
with
Peter
Souza
in
June
will
be
similarly
sponsored.
So
the
theme
is
called
habitats
for
inhumanity
and
we
have
three
really
blockbuster
non-fiction
books.
So
we're
really
looking
forward
to
to
that
series
of
events.
So
we'll
we'll
start
with
the
presentation.
C
I
think
we
can
probably
skip
that.
So
we're
debuting
our
new
tagline.
Everybody
has
a
story,
and
everyone
has
a
story.
We
have
a
story.
Arlington
has
a
story.
We
collect
stories
were
about
sharing
stories
and
building
community
in
in
Arlington.
This
particular
photo
is
of
an
exhibit
that
we
hosted
last
march
of
the
displaced
persons
camp
that
were
in
Europe
between
1946
and
1952.
A
friend
of
mine
was
in
one
of
those
camps
and
hosted
this
created.
C
Actually,
this
exhibit,
which
I
saw
in
New
York
and
wanted
to
bring
here,
and
it
was
the
first
major
exhibit
of
we
had
of
original
materials.
Huge
exhibit
the
ambassador's
of
Estonia,
Latvia
and
Lithuania
were
on
hand,
and
many
Arlington
Ian's
came
out
for
this,
because
this
too
was
their
story.
So
again
it
resonates
with.
C
Everyone
has
a
story,
and
this
in
particular
one
still
resonates
today:
Arlington
Public
Library's,
where
people
and
ideas
connect
I
just
wanted
to
call
out
three
salient
statistics:
three
million
check
outs
that
you
might
expect
anyway,
but
the
3,200
free
events
I'm
not
talking
about
story
times.
Those
are
3,200
individual
events
hosted
throughout
the
year
at
the
at
the
branches
and
at
Central
Library,
and
then
at
last
I
guess
spring.
We
debuted
a
new
library
app.
We
now
have
over
8,000
people
who
have
downloaded
it
it's
easily
accessible.
C
You
can
get
news,
you
can
get
a
calendar,
you
can
order
books,
you
can
place
a
hold.
You
can
get
account
information,
but
basically
it's
the
library
in
your
pocket,
and
you
may
have
seen
that
banner
on
some
of
our
our
locations.
This
happens
to
be.
We
hosted
yet
found
neuen,
who
was
a
Pulitzer
Prize
and
now
MacArthur
Genius
award
winner.
This
was
his
talk
last
year
on
the
sympathizer
I,
don't
know.
If
anyone
read
that
book.
C
It's
terrific
but
you'll,
see
this
woman
down
here,
she's,
holding
a
pamphlet
that
we
worked
on
with
one
of
the
communities
in
Arlington
to
highlight
the
contributions
of
the
Vietnamese
community
and
they
brought
I.
Don't
know
a
couple
thousand
copies
of
that
of
this
book
that
evening
and
they
all
went
so.
It
was
a
terrific
partnership,
some
of
the
highlights
from
last
year.
We
are
currently
undergoing
a
renovation
refresh
in
Central
Library,
which
means
that
we're
adding
meeting
rooms
a
large
makerspace
on
second
floor,
adding
new
equipment,
new
furniture.
C
So
it's
the
first
refresh
since
1992
and
you'll
remember.
It
was
made
possible
by
the
by
the
estate
of
a
former
orling
tone
e'en
and
then
with
Woodmont,
we're
really
thrilled
to
have
that
space
refreshed,
we'll
be
able
to
invite
volunteers
to
come
in
and
help
process
the
collections
it'll
be
humidity,
and
temperature
controlled
and
I
want
to
take
a
moment
to
highlight
that
we
are
increasingly
putting
a
lot
of
our
materials
online.
Last
year
we
had
a
big
digital
exhibit
on
the
school
desegregation
of
HB
Woodlawn.
C
C
Thank
you
to
the
board
last
year
for
giving
us
an
additional
position
to
support
youth
service
programs.
That
position
actually
operates
out
of
Columbia
Pike
and
does
both
youth
programs,
as
well
as
Augmented
outreach
programs
through
partnerships
again
on
the
pike
and
just
a
brief
pause
on
safety
net
services.
I'm
part
of
the
steering
committee
for
destination,
2027
I,
know
you
heard
from
dr.
Varughese
last
week
about
all
of
the
challenges
in
the
community.
We
like
to
believe
that
we
are
part
of
the
solutions
to
those
challenges.
One
of
our
most
exciting
programs.
C
This
year
was
to
do
a
seven-week
class
for
unlicensed
daycare
providers
where
we
talked
about
nutrition,
play,
literacy,
developmental
activities,
art
and
that
was
attended
by
anywhere
between
50
and
80
unlicensed
daycare
providers
per
week.
It
was
done
in
cooperation
with
DHS
and
the
partnership
on
children,
youth
and
family,
but
it
was
was
really
successful.
We
hope
we
hope
to
do
it
again,
and
this
is
kind
of
the
the
tip
of
the
iceberg
of
where
we
would
like
to
move
increasingly
in
some
of
our
program
to
support
the
most
vulnerable
in
the
community.
C
The
board
approved
a
library
truck,
think
Partridge,
Family,
bookmobile,
Magic,
School
Bus.
Does
that
any
of
those
resonate
with
anyone?
Okay,
so
the
library
truck
we
hope
to
have
operational
by
the
end
of
the
calendar
year.
The
goal
is
to
literally
drive
up
to
a
location
and
sign
up
people
for
library
cards
have
a
small
circulating
collection.
Maybe
do
a
program
participate
in
community
events.
We
already
do
a
lot
of
that
anyway,
but
it's
typically
very
static.
We
have
a
table,
we
provide
materials.
C
C
It's
the
cost
of
doing
business,
so
the
the
increases
due
largely
to
retirement
benefits
and
employee
salaries,
the
revenue
this
is
comprised
of
what
we
get
from
the
state,
as
well
as
what
we
get
through
fines
and
fees
and
the
fines
and
fee
collection
has
remained
about
static,
but
but
there's
a
as
and
pointed
out,
there's
about
a
five
percent
change
in
that
we
did
look
very
closely
at
our
program
and
operations
to
identify
efficiencies
to
help
close
the
twenty
million
dollar
gap.
We
did
identify
one
position
as
we
move
more
toward
electronic
materials.
C
We
don't
have
as
many
things
coming
in
in
boxes,
so
we
reduced
the
materials
processing
program.
There
were
two
people
we
reduced
it
by
one,
but
happily
he
was
placed
elsewhere
in
the
system
he's
now
working
at
Westover.
He
loves
it
he's
doing
related
work,
so
there
was
a
happy
ending
as
we
go
forward
a
couple
of
things
that
we're
continuing
to
watch
a
couple
of
areas
of
our
program.
C
The
collections
budget
we've
talked
about
this
before
that
is
an
area
where
we
continue
to
be
concerned
about
whether
or
not
we
have
enough
money
to
meet
the
needs
of
the
community.
We
do
a
fabulous
job.
We
have
been
very
fortunate
getting
one
time
money
with
your
support
over
the
last
couple
of
years.
C
It
doesn't
look
like
we're
going
to
get
it
this
year,
but
there's
a
direct
relationship
between
use
of
the
collection
and
the
amount
of
money
that
we're
able
to
to
spend
on
the
collection
and
what
happens
is
as
we
manage
the
the
budget
in
its
entirety.
In
order
to
rebuild
one
part
of
our
constituency,
we
have
to
take
away
from
another.
C
Another
factor
is
that
print
isn't
dead,
people
still
like
print
and,
in
fact,
teens
prefer
still
print
fiction.
Reading
in
print,
rather
than
in
downloadable
form
adults.
We
believe
that,
as
the
industry
has
moved
away
from
de
DS
into
streaming,
and
our
budget
for
streaming
is
not
as
robust
as
it
could
be.
We're
losing
market
share
there
as
well.
C
Alright,
then,
then,
just
the
locations
I
know:
we've
talked
a
few
times
over
the
years
about
locations
and
ideal
places
for
our
services
and
facility.
These
two
branches,
ever
since
they
opened
have
been
the
blockbusters
in
the
branch
system
hands
down.
Westover
is
the
most
popular
branch
for
both
families,
but
but
just
general
use,
and
similarly
ranked
number
two
is
Shirlington.
Columbia
Pike
is
3.
C
Nicely
done,
the
storefront
pop-up
in
Crystal
City
has
been
a
terrific
success.
We
couldn't
have
done
it
without
JB
G's
help
they've
been
helping
us
with
the
funding
through
June
of
this
year.
I'm
confident
it'll
come
up
as
a
conversation
because
we
haven't
yet
determined
what
happens
after
June,
but
it's
a
great
example
of
taking
a
model
and
changing
it.
C
Taking
the
existing
branch
model
and
saying
well
we're
going
to
do
something
slightly
different
here:
it's
not
going
to
have
the
same
hours,
it's
not
going
to
have
the
same
expectations
or
the
same
kinds
of
collections,
and
still
it
will
become
beloved
in
an
important
part
of
the
community.
We
worked
very
closely
with
the
civic
associations
over
there,
both
to
pick
the
design
and
plan
the
collections
and
the
kind
of
programming
Libby
I
think
you
did
a
book
group
there.
C
Yes,
last
fall,
so
I
talked
to
Andy
Van
Horn
of
jbg
a
couple
of
weeks
ago,
they're
thrilled.
They
would
like
to
see
what
they
could
do
to
help
us.
Have
it
continue,
but
we
couldn't
be
more
pleased
and
the
nice
thing
about
this
model
is
its
replicable.
So
if
we
wanted
to
do
something
else,
we
could
final
closing
key
takeaways.
We
need
to
grow
the
collection
to
meet
the
community
needs.
C
We
can't
say
that
often
enough,
we
are
concerned
about
not
meeting
the
needs
of
our
most
vulnerable,
the
people
who
don't
have
the
kinds
of
options
that
some
of
us
do
to
simply
go
to
Amazon
and
and
and
buy
and
buy
a
book.
Adaptability
is
key
through
all
of
our
program
in
partnerships,
and
we
work
very
closely
with
a
number
of
other
departments.
C
We've
demonstrated
that
we're
adapting
to
the
needs
of
the
community,
so
it's
not
just
going
in
and
getting
a
book
and
passive
programming,
but
it's
increasingly
interactive,
it's
very
inclusive
and
we're
increasingly
going
where
the
people
are
and
finally
to
the
last
point,
the
service
models
that
we're
coming
up
with
are
replicable.
Some
of
our
most
exciting
programs
are
things
like
grooving
on
the
pike.
C
B
Wanted
to
add
one
one
item,
which
is
that
when
we
were
going
through
the
budget
deliberations,
in
contrast
with
the
last
time,
we
faced
a
budget
that
was
this
difficult
back
in
fiscal
year.
2010
I
intentionally
did
not
take
the
approach
of
reducing
library
hours,
which
is
one
of
the
things
that
we
did
back
then,
because
the
savings
are
so
small
in
comparison
and
I
feel
like
the
kinds
of
questions
that
we
might
face
in
fiscal
year.
Twenty
with
libraries
will
be
different.
B
There
are
no
library,
branch
closures,
no
real
Hart,
there's
there's
a
lack
of
money
from
materials,
but
the
library
system
you
get
right
now
is
a
lot
like
the
in
the
fiscal
year.
19
budget
is
a
lot
like
that:
you're
gonna
get
in
fiscal
year,
18
and
I
think
we
were
able
to
manage
through
that
more
challenges
ahead.
If
the
economy
continues
to
perform
the
way
it
is.
A
Caution,
mr.
manager
and
I
think,
as
we
in
general
try
to
work
through
the
budget
this
year.
We
are
doing
so
as
I
towards
future
years
and
in
fact,
I
was
gonna.
Commend
miss
crush
I
think
that
the
strategic
nature
of
the
cut
that
you
have
brought
forward
is
really
clear
and
I'm
so
delighted
to
hear
that
there
is
a
happy
ending
to
that
potential
story.
Thank
you.
Thank
you
to
you
and
your
team.
A
We
don't
have
a
commission
that
oversees
libraries,
although,
as
you
reminded
us,
we
are
very
grateful
to
the
Friends
of
the
library
for
all
that
they
do
so.
The
the
conversation
is
actually
for
us
to
have
I'm
going
to
repeat
the
same
kind
of
facilitation
intent
as
with
our
previous
work
session,
which
I
think
it
would
be
helpful,
although
perhaps
not
as
salient
in
this
department,
to
begin
with
a
focus
on
any
questions
about
cuts
that
might
be
before
us
or
changes
this
year.
A
D
I
ask
my
question:
mr.
crush
I
also
just
wanted
to
thank
you
for
two
other
features
of
the
libraries
that
are
largely
unheralded,
but
nonetheless
significant
number
one.
You
know
in
two
of
your
locations
said
at
Aurora
Hills
and
at
Central
Library
you
serve
as
host
for
open
door
Monday's
for
the
county
board,
and
we
really
appreciate
working
with
your
staff
and
ensuring
that
our
science
were
positioned
well
and
so
forth
and,
in
addition,
I
think.
D
C
And
that
it's
called
the
shed,
we
thought
long
and
hard
about
that
name
and
that
the
nice
thing
about
yes,
we
we
loan
but
will
also
accept
tools.
So
if
people
are
moving
and
they're
downsizing,
we
won't
accept
power
him
over
mowers,
although
I
did
accept
one,
but
I
then
had
to
return
it
so,
but
small
tools
rakes
hose
shovels.
D
D
You
know,
as
you
alluded
to
folks,
can
go
online
and
save
money
in
buying
a
book
from
Amazon,
although
we
certainly
want
people
to
use
our
independent
bookstores
like
turning
the
page
in
East
Falls
Church.
But
my
question
really
is:
are
you
seeing
any
particular
price
trends
with
respect
to
digital
format?
D
C
I
think
it's
a
very
question.
We've,
just
since
I've
been
coming
to
these
sessions,
there's
been
a
significant
change
in
the
very
beginning
of
electronic
media.
There
were
format,
discrepancies,
you
know
you
couldn't
figure
out.
You
had
devices
multiple
devices,
each
publisher
had
its
own
way
of
defining
the
business
model.
Libraries
weren't
included
in
the
original
models.
So
over
the
last
five
six
years,
there's
been
tremendous
cooperation
with
the
publishers
and
libraries.
C
So
are
the
prices
going
down,
not
necessarily,
but
they
are,
they
are
shifting,
because
I
think
it's
still
a
little
bit
of
an
unknown
unknown
playing
field
where
we,
where
we
still
see
the
greater
expenses
in
the
streaming.
If
you
want
to
stream
movies
and
music,
there's
a
high
demand
for
that
in
this
community
and
we're
not
able
to
provide
that
so
books,
electronic
books,
it
seems
to
be
more
manageable,
although,
yes,
he
did
call
out,
we
did
call
out
the
wait
time,
but
for
me
the
the
the
real
expenses
in
the
streaming
services-
okay,.
D
E
I
was
gonna
and
I
have
some
general
questions,
Belgian
ones
specific
to
follow-up,
that
what
John
read
was
exactly
what
jumped
out
of
the
page
at
me.
Is
there
any?
Would
it
help
and
is
there
is
so
as
there
any
conversation
about
joining
with
other
library
systems,
so
you
know
like
net
streaming
services
if
it
was
like
not
just
Arlington
getting
the
stream
of
service
was
Arlington,
Fairfax
Alexander,
so
you're
not
in
your
head.
So
there's
is
some
consideration
about
that.
Would
that
help
some.
C
E
It's
just
if
you
think
it's
worthwhile.
Why
and
and
could
you
explain
to
me
why
are
evokes
more
expensive
than
print
books
because
it
can't
be
more
expensive
for
them?
To
put
you
know
once
they
get
the
beauty
of
electronics
right,
you
do
it
once
and
you
just
pick
up
and
the
scale
can
go
huge
and
it
doesn't
cost
the
producer
anything
more
yeah
turn.
F
E
F
C
One
publisher,
a
number
of
years
ago,
was
attempting
to
limit
the
number
of
circulations.
You
know
you
can
have
25
circulations
of
this
popular
title.
Then
you
have
to
buy
it
again
so
there
again
to
put
a
happy
face
on
it:
they're
trying
to
figure
out
their
business
model
too,
because,
yes,
they
have
to
make
money
and
they
have
started
working
more
closely
with
libraries,
but
I
I
think
we're
still
going
to
see
some
unsettling
until
they
figure
it
all
out.
Oh.
E
A
G
It's
along
those
same
lines,
so
I
just
like
to
understand
better
the
the
service
that
you
got.
Hoopla
dad
I
guess
dramatically
increased
your
titles
a
couple
fiscals
ago,
and
it
would
seem
to
me
that
streaming
services
or
adding
content
all
the
time.
So
why
are
we
seeing
a
leveling
off
in
future
fiscal
years?
Now
there
were
subscribers
too.
It.
C
Was
a
great
example
of
a
service,
that's
terrific,
with
some
things
and
not
others.
So
if
you're
talking
about
streaming
movies
or
music,
there
are
better
streaming
services.
Can
what
does
a
canopy?
Canopy
is
one
of
them
and
there
was
another
one
that
we're
investigating
as
well,
and
it's
just
a
it's
again
money
cost-effectiveness
of
the
business
model.
If
we
get
it
will,
will
it
be
used?
I
mean
we
were
very
thrilled
with
the
response
to
to
hoopla,
but
its
movie
content
is
not
good.
Canapé,
for
example,
has
all
the
criterion
collection.
C
G
C
C
A
E
Know
it
was
a
question
I,
just
maybe
like
you
to
expound
a
little
bit.
