►
From YouTube: County Board Work Session - FY23 Budget - Technology Services, Economic Development, BIDS
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
Good
afternoon,
ladies
and
gentlemen,
and
thank
you
for
joining
us
for
today's
budget
work
session,
where
we
will
spend
some
time
with
our
department
of
technology
services
as
well
as
arlington
economic
development
and
the
partnerships
and
business
improvement
districts
that
fall
under
the
auspices
of
aed
as
well.
We
are
going
to
start
with
dts,
we'll
begin
with
jack
belcher,
followed
by
remarks
from
the
chair
of
our
tech,
advisory,
commission,
mary
cranle
and
then
we'll
move
into
aed
hearing
following
that.
A
He
remarks
from
avril
uzuru
sisk
who's,
chair
of
the
edc,
the
economic
development
commission
and
anika
quinana,
chair
of
our
arts,
commission,
and
then
we
will
hear
from
our
partnerships.
Ms
kim
klingler
is
here
on
behalf
of
columbia,
pike,
partnership,
ginger
brown
from
langston
boulevard
alliance
and
karen
daly,
representing
the
clarendon
alliance
and
then
finally,
last
but
certainly
not
least,
we'll
hear
from
our
business
improvement
districts.
Mary
claire
burke,
representing
the
rosalind
bid,
tracy
gabriel,
representing
national
landing,
depending
on
timing,
potentially
tina
leone
from
the
bolston
bid.
A
She
is
in
the
air
as
we
speak,
I
think,
and
so
we'll
see
if
she's
been
able
to
land
in
time
and
of
course
I
will
pause
for
board
member
questions
in
between
and
among
all
of
those
for
those
following
us
along
at
home,
a
reminder
that
you
can
find
the
whole
of
the
budget
as
well
as
today's
slides
posted
at
arlingtonva.us
before
we
begin
with
dts.
A
I
just
wanted
to
take
a
moment
and
share
with
mr
belcher,
his
colleagues
on
behalf
of
all
of
us
on
their
board
our
condolences
and
shared
sadness
that
rick
sternski,
who
has
been
the
deputy
chief
technology
officer
for
the
county,
passed
away
this
weekend.
So,
mr
belcher
and
we
know
it's
a
really
close-knit
team
and
we
will
certainly
be
thinking
of
his
passing
and
you
and
your
colleagues
in
the
days
ahead.
B
Thank
you.
Thank
you.
So
much
it's
a
pleasure
to
be
here
today.
I
have
here
my
staff
online
harley
hotel
who's,
deputy
cio
for
strategic
initiatives,
richard
archambault
who's,
a
director
of
security
records
and
compliance
david
hurley,
director
of
digital
innovation,
elise
stiggy
who's,
our
director
of
enterprise
applications,
kevin
dolan,
who's,
acting
as
the
director
of
infrastructure
and
operations,
a
deal
asof,
who
is
recently
a
county
intern,
is
now
a
full-time
employee
of
the
county
and
he's
working
in
our
capital,
finance
area
and
gilbert
pizano
who's,
a
budget
director.
B
I
thank
you
so
much
for
recognizing
richard.
This
presentation
is
his.
He
put
it
together.
He
came
with
an
immense
background
from
the
private
sector
and
it's
so
hard
to
make
that
transition
at
times
from
the
private
sector
to
the
local
government,
but
he
did
and
he
did
a
bit
of
passion.
B
So
we
hope
we
do
him
honor
in
presenting
this
presentation
today
for
him.
So
thank
you
so
much
with
that
start
off.
We
continue
to
have
the
same
themes
as
a
department,
and
that
is
resiliency
and
sustainment
of
what
we
have
from
our
infrastructure.
Innovation,
which
is
so
critical
to
the
county
and
how
we
move
forward
in
equity,
which
are
core
principles
for
us
as
a
department.
B
So
with
that,
I'm
going
to
turn
the
presentations
over
to
gilbert
pizzano,
who
can
give
us
a
discussion
of
the
actual
budget
itself.
Gilbert.
C
Hello
and
thank
you
for
taking
the
time
to
review
our
budget
with
us,
so
dts
has
had
some
significant
accomplishments
over
the
past
year.
C
Some
of
these
accomplishments
fall
within
the
categories
of
innovation,
the
virtual
workplace
and
coveted
response
and
recovery
I'll
go
ahead
and
address
a
few
of
those
in
each
category,
but
under
innovation,
dts
launched
the
new
public
facing
website
which
services
the
county
and
the
community
as
well
dts,
also
partnered,
with
aed
for
the
small
business
grants,
2.0
application
and
dts
also
partnered
with
library.
For
the
summer.
Reading
application
under
virtual
workplace
dts
received
the
county,
manager's
excellence
award
for
virtualizing
courts
and
under
covered
response
and
recovery.
Dts
received
the
county,
manager's
excellence
award
for
vcams.
D
D
Now,
while
we
are
still
very
involved,
the
move
will
allow
the
effort
to
be
driven
from
a
business
perspective
to
make
sure
that
policy
outcomes
and
strategies
and
goals
within
the
department
are
the
focus
of
the
for
the
customer.
While
cphds
has
taken
the
lead.
Dps
will
continue
to
work
with
them,
as
well
as
libraries
and
other
departments,
as
we
need
to
drive
for
the
next
steps
when
we
consider
our
equity
questions
the
who
the
burden
who
is
missing
and
how
do
we
know,
we've
done
a
lot
in
the
past.
D
The
historical
work
has
allowed
the
county
to
become
very
aware
and
build
a
deeper
understanding
of
the
need
it
has
provided.
Data
points
nuances
of
what
it
means
and
then
understand
that
we
need
to
know
more.
While
we
know
there
are
multiple
reasons
that
impact
people
we
do
not
have
enough
information.
D
D
The
study
is
currently
in
a
procurement
process.
What
do
we
do?
Well,
once
we
get
the
results
of
the
study,
the
hope
is
that
it
will
provide
direction
and
guidance
of
the
next
steps
and
we
will
be
able
to
identify
who
benefits
while
we're
working
on
the
study.
That
does
not
necessarily
mean
that
things
are
stopping.
D
We
partnered
recently
with
uva
and
helping
us
not
only
dig
deeper
into
some
of
the
data,
but
also
to
think
about
insights
that
will
give
us
information
to
support
the
study
uva
reached
out
to
the
county
to
work
on
a
data
commons.
It's
a
consolidation
of
data
across
not
only
our
county,
but
also
with
the
hope
that
it
could
be
used
region-wide
and
starting
with
arlington
county.
The
data
effort
addressed
a
number
of
different
equity
areas
across
multiple
departments
within
the
county,
including
equity
indices
and
geography,
stability
of
food
access
and
digital
equity.
D
In
terms
of
equity,
we're
looking
at
is
there
a
measurable
difference,
both
current
and
over
time
and
availability
of
broadband,
and
what
does
it
mean
and
how
do
we
measure
it?
Initial
insights
from
the
data
has
given
us
some
glimpses
into
broadband
speeds
that
are
across
census,
tracts
and
the
availability
of
internet
costs
and
how
that
is
impacted
within
the
the
community.
D
What
else
are
we
doing?
We
spoke
last
year
about
our
19
wi-fi
hotspots.
We
currently
have
26
outdoor
wi-fi
hotspots
with
data
that
is
available
on
our
open
data
portal.
D
We
are
hoping
to
coordinate
or
we'll
be
coordinating
with
parks
to
provide
two
more
in
the
near
future,
but
currently
we
have
all
of
the
libraries
13
community,
centers
and
parks,
three
fire
stations,
as
well
as
three
government
government
offices.
If
you'll
go
to
the
next
slide,
gilbert,
you
can
see
the
location
of
where
the
hot
spots
are
they're
focused
primarily
in
areas
of
need,
but
we
also
have
them
throughout
the
county
at
different
facilities
to
make
sure
that
no
matter
where
you
are,
you
have
access
to
the
internet.
D
We
are
also
working
not
only
with
what
our
resources
but
partnering
with
comcast,
to
ensure
that
additional
community
anchor
institutions
have
connectivity.
We
worked
with
comcast
to
provide
two
additional
lift
zones
within
the
macedonian
baptist
church
in
serrano,
and
we
will
continue
to
make
sure
that
we
are
doing
our
part
to
increase
digital
equity
within
the
county.
The
last
thing
I
want
to
say
is
that
we
are
also
using
the
equity
lens
and
all
of
our
projects.
So
thank
you
very
much.
C
Thank
you
helen,
so
moving
into
the
fy
2023
budget,
there
are
some
highlights
that
I
wanted
to
point
out,
which
is
our
budget
prioritized
the
growing
need
for
increased
cyber
security.
This
is
an
area
that
continues
to
grow
year
over
year
and
highly
significant.
C
C
It's
important
to
point
out
that
833
thousand
dollars
of
that
includes
personnel
increases,
which
was
part
of
the
4.5
merit
increase
and
then
876
000
of
that
includes
contractual
increases
and
that's
to
support
enterprise-wide
operations
for
software
and
applications
any
of
the
services
that
we
provide
enterprise
wide.
That
includes
microsoft,
for
six
hundred
twenty
six
thousand
dollars.
Another
example
is
the
docusign
contract
which
increased
sixty
two
thousand
dollars
and
obviously
prison
support,
increased
58
thousand
dollars
as
well
within
the
fy
2023
budget.
C
We
also
are
proposing
an
increase
of
one
fte
for
the
department
bringing
the
total
fy
2023
proposed
ftes
to
91
up
from
90.