A
couple
of
things
struck
me
when
I
was
looking
through
your
your
metrics
and
I
think,
but
she
forgot
about
the
book
groups.
You
know
I
mean
and
and
the
thing
and
a
lot
of
time
and
energy
spent
on
that,
and
it
does
a
lot
for
Arlington
and
for
our
image.
E
We
talk
sometimes
about
how
we're
gonna
brand
Arlington
it's
sort
of
a
problem,
because,
where
everything
to
everybody
and
I
love
your
where
people
and
ideas
connect
that
almost
feels
to
me
like
it
could
be
an
Arlington
logo,
an
Arlington
sort
of
thing
to
me,
yeah,
well,
yeah,
I'm,
sure
you
don't
have
no
idea,
everybody
else.
Everybody
else
in
this
table
counts
a
whole
lot
of
it
anyway,
we'll
see
what
they
think
but
and
I
guess
what
I'm
hitting
it
is.
E
Just
libraries
doesn't
fit
neatly
in
anything,
because
you
do
so
many
cross-cutting
things
and
you're
doing
more
and
more
cross-cutting
things,
and
it's
really
good.
What
you're
doing
and
I
think
it's
actually
a
strength,
although
it
makes
it
kind
of
hard
for
us
we've
trying
a
budget
thing
we
I
see
is
putting
you
into
a
box,
how
many
materials
you
get,
how
many
people
use
it
and
there's
sort
of
very
simple
metrics,
whereas
the
whole
metrics
that
come
about
of
that
the
the
kind
of
publicity.
E
This
sort
of
you
know
free
media
that
we
get
with
these
incredible
talks
that
you're
doing
and
other
things
it's
sort
of
like.
If
you
were
just
reading
this
book,
you
wouldn't
think
it
even
existed,
and
yet
I
think
it's
really
significant
part
of
what
you're
doing
and
if
you're
talking
about
what
kind
of
return
we
get
on
our
investment
into
you.
That
should
count
for
a
lot
and
I
guess:
I'm,
encouraging
you
maybe
moving
forward
to
find
a
way
to.
C
That's
that's
a
great
point.
We
we
captured
it
in
that
one
statistic
that
you
saw
for
3,200,
but
that
doesn't
even
begin
to
tell
the
story,
because
that's
everything
from
Lego
workshops
to
a
blockbuster
book
talk
with
Viet,
Cong,
neuen,
so
I
think
that's
a
great
point:
we're
getting
hundreds
of
people
to
those
book
talks
and
with
the
three
that
are
coming
up
this
this
spring.
We
could
easily
see
a
thousand
people,
I
mean
Matt.
C
Desmond
alone
is
going
to
be
a
big
draw
where,
interestingly,
the
building
museum
is
doing
an
exhibit
simultaneously
on
based
on
his
book
and
we're
going
to
do
some
joint
programming
with
them.
So
they'll
advertise
the
book
talk
and
his
appearance
with
Arlington,
and
there
I
think
we're
going
to
arrange
to
have
a
tour
going
from
Arlington
over
to
the
building
museum
to
see
the
exhibit
and
and
participate
that
way.
E
Thank
you
out
a
little
bit
then
I'll
get
off
my
soapbox,
I
mean
if
you
look
at
what
you're
doing
so
for
families
with
kids.
You've
got,
you
know,
Lego
workshops,
you've
got
storytime,
it
makes
it
a
night.
It
just
adds
to
why
people
would
want
to
live
here
and
you've
got
the
whole.
This
is
a
very
you
know,
highly
educated
and
Teller
I.
Think
sometimes
we
don't.
E
So
we
still
don't
feed
our
people
enough
with
ideas
and
thoughts
and
you're
really
working
on
that
and
that's
something
that
people
don't
get
everywhere
and
the
more
we
do
it.
The
more
it
kind
of
makes
us
sort
of
stand
out
for
the
kind
of
community
we
want
to
have,
and
it
includes
the
whole
diversity
thing
and
all
ages.
It's
really
wonderful.
So
thank
you
for
your
good
work.
E
H
C
H
H
C
J
C
About
that
size
actually,
because
we've
looked
at
you
know
the
the
thing
comes
down,
there's
a
counter.
Maybe
this
this
is
the
kind
of
I
think
this
is
in
he
s
it's
in
Houston
and
it's
the
kind
of
bus
where
you
go
on.
They
can
do
programming
and
they
can
carry
much
more
in
the
way
of
materials.
We're
gonna
start
more
modestly,
because
I
think
we
want
to
figure
out
how
it
works.
Frankly,.
H
I
mean
to
be
in
all
seriousness
to
these
two
pictures,
I
mean
I.
Think
the
bottom
just
is
so
much
more
appealing
to
me.
So
I
actually
am
glad
to
hear
that
you're
not
pursuing
the
the
large
format.
You
know
the
commuter
store
style,
stop
bus,
I,
think
I
mean,
of
course
you
can
do
a
lot
with
branding
in
the
way
that
you
look
to
make
it
look
inviting
but
I
think
the
idea
that
you
can
approach
it
and
get
something
without
having
to
go
on
the
bus
and
be
you
know,
trapped
in
there.
I.
C
Thought
yeah
we
were
thinking
when
I
was
growing
up.
We
had
the
good
humor
truck,
so
it
was
that
kind
of
thing
and
the
food
trucks
is
a
great
analogy.
So
that's
what
we
have
envisioned
with
this
and
the
idea
is
to
pull
up
in
a
neighborhood,
maybe-
and
maybe
have
a
schedule-
maybe
announce
in
advance
that
we're
going
to
be
at
a
festival.
I
would
want
to
work
with
other
departments
as
they're,
promoting
their
programs,
and
then
we
can.
We
can
use
this
this
vehicle
to
do
that
as
well
or.
H
H
You
know
what
the
cost
is
there
versus
some
of
the
other
branches
of
libraries
and
and
so
I
think
the
idea
being
is.
As
we
look
to
you
know
as
a
business,
you
look
at
your
different
locations,
your
different
lines
of
business,
to
figure
out.
What's
working
really
well,
what
maybe
needs
to
be
tweaked?
How
do
you
know
where
to
establish
resources?
What
communities
are
we
reaching?
C
Question-
and
we
are
actually
devoting
a
lot
of
time
this
year
to
looking
at
how
we
count
and
how
we
can
measure
outcomes.
So
that's
not
just
well.
We
had
15
programs,
but
how
many
people
what
happened
as
a
result,
and
maybe
start
to
track
some
of
these
things
over
time,
I'm
particularly
interested
in
literacy,
and
we
spent
a
lot
of
time
on
early
childhood
literacy.
Is
it
making
a
difference
with
the
children
when,
by
the
time,
they're,
7
and
8
years
old?
C
H
A
D
So
another
kind
of
I
guess
you
could
call
it
a
strategic
question.
We
we
love
to
talk
about
collaboration
with
our
school
system
and
we
do
a
pretty
good
job
of
it
on
a
number
of
fronts,
both
just
in
terms
of
sharing
information
and
also
assisting
the
schools
with
everything
from
crossing
guards
to
school
nurses.
So
I'm
just
wanting
is
there?
Is
there
any
opportunity
to
maybe
compare
notes
with
ApS
in
terms
of
their
libraries?
I,
don't
know.
Thinking
about
you
know,
maybe
swapping
swapping
certain
components
of
different
collections.
D
C
Yes,
there
is,
and
we
we
do
already
work
pretty
closely
with
the
school
librarians.
My
Youth
Services
team
works
with
the
school
librarians.
They
do
cross
training,
they
have
workshops
together.
They
do
my
librarians.
Do
a
whole
preparedness
program
of
book
talks
at
all
of
the
schools
through
the
end
of
May,
usually
through
through
the
early
part
of
June,
getting
kids
ready
for
summer
reading
and
signed
up
for
summer
reading.
C
So
there's
a
all
of
the
all
of
the
librarians
are
out
doing
book
talks
at
at
all
of
the
high
schools
and
excuse
me
all
the
elementary
schools
and
we
usually
get
about
eight
or
nine
thousand
kids
signed
up
for
summer
reading
as
each
year,
I
think
as
a
result
of
that
kind
of
direct
marketing.
But
to
your
point:
yes,
we
always
look
for
ways
to
do
more
and
we
and
we
we
can
do
more,
but
but
there's
a
baseline
of
very
good
cooperation.
C
In
fact,
some
of
our
librarians
have
gone
on
to
become
school
librarians
and
make
contributions
there.
So
when
we
had
the
to
history
Task
Force
a
couple
of
years
ago,
there
was
a
representative
from
APs
on
the
task
force
who
identified
the
kinds
of
things
that
would
be
useful
to
the
students
as
we
collect
in
our
Center
for
local
history.
C
D
D
A
That
piece
too,
about
the
school
and
County
collaboration
and
just
want
to
commend
libraries
for
the
thoughtful
analysis.
You've
done
recently,
we've
been
having
conversations
about
potential
for
joint
use
facilities
as
part
of
the
Columbia
Pike
library,
/,
Career,
Center
working
group
future
and
the
thoughtfulness
that
libraries
put
into
taking
up
that
question
was
very
helpful.
A
I
think
I
have
just
one
sort
of
strategic
question,
which
is
to
suggest
order
to
note
that
the
the
way
you
leverage
partnerships
are
the
Friends
of
the
public
library
not
only
to
make
sure
that
we
have
great
book
copies
during
our
budget
session,
but
just
in
general
to
do
programming.
If,
if
you
wouldn't
disagree,
I'd
actually
say
amplify
a
lot
of
the
types
of
programming
you
can
do.
This
is
a
conversation.
C
Speak
to
the
friends
I
mean
that
that
relationship
is
is
really
terrific
and
we
do
the
two
annual
book
events.
If
we
didn't,
you
know
the
book
sale,
as
is
so
it's
the
oldest
recycling
program
in
Arlington,
and
it's
evolved
over
the
years,
not
just
be
about
books,
but
it's
about
building
community.
If
people
really
look
forward
to
it,
our
staff
works
with
the
volunteer
staff
throughout
the
year
and
then
hosting
they
also.
C
The
the
book
donation
team
looks
at
everything
that
comes
in
for
donation
to
the
library
and
calls
out
things
that
we
can
use
for
replacements
for
the
collections.
So
in
that
regard,
they're
saving
on
the
collections
budget
and
an
Onix
insignificant
night,
but
maybe
forty
fifty
thousand
dollars
a
year
is
saved
because
we're
replacing
Catcher
in
the
Rye
with
Katy
Crystal's
donated
copy
I
would.
C
But
but
it's
that
kind
of
thing,
and
and
so
so
that
we're
constantly
reusing,
and
so,
if
it
weren't
for
the
friends,
we
wouldn't
have
any
any
programming.
As
I
said
earlier,
no
children's
programming,
no
adult
programming,
the
kinds
of
things
that
Libby
was
speaking
to
a
few
minutes
ago.
As
for
other
other
kinds
of
challenges,
is
there
anything
that
you
want
to
speak
to.
K
C
A
Actually,
really
helpful
and
I
think
to
one
of
the
takeaways
I
just
heard
from
your
comments
and
is
thinking
about
the
in-kind
opportunities,
whether
that's
the
materials
or
the
donated
labor.
So
you
know
we're
looking
under
every
couch
cushion
in
not
only
this
budget
year
but
years
to
come.
I
think
we
can
learn
a
lot
from
you
all
I
think
do
I
have
any
other
questions
for
my
colleagues
seeing
none.
We
appreciate
so
much
the
the
thoughtfulness
you
brought
to
the
budget
and,
of
course,
all
of
your
work.
I
cannot
wait
for
May.
A
A
A
A
Fantastic,
so
if
our
Commission's
want
to
be
readying
themselves,
we
will
have
we'll
hear
from
each
of
the
four
Commission's
I
think
after
the
first
phase
of
presentations
again
recognizing
that
you
might
have
some
comments
that
are
cross-cutting,
that
we'll
appreciate
as
well
so
mr.
manager
over
to
you
to
introduce
your
intrepid
staff.
B
B
L
B
L
Thank
you
very
much
similar
to
libraries
I'd
like
to
introduce
our
leadership
team
for
the
department
to
get
started.
David
chrissteele,
our
Cynthia
Hernan,
our
chief
administrative
officer.
We've
got
the
infamous
sherry
Amiri,
a
chief
building
official
we've
got
our
lobe
of
on
our
Zoning
Administrator
and
chiquinho
jakku
who's,
our
division
chief
for
neighborhood
services.
We
also
have
Debbie
Albert
here,
who's
our
program
edge
for
one
stop
and
she's
available
to
answer
any
questions
that
you
might
have
after
this
presentation.
I
also
want
to,
and
we've
got
Bob
Duffy
over
here
who's.
L
You
can
get
the
presentation
out,
I
think
we
can
move
to
the
next
slide,
see
PhD
consists
of
approximately
190
employees,
which
I
have
the
privilege
to
lead.
The
overall
mission
of
the
department
is
to
promote
the
improvement
conservation,
revitalization
of
Arlington's
physical
and
social
environment.
L
Just
to
give
you
a
little
bit
of
background
about
the
department
it's
made
up
of
six
functional
areas
or
what
we
like
to
call
divisions.
The
business
operations
division
provides
the
department
with
the
overall
operational
support
or
what
I
like
to
call
the
backbone
of
the
in
areas
of
humans,
resources,
budget
and
technology
services.
The
Planning
Division
includes
comprehensive
planning,
current
planning
and
urban
design
and
research
functions
and
activities.
Neighborhood
services
includes
the
neighborhood
conservation
program,
the
historic
preservation
program
and
activities
related
to
neighborhood
commercial,
revitalization
activities.
L
The
Housing
division
focuses
on
the
development
of
affordable
housing
through
the
implementation
of
the
county's
financial
and
land-use
tools
and
those
take
the
form
of
the
affordable
housing
investment
fund
and
the
land
use
tools
through
these
County's
special
exception,
use,
permit
and
site
plan
processes.
The
division
also
administers
the
Community
Development
Block
Grant
and
home
programs,
and
provides
various
outreach
and
education
initiatives.
The
Zoning
Division
interprets
and
forces
and
administers
the
zoning
ordinance
to
ensure
the
orderly
development
of
Arlington
County
and
in
accordance
with
the
zoning
ordinance,
legislative
intent
and
county
board.
Zoning
approvals.
L
And
finally,
inspection
services
includes
activities
related
to
the
issuance
of
building
permits
to
ensure
that
the
Virginia
uniform,
statewide
building
code
requirements
are
met.
Activities
include
primitive
ministration
plan
review
and
inspection
services,
and
this
is
all
geared
towards
the
safeguard
safeguarding
the
public
welfare,
health
and
safety
of
the
county.
L
The
tub
the
department
has
three
funding
sources:
the
general
fund,
the
Housing
and
Community
Development,
Development
Fund
and
the
development
fund.
The
general
fund,
as
you
all
know,
includes
real
estate
taxes,
other
local
taxes
licenses
and
fees
and
permits
which
fund
the
business
operations,
division,
the
housing
division
planning
division
in
the
Neighborhood
Services
Division.
L
It
also
supports
the
functions
of
the
code
enforcement
section
within
the
inspection
services,
division,
housing,
a
Community
Development
Fund
includes
Community
Development,
Block,
Grant
and
home
funds
from
the
US
Department
of
Housing
and
Urban
Development
and
CSBG
program
funds
through
the
US
Department
of
Health
and
Human
Services,
and
that's
administrated
through
the
Virginia
Department
of
Social
Services.
The
Development
Fund
is
an
enterprise
fund
for
C
PhD.
This
generates
revenues
through
building
permits
and
fees.
The
zoning
Inspection
services
divisions
are
funded
through
this
fund.
L
The
remainder
of
this
presentation
will
break
down
the
FY
19
budget
highlights
under
these
three
funding
sources,
but
most
of
the
presentation
will
focus
on
the
budget
reductions
within
the
general
fund
in
preparing
CPH
deeps
budget
related
to
the
general
fund.
My
overall
goal
was
to
minimize
the
impact
of
budget
reductions
on
the
work
we
do
as
much
as
possible.
The
leadership
team
and
I
looked
at
alternative
ways
to
deliver
services
if
the
funding
level
was
reduced
in
the
department's
capacity
to
absorb
the
reductions
and
still
carry
out
its
core
mission.
L
These
filters
resulted
in
budget
reductions
in
both
C
phd's
personnel
and
non
personnel
budgets,
which
included
vacancies
and
a
limited
amount
of
filled
positions.
These
decisions
were
not
made
lightly.
In
fact,
they
were
very
difficult
to
make.
The
budget
proposal
generally
maintains
the
department's
major
focus
areas
of
technology,
communication,
customer
service,
strategic
thinking,
program,
effectiveness,
all
important
factors
or
elements
of
departmental
success.
L
L
These
decreases
are
partially
offset
by
increases
due
to
the
transfer
of
the
public
facilities
coordinator
position
from
the
county
manager's
office
over
to
the
over
to
C,
PhD
and
standard
employee
salary
and
benefit
increases,
revenues
decrease
primarily
due
to
the
transfer
of
CSBG
funds,
CSBG
revenue
to
the
Housing
and
Community
Development
Fund,
now
getting
into
the
reductions.
In
terms
of
the
first
reduction
for
the
general
fund,
we
were
proposing
to
eliminate
a
planning
supervisor
position
in
the
planning
to
divisions,
management
and
administrative
staff
team.
L
This
is
currently
a
filled
position
and
just
to
give
you
a
little
bit
of
background
of
this
in
September
2017,
the
planning
supervisor,
within
the
current
planning
section,
was
reassigned
to
the
planning
director
directly
to
assist
in
implementing
a
number
of
2017
and
28
were
planned
program
items.