C
The
fy
2023
budget,
the
changes
that
are
that
are
built
into
that
includes
the
contractual
increases
of
eight
hundred
and
seventy
six
thousand
dollars
which
were
previously
discussed.
It
also
includes
the
addition
of
one
fte,
which
is
a
cyber
security
engineer
that
expenditure
is
185,
000
and
240.
000
of
that
is
for
the
erp
maintenance
contractor
to
provide
ongoing
support
to
prism.
C
And
finally,
the
budget
includes
115
thousand
dollars,
one-time
funding
for
technical
training
for
staff,
training
for
technical
staff
and
and
development
of
that
staff.
C
I'll
hand
it
over
to
jack
to
close
up
on
the
key
consideration
or
the
key
budget
considerations.
B
B
One
was
my
deputy
who
became
the
chief
technology
officer
for
loudoun
county
and
then
one
who
was
decided
to
go
back
to
the
federal
government.
The
question
is:
why
are
we
not
suffering
that
pain?
That
other
departments
are,
I
think,
might
be
a
question.
That's
for.
I
think
it's
a
combination
of
a
number
of
factors,
one
exciting
work.
B
I
come
here.
People
come
here,
they
feel
they're
doing
things.
They've
got
responsibility,
they
can
make
things
happen.
Yes,
in
the
case
of
richard
stinitsky,
we
refer
to
did
many
many
things
that
resulted
in
lots
and
lots
of
money,
but
you
know
what
he
got
a
lot
of
kick
up
doing
things
like
this
to
brought
service
back
to
the
community.
B
I
think
it's
also
the
fact
that
pay
pay
is
equal
to
what
other
jurisdictions
are
facing
and
and
then
lastly,
I
think
what
it
comes
down
is
accommodation.
We
have
the
type
of
work
we
do.
It
doesn't
require
staff
to
be
on
site
eight
hours
a
day
five
days
a
week
now
saying
that
they
work
far
more
hours
than
they
get
paid
for
because
they
just
love
their
job.
B
Another
area
we
have
is
the
whole
idea
of
reskilling
and
retooling
our
workforce.
You
know
there's
a
saying
in
technology,
something
called
moore's
law
and
what
moore's
law
says
that
the
pace
of
technology
is
increasing
at
twice
the
pace
every
year,
every
two
years.
It
changes.
That's
all
changed.
I'm
reading
a
book
right
now
called
2030..
B
What's
the
world
going
to
look
like
then
and
they're
saying
that
the
technology
change
we're
experiencing
now
through
covert
different
work
environment,
we're
working
harder
and
more
productively
than
we
ever
have
and
they're
saying
that
what
used
to
be
done
in
10
years
now
can
be
done
in
12
to
18
months.
That's
how
fast
pace
is
changing
how
fast
it's
coming
at
us.
So
it's
very
important
that
we
look
at
our
workforce
and
say
not
so
much.
What
are
we
going
to
do
when
the
vacancies
come
up?
B
B
The
word
cloud's
bounced
around
to
everybody.
What
does
it
mean?
Well,
we
can
think
we
can
give
definition
to
it
and
we
have
to
look
at
it
from
the
point
of
view
of
what
it
means
to
county
right.
Now
we
have
two
data
centers,
we
maintain
servers,
we
monitor
manage
them
whatever
and
there's
an
analogy
about
going
to
the
cloud.
I
don't
want
to
bore
you
with
this,
but
I
think
it's
important
is
it's
the
pizza
delivery
discussion.
B
You
want
to
make
a
pizza,
you
can
go
out
and
buy
the
ingredients
mend
the
dough,
get
the
get
it
cooked
and
then
produce
it
and
that's
what
what
you're
doing
in
fact
is
doing
it,
buying
everything
and
making
it
together.
Then
they
came
out
with
products
like
you
could
buy
a
pizza
in
a
box,
bring
that
pizza
home.
Stick
it
in
the
oven
and
cook
it
save
some
work
right.
Well,
we
were
as
a
county.
We
were
at
that
first
stage.
Let's
make
our
own
pizza
we
need
to
think
about.
Why
are
we
doing?
B
That
is
really
something
we
should
be
doing,
or
should
we
be
looking
ahead
to
something
else?
Well,
what
could
that
be?
Well,
maybe
we
call
the
pizza
delivery
service
and
they
bring
the
pizzas
to
the
house.
You
take
your
selection
of
what
you
want.
They've
done,
the
cooking
they've
done
the
arrangements
and
you
have
it
and
then
you
concentrate
on
just
eating
it
and
preparing
the
meal,
and
then,
lastly,
we
can
go
across
the
bar
to
the
fireworks.
B
We
can
make
a
reservation
and
go
in
and
order
the
pizza
there
what
we
want
and
then
all
you
worry
about-
is
paying
the
bills
and
going
home.
What
we
want
to
do
is
get
out
of
the
business,
maintaining
servers
hardware
and
having
people
to
support
that.
What
we
want
to
do
is
let
somebody
else
do
it.
So
it's
called
abstracting
the
the
operating
system
to
back
up
the
maintenance
from
the
actual
production
of
the
product
and
have
our
staff
focus
on
what
it
is
they're
trying
to
do.
B
You
have
that
capability
now
of
buying
that
and
going
over
the
fireworks
when
you
off
use
office
365,
that's
the
way
that
works.
We
have
very
little
to
do
with
it.
Microsoft
maintains
it.
It
provides
a
service.
All
you
have
to
do
is
how
to
use
it
and
that's
what
we
want
to
get
so
it's
taking
our
workforce
and
getting
giving
them
a
goal
to
achieve
in
terms
of
what
the
skill
sets
should
be.
B
B
Then
all
of
a
sudden
we've
done
a
couple
of
things,
lessen
the
burden
of
my
staff,
my
office,
but
more
than
that
encourage
staff
who
are
coming
into
the
county.
Who
will
never
want
to
work
for
me
in
I.t,
but
I
want
to
be
in
the
fire
department,
health,
human
services,
the
library's
environmental
services
to
be
productive
and
to
do
away
with
some
of
the
antiquated
processes
they're
working
with
now.
So
that's
one
of
the
go.
B
That's
another
goal
we
have
last
thing
I
wanted
to
say
and
leave
you
with
this
is
that
the
budget
you
see
today
is
a
budget
that
talks
about
how
we
keep
the
lights
on
and
manage
the
I.t
shop.
Here
we
do
much
more
than
that.
We
we're
out
there
talking
about
digital
equity,
we're
talking
to
schools
about
how
we
can
make
sure
that
the
under
servers
are
served
are
looking
at
housing.
B
How
can
we
provide
broadband
housing
services
there
in
a
way
that
we
haven't
done
before
we're
talking
to
our
partners
in
the
community
in
the
educational
community
they're
using
these
new
technologies,
and
so
why
we're
doing
that
is
to
get
an
understanding
of
where
the
world's
going?
If
the
world's
truly
changing
every
12
to
18
months,
then
we've
got
to
be
sure
that
we're
protecting
the
security
and
privacy
of
our
of
the
county
and
the
best
way
to
do
that
is
be
involved
in
understanding
what
they're
trying
to
achieve.
A
Thank
you,
mr
belcher.
Some
big
ideas
in
there
really
interesting.
Let's
begin
with
comments
from
ms
cranol
on
behalf
of
the
technology
advisory
commission
and
then
move
to
conversation
with
the
board.
Ms
crandall,
are
you
with
us
virtually.
E
I
am
thank
you
thanks
so
much
hello
and
would
also
like
to
echo
our
condolences
from
the
commission
to
the
dts
staff
regarding
richard,
and
certainly
the
staff
is,
is
a
close-knit
staff,
so
we
we
did
send
a
a
letter
to
to
the
county
in
my
apologies.
So,
madam
chair,
I
I
managed
to
spell
your
name
right
once,
but
not
twice,
so
I'm
my
please.
E
No,
no
you'd!
Think
with
my
name
beginning
with
c.
I
could
do
that,
but
no
so
so,
we'll
get
we'll
make
sure
that
that
gets
gets
noted.
There
were
just
just
three
three
things
we
wanted
to
highlight
in
this
time.
Once
one
is
the
comprehensive
digital
plan.
E
We
really
think
that
with
amazon
being
here
and
as
jack
referred
to
is
the
the
time
velocity
and
of
of
the
changes
that
will
come
with
tech
that
we
really
need
as
a
county
to
think
about
our
digital
future
and
the
way
to
do
that
is
really
have
a
digital
planning
process.
So
we
are
still.
We
are
still
advocating
that
and
then
number
two
is
cyber
decision
making.
E
Certainly,
we
applaud
the
the
addition
of
the
fte,
but
we
also
think
from
a
policy
point
of
view
that
the
board
really
needs
to
look
at
what
they
would
do
in
the
case
of
of
a
breach
and
the
technical
capability
is
one
side,
the
policies
another.
So
we
would
advocate
that
those
come
together
and
and
be
aligned,
and
then
the
third
is
really
that
link
as
holly
was
referring
to
digital
equity.
E
You
know,
as
as
we
look
out
to
2030,
really
people
with
means
will
be
able
to
protect
their
data
privacy,
their
digital
privacy,
much
more
than
those
who
are
not.
So
we
really
look
at
this
as
a
as
an
equity
issue
and
and
asking
the
question
in
terms
of
what
are
our
policies
from
a
from
a
board
point
of
view,
a
governance
point
of
view
and
how?
How
is
that
everywhere?
E
In
terms
of
of
that
framework,
and-
and
so
that's
something
that
we-
we
really
would
advocate-
that
the
that
there
is
money
set
aside
to
look
at
some
of
those
things
and
support
that
there's-
certainly
policies
that
or
practices
that
have
been
collected
by
the
county,
but
really
looking
at
it
in
terms
of
an
overarching
policy
and
how
that
impacts,
digital
equity
and
we
we
applaud
the
commitment
of
the
dts.
E
Certainly
this
two
years
has
proven
that,
without
the
framework
that
they
and
and
the
enterprise
that
they
run,
the
county
wouldn't
have
been
able
to
get
its
job
done.
So,
thank
you
so
much
for
this
time.
A
Thank
you
and
you've,
given
us
a
lot
to
ask
and
follow
up
on,
so
we
appreciate
that
very
much.
I
am
now
going
to
open
the
floor
for
questions
for
colleagues
as
I
wait
for
lights
to
come
on
I'll.
Ask
one
myself.
So,
mr
belcher,
your
point
about
the
future
of
abstracting
and
getting
out
of
the
business
of
maintaining
servers
and
hardware
was
really
interesting.
A
It
does
connect
to
another
point
that
I
noted
in
the
presentation,
which
is
what
seems
at
least
you
know
lacking
any
other
context,
a
pretty
staggering
contractual
increase
for
just
microsoft,
services
alone,
right
of
over
half
a
million
dollars.
I
am
interested
in
knowing
you
know.
Obviously
this
is,
I
think,
probably
to
some
extent
always
a
challenge
when
we
privatize
our
contract
up
for
services,
but
we
are
to
put
a
fine
point
on
it
a
little
over
a
barrel
right
when
it
comes
to
the
the
vendors
that
we
work
with.
A
Obviously,
our
entire
system
is
networked
into
microsoft
office
now,
and
it
would
be
very
hard
for
us
to
you
know
kind
of
competitively
rebid
that
without
a
pretty
significant
shift-
and
so
I
guess
my
question
is
twofold.
The
first
is
you
know
how
do
we
structure
those
contracts
so
that
we
have,
at
the
point
of
decision
making
of
entering
into
a
system
dependency
like
that?
A
Have
the
opportunity
to
make
sure
that
we're
fairly
handling
any
increases
and
can
negotiate
them
downward
when
we
don't
necessarily
have
as
much
leverage
and
then
two
as
we
think
about
the
future
of
abstracting,
which
makes
a
lot
of
sense?
A
B
Very
important
can
I
stop
at
the
ladder
and
go
back
to
the
first.
I
think
the
first,
the
latter
question
is
so
important.
We
have.
The
concept
is,
if
we
have,
you
have
a
place
to
go
to
get
pizza
now,
but
there
are
other
places
you
can
go
to.
We
have
to
have
that
flexibility.
They
call
that
a
hybrid
cloud,
okay
and
so
the
concept
behind
that
is
they
were.
B
The
world
has
moved
to
a
environment
where
they're
doing
things
more
and
more
in
a
cloud
environment
was
being
orchestrated
and
the
same
orchestration,
that's
being
used
by
microsoft,
is
being
used
by
google,
it's
being
used
by
amazon
web
services
as
being
used
by
oracle,
and
it's
a
linux
based
framework,
which
is
this
time
mr
terraris
knows,
and
what
that
is
based
upon
is
developing
capabilities
that
can
be
easily
moved
from
one
location
to
another
location.
Very
easily.
Think
about
this.
B
When
I
first
started
getting
into
computers,
I
was
being
trained
as
an
historian
at
georgetown
and
they
said
you
want
to
make
some
money.
I
said.
Surely
so
no
one
wants
to
take
this
job,
but
we
need
an
operator
to
run
the
machine.
B
B
What
we're
going
to
is
that
type
of
environment
with
the
cloud
and
they've
all
adopted
the
same
away
demands,
and
it's
the
same
way
that
I
was
a
physical
operator.
They
have
now
virtual
operators
in
the
cloud
and
they're
the
same
if
you're
an
oracle
the
same,
if
you're
in
azure,
which
is
microsoft
or
you're
in
amazon
web
services.
So
what
we
have
to
do
is
to
make
sure
that
when
we
enter
these
agreements,
you
do
a
couple
of
things.
One
there's
a
buy.
You've
got
to
get
over
to
go
to
the
cloud.
B
You
just
don't
say
you
want
to
go
to
the
cloud
you
have
to
have
a
cloud
environment,
that's
what
they
call
fedramp
certified
or
state
ramp
certified
that
does
risk
analysis.
Cyber
security
analysis
on
a
regular
basis
and
it
has
exit
clauses
that
says
by
the
way
you're
not
using
the
data
we
put
there
in
a
way.
We
should
be
using
it
and
we're
going
to
pull
it
out
and
we're
going
to
move
it
somewhere
else,
and
it
has
to
be
easily
moved
from
place
to
place.
That's
necessary
from
that.
B
From
that
perspective,
the
strategy
we're
going
to
be
we're
going
to
be
publishing.
It
says
if
you
pass
that
bar
that
says
you
you
qualify
to
move
to
the
cloud,
then
you're
going
to
have
a
choice
where
to
go
and
what
we're
going
to
do
we're
going
to
put
you
in
an
environment,
that's
going
to
control
the
costs,
the
county's
going
to
account
right
now.
B
B
If
I
need
to
scale
up
they'll
scale
up,
if
I
need
to
scale
down
it'll
shut
down
the
other
thing,
they'll
do
it'll
look
at
consumption,
see
the
big
cost
is
not
putting
the
data
in
the
cloud,
it's
getting
the
data
out
of
the
cloud,
and
so
if
we
have
data
we're
going
to
need
a
regular
basis,
we're
going
to
have
to
do
that.
As
we
move
this
new
world,
we
will
be
making
making
data-driven
decisions
where
it's
going
to
require
instant
access
to
information,
we're
going
to
be
moving
data
back
and
forth
example.
B
I
want
to
find
a
parking
space.
You
want
to
know
when
the
space
is
available,
you
want
to
be
able
to
go,
get
it.
You
don't
want
to
have
to
send
that
transaction
out
to
loudoun
county
and
then
the
india
to
have
them
come
back
and
present
the
data
back
to
you.
You
want
it
here
locally,
the
more
effect
the
faster
you
move
that
data
the
more
expensive.
It
is
all
of
these
organizations.
What
they're
doing
they're,
monitoring
the
consumption
and
they're
saying
look.
B
This
is
this:
what
you're
doing
right
here
is
a
high
consumption
high
cost,
so
we're
going
to
recommend
we
move
this
locally
and
we
keep
the
data.
You
don't
use
that
often
away
and
keep
that's
in
what
they
call
cold
storage.
Why
is
that
important
security
privacy?
All
those
things
follow.
So
that's
the
answer
to
back
into
the
question.
First,
another
question
is
again:
it's
a
competitive
world.
B
What
amazon
amazon's
offering
aws
microsoft's
offering?
Who
was
offering,
and
so
what
we
have
to
do
is
make
sure
we're
getting
the
best
competitive
price
and
that
that
can
back
to
that
exit
strategy.
If
we
decide
those
costs
have
gone
up
as
far
as
we
want,
we've
got
to
have
the
flexibility
pull
out
of
it
and
go
someplace
else,
and
we
have
to
control
it,
and
so
by
doing
that,
now
we're
going
from
a
capex
to
an
op-ex
model
in
terms
of
payment.
B
G
I
just
because
I
I
know
jack
doesn't
like
to
talk
about
this
very
much,
but
it's,
I
think,
a
very
direct
answer
to
your
question,
which
is
that
when
you're
facing
it's
not
a
monopoly,
but
when
you
have
something
like
microsoft,
which
really
controls
a
huge
chunk
of
the
market,
we
in
the
national
capital
region
have
an
opportunity
which
we
have
left
left
aside
to
join
with
our
sister
jurisdictions
to
gather
our
buying
power
together
and
jack
has
been
working
very
diligently
over
the
last
six
months
in
the
area
of
cyber
security.
G
To
say
when
it
comes
to
cyber
insurance.
When
it
comes
to
assessments,
let's
band
together,
because
together,
we
will
be
able
to
get
a
better
price
on
some
things.
You
know
the
town
of
dumfries
or
occoquan
hasn't
got
a
prayer
when
it
comes
to
getting
these
kinds
of
services
and
if
they're
compromised
we're
compromised
too,
but
it
also
goes
to
the
purchase
of
products
with
microsoft.
G
G
B
It
shared
services.
How
can
we
do
that
and
why
we
I
mean
somebody
may
say
in
cyber
security
which,
by
the
way,
will
be
before
the
caos
next
month
in
april,
a
comprehensive
plan
to
provide
for
a
baseline
across
the
region.
So
why
somebody
may
say
to
us:
why
are
you
worried
about
dumfries?
Why
are
you
worried
about
tacoma
park,
we're
only
as
strong
as
the
weakest
link
we
have
at
that
would
and
if
we're
going
to
get
hit
and
by
the
way,
we're
close,
I
mean
richard's.
Rich
nashville
is
on
the
phone.
B
He
can
talk
exactly
to
what's
going
on,
but
we're
getting
a
lot
of
people
rattling
our
doors
they
want
to
get
inside,
and
if
we
have
somebody
who
doesn't
have
doesn't
have
the
resources
the
money
to
do
it,
where
it's
it
doesn't
matter
what
money
I
get
for
america,
you're
appropriate
for
us.
We
can't
defend
ourselves,
but
shared
services
talking
to
council
of
governments,
they
believe
together
we
have
more
buying
power
than
new
york
city.