Some
of
those
program
items
included
telecommunications
facility
work,
assisting
with
revisions
to
the
zoning
ordinance,
reviewing
changes
to
admin,
reg
4.1,
assisting
with
SPRC
operating
guidelines
and
the
training
of
new
staff.
L
The
second
proposal
includes
also
includes
a
elimination
of
an
administrative
assistant
position
in
the
management,
administrative
staff,
team
of
the
Planning
Division,
and
that
staff
team
includes
the
Planning
Director
includes
three
administrative
staff
and
two
communication
staff.
After
a
recent
study
of
all
planning
divisions,
administrative
duties,
it
was
determined
that
there
were
opportunities
for
alternative
ways
of
service
delivery.
As
a
result,
this
position
was
identified
as
its
duties
could
be
absorbed
with
existing
professional
administrative
staff.
L
This
is
also
a
filled
position,
we're
also
proposing
an
elimination
of
a
principal
planner
position,
and
this
position
provides
the
overall
planning
and
coordination
support
for
the
Crystal,
City
and
Pentagon
city
areas.
This
position
just
recently
became
vacant.
This
is
a
position
that
was
created
back
in
2015
with
lost
strong
community
support.
We
recognize
that
this
proposed
reduction
maze
caused
concern
with
the
community,
but
we
believe
that
some
of
the
duties
can
be
absorbed
by
other
staff.
L
We
will
make
sure
that
the
point
of
contact
for
these
areas
will
be
maintained,
but
there
will
be
some
impacts
to
the
work,
especially
in
the
areas
of
overall
coordination
of
phase
development
site
plans,
overall
coordination
of
transportation
and
public
improvements
and
reporting
and
attendance
at
meetings.
It's
important
to
note
that
the
previous
person
that
was
in
this
position
was
which
was
Anthony.
Foo
Sorelli
just
recently
accepted
another
position
within
the
department,
but
he
will
still
be
around
and
he
will
be
involved
in
many
aspects
of
tu-tu-tu-tu-tu-tu
Oh
to
even
even
under
his
new
responsibilities.
L
The
fourth
position
for
consideration
is
a
code
enforcement
supervisor
position
in
the
Inspection
services
division.
This
position
manages
a
team
of
four
people
now
with
a
half-time
employee.
Those
supervisory
responsibilities
will
be
transferred
to
an
another
code
enforcement
manager.
However,
we
believe
this
position
can
keep
on
continuing
addressing
the
duties
that
that
position
had
done
before
in
terms
of
addressing
constituent
concerns
and
providing
referrals,
fulfilling
Graham
and
FOIA
requests,
performing
damage,
assessments,
processing,
summonses
and
report
and
post
fire
and
hoarding
cases.
L
However,
we
will
identify
other
staff
to
do
that
type
of
work.
In
fact,
we
used
to
do
that
work
five
or
six
years
ago,
and
so
we
have
the
pre
have
the
expertise
and
we
have
the
ability
to
do
that.
One
of
the
major
impacts
of
that
will
probably
be
more
of
the
marketing
and
outreach
opportunities
for
that
program.
By
that
cut.
L
C
PhD
is
also
using
consultant
funds
to
implement
a
department-wide
internal
talent
management
program
which
delivers
two
supervisors
on
a
variety
of
soft
skills,
and
this
is
a
way
to
stop
with
supplement
other
kind
of
County
training
for
for
county
employees.
The
75%
reduction
will
likely
cause
us
to
delay
delay
the
implementation
of
this
management
plan
over
a
longer
period
of
time
and
finally,
Lehi
way.
Just
to
give
you
a
little
bit
of
background
in
2014
early
citizen
planning,
efforts
were
initiated
for
this
quarter.
L
18
civic
associations
and
several
hundred
citizen
and
business
interests
have
participated
in
over
25
pre
planning
forums
and
meetings,
including
a
county
county
sponsored
bidding
visioning
Charette.
These
efforts
have
laid
the
foundation
for
a
multi-year
County
planning
process.
To
date,
we
have
a
total
of
750
thousand
dollars
that
have
been
budgeted
in
17
and
18
funds.
L
It
will
likely
narrow
down
the
scope
to
potentially
a
smaller
commercial
center
or
a
smaller
segment
of
the
Lee
highway
corridor.
It's
likely
that
the
overall
planning
effort
will
take
longer
than
what
was
previously
envisioned.
It's
important
to
note
that
Lee
highway
is
the
next
important
planning
priority
after
the
four
mile
run
valley
initiative.
Staff
is
still
committed
to
this
effort
and
is
excited
to
get
to
it
in
terms
of
key
budget
considerations.
L
L
Some
key
budget
considerations
that
the
county
board
should
be
aware
of
is
well
current
projections
assume
level
funding.
The
future
of
CDBG,
home
and
CSBG
is
extremely
uncertain
in
order
to
ensure
sustainability
of
these
programs
and
also
the
staffing
of
these
programs,
we
are
exploring
several
long-term
strategies
to
fill.
The
gap
of
funding
of
these
programs
are
reduced,
including
streamlining
of
grant
management,
generating
program,
income
to
support
grants
and
funding
more
CDBG
programs
through
the
general
fund.
L
In
terms
of
the
general
fund,
the
I'm,
sorry,
the
Development
Fund,
this
fund
strives
for
consistent
quality
and
timely,
permitting
plan
review
and
inspection
services
in
building
construction
and
Zoning.
To
summarize
expense,
increases
of
7.5%
are
due
to
two
new
positions:
a
mechanical
code
inspector
position
and
a
permit
processing
position
both
in
the
inspection
services.
Division,
which
was
highly
needed,
increases
associated
with
the
one-stop
urban
initiative
and
standard
salary
and
benefit
increases.
L
Revenue
increases
are
primarily
due
to
the
application
of
a
proposed
employment,
Cost
Index
to
be
applied
of
22.5%
to
be
to
be
applied
across
the
board
off
all
fees,
starting
July
1st
and
the
increasing
the
existing
automation
enhancement
surcharge
from
five
to
ten
percent.
Only
upon
the
successful
completion
of
phase
1
of
the
one-stop
arlington
permitting
system,
this
slide
further
breaks
down
the
budget
changes
specifically
showing
the
dollar
impacts
of
the
employment,
Cost
Index
increase
in
the
automation
fee
and
the
two
new
positions.
L
If
you
remember,
in
December
WL
board,
our
one-stop
program
manager
briefed
the
county
board
on
the
activities
of
the
one-stop
arlington
permitted
initiative
working
closely
with
our
contractor
Xcel
axela,
we
plan
to
deliver
a
new
system
with
80
permits
in
two
phases.
The
first
phase
would
be
delivered
in
FY
19
and
the
second
phase
would
be
delivered
in
FY
2014
into
this
year,
we'll
be
working
with
an
external
customer
advisory
working
group
to
provide
feedback
on
system
implementation
and
testing.
This
is
an
idea
that
the
county
manager
was
is
really
dedicated
to.
L
The
working
group
is
made
up
of
various
stakeholders
in
the
building
and
development
industry,
a
mate
and
just
update
the
board
as
a
major
milestone
for
one
stop.
Yesterday
we're
happy
to
report
that
online
payment
went
live
yesterday
for
three
major
permits:
building
permits,
land
disturbance,
activity
permits
and
civil
engineering
plants,
and
we
currently
have
received
two
online
payments
which
we
will
frame.
L
Overall,
some
budget
considerations
regarding
the
Development
Fund
include
addressing
the
long-term,
sustained
sustainability
of
the
fund,
especially
how
one
stop
puts
a
lot
of
pressure
on
it.
In
the
coming
year,
working
with
DMF
we're
going
to
be
exploring
working
with
a
consultant
to
review
the
development
funds
revenue
structure.
In
the
end,
we
may
have
new
recommendations
around
fee
increases,
as
well
as
how
to
implement
them.
This
concludes
this
presentation.
David
chrissteele
has
a
presentation
on
the
AF
activities,
so
if
we
can
move
into
them,
I.
A
A
I
think
it
might
make
sense
to
invite
up
Jane
Segal
who's,
the
chair
of
our
plan
mission,
Joe
Laurence
who's,
the
chair
of
our
historic
affairs
and
landmark
Review
Board,
to
present
to
share
some
comments
from
their
Commission's
and
to
allow
for
some
questions
on
the
general
programming
plans
and
budget
impacts
of
of
C
PhD
more
generally
and
then
we'll
move
into
the
housing
piece.
As
you
all
prepared,
I
just
want
to
say,
I.
We
I
shared
this
comment
with
our
Commission's
who
joined
us
for
DHS.
A
Last
week
we
flipped
our
schedule
a
little
bit
this
year.
Usually
the
heavier
Meteor
departments
come
a
little
bit
later
in
the
process.
But
given
that
we
were
looking
at
cuts,
that
would
have
implications,
as
mr.
Williamson's
described.
I
wanted
to
make
sure
that
board
members
had
as
much
time
as
possible
to
engage
and
ask
a
lot
of
follow-up
questions,
but
I
recognize.
A
That
means
not
only
do
our
bigger
departments
have
to
prepare
fasters,
but
our
Commission's,
who
generally
have
a
little
more
time
to
gather
amongst
themselves,
reflect
and
prepare
with
the
budget
have
had
to
do
so
on
a
more
compressed
schedule.
So
a
we
very
much
appreciate
you
and
be
welcome
your
thoughts
at
this
time,
and
if
your
Commission's
would
like
to
continue
to
engage
with
us
throughout
the
process,
I
know
we'd
welcome
any
further
follow-up
thoughts,
so
miss
Siegel.
Thank
you
for
joining
us.
Thank
you.
M
And
good
afternoon,
members
of
the
board
I
want
to
start
by
talking
about
efficiencies
and
mention
that
going
back
a
year,
maybe
two
years
we
have
been
able
to
keep
SPRC
reviews
to
three
meetings.
Sometimes
four
I
know
Eric
has
been
sort
of
part
of
that
efficiency
effort
and
we've
lost
no
efficacy.
In
that
we
can
do
it.
It's
I
mention
it
because
it
does
place
a
burden
on
staff
time.
Staff
is
extremely
active,
works
very
closely
with
us.
So
I
do
remember
one.
M
It
was
a
PD
who's,
a
PD,
SP
Amendment
and
it
was
I
believe
we
had
23
meetings,
but
those
days
are
gone
and
I
did
want
to
sort
of
just
compliment
everybody.
So
we're
really
quite
happy
with
that.
I
also
do
want
to
say
that
the
202,
a
coordinator
Anthony
for
Cirelli,
did
a
really
bang-up
job,
reviewing
the
PD
SP
density,
how
density
moved
around
and
that
stuff
has
been
done.
It's
online.
M
It's
it's
really
terrific,
and
if
that
density
changes
again
would
just
be
a
matter
of
adding
to
that,
the
DIA
is
going
to
transform
I
believe
into
an
and
MT
I.
Think
I've
got
that
right.
Mm
ta
I
actually
thought
we
were
going
to
hear
about
that.
The
other
night
when
Chris
Lineberger,
gave
a
very
wonderful
presentation,
but
I
look
forward
to
additional
thoughts
about
that.
So
it
does
seem
to
me
that
a
lot
of
the
work
that
was
done
in
response
to
concerns
circulating
into
to
202
have
been
met.
M
The
other
thing
I
would
say,
is
we
really
do
have
a
wonderful
developer
partner
in
jbg,
Smith,
they're,
very,
very
responsive,
sometimes
almost
too
responsive
I
think
would
like
very
much
to
reimagine
the
county
in
their
own
their
own
way,
but
they
reach
out
they're,
responsive
and
I.
Think
that
really
will
help
as
well
in
terms
of
getting
Crystal
City
activated
the
do
things
I
want
to
that
I
prepared
to
talk
about
have
to
do
with
one
has
to
do
with
efficiency
and
as
I
understand
it.
There
is
an
effort
at
teaming
that
mr.
M
Duffy
I
think
he's
really
the
author
of
this
and
I
really
really
applaud
it.
I
worked
for
25
years
in
a
federal
bureaucracy
and
I
do
understand
how
you
can
begin
to
ossify
and
waste
time.
The
team
approach
throughout
my
career,
everybody,
we
have
total
quality
management
and
then
we
had
other
forms
of
efficiency
measures
that
were
to
be
applied
to
government
work
teaming
and
cross.
M
Fertilizing
between
experts
is
just
wonderful
and
I
really
do
hope
that
the
effort
will
be
tracked.
So
we
can
really
see
whether
in
measure
whether
those
efficiencies
come
forward,
so
I
haven't
heard
from
my
other
commissioners
and
I-
don't
have
any
concern
about
closing
positions
only
that
there
was
one
person
that
had
to
be
let
go
and
that
eye
hurts
but
I
think
the
idea
of
trying
to
find
ways
for
staff
to
be
more
productive,
there's,
obviously
a
limit
to
that.
But
I
think
it's
it's
a
good
start.
M
The
thing
that
I
did
want
to
raise
as
a
concern
was
the
cutback
for
Lee
Highway,
it's
not
being
cut
back
to
nothing.
It
goes
on.
It
will
take
longer.
There
will
be
a
focus
on
a
node,
a
commercial
node
I,
don't
know
how
how
many
more
details
are
to
be
had
about
that.
But
I
do
want
to
point
out
two
things
that
are
of
concern
to
me.
One
is
that
redeveloping
Lee
Highway,
one
of
the
major
impulses
for
it,
is
to
help
it
redevelop.
M
It
wasn't
redeveloping
and
with
redevelopment
you
get
bigger
opportunities
for
more
revenue
coming
into
the
into
the
county.
I
won't
go
through
the
details,
exactly
I,
don't
think.
I
really
know
enough
to
be
able
to
do
that,
but
that's
the
point
of
redeveloping
to
bring
that
quarter
up
to
a
development
standard
to
match
some
of
the
others
that
we've
seen
successfully
redevelop.
We
saw
Columbia
Pike
had
a
problem,
and
so
we
instituted
the
form-based
code.
M
There
has
been
design
work
done
so
far
and
we
are
now
at
the
consultants
stage
when
we
had
our
conversation
with
the
manager
the
other
day.
I,
don't
know
whether
mr.
Schwartz
opined
this
or
it
popped
into
my
head
good
good
staff
take
on
some
of
the
work
doing
it
in-house
would
be
less
expensive
than
a
budget
outlay
for
a
consultant.
I,
don't
know
the
answer,
but
it's
a
question.
I
do
also
want
to
point
out
the
absolute
persistent
and
valiant
work
of
the
eighteen
civic
associations.
M
Associations
in
southeast
Arlington,
together
and
I'm
astounded,
by
that
the
amount
of
dedication
and
work
that
was
done,
perhaps
merits
less
of
a
cut.
I
guess
that's
what
I'm
suggesting,
but
I
did
want
to
point
out
that
they
have
really
gone
to
the
bat
over
five
years,
or
maybe
it's
maybe
it's
more,
and
they
continue
to
work
very
hard.
So
I
think
that
those
are
the
points
I'd
like
to
make.
Thank.
A
N
You
very
much
I
appreciate
the
opportunity
to
be
here
on
behalf
of
the
historical
affairs
and
landmark
Review.
Board
I
know
you're
all
aware
that
the
County
Board
adopted
an
historic
preservation,
master
plan
back
in
2006
and
it's
it
states
its
purpose
to
establish
proactive
priorities,
goals
and
objectives
for
the
county.
Historic
preservation
activities
been
involved,
the
historic
built
environment
and
also
to
reduce
a
number
of
other
things.
N
The
Arlington
zoning
ordinance,
in
addition,
is
directed
to
preserving
and
protecting
our
buildings
and
structures
and
properties
that
remind
us
visibly
of
our
historic,
cultural,
architectural
and
possibly
archaeological
heritage,
and
it's
there's
a
lot
of
important
information
and
and
impetus
for
looking
at
our
link.
What
what
has
been
an
Arlington
in
the
past
and
what
exists
today.
N
The
HLR
be
as
well
as
the
County
Historic
Preservation
program
staff
have
taken
these
charges
to
heart.
They
and
the
activities
both
start
preserving
direct
activities
and
historic
preservation.
Related
activities
have
expanded
significantly
over
the
the
past
several
years
and
while
the
Historic
Preservation
Board
I'm,
sorry,
the
HLR
be
considers
among
other
things
and
recommends
historic
designation
of
properties
and
looks
at
once.
They've
been
designated
the
appropriateness
of
exterior
changes,
and
this
is
done
with
a
great
deal
of
essential
input
from
the
start.
N
Preservation
staff
I'd
like
to
to
just
make
you
aware
of
and
describe
some
of
the
historic
preservation
related
matters
that
the
HLR
be
and
historic
preservation
staff
have
engaged
in
an
over
the
last
say
year.
They're
currently
40
arlington,
local
historic
districts
and
these
40
districts
actually
encompass
about
a
hundred
of
about
450
historic
properties
within
within
the
forty
districts.
N
One
of
the
projects
that
was
undertaken
and
mr.
Vyse
dad
was
party
to
a
Maywood
community
association
meeting
where
this
was
discussed
was
a
revision
of
they
may
would
historic
district
design
guidelines.
This
was
started.
Last
fall:
it's
ongoing
and
involves
members
of
the
hleb,
as
well
as
a
great
deal
of
work
by
the
historic
start.
Preservation
staff
and
part
of
this
is
looking
at
those
changes
as
exterior
changes
in
the
historic
district
that
can
be
done
administratively
by
the
staff
without
full
hll
review.
I'm.