B
You
know,
staff
augmentation
and
I
think,
there's
an
opportunity
there.
Now
some
states
maryland
has
these
requirements
to
say
you
can't
buy
out
of
the
state
or
whatever.
So
we're
going
to
have
to
work
through
that,
but
I
think
there's
a
great
opportunity
as
mark
says,
to
really
deliver
something
we
haven't
leveraged.
I
don't
think
in
the
years
you
and
I
have
been
here-
we
have
not
leveraged
that
at
all
yeah,
not
because
we
haven't
tried
it's
just.
A
Be
more
secure
and
we
won't
see
price
jumps.
This
contractual
increases
this
large
in
the
future
right
right.
I
The
question
is:
what
drives
a
contractual
increase?
Is
that
more
services
or
is
it?
Is
it
so,
for
example,
could
you
make
an
argument
and
say:
look
we
pay
600
and
change
more
600,
000
and
change
more,
but
we
avoid
to
have
to
hire
two
or
three
more
people,
or
we
avoid
to.
You
know,
have
to
try
to
find
the
services
somewhere
else.
So
there
is
a
value
added
to
that.
It's
not
just
an
increase
in
price.
I
understand
the
bundling
very
well
very,
very
well
I
mean
congratulations
is
great.
I
You,
you
just
build
a
far
bigger
customer
who
hasn't
you
know
it's
like
you
know
it's.
It's
like
you
have
a
better
negotiating
position
because,
but
at
the
same
time
we
commit
all
our
workflows
or
our
you
know
the
how
people
organizations
really
lock
in
into
a
system
and
and-
and
I
agree
with
the
manager.
Yes,
it
is
a
you
know
a
legally.
Even
the
the
services
you
mentioned
are
the
three
or
four
and
they're
hardly
competitive
to
each
other.
They
segment
the
market.
I
So
the
question
is:
how
can
we
get
so
first
of
all,
understanding?
Well,
why
the
this
increase
is
that
are
we
consuming
more
or
that
there
could
be
right?
There
are
services
that
are,
you
know,
charged
as
as
used
and
and
what
is
the
benefit
from
that?
Are
we
getting
more
value
out
of
that,
because
the
the
reason
why
microsoft
has
been
so
successful
is
because
they
provided
something
that
was
extremely
productive
right,
I
mean
there
was
value
for
the
customer
as
well
as
for
the
supplier.
I
So
that's
what
I'm
trying
to
figure
out.
I
mean,
I
know
that
cities
entire
regions
have,
you
know,
played
with
the
idea
of
you
know
changing
of
going
open
source,
for
example,
etc.
There
is
a
mixed
bag
of
of
of
stories
to
tell
about
this,
but
we
are
where
we
are.
The
question
is
why
why
is
it
so?
I
B
Yeah
good
point:
well,
certainly
as
a
profit
margin,
they
see
the
opportunity
there
you're
exactly
right
and
you'll
be
holding
to
them
because
of
the
agreements
you
get
in
and
they
you
can
limit
the
extent
of
the
increase
in
usually
the
terms
three
years
or
five
years,
and
you
can
you
can
limit
that
to
the
term,
but
frankly
they
are
the
show
in
town
and-
and
there
are
a
lot
of
us
who
think
there
are
other
products
just
as
good.
They
could
do.
The
could
do
that
just
as
well.
B
The
problem
is
your
base
of
people
you're
getting
are
trained
in
microsoft.
It's
like
the
university
communities.
They
would
like
us
to
use
google
google
mail
like
to
use
the
google
product
line.
When
I
a
number
of
years
ago,
I
had
the
chief
ci,
the
cio
for
the
federal
government
was
a
gentleman
named
vivek
kunder.
B
He
worked
for
me
here
in
arlington
county
he
was
and
he
went
there
and
became
the
obama's
cio
and
he
introduced
me
to
I've
got
to
be
careful
what
I
say,
because
I
believe
every
every
experience
in
the
neighborhood
lives
in
here
now,
but
he
introduced
me
to
eric
schmidt
and
eric
is,
if
you
don't
know,
it
was
head
of
a
alphabet
and
and
whatever,
and
that
eric
said
the
same
thing
we're
making
a
decision
on
whether
or
not
to
stay
with
microsoft.
B
B
It
may
work
in
the
university
to
do
indeed
collaboration,
but
once
you
leave
the
university
going
into
a
and
I
hate
this
is
a
microsoft
world
in
microsoft,
that's
the
business
school
we're
going
into
so
they
have
the
edge
there
and
it's
a
it's
a
difficult
thing:
the
cost
savings
too.
I
think
you
gotta,
we
gotta.
B
B
L
L
If
that
makes
sense
and
that's
no,
it
is
complicated,
but
I
I
don't
want
to
get
lost
in
the
details
and
not
just
think
root
on
you,
mr
dorsey,
and
and
the
manager
on
that
one,
and
so
the
only
other
question
I
have
is
on
a
separate
topic,
and
I
want
to
you
know,
but
it's.
L
Take
it
away
great
so
slide
five
digital
equity
slide,
five
shows
a
map,
and
I'm
wondering
how
you
know.
I
know
the
purchasing
is
working
on
the
rfp
that
were
that
slated
for
fiscal
23.
So
I
imagine
we're
nine
months
to
a
year
before
we
hear
back,
that's
cphd's
work
plan,
but
we're
a
good
chunk
of
time.
Before
we
hear
back
on
that
rfp
is
that?
Do
you
have
any
sense
of
timing
on
that
yeah
holly?
You
want
to.
D
G
Yes,
no
not
the
voice
of
god,
but
you
know
mr
karen
tonis-
and
I
were
talking
about
this
last
week,
which
is
that
we,
I
I'm
optimistic,
that
the
study
on
digital
equity
that
we're
doing
will
yield
results,
but
without
wearing
down
this
too
much
barcroft
barcroft
barcroft.
We
have
an
opportunity,
as
we
go
in,
to
essentially
remake
that
part
of
the
county,
where
we
have
a
number
of
people
who
are
living
in
committed,
affordable
units.
It's
already
been
worked
into
some
of
the
we.
G
L
M
Just
as
every
year,
this
is
always
an
incredibly
fascinating
discussion,
but
I
want
to
amplify
some
of
the
points
that
were
raised
by
the
tech
commission
in
their
letter,
which
I
you
know
happened
to
think
were
well
articulated,
and
particularly
just
thinking
about
future
capacity
and
what
might
be,
in
your
view,
future
asks
that
come
from
dts,
because
at
least
to
my
mind,
I
agree
that
comprehensive
planning
for
it
is,
is
absolutely
essential,
given
that
it's
underlying
every
single
thing
that
we
do
within
within
government,
and
it
seems
that
we
need
to
not
only
think
about
how
we're
going
to
maintain
the
work
that
we
do
in
the
future,
but
also
to
figure
out
how
we're
going
to
foster
innovation,
which
I
know
it's
a
buzzword.
M
But
you
know
for
me,
it's
not
only
about
efficiency,
and
it's
not
only
about
you
know,
making
sure
that
we
can
deliver
the
kind
of
services
to
our
community
that
they're
going
to
expect,
but
also
it's
a
it's
a
critical
tool
for
employee
safety
in
a
lot
of
industries.
It's
also,
as
you
mentioned,
a
really
really
necessary
retention
component.
The
more
that
we
can
have
the
workforce,
learn
and
adapt
to
new
skills
and
new
learnings
the
more
attractive
will
be
as
a
place
for
people
to
come
and
work.
M
So,
for
all
of
these
reasons,
it
seems
like
we
ought
to
methodically
and
comprehensively
plan
for
that,
and
and
also
to
think
about
what
resources
it's
going
to
take
to
ensure
that
each
and
every
department
has
a
level
of
expertise,
competency
to
manage
the
incredible
pace
of
change
that
you
outline
every
12
to
18
months.
It
seems
to
me
at
first
blush
that
we
we're
not
looking
at
a
dts,
that's
going
to
be
sized
as
it
is
moving
forward.
M
If
we're
going
to
do
all
of
that
and
also
manage
the
incredibly
important
increasing
risks
in
cyber.
So
if
you
could
just
project
out
what
are
you
thinking
about,
what
it's
going
to
take
to
to
make
that
planning
and
what
kind
of
a
size
department
relative
to
what
we
have
now?
Are
we
likely
to
see
in
the
future.
B
Well,
as
I
said
I
I
alluded
to,
I
do
not
believe
you're
going
to
see
a
central
I.t
shop,
that's
going
to
be
another
10
times
the
size.
It
has
we're
fortunate
that
people
are
coming
to
the
workforce
who
have
those
technology
skills.
One
of
the
things
I
talked
about
with
these
communities
of
interest,
a
very
small
level,
is
something
called
as
soon
as
I
say.
I
know
we're
going
to
get
laughter
here,
but
robotic
process
automation.
B
What
that
means
is
you
would
identify
those
those
those
analog
processes
that
are
annoying
to
the
staff
that
are
coming
in.
How
could
we
manage
them
better?
How
could
we,
how
could
we
affect
it?
It
could
be
invoice
processing
where
it
takes
maybe
30
minutes
a
day
to
process
the
the
charges
that
the
fire
department
gets
from
for
for
me
or
ms
universe.
Those
things
can
be
automated,
so
having
staff
that
understand
that,
subject
matter,
specialists,
firemen,
who
understand
what
the
costs
are
and
to
be
able
to
automate.
B
That
means
all
of
a
sudden
we're
making
the
industry
work
better
and
we're
actually
being
more
efficient
in
terms
of
provision
and
services.