N
Sorry,
HL
RB
excuse
me:
we've
got
some
other
projects
going
on
with
the
housing
conservation
districts.
Those
are
going
to
those
have
HL
RB
representation
on
them
on
the
group
and
as
well
as
the
the
staff
is
involved
world
war
1
task
force.
We've
had
HL,
RB
and
staff
persons
involved
in
that
there's
a
group
that
is
going
to
be
studying
the
historic
significance
and
the
legacy
of
fire
station
number
8
that's
getting
started.
N
We
have
been
involved,
but
the
Hib
ins
staff
and
a
number
of
site
plans,
particularly
recently
I'd,
like
to
bring
to
to
your
attention
one
new
approved
Market
Common
amendments
to
that
site
plan
recently
and
that
involved
and
a
building
called
out
for
preservation.
That
was
also
in
the
HRI
and
Clarendon.
The
engravers
building.
Several
meetings
have
been
held
relating
to
the
development
proposed
for
the
Red
Cross
site,
which
is
adjacent
to
both
the
Buckingham
historic
district
and
two
important
HRI
apartment
garden.
N
Apartments
would
feel
Commons
that
will
be
coming
before
you
before
too
much
longer.
There
been
several
meetings,
as
I
said
on
that
project.
We've
got
requests
from
Arlington
citizens
and
residents
for
historic
markers
and
for
namings
of
certain
sites
and
those
those
have
to
be
examined
by
both
the
hol
RB
and
the
staff.
N
I
noted
that,
on
the
proposed
budget,
there
are
no
proposed
requests
for
historic
preservation,
staff
and
I
still
want
to,
but
I
still
want
to
advocate
that
we
need
to
maintain
staffing
at
levels
that
are
going
to
enable
the
the
county
to
continue
to
carry
out
its
historic
preservation
mission.
We
have
a
very
highly
professional,
capable
and
widely
respected
historic
preservation
staff.
N
It's
the
fact
is
that
the
demands
on
the
staff
have
expanded
beyond
what
is
traditionally
considered,
considered
historic
preservation.
There
are
lots
of
community
and
county
processes
where
the
staff
expertise
is
called
for,
and
we
want
that
to
be
able
to
continue.
So
we're
hopeful
that
that
you
will
continue
to
maintain
our
historic
preservation
program
in
a
manner
that
enables
us
to
preserve.
What's
left
of
Arlington's
history,
thank
you.
I.
A
Overlooked
a
commission
one
of
our
most
important,
especially
a
budget
time.
We
have
the
fiscal
affairs
Advisory
Commission
represented
by
Tenley
Peterson
today,
I
think
it
makes
sense,
and
mr.
tuskie
was
suggesting
this
to
have
you
present.
If
you
wouldn't
mind
the
first
half
of
your
recommendations
on
planning
invite
you
to
join
us
again.
A
O
O
Its
facts
opinion
that
the
county
managers
proposed
budget
for
C
PhD
is
based
on
sound
fiscal
principles.
C
PhD
will
continue
to
be
able
to
do
its
job
effectively
with
this
budget,
as
mentioned
during
our
other
department
reviews.
We
support
the
county's
efforts
to
transfer
its
transfer
staff,
whose
positions
are
being
eliminated
to
other
vacancies
when
appropriate.
O
As
far
as
the
two
recommendations
related
to
C
PhD,
the
first
is
the
fact
recommends
that
the
County
Board
adopt
the
county
managers
FY
19
proposed
budget
for
C
PhD.
We
had
10
in
support
of
this
3
opposed
and
0
abstentions.
Supporters
of
this
recommendation
believe
the
county
manager
has
put
forth
a
prudent
budget
proposal
and
our
three
dissenters
felt
that
the
they'd
like
to
see
further
cuts
for
the
C
PhD
budget.
O
O
C
PhD
staff
indicated
that
the
proposed
$500,000
reduction
to
the
planning
process
budget
will
require
a
more
focused
and
reduce
scope
in
FY
19
and
will
lengthen
the
overall
planning
process
for
the
corridor.
One
affects
key
priorities:
is
spending
tax
dollars
strategically,
and
so
we
encourage
the
county
board
to
seek
additional
information
from
staff
about
the
needs
of
this
project.
For
example,
will
a
reduction
in
the
upfront
scope
and
a
lengthening
of
the
overall
planning
process
ultimately
lead
to
a
plan
that
costs
more
and
is
not
as
effective
as
it
could
be?
O
Additionally,
have
similar
planning
processes
that
the
proposed
funding
level
produced
the
desired
results
for
Lee
Lee
Highway
or
have
they
been
inadequate
and
we
didn't
feel
like
we
had
sufficient
information
to
opine
further
than
that.
The
dissenters
of
this
recommendation
believed
that
the
reduced
250,000
dollar
budget
is
adequate
to
produce
an
effectively
highway
plan
or
didn't
believe
that
a
plan
was
needed
at
all
and
then,
as
far
as
future
considerations,
we
had
some
notes
on
one
stop
arlington.
O
We
encouraged
the
county
board
to
dedicate
the
appropriate
resources
to
this
initiative
to
ensure
a
successful
implementation,
focusing
on
making
sure
the
remaining
implementation
costs
and
availability
of
funds
to
complete
the
project
is
there
since
the
development
cap
fund
capital
reserve
is
projected
to
be
at
zero
at
the
end
of
FY
19.
Looking
at
ongoing
operational
costs
related
to
the
new
one-stop
arlington
model,
we
mentioned
that
there
might
be
some
fee
increases
to
support
the
operational
costs
going
forward.
A
Very
helpful,
thank
you.
So
much
so
again,
colleagues
we'll
take
a
minute
to
discuss
this
phase
of
our
elements
of
CPA
cheese
budget
and
then
go
next
to
housing,
but
thank
you
to
our
Commission's
a
lot
for
us
to
dive
into
I.
Think
again,
we'll
try
to
organize
our
focus
to
begin
with,
some
of
the
budget
changes,
cuts,
reductions
in
a
couple
cases
additions
and
then,
of
course,
we'll
have
time
for
more
strategic
questions.
A
I
think
our
one
of
our
biggest
questions,
because
it's
one
of
the
biggest
impacts
before
us
is
one
that
both
our
Planning
Commission
representatives,
in
fact,
teed
up,
which
is
the
Lee
Highway
reductions
and
I,
know,
for
my
part,
too
I'm
very
interested
in
getting
my
head
around
the
implications
here.
I'm
gonna
start
actually
with
mr.
Dorsey,
though
who's
been
pretty
closely
involved
with
this
process.
To
get
that
conversation
going.
Thank.
G
You
miss
crystal
and
I
think
really
the
the
best
way
to
do
it.
Since
you
know
we're
talking
about
a
significant
half,
a
million
dollar
decrease
in
funding
is
to
have
a
little
bit
more
of
a
concrete
sense
of
how
we
actually
see
the
planning
process
working
for
lee
highway.
Given
the
given
the
changed
amounts
for
outside
consultants,
that's
sort
of
the
first
piece
if
you
go
pine
on.
G
P
P
That
produced
a
document
that
sets
the
stage
for
what
we
outlined
for
you
when
we
went
through
our
work
program
in
in
February,
and
if
you
recall,
we
divided
that
work
program
into
four
phases
involving
initial
phase
that
would
validate
refine
the
vision,
look
more
deeply
into
the
specific
sub
areas
or
character,
areas
that
are
along
this
four
plus
mile
corridor
and
develop
some
early
guiding
principle
to
help
public
and
private
investment
and
then
develop
some
early
scenarios
in
Phase
two.
That
will
look
at
both
the
corridor
wide.
P
The
network
transportation
related
issues,
various
community
and
public
services,
as
well
as
development
in
specific
targeted
areas,
use
that
as
a
fate
in
moving
into
Phase
three
to
develop
a
plan
and
recommendation
and
how
we
diplomat
that
plan
and
then
finally,
back
to
the
board
the
Planning
Commission
for
adoption.
So
we
laid
out
four
phases.
P
Those
phases
certainly
are
tailored
to
the
new
clinique
gives
alley
highway,
but
they
do
have
some
similarities.
Some
recent
recent
plan
of
efforts-
we've
done
if
you
remember
Columbia
Pike,
was
done
over
a
period
of
probably
a
decade
involving
two
major
planning
efforts,
first
to
focus
on
the
commercial
nodes
and
then
on
the
neighborhood
section.
So
there's
a
case
where
the
plan
was
segmented,
if
you
will
but
I
think
always
with
an
eye
on
the
implications
of
the
overall
corridor
in
the
planning
area
and
the
many
neighborhoods
involved
with
that.
P
So
thinking
about
how
to
approach
this
with
a
reduced
budget.
As
as
claude
indicated,
one
important
approach
would
be
to
begin
to
look
at
one
of
the
four
or
five
specific
target
areas
or
focus
areas
that
are
defined.
As
part
of
you
may
recall,
with
we
defined
both
a
larger
planning
area
to
give
context
to
the
work
that
we
do
as
well
as
the
actual
poor
study
area,
and
then
there
are
several
residential
edges.
P
If
you
will
they're
going
to
be
very
important
for
the
Lee
highway
corridor,
so
with
reduced
funding,
it's
correct
that
that
will
involve
more
time
if
we
divide
the
corridor
up
into
segments
in
the
budget,
we
looked
at
a
period
of
from
12
to
18
months,
with
with
a
more
focused
planning
effort.
If
we
divide
this
into
phases,
broader
phases
for
the
entire
corridor,
that'll
probably
be
at
least
three
to
five
years,
probably
more
towards
the
five
year
process.
P
Given
that
we'll
have
to
involve
our
staff
more
significantly
in
the
process
and
I
indicated
to
the
board,
then
we
presented
our
work
program
that
that
we
would
come
back
to
you
once
the
budget
was
adopted
with
a
revised
program,
and
we
intend
tend
to
do
that,
but
more
time.
It
requires
us
to
deploy
our
staff
differently
and
third
I
think
it'll
be
important,
that
we
take
some
time
and
look
at
how
we
approach
this
with
the
reduced
funding
for
the
expert
services.
It'll
be
important.
P
Help
shape
this
to
ensure
that
both
staff,
the
Lee
Highway
Alliance
and
many
in
the
community
have
been
involved
in
this
process.
For
so
many
years
have
a
good
understanding
that
we
take
the
right
approach.
So
there
are
several
alternative
ways
we
can
tackle
this,
but
one
is
that
we
have
to
maintain
a
good
understanding
of
how
more
detailed
and
focused
area
planning
and
one
or
more
of
these
commercial
nodes
or
sections
really
ties
together
with
the
overall
corridor
planning.
So
we'll
have
some
work
to
do
would
have
to
come
back
to
the
board.
P
With
a
revised
work
program
is
claude
indicated.
We
did
put
the
request
proposal
on
the
street
several
weeks
ago,
that
is
in
part
so
that
we
wouldn't
lose
time
and
because
the
community
really
wants
us
to
proceed
with
this-
and
we
said,
may
is
the
point
in
time
where
we
complete
the
consultant
selection
process
and
bring
the
team
under
contract
and
come
back
to
the
manager
and
the
board
with
the
actual
charge
and
kickoff.
So
we
could
begin
in
the
summer
with
the
reduced
budget.
P
P
This
really
exciting
work
program
and
we've
indicated
to
them
that
there
could
be
a
budget
adjustment
and
we
will
come
forward
with
an
amendment
or
an
addendum
to
the
contract.
So
we've
worked
that
into
the
schedule
so
that
if,
in
fact
we
have
to
take
a
hard
look,
tighten
our
belt
and
and
rethink
the
process
and
scope,
we
can
do
that,
but
hopefully
continue
to
move
forward.
How
does
this
relate
to
budgets
with
other
planning
processes,
given
that
we
have
a
almost
four
and
a
half
five
mile
long
corridor?
P
It's
a
very
ambitious
project
and
we've
tried
to
focus
the
consultant
services
towards
those
areas
that
we
as
staff,
both
from
planning
urban
design
and
the
other
departments
will
be
part
of
this
team
will
need
support
to
address.
So
it's
hard
to
compare
this
to
a
Rosalind
sector
plan
or
a
Crystal
City
sector
plan,
or
maybe
even
the
Columbia
Pike
plan
of
a
number
of
years
ago,
where
we
broke
it
into
two
large
parts.
We
think
we
have
the
right
work
program
and
the
right
approach
as
we
move
forward.
A
P
It
could
in
again
that's
why
I
think
the
director
is
pointed
in
that,
if
you
recall
the
planning
area,
the
core
planning,
area
or
study
area
is
really
a
group
of
five
sub
areas
and
so
deciding
which
of
those
sub
areas
we
should
move
forward
with.
If
there
was
a
reduced
budget,
we
would
have
to
do
that
and
again
prepare
an
addendum
to
seek
the
right
balance.
A
consulting
service.
A
L
I
could
add,
I
think
they're
still
going
to
be
some
work
and
if
there
is
a
reduction
to
250
we're
going
to
need
to
go
back
and
really
think
through.
What
that
revised
scope
might
look
like
I
think
what,
at
this
stage
is
we're
providing
some
options
to
consider
whether
just
focusing
in
on
the
commercial
areas
we're
taking
a
larger
segment
of
a
smaller
segment
of
Lee
Highway
and
doing
that
and
over
a
period
of
years,
just
there's
still
some
work
that
we
needed
to
do
to
figure
that
out.
We
started.
P
A
P
Well,
as
focusing
on
one
or
more
of
these
smaller
areas
that
might
be
selected
because
just
strategically
it's
where
some
growth
pressures
being
occurred
with
curry
and
so
on,
so
we're
prepared
to
do
that
and
again
we
we
like
to
do
that
in
a
way
that
will
ensure
that
we
can
maintain.
As
close
as
we
can
the
schedule
we
presented
to
the
county
board
at
our
work
session.
Recently,
okay,.
A
One
other
thing
that
would
be
helpful
for
me
to
understand
and
I
really
appreciate
mr.
Williamson's
point
just
now
that
actually,
this
is
an
illustrative
example
of
one
approach
that
you
could
do
to
reduce,
but
it
isn't
necessarily
the
approach,
but
one
of
the
things
that
would
help
me
understand
the
landscape
of
potential
approaches.
Can
you
tell
a
little
more
say
a
little
more
about
the
difference
between
what
staff
can
do,
because
the
the
the
staff
time
allocated
in
the
work
plan
that
we
talked
about
a
month
ago?
A
P
Staff
has
a
number
of
strengths,
as
the
board
knows,
whether
it's
land-use
planning,
looking
at
zoning
tools
or
urban
design
team
compiling
research
we
bring
all
of
those
together,
as
well
as
the
the
talent
experience
from
the
other
departments,
whether
it
deal
with
transportation,
our
Parks
and
Recreation
other
other
community
facilities.
So,
once
again,
we'll
have
a
very
strong
team
and
talented
team.
P
We
look
for
applying
the
consulting
dollars
to
areas
such
as
what
are
the
challenges
to
address
development
or
redevelopment
or
conservation
of
these
very
small
commercial
properties.
What
is
the
economics
of
that?
What
are
some
of
the
best
practices
that
might
be
applicable
to
the
quarter?
This
is
a
very
unique
area
and
it
has
many
differences
from
Columbia
Pike
and
certainly
our
metro
transit
corridors.
The
transportation
side
of
this
is
also
unique.
P
H
It's
certainly
not
going
to
be
the
last
time
that
we're
going
to
wrestle
with
this
question
of
how
do
we
put
resources
into
something
that
we
know
we
can
all
agree
is
a
great
idea
and
we
just
don't
seem
to
have
the
resources.
But
yet
it's
you
know.
This
is
a
I,
almost
look
at
it.
It's
like
it's
it's
seed,
money
right
because
we
have.
H
We
have
property
owners
along
the
corridor
that
are
chomping
at
the
bit
to
move
forward
with
some
redevelopment
we
have
a
community
that
has
spent
a
great
deal
of
effort,
as
has
been
you
know,
described
already
to
get
us
to
where
we
are
now.
So
what
what's
our
obligation
here
to
move
this
push?
This
forward-
and
it
occurs
to
me
that
this
is
not
it's
not
only
a
resource
issue.
It's
also
an
it's
an
approach
and
that's
where
I
think
you
were.
You
were
going
as
crystal
is:
what
are
the
other
options
for?
H
You
know
when,
when
you
look
at
the
Ballston
sector
plan
and
there's
not
a
lot
of
pretty
pictures,
it's
more
it's
you
know:
hand-drawn
shading,
right,
cross,
hatching
and
arrows
that
show
transitions
of
height
and
that
might
be
rolling
it
back.
A
little
farther
than
we
want
to
go
but
I'm
trying
to
just
illustrate
that,
maybe
we
don't
necessarily
need,
maybe
we're
trying
too
hard,
and
and
this
idea
that
we
have
to
have
this
five
year
process,
which
then
I
think,
inevitably,
everything
always
takes
longer
and
cost
more
right.
H
So
so,
if
we're
launching
out
now
thinking
that
we're
launching
on
a
five
year
process,
that
really
means
we
are
looking
at
more
than
that.
I
won't
throw
a
number
out
there
right.
Meanwhile,
the
developers
are
not
gonna
want
to
wait
for
us,
and
I
also
do
want
to
make
sure
that
part
of
this
conversation
it's
it's
not
just
doing
the
plans
and
getting
the
vision.
H
It's
about
the
tools,
because
I
think
it's
no
surprise
to
anyone
and
I
think
we're
all
and
and
in
many
ways
of
like
mind
of
this,
that
we
need
new
tools
to
get
different
kinds
of
housing,
different
kinds
of
development
in
this
corridor,
then
what
we
are
getting
elsewhere
in
the
county.
So
not
only
is
it
the
planning
process,
it's
also
getting
to
the
implementation,
part
of
it
and
and
and
developing
those
new
tools.
H
So
I
am
very
interested
in
my
question
is:
are
there
other
models
that
would
allow
us
not
to
let
the
perfect
be
the
enemy
of
the
good,
but
to
move
things
faster,
because
resources
is
a
function
of
time
and
it's
a
function
of
you
know
what
you,
what
you
get
in
those
plans
but
move
things
along
in
a
faster
way
at
lower
cost,
recognizing
that
maybe
we're
not
able
to
hit
all
of
the
details
that
we
might
prefer
to.
But
we
get
the
big-picture
stuff
right.
P
One
was
the
right
one
for
for
Lee
highway,
which
is
highly
diverse
in
terms
of
the
various
interests,
various
civic
associations,
the
current
land
use
pattern
and
so
on
board
member.
You
know
this
planning
director
certainly
wants
to
ensure
that
we
can
be
as
dynamic
and
as
focused
in
our
planning
efforts.
As
you
know,
community
engagement
in
Arlington
is
a
leading
aspect
of
what
influences
our
planning
process
has
been
for
years,
finding
new
ways
to
approach
that,
or
will
be
part
of
this.
P
This
work
program,
one
of
the
ways
we've
structured
the
RFP,
is
to
seek
out
from
some
of
the
best
planning
and
urban
design
firms
in
the
country
in
terms
of
how
they
might
approach
this
to
see.
If
there
are
better
practices
or
best
practices,
that
that
could
it
form
this
effort
and
that's
part
of
why
we
look
for
that
partnership
with
consultants
that
have
done
great
work
regionally
and
nationally
to
work
with
our
local
team.
P
So
we
agree
that
we
should
do
all
those
things
and,
most
importantly,
it
better
be
about
implementation,
not
just
the
vision
but
implementation
in
terms
of
how
we
deploy
the
right
tools
that
fit
lehigh
way
and
not
just
an
application
of
current
zoning
and
other
other
options.
So
we'll
have
a
chance
to
work
on
that
and
I
just.
L
Want
to
add
on
that
I
really
appreciate
your
your
comments.
I
would
say,
based
on
my
experience,
I,
don't
know
if
there's
any
magic
bullet
in
terms
of
any
special
planning
process
out
there.
That
gets
us
to
where
you
were
talking
about
it's
my
understanding
that
the
scope
of
this
original
proposal
at
750
was
I,
think
trying
to
get
to
where
you
were
heading
in
terms
of
identifying
or
establishing
some
of
the
funnel
approaches
to
planning
what
is
the
appropriate
land-use?
L
What's
the
appropriate
heights,
what's
the
appropriate
transportation
solutions
for
the
for
any
future
density,
it
was
really
trying
to
get
to
some
of
those
fundamental
questions
and
again
that
was
a
$750,000
proposal
for
round
a
two-year
process
and
we
did
as
Bob
say
we
did
work
with
a
community
group.
It's
important
stakeholders
to
help
us
get
to
that
scope.
In
fact,
I
think
some
of
the
feedback
that
we
originally
had
gotten
that
they
wanted
to
go
deeper,
but
I
think
our
approach
to
lis
highway
was
more
fundamental
it.
L
It
was
really
going
to
be
a
more
first
generation
plan.
Some
of
the
plans
that
you
had
just
talked
about
about
when
we
started
the
original
planning
of
the
RV
corridor.
We
were
going
to
get
to
those
kind
of
foundational
recommendations,
and
that
was
actually
at
the
scope
of
work
that
that
was
originally
proposed.
I.
L
E
What
seems
to
me
and
I
think
you
clearly
know
what's
important-
is
that
you
all
come
up
with
a
strategy
of
if
this
is
what
you've
got
what's
most
important
to
do
right.
So,
as
mr.
Getchell
mentioned,
you
know,
parently
they're
developers
right
they're
like
ready
to
go,
we
wanna
make
sure
they
don't
like
move
forward,
doing
something
that
we
don't
want
them
to
do
so.
Mr.
Wilson,
do
you
want
to
just
talk
a
little
about
how
you're
gonna
strategize
on
on
this
and
what
you
don't
well.
P
L
E
E
Originally,
you
were
think
of
two
years,
so
the
750
was
for
two
years
so
we're
doing
one
year
here.
So
you
cut
that
in
half,
that's
not
cutting
it.
Maybe
you
know
you
put
in
money
next
year
right
to
do
more,
I
hope.
So
yes,
so
the
important
thing
is
getting
the
the
phasing
and
I
guess
all
I
would
like
it
as
you
get
down
there
and
I'm
sure
you
will
do
that
down
the
road
down
the
pike,
no
pun
intended.
You
may
find
that
G
for
just
another,
ten
thousand
or
another
fifteen
thousand.
E
We
could
like
really
do
this
right.
I
presume
you'll
come
back
to
us
to
the
manager
somewhere,
you
know
cuz,
you
just
work
to
some
extent
we're
pulling
a
number
out
of
hat
and
I
just
want
to
make
sure
you
know,
and
if
you
have
an
idea,
should
there
be
just
a
little
bit
more
given
they're
willing
to
do
it.
I
don't
want
to
have
us
just
set
an
artificial
thing
that
you
can't
do
that
or
anything
more
and
all
of
a
sudden.
It
would
make
much
more
sense
to
spend
a
little
bit.
P
I,
thank
you
for
those
those
concerns.
I
just
want
to
reassure
that.
We
have
thought
about
this
scope
and
budget
very
carefully
and,
as
is
the
directors
indicated,
we
worked
with
the
many
stakeholders
to
be
involved
in
this
process,
and
so
we
we
know
how
ambitious
this
effort
is.
We
know
that
the
proposed
funding
is
significant,
but
we
think
we
had
the
right
balance
and
in
the
right
approach,
but
can
we
subdivide
that
or
approach
that
in
a
phased
way?
L
I
would
just
add
that
you
know
over
the
course
of
several
years
our
experience
working
with
consultants,
whether
it's
Columbia
Pike,
whether
it's
Crystal
City,
whether
it's
Rosslyn
we
do
have
a
really
good
sense
of
what
how
much
consultants
cost
and
what
the
work,
what
it
takes
to
do.
The
work
thank.
E
D
One
of
your
earlier
observations
was
looking
at
new
tools
and
I'm,
just
wondering
if
the
tools
that
we
might
is
maybe
one
what's
the
right
word
I,
don't
want
to
say
saving
grace,
but
is
there
an
opportunity
here,
maybe
to
first
focus
on
those
tools
which
might
not
only
be
productive
to
examine
for
Columbia
Pike
but
for
applications
in
other
parts
of
the
county
as
well?
In
other
words,
but
if
we
do
this
on
Columbia
Pike,
is
there
a
variation
that
would
work
for
Lee
Highway?
Rather?
D
So,
for
example,
one
thing
that
has
been
discussed
in
the
in
the
very
lively
and
productively
highway,
Alliance
conversations
that
have
gone
on
for
several
years
now
is
whether
or
not
we
need
some
sort
of
site
plan
light
process,
because
right
now
you
know,
site
plan
applications
take
a
long
time
to
process.
They
take
a
long
time
to
put
together
a
lot
of
money,
hundreds
of
thousand
dollars
for
consultants
and
architects
and
legal
fees
and
so
forth.
So
just
give
me
your
thoughts
in
that
regard.
Thank.
P
You
board,
member
right,
it's
a
it's
a
great
question
and
observation.
One
thing:
I
want
to
say
that
Lee
highway
is
not
the
Roslyn
Boston
corridor
or
Pentagon
City
or
Crystal
City
or
Columbia
Pike.
It
is
very
unique
and
one
thing
we
heard
do
the
visioning
process.
We
don't
want
to
create
another
Clarendon,
for
example,
and
that's
not
the
intention
in
this
plan.
The
plan
is
to
recognize.
We
have
small
commercial
areas
that
might
provide
opportunities,
as
they
do
today
for
mixed-use
at
a
scale
and
character
that
reflect
the
surrounding
residential
areas.
P
That
is
going
to
require
some
new
tools
and
we're
going
to
have
to
maybe
reinvent
how
we
do
some
things
and
that's
I,
think
an
important
part
of
this
plan.
It
has
to
be
a
moat
one
of
the
key
elements
or
outcomes
from
the
planning
effort.
Ideally,
I
hope
that
it
will
have
application
elsewhere
will
have
application
in
our
corridors
will
have
application,
maybe
some
of
our
other
larger
but
smaller
commercial
districts
as
well.
That's
something
we
need
to
focus
on,
and
the
staff
is
certainly
committed
to
doing
that.
Great.
D
That's
I
appreciate
your
your
response.
My
only
other
question
on
Lee
Highway
is
as
you
as
you
strategize
about
you
know.
Do
we
take
a
segment
approach?
You
know
from
X
Street
to
Y
Street
or
maybe,
if
we
look
at
specific
functions,
first
or
however,
we're
going
to
do
this.
What
what
are
your
preliminary
thoughts,
at
least
about
tapping
the
expertise
of
the
Planning
Commission
and
the
Lee
Highway
Alliance,
and
having
those
conversations
with
with
key
stakeholders
and
community
members
as
a
prelude
to
making
a
recommendation?
Oh.
P
That's
that's
absolutely
what
we
will
do
the
concept
or
the
approach
we
laid
out
from
this.
We
had
an
group
of
members
of
Lee,
Highway,
Alliance
and
other
key
stakeholders
work
with
us
to
test
this
out
and
to
to
think
through
what
the
best
approach
would
be.
As
as
claude
indicated,
we
tried
to
keep
this
work
program
focused.
P
There
was
interest,
even
broadening
it,
but
I
think
we've
got
it
in
the
right
scale,
but
this
process
won't
occur
unless
it
has
the
strong
support
engagement
of
the
Alliance,
who
really
got
us
here
in
a
large
part,
while
our
staff
certainly
supported
and
worked
with
that
effort
moving
forward,
but
it
will
require
their
engagement
and
certainly
all
our
boards
and
commissions
in
the
Planning
Commission
and
the
Transportation
Commission
moving
forward.
Thank
you
back.
G
You
yes,
so,
as
we
think
about
this
has
all
been
very
helpful
in
helping
me
further
envision
the
path
forward,
but
within
the
RFP
that
was
put
on
the
street,
there's
a
substantial
amount
of
work,
that's
kind
of
public
facing
and
along
the
lines
of
civic
engagement,
public
education,
public
presentations.
Is
there
an
opportunity
to
utilize
an
existing
civic
vehicle
like
the
Lee
Highway
Alliance,
to
presumably
at
a
lower
dollar
per
our
cost
than
an
outside
consulting
firm
to
actually
deliver
some
of
the
same
items
at
a
reduced
cost?
P
Rfp
really
notes
that
one
of
the
first
products
will
develop
before
we
launch
this
process
will
be
a
very
thorough
communication
strategy
and
plan.
And
again
each
of
those
plans
is
different
based
on
the
stakeholders,
the
area
and
the
complexities
of
the
program.
The
Lehigh
alliance
will
play
a
role
in
this,
certainly
that
they
will.
P
Our
staff
plays
a
central
role
and
that
outreach
to
the
consultant
team
can
also
play
a
role
providing
us
with
resources,
but
when
it
comes
to
having
our
staff
on
the
ground,
their
knowledge
and
working
relationship
with
property
owners
and
the
various
civic
associations
and
community
processes
will
play
a
central
role.
But
we
have
to
do
it
in
partnership,
so
developing
that
communications
plan
will
give
us
a
chance
to
put
that
together
and
certainly
that
will
inform
the
larger
process
as
well.
G
Mean
I
think
I
got
what
I
needed
there
just
I
guess
getting
up
before
is
mr.
Williamson
said
the
RFP
was
put
together
in
the
scope
of
work
based
on
a
vast
experience
of
knowing
what
these
things
cost
built
into.
That
were
a
number
of
publicly
facing
things,
ranging
from
presentations
to
Commission's
and
community
groups,
public
education
sessions
interviews
with
stakeholders.
G
The
question
is:
do
we
think
that
we're
gonna
find
a
potential
for
savings
if,
instead
of
having
a
outside
consultant,
perform
a
lot
of
that
work
that
we
actually
leverage
the
existing
infrastructure
of
the
Lee
Highway
Alliance?
That
could
probably
deal
with
a
little
bit
cheaper
and
that's
that's
really.
The
source
of
the
question.
A
P
Yeah,
the
Alliance
will
certainly
play
an
important
role
in
our
engagement
strategy.
For
many
reasons,
when
we
select
a
team
to
be
our
partner
in
the
planning
process,
we
negotiate
a
number
of
elements
of
the
scope
before
we
enter
into
an
agreement,
how
we
approach
the
communication
strategy,
what
the
roles
are
of
the
consultant
team
versus
our
staff,
who
are
very
skilled
at
outreach
in
communication
and
the
other
stakeholders
like
the
Alliance.
That's
something
we'll
put
together
and
that'll
help
inform
our
final
budget
in
scope.
L
At
every
opportunity,
if
I
could,
if
I
could
add,
I,
think
we
it's
hard
to
answer
that
question
right
now,
I
think
we
would
have
to
go
back
and
kind
of
explore
that
and,
like
Bob
said
the
the
LH
a
is
going
to
be
intricately
involved
in
this
process,
whether
we
use
them
as
a
stake
holder
or
we
use
them
as
a
consultant.
We
it's
hard
to
answer
that
question
right
now
and
we'd
have
to
go
back
and
figure
that
out.
A
H
I'm
actually
just
gonna
make
a
quick
observation
and
then
I
know
you
want
to
kind
of
summarize
and
move
on.
But
the
observation
is:
is
this
I
think
mr.
Dorsey
I
very
much
support
your
your
live
of
questioning
theirs,
which
is?
How
can
we
leverage
the
community
resources
that
we
have
I?
Think
that
what
I
am
most
fearful
of?
H
Time
is
not
on
our
side.
In
terms
of
that
cohesion,
people,
change,
people
come
and
go
players.
You
said
so
I'm
worried
about
the
time
aspect
of
it.
But
I
am
also
keenly
aware
now
that,
as
somebody
who
ran
an
entire
campaign
to
get
to
this
table
based
on
civic
engagement,
that
be
careful
what
you
ask
for
right,
because
I'm
hearing
a
lot
of
pushback
from
you
guys
and
I
appreciate
it,
because
you're
trying
very,
very
hard
I
think
to
respond
to
and
it's
and
it's
not
just
me
and
and
how
I
got
here.
H
How
all
of
us
in
many
ways
talk
about
civic
engagement
and
I,
really
want
to
double
down
on
the
notion
and
try
and
reinforce
that
it
is
a
bout.
It
needs
to
be
about
quality
of
civic
engagement
and
not
quantity
and
sometimes
I
think
we
get
caught
up
in
quantity
and
how
many
meetings
do
we
have
and
how
much
do
you
do
we
cogitate
over
ideas
and
plans
and
all
that
and
that
actually
is
not
quality?
Civic
engagement.
H
It
only
sometimes
exasperates
people
because
they
feel
like
they're,
not
being
heard
and
there's
a
difference
between
being
heard
and
being
agreed
with
or
explaining,
and
communicating
to
people.
Why
we're
doing
things
that
we're
doing
so
I'm
only
I've
taken
enough
time
and
think
you
man
chair,
but
I,
just
want
to
double
down
on
that
that
it
needs
to
be
about
quality,
not
quantity
and
I'm,
open
to
any
ideas
about
how
we
leverage
what
we
have
really.
A
Well
put,
and-
and
this
is
a
conversation
we've
been
having
in
context
of
individual
community
facilities,
planning
processes,
I
think
pretty
extensively.
We've
we've
really
seen
the
cost
of
doing
those
grow
over
the
last
few
years,
all
not
only
well
intentioned,
but
some
of
it
board,
driven
in
terms
of
our
direction
about
the
level
of
engagement.
We
expect
one
of
the
things
and
I'm
going
to
try
to
get
pretty
specific
in
terms
of
a
request
for
follow-up
information.
That
I
think
could
help
us
recognizing
how
unique
this
corridor
is.
A
It
would
nevertheless
be
helpful
to
for
me
to
see
what
we
spent
on
the
Columbia
Pike
planning
process.
Then
both
phases,
if
you
want
to
do
an
inflation-adjusted
or
we'll
just
do
our
level
best
to
kind
of
estimate
that
but
I
think
that
would
be
a
pretty
helpful
benchmark
for
us.
I
recognize
that's
not
one-to-one
by
any
stretch,
but
in
terms
of
how
we've
seen
that
level
of
engagement
grow.
That
could
be
a
helpful
piece
of
information.
We'd.
D
If
I
could
just
add
a
footnote
to
that,
I
think
it
would
also
be
helpful
as
a
data
point
to
look
at
the
more
recent
planning
process
in
terms
of
what
we
spent
on
four
mile
run.
So
far.
Honestly,
some
of
the
comments
that
my
colleague
mr.
gut
Shah
made
you
know
I
can't
read
anybody's
mind,
but
certainly
some
of
the
themes
you
struck
could
be
extrapolated
to
four
mile
run.
D
A
Right
I
am
gonna,
wrap
us
up
I'm,
we're
cognizant
that
we've
got
about
an
hour
left.
We
have
the
balance
of
everything
we
heard
from
planning,
as
well
as
housing
still
ahead
of
us,
so
I
actually
would
love
to
just
exercise
some
prerogative
here
and
ask
one
other
question
that
I
had
a
little
bit
weedy.