So
if
you
step
out
a
bit
and
say
okay,
what
are
the
bigger
themes
we're
going
to
face
the
immense
innovation
that's
taking
place
in
national
landing
at
a
scale?
There's
nothing
like
that
in
north
america,
it's
happening
and
what
we're
doing
is
we're
bringing
together
folks
who
are
looking
at
those
emerging
trends.
I
talked
about
ai
cloud,
machine
learning,
internet
things,
cyber
security.
B
We
can
learn
from
that
and
apply
that
as
appropriate
and
necessary
in
the
community
and
we're
going
to
have
to
because
there's
that
balance
between
privacy
of
the
individual
and
data
that
the
government
needs
to
be
able
to
do
its
business
better.
How
can
it?
How
can
achieve
that?
So
what
we've
done?
B
A
lot
of
work,
we've
done,
which
is
not
in
this
budget
document,
is
to
work
behind
the
scenes
with
transit
and
we're
working
very
closely
with
them
in
terms
of
understanding.
How
are
they
clear
how
they're
managing
curb
management
right
away,
deliveries
of
goods,
in
particular,
areas
that
are
crowded
we're
working
with
public
safety,
fire
and
police
and
we're
talking
to
them
about?
What's
their
vision
for
the
future,
not
not
looking
at?
Do
we
need
more
toys
to
be
able
to
do
things,
but
what
is
their
role
going
forward?
B
And
if
you
talk
to
the
fire
chief
david
poplitz
he'll
talk
about
less
reliance
on
his
services
because
we've
done
more
to
provide
for
the
care
of
the
community
in
other
ways
and
so
we're
looking
at
those
types
of
things.
I
think
that's,
where
we're
going
to
see
the
greatest
growth,
we're
empowering
other
departments
to
to
talk
to
understand
what
that
means
and
make
a
difference
in
terms
of
how
they
provide
that
provide
the
services
to
the
community.
So
long-winded
way
of
answering
your
question.
I
don't
see
the
department
growing
ten
times
its
size.
B
I
think
there
are
areas
we've
got
to
improve
on.
We
got
to
build
on
and
I
wish
I
could
get
more
resources
to
do
those
things
I
have
to
do,
but
I
think
going
forward,
it's
engaging
my
partners,
my
colleagues,
to
embrace
what
we're
trying
to
do
the
message
we're
having
right
now.
The
discussion
right
here,
I
think,
is
so
important
and
you'd
be
surprised
in
that
robotic
process.
Automation
we
brought
in
microsoft
to
talk
about
that.
We
had
at
least
seven
departments.
That
said,
where
do
I
sign
up?
B
How
do
I
do
it
and
departments?
You
never
think
would
have
thought
about
doing
that,
but
they
said
you
know
I'm
frustrated.
I
can't
keep
staff
because
they
say
we're
just
we're
working
the
way
we
did
30
years
ago.
We
got
to
change
that,
so
I
think
I'm
encouraged
by
that
and
I
think
that's
something
as
a
county
going
forward,
there's
something
we
need
to
leverage
more
and
again,
that's
providing
not
only
training
for
my
staff
but
training
for
the
staff
in
the
field.
M
If
I
could
just
follow
up
briefly
on
that
before,
I
turn
it
over
to
you,
I
I
get
what
you're
saying
and
I'm
certainly
not
asking
for
dts
to
grow
to
be
10
times
its
size.
But
I
want
to
make
sure
that
we
we
have
a
plan
for
innovation,
because
one
of
the
things
that's
concerning
about
the
circumstance
that
you
just
described.
M
If
we
rely
on
departments
to
actually
articulate
how
they
need
to
innovate,
that's
likely
going
to
come
with
their
being
frustrated
by
the
processes
that
they
have
already,
which
is
part
of
that
delay
in
being
at
the
forefront
versus
behind
the
times,
and
I
think
you
know,
as
we
think
about
all
elements
of
our
community
where
we
need
to
be
flexible
and
fast.
It's
so
that
we
don't
wither.
M
You
know
we're
competing
with
lots
of
other
entities
out
there
and,
if
we're
we're
a
step
behind
we're
losing,
and
so
I
just
want
to
make
sure
that
we
have
a
thought
and
a
plan
for
how
we're
going
to
make
sure
that
departments
know
that
you
know
what
the
way
we
do.
These
things
manually
can
be
done
in
an
automated
way:
less
stress,
less
cost,
whatever
you
manage,
if
you
want
to
have
them
manage
the
deployment
implementation.
M
B
I
could
just
stay
on
this
subject,
because
this
is
so
important.
You
need
a
helmsman,
you
need
a
pilot
in
the
greek
call,
it
kubernetes,
that's
the
idea.
You've
got
to
be
able
to
drive
and
orchestrate
this,
and
so
when
I
talk
about
communities
of
interest,
it's
not
giving
them
the
technology,
giving
them
technology
and
say
nice
senior,
we're
gone,
but
it's
being
actively
involved
in
improvement
and
to
make
sure
that
what
they're
doing
is
aligned
with
the
business
goals
of
the
county.
If
we
don't
do
that,
then
we
haven't
we've
gone
through
this.
B
How
many
times
mainframe
things
are
going
to
be
better.
We've
got
a
mainframe,
everybody
just
dumps
things
on.
We've
got
a
little
mainframes
we're
going
to
caught
solutions
same
thing,
and
we
have
an
opportunity
now.
I
think,
to
really
to
drive
this
home
by
having
a
coordinated
approach
to
how
we
do
technology,
investment
and
mark-
and
I
have
talked
about
this
for
years-
we've
never
got
there.
Yes,
and
we've
got
to
address
that.
You
know
whether
it's
and
how
you
do
that
is.
B
You
know
there
are
ways
against
the
vehicles
like
as
mary
has
talked
about
a
comprehensive
plan,
but
there
are
other
ways
to
do
it
as
well,
but
I
think
we
got
to
do
that.
We
just
don't
have
the
time
anymore,
to
do
what
we've
been
doing
in
the
past.
We
just
want
the
resources
and
we
don't
and
we're
going
to
lose
them.
You
know,
I
really
believe
you
hit
a
key
point
all
right.
Thank
you.
Thank.
J
You
yeah
just
a
little
bit
more.
I
mean
these.
These
discussions
are
always
they
get.
They
really
get
your
head
going
and
thinking
in
different
ways
and
appreciate
it
very
much.
So
what
it
sounds
like
to
me
a
little
bit
is
that
we
do
you.
J
We
do
need
a
strategic
plan,
a
plan
of
some
sort,
because
what
I,
what
I'm
sort
of
hearing
from
you,
is
that
you
need
the
department
needs
to
be
going
out
into
the
organization
picking
up
and
then
bringing
the
organization
back
into
a
constant
back
moving
like
that
to
keep
the
information
flow
going
and
to
get
everybody
kind
of
up
to
speed,
because
the
speed
keeps
changing
and
probably
some
sort
of
yeah
a
real
sort
of
set
strategic
plan
on
how
to
do
it,
and
I
think
you're
you're,
obviously
working
on
that,
but
I
think
we're
hearing
from
our
committee
and
others
that
making
it
more
clear
and
intentional
that
everybody
understands
how
we're
doing
it
might
be
helpful.
B
A
lot
that
needs
the
strategy
I
talked
about.
You
know,
I
use
the
analogy
with
my
staff
and
my
colleagues
about-
and
I
remember
this
probably
mark
does
as
well
when
you
built
the
transcontinental
railroad
mark.
You
remember
that
the
whole
concept
behind
a
transcontinental
railroad
was
that
everybody
had
different
gauge
cars
they
put
on
the
track,
it
didn't
work
and
they
said
we
want
to
go
from
east
coast
to
west
coast.
How
do
we
do
that?
Easy?
Everybody
has
a
standard
gauge
car
they're,
putting
on
the
track
the
track's
a
certain
size.
B
It's
going
at
a
certain
time.
It's
going
in
a
certain
direction,
you're
going
to
stop
at
certain
time
places
there's
certain
security
and
privacy
that
you
have
to
follow.
What
we're
trying
to
do
with
this
cloud
strategy
is
to
implement
something
like
that
now.
You
know
I'm
not
trying
to
belittle
what
you're
saying
or
what
I'm
saying
yeah.
I
think
it's
important.
We
have
everybody
on
on
the
same
page
saying
this
is
the
direction
we
want
to
go.
These
are
the
important
goals,
and
it's
not
technology.
B
It's
the
business
goals
that
to
be
achieved.
The
outcomes
that
make
life
you
want
an
environment,
we
talk
about
it
a
lot
here.
What
what
defines
a
smart
community
in
many
jurisdictions
around
here
take
a
banner
down
to
the
print
shop
and
hang
in
an
old
vacant
building
and
they
say
innovation
zone.
We
don't
want
to
go
there.
What
we
want
to
do
is
have
a
situation
where
people
want
to
come,
work
live,
play,
educate
and
they
feel
safe
living
in
an
environment,
and
I
think
we
have
an
opportunity
to
do
that.
J
B
He
was
the
first
junior
college
intern.
We
brought
him,
we
got
it
from
schools,
actually
he
was
working
over
there
and
we
brought
him
in
and
he
took
off
and
he
was.
I
saw
him
his
last
day
here
and
he
said
I'm
apologizing
to
leave,
but
you
guys
prepared
me,
you
gave
me
those
skill
sets
and
that's
the
idea
behind
the
indian
program.
It's
not
just
a
we
get
benefit,
but
that
people
who
are
coming
in
get
the
benefit
sure
and.