This
is
on
webpage
759
I'm,
looking
at
regarding
the
code
enforcement
position,
changes
we
know
and
I
see
mr.
green
here
and
we're
thankful
for
his
time.
G
E
P
A
I
wanted
to
call
our
attention
to
this
page,
so
it's
eliminating
the
supervisor
but
converting
a
portion
of
the
salary
savings
to
a
part-time
position
responsible
for
civic
engagement
activities.
Could
you
just
help
us
and
I
know
mr.
Williamson
mention
is
over
you?
Could
you
help
us
understand
a
little
more
functionally
what
that
means?
Maybe
I
won't
get
a
response
as
fast
to
an
individual
submission,
but
if
my
neighborhood
group
has
questions
about
code
enforcement
and
how
it
works,
I
might
get
a
faster
response
to
that.
Q
It
is
not
it's
not
allocating
half
of
it
to
civic
engagement,
I
think
they
intended
that
a
slide
is.
We
are
basically
taking
a
full-time
Supervisor
position,
making
a
part-time
and
what
we
wanted
to
communicate.
That
really
reduces
our
capability
to
do
civic
engagement
by
almost
50
percent.
One
of
the
things
that
we
have
done
over
the
years
is
to
make
sure
that
we
do
code
enforcement
by
educating.
Q
A
Q
G
Because
you
know
it
was
some
of
this
work
was
a
hallmark
of
the
presentation
and
the
work
session
that
we
had
with
you,
mr.
green
earlier,
before,
without
getting
into
personal
personnel
matters.
Is
this
one
of
these
service
delivery
efficiency
proposals?
Is
this
strictly
budget
savings?
Is
this
to
reflect
the
needs
of
the
employee
who
was
shifting
and
we
recognized
an
opportunity
to
achieve
savings
with
the
position?
What's
the
rationale
here
and.
Q
Probably
more
of
a
savings
because
of
the
of
the
mandate
about
the
savings.
The
position
currently
is
vacant.
The
person
that
had
the
position
just
recently
retired-
and
we
were
in
this-
we
actually
looked
at
potentially
eliminating
the
entire
position
too,
but
but
that
was
very
difficult
because
part
of
our
success
story.
Q
G
So
then,
a
technical
question
is
a
follow
up.
I
have
no
idea
whether
or
not
it's
gonna
be
easy,
or
not.
To
fill
this
position,
the
scope
of
work
with
a
part-time
employee
in
the
event
that
it
proves
difficult.
Can
we
expect
that
at
some
point
mr.
manager
you'll
come
to
us
with
an
awareness
of
that
challenge
so
that
we
can
look
at
the
feasibility
of
either
restoring
it
to
a
full-time
or
eliminating
it?
As
was
the
initial
flaw.
B
I
will
come
to
you,
but
I
can
assure
you
that
these
gentlemen
to
my
right
will
have
come
to
me
earlier
than
then
I
will
come
to
you
and
make
that
clear
that
the
recruitment
challenge
might
be
overwhelming
to
get
someone
to
fill
it
in
on
a
part-time
position.
But
right
now,
I
will
just
have
to
see
I.
D
So
I
appreciated
your
your
your
first
question
in
this
regard.
Mr.
crystal
so
just
a
refinement
of
this
in
terms
of
code
enforcement,
so
one
of
my
frustrations
and,
as
you
know,
we
actually
had
a
work
session
on
this
last
year
and
I
very
much
appreciated
the
candid
conversations
we
had
was
code
enforcement
with
respect
to
blighted
properties,
abandoned
properties,
houses
that
have
been
derelict
for
literally
years
with
leaky
roofs
with
weeds.
D
You
know
almost
to
the
skies,
unsafe
properties,
boarded
up
properties,
abandoned
properties
and
so
forth.
Now
I
realized
that
that,
in
all
likelihood,
you
need
to
give
priority
to
code
enforcement
questions
with
regard
to
occupied
properties,
because
maybe
that's
more
imminent,
for
you
know
for
health,
safety
and
welfare,
but
I'm
just
wondering
about
the
the
potential
reduction
here
and
how
that
might
impair
the
ability
of
the
department
to
deal
with.
Q
Gonna
start
it
and
turn
it
over
to
mr.
green
part
of
this
strategy.
Actually
this
year
has
been
for
us,
and
mr.
green
have
talked
we're.
Gonna,
probably
bring
some
properties
blighted
properties
before
the
board.
You're
working
on
that
list
to
some
degree
attained.
The
having
disposition
may
affect
the
timeliness
of
what
we
want
to
do,
but
but
we
attempt
our
attempt
our
direction
in
blighted
properties
getting
the
owner
to
do
that,
but
so
that
takes
a
legal
effort.
Sometimes
it
takes
longer
than
anybody
cares
to.
Q
But
in
order
to
take
a
simple
single-family
blighted
property,
it
takes
an
investment
on
our
end
or
roughly
sixty
to
seventy
thousand
dollars
to
take
that
building
done
and
restore
it
like
a
piece
of
land.
That
is
not
the
kind
of
funding
I
have
in
my
budget,
so
that
needs
to
be
appropriated,
but
I
think
earlier
earlier
last
later
last
last
year,
mr.
green
I
had
lots
of
Commerce
a,
but
this
has
come
up
mr.
Vyse,
that
is
special
about
you
that
we
are
actually.
Q
We
are
prepared
to
bring
some
of
these
properties
that
we
are
not
able
to
proceed
with
the
legal
system
and
see
what
happens
literally
see
happen
is
a
longer
process.
We
have
to
go
before
the
Planning
Commission,
but
we
haven't
started
some
preliminary
discussion
with
the
County
Attorney's
Office
on
that.
Okay.
D
Well,
I
appreciate
you
know,
maybe
some
new
approaches
that
we
might
be
able
to
take
in
some
innovation,
because
I
recall
the
property
on
South
Buchanan
Street,
where
you
know
it
took
the
involvement
of
our
Commonwealth's
Attorney
to
finally,
you
know:
take
it
up
a
notch
in
terms
of
you
know
the
criminal
system,
so
you
know-
and
we
still
by
the
way
mr.
manager
need
to
have
that
follow-up
conversation
between
code
enforcement
and
the
Commonwealth's
Attorney
I'm.
D
R
S
I
did
want
to
add
to
one
quick
comment
and
it
was
something
that
was
decided
about
vacant
versus
occupied
properties
and
priorities.
Actually,
a
vacant
property
can
present
more
of
an
attractive
nuisance.
We
don't
know
what's
going
in
our
focus,
despite
the
change
caused
by
the
budget
impacts
is
still
the
safe
initiative
to
safe
occupancies
initiative.
That's
what
we're
focused
on
to
make
sure
that
people
are
safe
in
their
homes
and
places
of
business
and
that
won't
change.
That's
an
outcome
that
we
intend
to
see
through
and
we've
met.
A
H
H
Thought
I
understood
that
that
very
commonly
what
we
tell
our
community
members
is
that
enforcement
is
complaint,
driven
that
you
that
you
guys
generally
you
you
know,
you're
not
going
out
necessarily
roaming.
Looking
for
issues
that
it's
when
you
get
a
complaint
and
then
you
go
follow,
follow
up
on
it.
S
Actually,
that's
been
some
confusion
over
the
years
with
how
zoning
enforcement
works
and
how
code
enforcement
works.
Our
proactive
work
in
the
community
involves
some
community
surveys,
the
Virginia
maintenance
code
and
Institute's
a
requirement
for
buildings
to
be
maintained
under
the
cope
I
wish
they
were
built.
So
we'll
do
Street
observations,
obvious
things.
H
So
you,
in
your
answer
to
mr.
Vyse
that
just
a
moment
ago,
you
referenced
sort
of
public
safety
as
a
main
focus,
but
we
don't
have
what
we
have
a
supporting
measure
here
of
a
number
of
private
properties,
clean
the
refuge
and
garbage
and
vegetation
trimmed
as
part
of
an
enforcement
initiative.
So
15
estimated
this
year,
15
properties,
total
number
of
hoarding
cases,
27,
certainly
I,
think
the
hoarding
cases
would
it
would
in
would
include,
wouldn't
invoke
public
safety
yeah.
There
are
other
other
measures
of
other
way
other.
What
other
kinds
of
things?
H
How
do
I
have
a
sense
of
those
30
100
cases,
because
right
because
to
put
it
obviously
27
hoarding
cases
out
of
30
100
is
a
relatively
small
percentage
and
wouldn't
require
13
FTEs.
So
what
how
do
I
know
what
else
you're,
what
you're
doing
the
of
those
3100?
How
that
is
getting
into
public
safety
versus
hey,
you've
got
you
know,
peeling
paint
on
the
side
of
your
house,
which
you
know
is
I
know
you
guys
manage.
Q
Gotcha,
unfortunately,
you
weren't
privy
to
the
board
session
on
this,
but
what
we
are
realizing
is
you
know
people
when
I
took
this
position
11
years
ago,
people
thought
code
enforcing
is
all
about
single-family
dwelling.
What
we
are
finding
is
really
deterioration
of
multifamily
dwellings,
the
ones
that
were
built
in
the
1980s
of
pre
1980s.
We
might
identify
balconies
that
are
failing
a
lot
of
multi-level
storey
buildings.
We
deal
with
condominium
associations,
so
our
our
nature
of
our
work
has
transformed
itself
from
somebody
having
a
tall
grass.
Q
Only
of
peeling
pain
to
really
getting
into
very
complex
buildings
or
shopping
centers
are
are
a
rental
properties.
Actually,
from
our
perspective,
they
are
not
a
problem
because,
with
the
high
cost
of
rent,
they're
very
well
maintained,
but
finding
the
some
more
condominium
buildings,
some
of
the
older
ones
are
really
starting
that
we
have
to
look
at
they're
very
closely.
We
walk
into
parking
garages
parking
garages,
don't
remain
forever.
Q
You
know
every
15
years,
concrete
parking
garages
need
to
be
totally
overhauled
and
repaired
as
we
see
in
our
own,
so
the
nature
of
our
work
has
really
changed.
So
those
that
you
see
as
proactive,
we
work
very
closely
with
condo
associations
on
the
commercial
vacant
buildings
in
Crystal
City
that
may
Harbor
some
degree
of
dangerous
situation
for
people
walking.
We
were
more
than
happy
to
to
provide
your
list
the
nature
of
the
what
those
what
those
complaints
are
about.
I.
H
Think
that
would
be
helpful
for
me
personally
because
and
and
I
know,
that
I
know
that
there's
a
much
much
more
that
meets
the
eye.
But
in
terms
of
just
for
me
how
I'm,
starting
to
absorb
all
of
this
I
mean
I'm.
Just
gonna
know
that
there's
13ft
ease
here
very
important
work
and
16
FTEs
and
comprehensive
planning
that
we
were
just
talking
about.
You
know
for
all
the
things
that
we
want
to
do
and
planning
point
of
view.
H
E
Historic
question
so
we're
gonna
but
I
do
want
to
just
send
a
bouquet
to
this
gentleman,
because
you
only
see
people
when
they're
angry
and
upset
either
you're
enforcing
something
they
don't
want,
enforced
or
you're,
not
enforcing
something
they
want
you
to
enforce
and
thank
you
for
all
you
do
because
you
helped
keep
us
safe,
really
appreciate
it.
Thank
you.
Thank
you.
So
quick
historic
question
which
I
don't
know
who
it
goes
to
so
in
1920,
Alexandria
County
was
named
Arlington
County,
so
in
2020
we're
gonna
be
a
hundred
years
old
sort
of
officially
some.
E
L
E
A
D
Just
just
a
planning
planning
question,
mr.
Williamson,
or
maybe
mr.
Duffy,
if
he's
still
in
the
audience,
you
know
we
in
the
end-
and
this
is
really
kind
of
a
strategic
planning
question
Claud
so
with
with
traditional
retail
models
under
siege
and
the
number
of
vacant
storefronts
that
we
have
in
Arlington,
either
in
it,
either
in
strip
shopping,
centers
or
ground-floor
retail
in
residential
or
offices.
D
One
of
the
things
that
that
we
did
as
a
board
and
with
the
managers
full
support
was
to
try
and
be
more
flexible
in
terms
of
accommodating
holiday
uses
short
term
uses
of
vacant
ground
floor
space.
So
my
question
is:
do
we
feel
that
we
are
doing
enough
from
a
long-range
perspective?
To
do
that
say
if
a
bar
or
a
restaurant
or
a
boutique
go
out
of
business
and
maybe
a
short
term,
arts
use
or
nonprofit
use,
or
our
party
may
want
to
leave
space,
and
we
have
a
willing
landlord
and
a
prospective
tenant
there?
L
Well,
I
think
flexibilities
is
always
important.
You
know
in
terms
of
the
in
terms
of
dealing
with
the
land
use
around
retail,
because
it
is
ever-changing
I'm
gonna
actually
turn
to
our
Zoning
Administrator,
to
maybe
weigh
in
on
some
of
the
regulations
that
might
pertain
to
retail
and
the
short
term
nature
of
them.
T
Thank
you
a
couple
of
all
of
the
years
ago,
I
think
it's
been
more
than
two
years.
We
updated
our
zoning
regulations
to
include
specific
provisions
for
short-term
uses,
specifically
I,
think
the
impetus
came
out
of
owners
and
developers
of
site
plan
buildings
that
have,
as
you
know,
very
specific
use
provisions,
and
so
that
opened
up
for
on
a
short-term
basis
in
a
use.
Basically,
that's
allowed.
T
In
the
district
for
community
uses
like
arts
uses,
there
was
a
longer
timeframe
allotted
for
how
long
those
spaces
could
be
used
for
those
uses
we
allow
now
outdoor
uses
on
a
short-term
basis
which,
with
slightly
different
timeframes,
so
it's
an
administrative
process.
Generally
they
apply
for
a
certificate
of
occupancy
a
lot
of
times.
They
are
in
concert
with
special
events,
which
is
also
an
administrative
process.
T
So
a
lot
of
times
we
see
the
special
events
process
and
short
term
uses
coordinated
together,
but
we
so
far
we
haven't
had
very
many
complaints,
I
think
initially
there.
The
main
comment
was
related
to
Associated
signage
for
some
of
the
short-term
activities,
but
there
there
is
a
process
in
place
and
we've
been
processing
those
for
the
past
couple
of
years.
D
But
and
I
don't
want
to
bring
up
specific
instances
now
deliberately,
but
I
look
forward
to
a
continuing
conversation
on
this,
because
I
think
it's
and
I
appreciate
Zoning
Administrator,
that
you
know
you're
you're
within
the
confines
of
what
the
law
and
what
Richmond
dictates.
So
I
appreciate
that
I
just
hope
we
can
continue
to
move
forward
in
a
more
flexible
and
accommodating
position.
Thank
you.
Absolutely.
G
A
quick
question
on
the
neighborhood
college
piece
I
was
just
wondering
if
we
have
explored
different
service
delivery
models
for
that
I
know
in
the
District
of
Columbia,
for
example,
they
partner
with
believe
it's
George,
Washington
University.
Have
we
considered
different
ways
of
effectively
delivering
the
program
so
that
we
can
maintain
the
mission
focus
which,
in
full
honesty,
I,
don't
think,
is
dissipated
despite
a
tough
budget
year,
I
think
the
mission
need
remains
strong,
so
anyway,
yeah.
L
Yeah
neighborhood
college
is
very
important
and
we
want
to
maintain
that
program.
I'm,
not
quite
sure
whether
we
have
explored
partnerships.
I
think
it
sounds
like
a
great
idea.
If
we
you
know,
and
if
we
haven't,
we
probably
should
I
would
probably
turn
the
chick
way
a
tjuku
who
probably
it
can
speak
to
that
a
little
bit
better,
but
I
know
we
did
administer
and
design
and
operate
this
program
five
years
ago,
just
with
staff
no
consultant
services,
but
but
the
idea
of
partnering
with
an
institution
or
organization
that
has
like
wow.
U
G
I
offer
resources
to
help
brainstorm
and
theorize,
as
I'm
sure
miss
crystal
does
as
well,
because
you
know
granted
years
ago
we
have
a
different
service
delivery
model,
but
I
think
as
we've
sort
of
seen
from
testimonials
in
the
community
it
what's
what's
been
in
place
for
the
last
few
years
has
been
working
pretty
well
and
I
would
hate
to
see
diminished
outcomes
not
to
say
that
we're
not
capable
of
doing
something.
But
you
know
we
seem
to
be
at
a
higher
higher
plateau
with
it
and
I.
Don't
want
to
see
that
momentum
deteriorate.
A
It
did
resonate
with
me
in
particular
that
you
mentioned
one
of
the
impacts
of
the
cuts
might
be
more
on
the
marketing
and
recruitment
side,
which
sounds
innocuous
enough,
but
when
I
think
actually
that
is
one
of
the
key
successes
of
Arlington
neighborhood
college.
Anything
about
the
quality,
not
quantity,
of
civic
engagement,
that
the
truly
representative
participation
in
that
program
has
been
such
a
secret
sauce
of
its
success.
A
So
I
think
we
will
continue
to
to
work
on
think
through
this
a
little
further
during
the
budget
process,
all
right,
well,
I'm,
I'm,
sorry
to
cut
off
what
is
obviously
a
really
important
conversation
and
I.
Think,
of
course,
will
continue
as
we
ask
questions
or,
as
we
just
carry
some
of
these
issues,
be
it
adaptive,
reuse,
code,
enforcement
or
others
in
through
the
year,
but
we
do
want
to
get
to
housing
in
part,
because
we
have
to
commissions
here
to
share
some
perspectives
with
us.
A
H
A
V
Board,
chair
and
board
and
staff
glad
to
be
here,
I've
got
my
financial
wizard
is
here
and
we've
got
the
Housing,
Commission
and
and
fiscal
affairs,
so
I've
got
a
number
of
slides.
I
want
to
go
through.
I've
got
a
prop
here
as
well
that
I'll
use
at
some
point.
This
evicted
book
is
important:
mayhaps,
the
county's
main
financial
tool
to
preserve
and
increase
affordability
for
working
households
earning
anywhere
from
thirty
to
seventy
five
thousand
dollars.
V
So
his
role
is
to
fill
the
financing
gap
in
housing,
because
the
rents
that
many
house
working
householders
households
need
to
remain
in
this
community,
don't
cover
the
development
costs
and
ongoing
maintenance.
That's
really
the
role
of
this,
and
so
essentially
I've
got.
We've
got
this
slide.
Here's
got
four
points
that,
because
of
that
role
that
you
know
we're
a
mission
driven
lender.
V
Our
goal
is
to
create
and
preserve,
affordable
housing,
and
you
can
see
the
other
part
that
I
didn't
mention
is
that
back
historically,
when
we
first
started
making
loans
back
in
the
1980s,
the
affordability
period
was
ten
years
now
we're
getting
up
to
sixty
years.
In
fact,
a
couple
one
recent
deal:
we
got
a
seventy
five
years,
so
it's
not
just
affordability
but
its
affordability.
V
For
the
long
term,
we've
been
making
loans
for
a
while
the
residual
receipts
loans,
meaning
that
after
the
development
pays
its
mortgage
and
expenses,
the
money
leftover
is
where
the
loan
repayments
come
for.
We
call
them
their
cash
flow
or
residual
receipts
loans.
But
this
is
a
really
important
factor.
We've
made,
we've
got
about
a
hundred
and
sixteen
million
dollars
in
loan
repayments
to
date.
So
that's
that's
a
lot
of
money.
We've
gotten
back
to.
We
can
real
end.
Forty-One
percent
of
our
loans
have
been
repaid
totally,
so
we've
that's
a
pretty
good
track
record.
V
So
therefore,
we've
got
in
total
of
about
a
hundred
loans.
Outstanding
excuse
me
hundred
loans,
we've
made,
we've
got
about
sixty
that
are
still
active
and
you
can
see
the
numbers
is
about
three
hundred
fifty
five
million
dollars
that
the
board
has
allocated
and
loan
to
developers
that
support
about
sixty
five
hundred
income
restricted
units
the
next
slide.
So
this
is
a
this
is
a
really
good
slide,
because
it
shows
at
least
over
the
last
about
ten
fiscal
years,
how
to
show
how
the
the
Trust
Fund
they
have
fun
of
support
of
the
units.
V
The
blue
line
is
starting
at
FY
10.
You
got
about
fifty
nine
hundred
committed,
affordable
units
and
going
through
FY
nineteen
is
about
eighty
five.
Fifty
for
the
orange
line
is
really
what
the
money
so
ports
exclusively
so
you've
got
starting
in
fy10.
You
got
about
47
50
units
and
then
we've
got
projected
FY
19
at
7400
units.
The
gap
between
those
two
lines
are
really
two
things.
It's
the
site
plan
units.
V
It's
the
units
that
the
county
supports
through
the
planning
process
and
there's
also
about
800
units
there
that
were
funded
with
non
county
sources.
So
that's
essentially
explains
the
gap
next
slide.
This
is
highlights
some
developments
that
were
done
in
this
current
fiscal
year.
There's
four
of
them.
V
The
properties
that
nonprofits
own
HC
Knapp
in
this
case,
and
they
read
about
they're
in
the
process
of
redeveloping
those
and
turning
turning
some
units
into
more
units
next
slide.
This
is
a
good
slide,
because
I
think
it
illustrates
I
think
most
of
the
focus
on
the
conversation
is
you
know
what
is
the
net?
What
are
the
net
new
units
that
we've
got,
and
so
this
illustrates
both
the
net
new
units
we're
getting
and
those
are
the
orange
bars.
This
is
the
from
FY
14
to
actually
project
it
in
nineteen.
V
So
the
orange
is
what
we
I
think
most
people
think
about
it's
a
net
new
eunice,
it's
how
we
add
to
our
goal,
but
those
blue
bars
in
the
for
fiscal
years.
Our
existing
CAF
properties
that
we've
reinvested
in
to
preserve
them.
So
I
think
it's
important
to
note
that,
as
we
talk
about
the
funding,
it's
not
just
creating
the
new
units,
but
also
it's
preserving
those
that
we've
got
and
I
think
we've
got
a
pretty
good
track
record
of
preserving
pretty
much
as
units
expire
as
they
need
renovations
slide.
V
So
this
is
a
start
of
actually
four
slides
to
build
on.
So
there's
the
same
slide
with
it's
going
to
be
a
series
of
lines,
and
the
first
line
is
really
what
the
annual
appropriation
that
the
board
makes
in
these
four
years,
and
so
you
can
see
just
because
of
the
scale
it
goes
from
zero
to
200
million.
It
looks
like
new
appropriations,
not
much,
but
it
really
is
see
how
it
tracks.
The
next
line
is
really
the
Green
Line.
V
This
is
this
is
actually
the
line
of
what
the
amount
that
the
loans
that
are
made,
and
so
they
include
not
only
the
annual
appropriation
but
also
the
developer
contributions
and
site
plan
contributions
that
add
up
to
the
loans
that
we
make,
and
so
it's
getting
a
little
bit
larger.
A
next
line
looks
slide,
and
this
is
another
important
feature
of
a
the
trust
fund
that
we
we
talk
about
over
and
over
again.
V
You
can
see
that
the
on
the
right
side,
the
county
loans,
county
funds,
leveraged
more
for
more
than
four
hundred
million
dollars
in
these
fiscal
years
and
that
get
even
given
the
current
fiscal
year
that
we're
gonna
get
about
two
hundred
fifteen
million
dollars.
So
it's,
but
it's
an
important
point
to
remember:
it's
not
just
the
county
support.
That's
going
into
these
deals.
It's
the
private
mortgages.
It's
a
tax
credits,
other
sources
that
go
to
that
that
the
RAF
leverages
next
slide.
V
So
this
is
a
manager
asked
us
to
put
together
a
slide
of
what
the
appropriation
history
looked,
and
so
this
is
essentially
that
if
you
go
back
the
other
slide,
it's
that
low
orange
line.
It's
got
two
components.
The
blue
part
is
the
the
ongoing
support
and
the
orange
line
is
the
one-time
fund
and
you
can
see
at
least
in
the
way
it's
proposed
for
this
year.
V
This
is
a
snapshot
of
this
year
what
the
manager
is
proposing
and
again
we
want
to
try
to
illustrate
that.
It's
not
just
what
the
the
manager
is
proposing,
based
on
the
guidance
from
the
board,
which
is
the
in
this
pie,
chart
it's
the
orange
and
light
blue
piece
of
the
chart.
Almost
a
Carolina
blue,
but
you've
also
got
the
Duke
Blue
in
4242
million
dollars
and
then
I'm
not
sure
what
the
orange
is.
Maybe
it's,
alright,
Syracuse,
okay,
so
you've
got
32
percent.
V
Twenty
two
million
dollars
and
then
what
that
will
get
us
is,
we
think
about
256
units
for
sixty
years
and
that
will
leverage
about
another
eighty,
two
million
dollars
in
outside
funds.
I
think
this
is
the
other
part
of
the
punchline
I.
Think
the
this
a
half
is
about
the
vision
in
terms
of
creating
and
maintaining
diversity
inclusivity.
This
is
the
picture
of
what
we're
facing
in
terms
of
why
this
funds
important
and
if
you
look
over
at
FY
2010
you've
got
two
bars.
V
The
blue
bar
is
the
income
restricted
unit
so
I'm,
sorry,
the
not
income
strictly
I'm.
Sorry,
they
are
the
encumber
cities
over
the
Cavs.
The
orange
bar
are
the
non
income
restricted
units
for
the
marks
and
back
in
2010
we
had
more
marks
affordable.
The
house
holds
up
to
$65,000
and
we
had
calves.
Now
you
go
to
2019
and
the
gap.
You
know.
The
point
is
that
we've
lost
a
lot
of
we've
lost
a
lot
of
marks,
and
so
this
trust
fund
is
important
in
terms
of
what's
the
alternative
to
marks
and
I
think.
V
Yes,
we
want
to
create
more
units,
but
it's
really
the
trust
fund
that
is
filling
that
gap,
and
so
you
can
see
you
know,
as
of
the
projection
of
2019,
there's
about
just
shy
at
2,000
units
that
are
below
the
60%
level.
A
lot
of
those
are
you
know.
Barcroft
is
a
large
component
of
that,
but
we've
got
about
75
75
hundred
of
those
are
the
income
restricted?
You
know,
so
that's
the
end
of
the
presentation.
You've
got
some
handout,
so
we
could
talk
about
I
know.
We've
got
some
feedback
from
some
Commission's
and
very.
A
R
Thank
you,
madam
chair,
and
members
of
the
board
I'm
here,
a
Holly
Bray,
the
chair.
The
commission
is
out
of
town
this
week.
So
as
vice-chair
that's,
why
I'm
here
I
also
do
want
to
just
in
the
way
of
being
transparent,
mention
that
I'm
here
to
offer
a
general
sense.
There's
some
members
of
Housing
Commission,
who
obviously
differ
on
an
issue
on
a
couple
of
different
issues
that
I'll
bring
up.
R
Overall,
we
appreciate
the
county
manager
identifying
the
board's
focus
on
affordable
housing
that
was
part
of
the
charge
and
avoiding
significant
cuts,
but
I'd
say
the
Commission
as
a
whole
is
a
little
disappointed
that
the
proposed
budget
appears
to
be
a
slight
decrease
from
the
final
outcome
of
last
year.
I'll
talk
about
three
big
topics:
first,
the
need
for
additional
investment
in
housing
through
a
heft
in
order
to
come
closer
to
meeting
the
goals
you
adopted
unanimously
in
2015
and
the
affordable
housing
master
plan.
R
Second,
the
importance
of
other
housing
programs
I
think
a
hip
takes
a
primary
role,
but
we
also,
of
course,
housing
grant
and
real
estate
tax
relief
program,
among
others
are
ones
that
the
Housing
Commission
considers
very
thoroughly
and
the
last.
We
agree
that
dedicating
an
additional
percentage
of
the
funding
to
be
ongoing
funding,
rather
than
one-time
funding
is
worthwhile,
but
we
respectfully
believe
that
the
county
must
continue
to
show
courage
in
providing
funding
for
housing.
It's
in
our
economic
interest,
it's
consistent
with
the
Arlington
values
and
it's
the
right
thing
to
do
so.
R
First,
a
if
thirteen
point,
seven
million
in
this
year's
budget
would
likely
yield
somewhere
less
than
300,
affordable
units-
and
you
know
mr.
Christie
was
obviously
his
point,
but
we
all
know
the
market
is
against
us,
we're
struggling
to
provide
affordable
units.
The
goal
was
585
units,
not
saying
that
will
necessarily
get
to
that
full
goal,
but
the
gap
is
pretty
wide.
I
think
the
county
is
achieved
by
what
I've
seen
to
nineteen
270
in
over
the
last
two
years
was
reversed
respectively
and
we're
losing
mark
marks
at
a
rapid
rate.
R
The
what
I've
seen
is
over
14,500
marks
since
2001,
so
that's
we're
in
a
tough
spot,
I
think
most
of
you
know,
but
we
got
applications
for
fifty
six
million
or
fifty
odd
million
in
projects
at
the
Commission
when
we
did
the
NOFA
process
and
we
had
I
think
about
eight
to
ten
million
available
or
in
that
range,
so
there's
definitely
a
huge
need
there.
So
funding
ATF
is
a
big
priority
for
the
Commission
broadly
and
trying
to
come
closer
to
that
to
that
need.
R
Second,
the
housing
grant
program
the
real
estate
tax
relief
program,
as
well
as
the
preservation
of
affordable
units,
our
big
priorities,
I'll
mention
about
housing,
grant
at
our
last
Commission
meeting,
you'll
notice
that
there's
a
slight
dip
in
the
total
expenditure.
We
had
some
discussion
about,
whether
that
the
supply
of
units
that
actually
are
affordable
fits
and
so
what
are
the
market?
What
what
are
the
rents
that
you
would?
That
would
be
the
band
that
you
would
make
available
for
housing
grants.
R
R
The
real
estate
tax
relief
program
I
think
we've
had
repeated
discussions
about
homeownership
in
it.
That's
a
big
big
challenge
in
terms
of
the
amount
of
revenue,
but
I
do
want
to
reflect
that
almost
every
Commission
meeting
that
subject
comes
up.
The
real
estate
tax
relief
program
has
come
before
us,
but
regularly.
We
have
a
number
of
commissioners
who
mentioned
the
need
for
those
who
service
in
terms
of
teachers,
firefighters,
county
staff
and
police
officers
to
be
able
to
afford
a
home
here.
R
So
that's
a
challenge
that
the
commissioners
would
like
to
continue
you
to
continue
thinking
about
deeply.
So,
lastly,
we'd
say
to
respectfully
we
agree
wholeheartedly
that
geographic
diversity
is
important
and
a
priority,
and
we
also
think
the
the
appropriation
you
did
just
a
couple
of
meetings
ago
was
a
was
a
significant
addition,
but
we
think
there's
more,
that
can
be
done.
The
economic
benefits
are
well
documented
in
the
affordable
housing
master
plan,
we're
concerned
about
the
the
Arlington
Ian's
in
need
of
support
and
increased
funding
for
housing
and
housing.
R
The
budget
can
help
address
that
need
we
broadly
like
to
recommend
the
tools
offered
in
fulfilling
the
promise,
the
report
that
came
out
in
December-
and
we
are
mindful
of
the
other
needs
in
the
budget,
but
we
think
that
housing
is
critical
to
the
sustainability
of
Arlington.
The
success
of
the
middle
class
over
the
next
5
10
15
20
years,
as
well
as
those
below
ami
who
need
a
real
chance
to
succeed.
So
I
want
to
just
close
by
saying
I
to
read.
O
Act
to
follow
so
regarding
a
half
as
you've
heard,
the
proposed
FY
19
non-departmental
budget
includes
thirteen
point,
seven
million
contribution
to
a
half,
and
this
is
a
eight
point.
Six
percent
decrease
from
what
was
committed
last
year
in
response
to
guidance
from
the
county
board.
The
county
managers
proposed
budget
includes
1.7
million
increase
in
ongoing
funds,
and
this
is
something
that's
consistent
with
facts.
Long-Term
recommendation
to
replace
recurring
one-time
funding
with
ongoing
when
funding
needs
are
actually
ongoing.
O
However,
the
proposed
allocation
does
still
rely
on
seven
million
in
one-time
funds,
which
is
51
percent
of
the
proposed
contribution
this
year.
Going
to
our
recommendations,
the
first
recommendation
fact
recommends
that
the
county
board
reaffirm
its
commitment
to
the
affordable
housing
master
plan
by
striving
to
secure
at
least
thirteen
point.
O
So
for
that
recommendation
we
had
nying
in
support
of
the
affordable
housing
commitment,
three
opposed
and
one
abstention
and
our
final
recommendation.
The
fact
recommends
that
the
county
board
read
restrict
they
have
funding
to
efforts
that
might
reasonably
result
in
producing
more
affordable
housing
and
discontinue
unrestricted.
A
have
funding
of
ancillary
efforts,
efforts
funding
such
efforts
through
the
general
fund,
if
necessary,
eight
people
were
in
support
of
this
zero
abstentions,
zero
knows
and
five
abstentions.
O
Supporters
of
this
recommendation
objected
to
the
allocation
of
funds
earmarked
for
a
if
to
certain
programs
that
were
not
explicitly
helping
out
with
committed,
affordable
housing.
I
think
there
was
some
internet
programs.
These
can
be
seen
on
web
pages
847
to
forty
eight,
and
so
the
supporters
kind
of
felt.
Like
anything
any
money,
that's
part
of
this
fund
should
be
dedicated
just
to
affordable
housing.
This
vote
is
rare
in
that
we
actually
had
five
abstentions,
people
that
just
didn't
feel
like.
We
knew
much
about
why
these
were
part
of
a
half
versus
the
general
fund.
O
A
O
A
V
So
the
my
historian
back
here
back
in
1988.
Well,
if
you
look
at
the
original
I,
guess
that
we
might
have
in
the
original
board
report
that
set
this,
in
fact,
I
don't
mean
it
wasn't
even
called
a
if
it
was
housing
fund
contingency
and
it
was
a
different
name.
But
when
that
was
set
up,
it
was
set
up
for
a
range
of
purposes,
and
you
know
the
a
lending
piece.
The
bricks-and-mortar
piece
was
the
main
piece,
there's
also
language
and
I'm,
looking
that
it
actually
included
housing.
V
You
know,
services
that
support
housing,
and
so
there's
been
at
least
I.
Think
since
I've
been
here,
there's
all
there's
been
a
hundred
thousand
dollars
of
a
if
that's
gone
to
may
have
services
and
these
services
that
support
people
that
are
in
housing
and
several
years
back,
that
amount
from
100
was
increased
at
two
hundred
thousand
or
so
I.
Believe
that's
the
$200,000
that
that's
in
question
or
that
there's
some
concern
or
disagreeing
with
how
that
why
that's
spend
it
and
so
I
think
that
the
the
short
version
is.