J
I
I
will
just
tell
you
what
I'm
missing
the
other
day
we
had
here
a
conversation
about
permit
arlington,
for
example,
which
I
believe
is
one
of
the
most
interesting
things
for
me,
because
I
I'm
trying
to
track
how
how
well
we
implemented
governance,
because
this
is
a
really
difficult
interface.
You
know
everything
has
to
be
bespoke
everything
everything
has
to
be
reactive
to
to
people
having
different
plans,
etc.
Yet
the
electronic
gateway
to
ask
for
a
building
permit
has
been
maturing
over
time,
so
this
kind
of
I
was
struggling
to
find.
I
I
know
that
dts
is
involved,
but
I
was
struggling
to
find
how
dts
manages
directs
shapes
the
form
with
which
we
will
be
delivering
governance
services
in
this
department
and
other
departments
as
well.
What
is
the
managing
philosophy
of
that?
That's
what
what
I'm?
What
I
read
when
I
when
I
talk
with
the
or
our
commission,
etc
when
they
say
we
want
compre,
some
some
sort
of
comprehensive
planning
approach
to
that.
I
I
sense
that
this
is
what
they
are
after
to
have
something
that
says.
I
This
is
how
we
do
business
here,
and
this
is
good
for
the
zoning
department,
as
it
is
good
for
the
department
of
human
services
etc,
and
I
know
that
this
is
difficult.
I'm
I'm
not
going
to.
I
mean
I
this
this
in
and
out
that
miss
garvey
just
just
said
so
that
that's
what
I'm
I'm
trying
to
find
in
in
in
the
narrative
here
I
I
know
it
is
there,
and
I
see
that
in
other
initiatives
like,
for
example,
digital
equity.
B
I
know
we
have
performance
measures
here,
yeah
right
and
I'm
not
sure,
they're
effective
in
terms
of
communicating
what
we
do
in
many
with
my
department.
Now
I'm
going
to
talk
about
other
departments,
but
I
think
we
need
to
consider
adopting
a
different
way
of
reporting
and
how
we
achieve
our
goals:
the
private
industry
at
intel,
google,
because
they
use
something
called
okrs
objectives
and
key
results.
They
set
out
critically
here's
our
objective,
here's
what
we're
trying
to
achieve
the
outcome
we
want
and
how
do
we
identify
the
progress
we're
making
towards
achieving
that?
B
A
Thank
you
all
right,
I'm
sorry,
just
one.
M
Putting
that
into
my
mind,
as
you
talk
about
the
great
retention
rates
that
you've
had,
which
are
really
admirable
by
the
way,
I'm
glad
you
highlighted
that,
but
as
we
think
about
providing
more
skills
and
training
for
individuals
that
can
have
the
effect
of
making
them
more
attractive
to
others
who
may
try
and
poach
them.
So
is
how
do
you
balance
the
whole
idea
of
providing
that
training
with,
hopefully
retaining
these
staff
hope
with
retaining
the
staff
over
time,
so
that
we
can
most
benefit
from
that
training?
B
You
probably
know
you're
not
going
to
like
hearing
this,
but
when
people
come
on
board
with
me,
I
asked:
how
are
they
going
to
be
successful
in
three
years
from
now
and
and
and
I
and
I
tell
them
that
you've
contributed
something
you've
learned
something
and
we've
gained
something
at
the
end
of
three
years.
If
you
decide,
you
know
what
I
found
a
better
job
and
I'm
going
to
leave,
I
view
I've
done
a
good
job
as
a
director.
B
I
can't
to
say
to
somebody
when
I
used
to
work
at
the
securities
and
exchange
commission,
you
had
to
sign
an
agreement.
That
said,
you
had
to
stay
certain
years
and
you
couldn't
go
work
for
broker
dealer
on
wall
street,
a
lot
of
people
that
wouldn't
work
in
securities
and
exchange
commission.
Because
of
that,
so
I've
taken
that
approach.
No,
we
don't
have
a
way
of
insisting
point
loyalty
why
people
stay.
I
I
they've
again
it's
a
combination
of
those
factors,
but
they
have
I'm.
A
It's
like
give
anybody
any
idea
all
right
on
that
note
yeah.
It
is
don't
push
it
all
right.
On
that
note,
mr
belcher,
thank
you
so
much.
We
really
appreciate
the
conversation
the
opportunity
to
get
into
some
wide-ranging
and
forward-looking
trends.
If
we
have
any
further
follow-up
conversations
or
questions,
we
can
put
them
in
writing.
B
A
For
thinking
of
them
as
well,
thank
you
bye.
Okay.
We
will
move
now
into
presentations
from
arlington
economic
development.
Mr
schwartz,
do
you
have
any
brilliant
words
of
introduction
for
I'm.
G
N
N
I
think
a
few
of
them
are
are
also
joining
us
virtually,
but
they've
really
had
to
balance
responding
to
urgent
business
needs
during
this
pandemic
over
the
last
two
years
and
then
similarly
think
about
longer
term
initiatives
to
help
expedite
arlington's
recovery
next
slide,
please
I
believe
it's.
It's
never
been
more
important
for
us
to
think
about
our
department's
mission.
N
N
N
After
years
of
proactive
economic
development
efforts,
the
county
had
its
lowest
vacancy
rate
in
nearly
six
years
now,
the
dc
region,
like
many
other
office
markets,
is
suffering
from
high
vacancy
and
arlington's,
particularly,
is
the
highest
in
the
region
near
its
2015
peak,
while
some
of
the
vacancy
can
be
attributed
to
known
lease
expirations.
The
pandemic
has
countered
much
of
the
vacancy
progress
that
we
had
made
over
the
prior
years.
N
N
N
Given
the
importance
of
the
commercial
office
space
to
the
county's
tax
base,
these
shifts
do
means
do
represent
some
risk
and
exposure
for
the
county.
In
addition,
these
office
conditions
continue
to
negatively
impact
small
businesses
in
the
hospitality
industry
which
depend
on
office
workers
and
business
travel
customers.
N
Let
me
take
a
moment
to
say
we've
done,
and
I
want
to
thank
the
board
for
doing
a
fabulous
job
of
supporting
many
of
our
small
businesses
through
the
pandemic,
with
programs.
N
With
that
being
said,
there
is
no
amount
of
subsidy
that
can
sustain
our
small
businesses
in
perpetuity
the
thing
that
will
expedite
recovery
and
and
help
our
small
businesses.
The
greatest
is
by
figuring
ways
to
get
bodies
back
into
these
buildings,
as
they
indirect
and
induce
impact
of
people
working
in
arlington
physically
will
ultimately
help
our
small
businesses.
N
The
long-term
impacts
of
covid
on
the
office
market
will
not
be
known
in
its
entirety
for
some
time,
as
there
are
some
leases
that
are
still
in
the
middle
of
say,
a
10-year
term
and
have
yet
to
expire.
So
we
don't
actually
know
how
how
they
will
affect
the
overall
vacancy
rate
until
years
to
come.
N
N
This
is
leading
to
greater
competition
for
office
markets.
The
phenomenon
is
unique
to
commercial
office
space
because
demand
for
other
office
for
other
types
of
space,
including
manufacturing,
flex,
space,
industrial
space,
things
like
wet
labs
or
data
centers
are
actually
increasing
and
have
continued
to
increase
during
the
pandemic.
N
I
believe
communities
that
are
flexible
and
proactively
revising
and
revisiting
their
policies
and
processes
to
be
in
line
with
the
changing
demand
of
the
markets
are
best
positioned
to
capture
this
growth.
I'll
take
a
moment
to
recognize
the
work
that
that
cphd
is
doing
and
we
are
partnering
with
them
on
commercial
market
resiliency.
I
think
it's
critical
work
that
we'll
be
working
on
over
the
next
year
to
keep
arlington
as
a
vibrant
community
where
people
want
to
live,
work
and
play.
N
N
N
Let's
begin
with
talking
a
little
bit
about
small
business
and
our
biz
launch
team
next
slide,
as
has
been
the
trend
in
the
past
few
years,
demand
for
biz
launch
services
continue
at
a
fast
pace,
with
the
addition
of
an
arpa-funded
position
in
the
fy
22
budget
and
included
in
the
county.
Manager's
fy23
budget
proposed
budget,
the
small
but
mighty
team
of
3.8
ftes
and
an
intern
support
and
an
intern
supported
an
incredible
number
of
small
businesses.
N
N
N
And
while
I
address
equity
efforts
directly
later
in
this
presentation,
equity
is
and
has
equity,
is
and
has
always
been
part
of
the
fabric
of
the
biz
launch
program
through
the
rest
of
the
year.
You'll
continue
to
see
that
focus
with
events
to
support
women
and
minority
minority-owned
businesses
like
the
upcoming
swamy
awards
in
may.
N
I
want
to
thank
the
county
manager
and
the
board
for
the
inclusion
of
the
arpa
fte,
the
inclusion
of
funding
for
the
arfa
fte
for
it's
part
of
the
biz
launch
team
for
the
upcoming
fy
23
budget.
N
Our
business
investment
group
affectionately,
known
as
as
the
big
team,
has
been
working
very
hard
as
well
over
the
past
year
and
a
half
despite
the
continued
negative
impact
of
the
pandemic
in
the
office
leasing
market.
This
team
has
continued
to
deliver
on
its
metrics
during
the
year.
To
date,
the
big
teams
fy
22
projects
account
for
2
000
jobs
and
over
300
000
square
feet
of
retained
or
new
office
space.
N
We
hope
to
engage
the
county
board
as
well
in
this
effort
and
we'll
be
hearing
from
us
within
the
next
month
with
the
omicron
variant
reseeding,
we
have
resumed
in-person
marketing
missions
and
engagement
with
prospects
who
are
moving
forward
on
plans
to
relocate
or
expand
their
operations
in
arlington,
along
with
our
partners
at
the
state
level.
Aed
is
participating
in
six
marketing
missions
this
spring
and
summer,
which
translates
to
roughly
100
prospect
meetings
over
the
past
two
years.
N
N
It
was
critical
to
complete
this
rebranding
during
the
pandemic
period.
The
whole
department,
with
support
from
our
colleagues
in
dts
and
community
partners,
like
our
universities,
our
partnerships
and
our
bids,
pull
together
to
produce
a
fresh
look
that
articulates
arlington's
competitive
advantage.
N
N
This
year,
much
of
their
work
was
focused
on
focused
on
increasing
land
use,
flexibility
and
addressing
office
market
resiliency.
Some
of
their
highlights
include
helping
to
accommodate
specific
tenant
needs
for
microsoft's
new
office
in
roslyn,
supporting
efforts
to
expand
opportunities
for
new
business
types
to
fill
vacant
space
along
columbia,
pike
negotiating
the
dark,
fiber
lease
and
national
landings
innovation
district
to
support,
arlington's
growth,
growing
tech
ecosystem
that
will
be
critical
to
recovery,
supporting
affordable
housing
developments
such
as
barcraft
and
moving
forward.
N
This
team
will
be
leaving
aed's
support
of
cphd's
office
market
resiliency
efforts,
which
we
believe
is
a
critical
piece
of
our
economic
development
recovery
strategy
and
a
top
priority
for
aed
once
filled.
The
vacant
role
previously
held
by
jill
hunger
and
aed
will
focus
on
supporting
cphd's
efforts
in
this
market.
Resiliency
work
our
next
division
and
I'd
like
to
speak
briefly
about
is
our
convention
and
visitor
services
team,
which
supports
our
hospitality
and
tourism
sector.
N
Although
all
signs
are
pointing
to
gradual
recovery
in
our
hospitality
sector,
we
still
have
a
long
way
to
go
to
get
back
to
2019's,
record-breaking
hotel,
occupancy
and
revenue
levels.
As
you
can
see,
in
the
2021
calendar,
arlington
saw
a
significant
increase
in
hotel
occupancy
as
compared
to
2020,
but
it's
still
down
nearly
44
from
2019
levels.
N
Revenue
per
available
room,
although
up
31
from
2020,
is
still
a
stunning
59
down
from
2019.
on
the
bright
side,
barring
any
unforeseen
developments.
Hotel
demand
continues
to
steadily
increase
in
the
leisure
business
and
meeting
meeting
and
group
travel
segments,
especially
for
april
of
this
year
and
beyond.
N
N
N
N
Our
cultural
affairs
division,
also
oftenly
referred
to
as
arlington
arts,
plays
a
critical
role
in
making
arlington
a
unique
and
vibrant
location
to
live,
work
and
play
fy21
investments
included
new
technology
to
produce
and
stream.
Quality
programming
has
led
to
new
audiences
and
expanded
opportunity.
Opportunities
for
arlington
arts
organizations.
N
This
investment
generated
new
audience
in
increased
social
media
reach
as
well.
Some
of
the
highlights
in
fy
22
include
the
public
arts
master
plan,
which
was
a
culmination
of
a
four-year
process,
responding
to
new
county
priorities
such
as
equity
and
biophilia,
and
incorporates
new
approaches
to
public
art,
including
creative
placemaking,
civic
practice
and
social
practice.
N
Next
slide,
I
want
to
make
sure
we
spend
some
time
focusing
on
our
equity
efforts
and
furtherance
of
our
goal
of
normalizing
ongoing
racial
equity
awareness
amongst
our
employees
and
normally
normalizing
those
conversations.
The
aed
racial
equity
action
team
has
put
together
monthly
presentations,
trainings
and
facilitated
discussions
to
promote
racial
equity
within
the
department.
N
N
This
is
a
barrier
to
aed's
work
and
a
topic
that
we
intend
to
dig
into
further
in
the
coming
year
with
many
of
our
partners
and
community
organizations
next
slide.
The
four
initiatives
highlighted
on
this
slide
represent
just
a
portion
of
the
current
and
planned
work
to
support
the
county's
racial
equity
and
inclusivity
goals.
N
Relaunch
the
program
was
designed
to
provide
legacy,
businesses
and
businesses
of
color
with
access
to
consultants
and
to
help
bridge
the
digital
divide
and
to
have
businesses
compete
during
and
after
the
global
pandemic.
To
date,
55
percent
of
the
graduates
of
the
relaunch
program
are
minority-owned
businesses.
This
slide
features
the
minority-owned
lion
park.
Barber
shops
new
website
that
it
received
through
the
program
aware
grants
administered
by
our
cultural
affairs
team
in
partnership
with
the
arts
commission
on
on
these
were
designed
to
expand
opportunities
for
artists
of
color
and
other
represented
groups.
N
N
N
This
lunch,
which
was
held
at
ethiopian
restaurant
dhamma,
featured
roughly
30
black
owned
businesses
and
senator
mark
warner.
In
addition
to
these
efforts,
one
of
the
items
included
in
the
fy
23
budget
is
part
of
aed's
equity
focus.
The
back
to
work
program
is
a
tech,
credential
training
program
for
low-income,
low-skilled,
under-represented
or
long-term
unemployed
residents,
who
were
laid
off
from
hospitality
and
other
service
sectors
that
were
negatively
impacted
by
covenant
19..
A
O
O
This
increase
is
primarily
due
to
approximately
six
hundred
and
thirteen
thousand
dollars
income
in
continuation
of
upper
funded
initiatives,
specifically
eighty
eight
thousand
dollars
for
the
small
business
support
position
in
the
biz
launch
program,
five
hundred
thousand
dollars
for
the
relaunch
program
and
twenty
five
thousand
dollars
for
the
back
to
work.
Tech,
talent
program.
O
In
addition
to
the
upper
increases,
the
cultural
affairs
general
fund
budget
is
increasing
by
approximately
150
000,
made
up
of
approximately
65
000
of
ongoing
funding
for
the
lee
arts
center
building
maintenance,
which
is
offset
by
an
increase
in
membership
fees
and
eighty
five
thousand
dollars.
In
one
time.
Funding
for
new
arts
programming
at
2700,
south
nelson
street.
O
O
For
the
tourism
promotion
fund,
the
fy
2023
proposed
expenditure
and
revenue
budgets
increased
by
over
1.4
million
dollars,
which
reflects
a
128
increase
from
the
fy
2022
adopted
budget.
The
increases
are
primarily
due
to
1.3
million
in
fy
2023
allocation
of
the
3.25
million
upper
tourism
recovery
grant
from
vtc.
N
In
conclusion,
the
county
board's
leadership
and
tireless
work
of
staff
throughout
this
pandemic
really
has
provided
many
of
our
our
small
businesses,
financial
support
and
valuable
resources
to
help
them
weather
this
pandemic.
The
new
arpa
resources
from
the
commonwealth
are
undoubtedly
going
to
help
increase
the
pace
of
recovery
for
a
hospitality
and
tourism
sector.
N
This
concludes
the
the
aed
budget
presentation,
we're
happy
to
answer
questions
and
hear
any
feedback.
A
Thank
you
so
much,
mr
tucker,
before
you
hear
from
us,
I'm
gonna
propose
we
hear
from
our
commissions.
I
believe
we
have
chair
sisk
with
us
from
the
edc.
Is
that
right.
P
Yes,
good
afternoon,
everyone
thank
you
for
joining
us.
Thank
you.
Chair
crystal,
I
want
to
say
to
begin
to
say
a
good
afternoon
to
all
of
you
to
all
of
you
this
afternoon
to
chair
crystal
and
other
members
of
the
county
board
and
staff.
P
In
a
time
of
so
much
disruption,
edc
members
were
able
to
serve
a
significant
and
collaborative
role
in
the
implementation
of
arlington's,
two
small
business
grant
programs
for
many
months.
Edc
members
work
closely
with
aed
staff
energetically,
applying
their
expertise
and
community
point
of
view,
so
that
nearly
500
of
arlington's
most
impacted
small
businesses
received
needed
funds.
P
P
A
Thank
you
so
much
chairsisk
and
thank
you
for
your
partnership.
I
know
particularly
on
the
grunts
program.
The
edc's
guidance
support,
helping
get
the
word
out
was
just
invaluable.
We
appreciate
you
thank
you
and
also
delighted
to
recognize
chair
quinana
of
the
arts.
Commission.
Welcome.
Thank
you
so
much
for
your
partnership
as
well,
including
on
that
novel
grants
program
that
was
featured
under
equity
and
everything
else
that
you
all
have
done.
So
look
forward
to
hearing
your
comments
as
well.
Q
Thank
you
chair
crystal,
and
I
want
to
thank
chair
sisk,
because
we
also
had
opportunity
to
liaise
and
work
with
the
economic
development
commission
in
the
past
year,
so
really
appreciate
that.
So
thank
you
to
the
county
board
for
providing
this
time
to
give
some
comments
during
your
budget
work
session.
Of
course
my
name
is
anika
quinana
and
I'm
the
chair
of
the
arlington
arts
commission.
Q
Q
I
speak
on
behalf
of
our
artists
and
our
arts
organizations
that
when
we
look
at
that
race
model
in
terms
of
who's
missing,
what's
missing
who's
burdened,
the
issue
of
access
to
resources
is
what's
underlying.