V
G
It's
a
useful
line
of
inquiry
because,
even
though
we
maybe
have
that
mountain
and
all
maybe
statutorily
very
consistent,
we
do
fund
initiatives
like
that
from
a
variety
of
sources
and
it
may
make
sense
from
a
comprehensive
standpoint,
transparency
standpoint
to
think
about
funding
them
from
a
central
source,
and
so
thank
you
for
raising
something
something.
That's
completely
new
to
me.
Yeah.
A
That
was
really
helpful
and
thank
you
for
the
response,
so
we
are
not
looking
at
cuts
here.
That's
by
design,
actually
the
direction
that
the
the
board
gave
last
year
to
the
manager,
reflecting
I,
think
many
of
the
values
and
commitments
that
both
our
staff
and
our
commissioners
spoke
about.
But
nevertheless
we
have
a
budget
before
us
and
an
opportunity
to
ask
some
questions
about
the
AEF,
the
related
housing
programs,
as
we've
talked
about
in
past
years,
these
sometimes
span
or
these
housing
services
do
span
C,
PhD
and
Department
of
Human
Services.
A
E
We
all
met
with
some
housing
folks
making
the
rounds
today
and
one
of
their
suggestions,
which
I
just
like
your
reaction,
is
that-
and
we've
talked
about
it
before
it's
in
that
report-
lowering
fees,
some
of
our
fees
for
affordable
housing
folks
and
are
waiving
the
fees
which
apparently
some
places
they
do.
I,
don't
know
if
that's
one
possible
here
under
our
laws
or
if
it's
advisable
any
thoughts
for
affordable
housing.
Folks
yeah
some
of
the
the
4.1.
V
I
guess
the
I
guess
the
question
that
we,
you
know
that
we
would
have
and
from
a
strictly
from
a
lowering
the
costs
of
affordable
housing.
That's
great
I
guess
the
question
is:
if
we
reduce
the
fee,
no
is
I,
guess:
what's
the
rationale
for
reducing
it
for
affordable
and
not
doing
it
for
not
affordable,
so
I
think
that's
for
my
understanding.
That's
sort
of
one
of
the
questions
is:
how
do
you
simple
and
so
I
well.
E
L
E
A
Sure
miss
Garvey's,
intersection
and
hearing
a
little
more
about
this.
You
know
I
think
one
of
the
things
we
have
struggled
a
little
bit
with
the
notice
of
funding
available
process
right
in
the
and
the
challenge
of
balancing
predictability
with
with
opportunistic
and
flexibility,
which
are
goals
that
we
very
much
hold
and
enter
sometimes
in
tension
with
each
other.
But
one
of
the
things
I
have
heard
from
some
of
our
developers
of
affordable
housing
is.
A
We
have
more
great
projects
than
we
can
fund,
but
if
there
is
some
way
to
reduce
the
cost
of
fully
developing
those
plans,
that's
sort
of
the
the
other
end
of
the
equation,
where
we
might
have
some
room
to
help
out
so
whether
it's
three
allocations
of
resources
internally
that
allow
that
may
be
shifting
if
it
is,
as
you
were,
alluding
to
legally
permissible
to
shift
the
balance
between
for-profit
and
nonprofit
proposals,
I'm
very
interested
in
hearing
more
other
questions.
Thank.
D
You
so
trying
to
take
take
this
question
to
to
a
more
granular
granular
level,
fulfilling
the
promise,
of
course,
which
was
the
document
that
a
variety
of
housing
advocates.
Nonprofit
and
for-profit
developers
presented
the
county
board
with
late
last
fall
and
since
that
time,
I'm
just
wondering
what
staff
plans
to
do
in
terms
of
next
steps.
Digesting
the
recommend
Dacians
coming
back
to
the
board,
with
recommendations,
yay
or
nay
or
for
further
study,
have
a
comment
or
two
on
that
staff.
W
D
Terrific
and
then
related
to
that
in
terms
of
the
nofa
process
which
our
chair
just
raised,
the
which
of
course,
process
was
a
little
bit
controversial
when
it
was
adopted,
I
happen
to
think
that
it
was
the
right
thing
to
do.
But
I
am
curious
to
know
now
that
were
two
years
on
with
respect
to
the
nofa
process,
how
staff
feels
what's
working
and
I?
D
Don't
you
know
I'm
not
expecting
you
to
expound
today
with
a
series
of
conclusions,
but
I
would
like
to
know
how
you
think
it's
working,
because
certainly
one
of
the
premises
for
the
nofa
process
was
increased
competition
and
bringing
more
affordable
housing
providers
into
the
mix.
Another
objective
was
to
provide
a
little
more
friendly
competition
actually
in
terms
of,
let's
see
what
one
one
provider
can
offer
over
another
in
terms
of
creative
solutions
and
efficiencies
and
that
type
of
thing
and
then,
of
course,
also
more
predictability
for
for
planning
purposes.
V
D
V
A
number
of
both
policy
things
we'd,
look
at
and
in
process,
we'd,
look
ex
I.
Think
one
of
the
one
of
the
tensions
that
created
is
that
and
we
went
when
we
went
through
this
public
process.
We
had.
We
had
a
staff
group,
we
had
a
stakeholder
group
and
that
stakeholder
group
was
was
developers
and
Housing,
Commission
and
and
other
stakeholders,
and
one
of
the
you
know,
questions
they
posed
was
well.
If
you've
got
this
NOFA
process,
you
know
how
do
you
deal
with
developments
that
coming
out
of
cycle?
V
And
so
we
said,
look
we're
gonna,
we're
gonna,
have
this
structured
process
and
then
we're
gonna
do
the
best
we
can
to
accommodate
out
of
cycle
developments,
and
so
that's
what
happened?
We
hadn't
we
had
a.
We
had
an
open
process,
as
mr.
differenti
mentioned,
we
had
I
think
was
four
or
five
proposals
for
total
about
fifty-six
million
dollars.
V
We
went
through
the
process,
staff,
a
range
of
staff,
scored
them
and
ranked
him,
and
you
know
the
winner
at
that
time
was:
was
the
Queens
Court
Development,
which
you
had
gotten
a
site
plan
had
gotten
a
site
plan
approval.
That
was
our
recommendation.
They,
you
know
they've
gone
through
the
the
going
through
the
tax
credit
process
right
now,
and
so
that
was
a
good
thing.
The
out
of
cycle
development
that
came
in
was
parked
schirling
to
actually
this
a
couple
of
them,
but
park.
V
Shirlington
was
one
that
came
in
out
of
cycle
and
I
think
we
had
conversations
and-
and
that's
I,
think
that's
that's
the
challenge
and
it's
the
issue
with
Park
Shirlington
is
that
we
made
a
six
million
dollar
loan
for
them
to
acquire
the
property,
but
that's
just
to
acquire
the
property.
Now
they've
got
two
hundred.
Ninety
four
units
and
they've
got
to
figure
out
how
to
how
to
preserve
all
those,
and
so
we
got
to
figure
out
how
to
how
to
make
that
work.
So
I
think
that's
the
in
a
real,
relatively
simple
way.
V
What
the
tension
that's
created.
On
the
one
hand,
we've
got
the
structured
process
mainly
geared
toward
tax
credit
deals
that
leverage
lots
of
money,
and
then
we've
got
these
autocycle,
primarily
acquisitions
that
come
in,
that
we
wanted
to
try
and
accommodate,
and
so
given
sort
of
what
they
are
and
and
the
what
is
the
what
goes
through
than
what
goes
through
the
NOFA
and
those
aren't.
Typically
they're,
not
five
to
ten
million
dollar
deals
anymore
they're.
V
The
larger
deals
that
immediately
are
getting
lots
of
units
but
they're
expensive,
and
then
we
get
an
acquisition
that
came
out
of
cyclones
and
again
it's
not
a
four
to
five
million
dollar
acquisition.
It's
it's.
A
much
significant
act
was
potentially
more
significant
in
terms
of
expense
right,
so
that
creates
a
bigger
problem
right.
D
So
and
I
also
appreciate
that
we
were
nimble
and
quick
enough
to
do
something
in
Westover
out
of
cycle
during
this
during
the
nofa
process.
So
I
also
just
wanted
to
say
that
I
appreciate
the
increased
transparency
that
I
believe
the
nofa
process
has
given
us
in
terms
of
how
you're
scoring
you
know
in
terms
of
the
various
metrics
and
components
and
so
forth.
I
think
we
might
still
be
able
to
do
a
little
bit
better,
but
I
think
we're
moving
in
the
right
direction
in
terms
of
letting
the
public
see
letting
other
house
affordable.
V
You
make
one
other.
You
had
raised
a
question
about
the
competition
I
think
even
though
we
didn't
we
didn't
get
outside
competition
in
the
NOFA
I
think
the
competition
between
who
we
had
in
terms
of
a
PhD
and
Wesley
I
thought
that
I
think
that
provided
a
good
outcome
and
so
I
think,
even
though
and
again,
even
though
there's
some
tension
around
the
NOFA
itself,
I
think
we've
gotten
feedback
that
some
of
you
have
heard
that
may
they
may
not
like
the
NOFA,
but
I
think
they
liked
the
way
it
was
implemented.
V
I
think
we
did
get
a
lot
of
feedback
and
we
spent
you
know
we
spent
almost
a
year.
You
know
getting
feedback
from
the
stakeholders
to
make
sure
that
we
put
this
on
the
street.
It
really
reflected
a
range
of
perspectives,
whether
its
geographic
distribution,
some
thought
is
important.
Some
didn't
total
development
costs
and
so
on
so
I
think
I
mean
I,
understand
that
the
tension
messiness
of
it
but
I
think
I.
Think
overall,
we're
happy
with
it.
V
Maybe
happy
is
not
the
right
word,
but
I
think
it
got
us
the
outcome
we
wanted
and
what
I've
said
a
number
of
times
is
that
you
know
we're
gonna.
The
reason
we
created
this
is
that
we're
gonna
get
to
this
magic
moment.
We've
got
X
amount
of
dollars
to
say
twenty
million
dollars
and
we've
got
40
million
dollars
of
requests.
And
how
do
we
say
yes
to
this
one
and
no
to
that
one,
and
so
this
this
process
gets
us
there
I.
H
H
So
what
so
I
think
it's
the
general
question
I
have,
and
it
may
be
based
on
your
answer,
but
my
follow-up
will
be,
which
is
why,
when
we
talk
about
what
we're
appropriating
for
1/2,
why
don't
we
include
the
developer
contributions
and
the
loan
repayments
and
payoff
amounts?
Don't
we
have
to
appropriate
that
was
even
I
mean
just
a
different
source?
We
still
have
to
appropriate
them.
Don't
we
I.
V
J
Do
actually
appropriate
them
either
through
an
individual
project
as
a
funding
source
or
closeout
at
the
end
of
the
year.
I
think
this
bar
chart
just
represents
the
amount
in
the
adopted
budget.
That's
the
general
fund
contribution
to
the
to
AF
breaking
out
between
one-time
and
ongoing.
As
the
other
graph
show,
there
are
one
developer
contributions
and
loan
repayments
that
are
a
part
of
the
funding
source
and
are
appropriate
at
different
times
during
the
year.
Okay,.
H
So
this
is
helpful.
I
think
this
is
just
a
general
comment
when
there's
a
lot
of
conversation
around
the
budget
right
and
and
what
we
do
in
obligating,
the
general
fund
and
then
what's
going
to
happen
and
closeout,
and
all
of
that
I
would
just
observe
that
that
I
think
trying
to
be
I
would
rather
see
on
these
bar
charts
sort
of
all
of
the
numbers.
H
So
it
doesn't
just
in
the
transparency
kind
of
way
and
making
it
easier,
I
think
for
folks
to
understand
what
the
the
total
and
and
and
actually
frankly,
to
publicize
the
fact
make
sure
everybody
understands
that
these
are
loans
we
are
getting
them
paid
back.
We
are,
it
is
income
that
is
coming
back
into
the
community
into
the
county.
So
that's
general
comment.
You.
A
Know
that's
actually
a
great
comment,
and
at
least
a
question
I
wanted
to
ask,
because,
in
addition
to
this
fund
being
replenished
as
we
receive
the
the
loans
paid
back,
the
other
source,
of
course
is
developer
contributions,
as
you
mentioned,
and
I
wanted.
To
ask
a
question
about
that.
It
had
been
brought
to
my
attention
recently
by
one
of
the
advocacy
groups
that
an
element
of
our
affordable
housing
ordinance
about
what's
paid
in
I
know.
We
often
talk
about
how
that
is
in
a
very
delicate
balance.
A
It
is
withstood
legal
challenge
before
and
it
is
a
quite
an
undertaking,
particularly
in
our
current
legislative
climate,
to
seek
to
realign
the
the
payout
versus
on-site
contributions,
etc.
But
it
was
brought
to
my
attention
that
we
we
do
have
some
control
or
authority
about
whether
during
a
glup
change
in
exchange
for
a
consideration
of
glup
change,
a
general
land
use
plan
change,
there's
a
potential
to
consider
paying
into
the
AF
as
well
as
or
in
lieu
of
on-site.
I
was
thinking
about.
A
V
My
understanding
of
the
leeway
hat
we
have
so
in
under
under
the
base
ordinance,
that's
the
that's
the
formula
and
you
either
do
on-site
units
of
off-site
units
or
cash,
and
that's
there's
a
structure
to
that
and
that's
developers
choice,
but
in
glup
changes
bonus
situations,
there's
ways
that
we
can
negotiate
and
I
think
our
practice
heretofore
has
been.
If
we
have
the
opportunity
for
on-site
units
is
to
try
and
get
those
on-site
units
and
I.
Think
the
question
to
us.
It's
come
through
this
fulfilling
the
promises.
Why
not?
V
Instead
of
getting
those
on-site
units,
why
not
take
the
cash
that
those
units
are
worth?
How
I
understand
a
question
and
so
I
think
we
I
mean
I,
think
we
can
as
long
as
we
can
negotiate
it's
just
it's
a
policy
conversation
that
we
would
want
to
have
because
I
think
the
the
case
that
they've
made
is
that
I
think
they
pick
on
the
Pershing
Drive
development.
You
know
just
because
I
mean
there's
a
value
that
we
say
they
can
get
I'm
not
you
know
it
will
solve
the
negotiate
to
get
that
value.
V
V
Be
a
negotiation
but
I
understand
the
rationale,
because
it's
you
know
these
units
that
our
chief
who's,
particularly
the
site
plan
process,
are
usually
in
the
most
expensive
parts
of
the
county.
And
so,
while
the
the
notion
of
distribution
is
important
to
have
income
restricted
units
on
the
metro
corridors
and
they
are
more
expensive
and
so
I
think
it
is
a
question
if
you've
got
a
site
plan
unit,
that's
say
worth
$250,000
and
why
not
take
that
value
and
and
go
to
some
place
where
you
can?
It
can
go
further.
Yeah.
J
V
One
point
that
I
didn't
you
know:
usually
we
worked
tied
with
the
DHS
folks,
and
so
now
we
get
the
libraries
we
get
evicted.
So
that's
great,
but
I
think
the
one
point
I
didn't
make
in
mind.
One
point:
I
didn't
make
it
as
a
good
read
by
the
way.
The
one
point
I
didn't
really
make
in
my
slide
presentation
ago.
That
was
some
concern
about
you
know:
we've
got
about
I'm,
not
sure
the
total
is,
we've
got
a
number
of
income,
restricted
units
and
we'll
say
the
financed
ones.
V
There's
7400
income
restricted
units
of
that
7,500
units
about
essentially
the
nine
out
of
ten
of
the
housing
grant.
Recipients
live
in
those
income
restricted
unit.
So
this
relationship
between
the
committed,
affordable
units
that
are
financed
there
is
that
relationship
with
DHS,
both
the
housing
grant
recipients
and
Housing
Choice
Voucher
recipients
that
that's
a
that's
a
place
where
those
people
live
and
so
I
think
it's
a
just,
an
important
relationship
to
kind
of
remember,
as
we
think
about
AF
when
we
think
about
housing,
grants
and
Housing
Choice
vouchers.
A
R
One
really
because
it
came
up
and
I
want
to
reflect
the
Commission's,
broader
sense
on
the
NOFA
issue.
There
the
Commission
has
a
lot
of
concerns
and
so
I
appreciate
mid-course
Corrections.
This
is
not
so
much
my
view.
I
started,
predisposed
towards
the
NOFA,
but
I
do
think
y'all
continuing
to
be
sensitive
towards
the
Commission
as
the
holes
concerns
might
be.
Is.
R
Build
a
long
process
and
then
we
immediately
rightly
we
did
exceptions
and
it
seemed
like
in
some
ways
to
members
of
the
Commission
a
solution
in
search
of
a
problem,
and
so
you
know
I
think
from
that
standpoint
scoring
as
a
project
to
precise
numbers
when
there's
a
personal
opinion,
that's
involved
in
it
seems
artificially
technical
in
some
instances.
So
in
that
sense,
I
just
wanted
to
reflect.
The
Commission
has
expressed
this
I
know.
Holly
feels
us
over
multiple
times
and
I.
Don't
want
to
be
unfair
to
the
process.
I,
don't
I
think.
Maybe
mr.
R
G
G
A
I
A
A
However,
the
five
of
us
are
going
to
go
into
a
closed
meeting
to
discuss
a
personnel
matter,
so
I'd
like
to
make
a
motion
at
this
time,
which
is
that
the
county
board
convened
a
closed
meeting
as
authorized
by
Virginia
Code,
section
2.2
37:11
a
1
for
the
purpose
of
discussing
one
personnel
matter
involving
an
appointee
of
the
county
board.
Okay,
all
those
in
favor
aye
any
opposed.
Okay,
we
are
in
closed
session.