All
of
that.
Q
I've
seen
with
my
own
eyes-
and
I'm
sure
many
of
you
have
have
seen
how
artists
and
arts
organizations
have
pivoted
that
word
again
and
were
able
to
go
into
virtual
formats.
We
were
able
to
host
for
the
past
two
decembers
our
grantees,
to
come
to
our
commission
meeting
and
share
about
you
know
the
challenges
and
the
triumphs
that
they've
had
through
the
pandemic,
and
so
we
really
support
and
are
proud
of
our
arts
community
at
this
time.
Q
One
thing
we
do
think
about
is
that
the
arts
can
be
exclusive,
and
this
is
on
the
side
of
arlington
residents
or
arlington
visitors,
because
there's
not
the
ability
to
access
an
exhibit
or
a
show,
and
we
appreciate
county
funds
that
that
help
to
support
that.
So
again,
our
lens
is
equity
and
we've
spent
this
past
year
really
focused
on
equity
and
we're
really
proud
of
our
accomplishments.
Q
Last
year
january,
we
passed
our
first
equity
statement
or
we
approved
it
as
an
internal
process
that
took
place
in
the
commission.
This
is
just
a
bit
of
an
advertisement
because
on
march
22nd,
I
believe
I'll
be
along
with
my
vice
chair
and
curly.
Presenting
to
you
all
our
equity
process-
and
we
are
excited
to
do
that,
but
we
do
want
to
you-
know
just
make
mention
of
that
and
some
of
the
the
accomplishments
that
followed
that
we
really
appreciate
first
of
all
from
the
county.
Q
Thank
you
for
allocating
thousand
dollars
that
we
could
utilize
in
the
aware
program
to
support
artists
that
we
might
not
have
been
able
to
support
in
our
in
our
general
arts.
Q
That
was
a
real
hot
commodity
across
this
nation,
and
so
we
commend
cultural
affairs
and
michelle
isabelle
stark
for
for
achieving
that
and
then
being
able
to
match
the
aware
grants
funds
with
those
funds.
So
those
are
some
of
the
accomplishments.
Of
course,
I
cannot
bypass
the
public
art
master
plan,
which
you
all
passed
in
november.
Q
Equity
is
definitely
baked
in
there
in
that
revision.
But
what
we
really
appreciated,
I
have
to
say,
was
the
robust
conversation
that
you
that
ensued
amongst
you
all
as
the
board
about
the
arts.
We
love
to
hear
that
we
love
to
hear
you
engaged,
and
so
our
priorities
for
this
year
continue
to
be
around
equitable
access
to
arts
resources.
Q
We
note
that,
right
at
the
beginning
of
the
pandemic,
we
had
closed
our
community
arts
advisory
committee
that
had
been
charged
by
the
county
manager
to
look
at
arts
resources
and
how
they're
used
and
we've
done
that
work
and
had
several
recommendations,
a
70
page
document,
and
so
we
started
to
kind
of
pick
that
up
again
see
what's
still
relevant.
Q
There
see
what
we
can
still
learn
and
build
off
of
and
what
we
may
look
at
differently
with
how
the
world
has
changed
because
of
pandemic,
and
so
we
really
are
continue
to
be
concerned
about
art
space
for
artists
and
arts
organizations.
I
loved
hearing
our
director
speak
about.
You
know
all
the
space
that
is
available
in
arlington
and
we
certainly
have
a
need
for
space
among
artists.
Q
And
I
think
we'd
love
for
the
county
board
to
think
about
existing
structures
and
and
levers
that
you
could
utilize
to
support
the
arts.
I
think
about
the
barcroft
purchase
and
how
that
is,
a
structure
that
will
sort
of
be
obviously
be
revitalized
in
different
ways
and
how
art
space
could
be
included
there.
Q
I
want
to
in
this
moment
just
commend
one
of
our
local
artists,
sushmita
mazumdar,
who
has
been
running
studio
paws
at
the
gates
of
ballston,
and
I
was
able
to
visit
with
her
last
week-
and
I
know
chair
crystal
you
visited
right
after
me
and
just
to
see
that
work
that
is
happening
in
partnership
with
affordable
housing
is
just
incredible
and
sushi.
Sushmita
and
her
team
have
been
doing
that
work
working
with
immigrant
communities
working
with
young
artists,
allowing
them
to
install
exhibits
in
that
space.
Running
open,
mics
there.
Q
So
interdisciplinary
work
as
well
happening
in
that
space
for
nine
years
for
nine
years
been
committed
to
that
work,
and
so
thinking
about
how
that
kind
of
work
could
be
replicated
in
spaces
like
barcroft
and
others,
and
just
the
ongoing
need
of
the
sector
in
terms
of
space.
I
cannot
not
mention,
I
suppose
it's
called
langston
art
center
now
and
the
fee
increased
to
membership,
which
has
doubled
the
cost
to
my
understanding
for
membership.
Q
That
is
a
big
concern
for
the
commission
and
for
the
arts
community,
and
so
I'm
sure
you're
going
to
get
a
lot
of
wonderful
feedback
about
that,
and
we
would
encourage
those
fees
to
be
reduced
because
doubling
the
cost
is
going
to
be
just
impossible
for
those
artists.
So
that's
food
for
thought
and
again
we
are,
as
the
commission
always
trying
to
think
forward.
We
want
to
develop
a
five-year
plan
and
we
really
want
to
look
at
the
impact
of
the
arts
from
a
data
point
of
view.
Q
We'd
love
to
have
a
consultant,
help
us
to
develop
some
data
visualization
and
have
an
arts
participation
dashboard
that
gives
us
information
not
only
about
who's
participating
who's,
not
who
who
doesn't
have
access
and
so
that
we
can
really
start
to
look
clearly
and
in
a
data-driven
way
around
public-private
partnerships
that
we'd
love
to
see
in
the
future.
A
Thank
you
so
much.
Thank
you
so
much
sir
quinana.
We
appreciate
that
a
lot
of
food
for
thought
and
suggestions
for
thought
for
us
as
well
callie.
Someone
proposed
that
maybe
we
do
sort
of
general
aed
first
and
then
we
can
move
into
some
conversation
about
the
arts
and
cultural
affairs.
So,
let's
begin
ms
garvey
did
you
want
to
start
us
off
sure.
J
I
had
a
question
because
it
struck
me
mr
tuck,
having
been
through
a
couple
of
iterations
now
of
this
vacancy
rate
in
before
times
and
before
you
came
here,
a
lot
of
the
focus
was
on
having
to
provide
financial
incentives
for
businesses
to
come,
and
that
was
something
new
that
was,
you
know,
controversial
and
something
we
tried
to
avoid,
but
sort
of
had
to
do.
J
N
I
wouldn't
say
you're
wrong:
I
I
don't
think
it's
an
either
or
I
think
it's
probably
that
we
need
to
be
doing
both
fundamentally
whether
we
agree
with
the
ideology
of
providing
financial
incentives
as
a
way
to
attract
business
or
not.
It
is
the
landscape
of
the
competitive
market
that
we
are
in
and
if
arlington
wants
to
be
competitive
in
recruiting
and
attracting
industry,
we
will
have
to
provide
incentives
in
order
to
compete
with
with
similar
jurisdictions
all
around
the
globe
that
are
competing
for
some
of
the
same
projects.
N
I
do
think
that
the
work
that
we
are
we
have
folk
are
focusing
on.
Around
regulatory
flexibility
opens
up
opportunities
for
a
broader
base,
a
sector
base
to
represent
arlington,
maybe
some
uses
that
we
in
years
past
hadn't,
considered
and
then
also
evolving
sectors,
things
that
look
a
little
different.
That
are,
you
know
the
pace
at
which
the
business
businesses
are
changing
and
implementing
new
technology
and
new
business
models.
N
They
are
not
well
defined
in
some
of
our
zoning
ordinances
and
some
of
our
site
plans,
because
they,
quite
frankly,
they
didn't
exist
10
years
ago.
Some
didn't
exist
even
five
years
ago,
and
I
think
when
you,
when
we
go
through
periods
of
time,
where,
like
we've
seen
over
the
last
two
years,
you
know
we
have
these
chaotic
events
that
that
really
disrupt
our
way
of
life
out
of
those
times
comes
innovation,
quite
frankly,
and
I
think
we're
seeing
that
with
a
number
of
new
entrepreneurs.
N
I
think
that
we're
seeing
with
the
types
of
businesses
that
are
coming,
we,
we
had
a
brief
conversation
earlier
this
week
about
things
like
micro,
fulfillment,
centers.
Many
of
us
would
have
never
thought
that
you
know
sitting
in
my
living
room.
If
I
wanted
to
call
somebody
and
say
I
need
a
toothbrush
and
toothpaste,
it
could
show
up
at
your
door
in
45
minutes.
N
N
J
N
It's
not
necessarily
reflected
in
our
budget.
Most
of
our
conversations
around
incentives
do
come
on
a
case
by
case
which
we
discuss
usually
in
closed
session.
As
that
perspective,
client
comes,
but
there.
N
Okay,
we
did
talk
about
some
of
the
support
around
the
entrepreneurial
ecosystem,
the
system
that
supports
this
culture
of
catalyzing
and
cultivating
new
ideas,
new
generation,
new
businesses.
N
We
know
that
even
some
of
our
businesses-
amazon,
for
example,
encourages
many
of
their
employees
to
think
about
how
they
become
more
innovative
and
if
they
develop
new
intellectual
property
or
new
technology,
they're
actually
encouraged
to
commercialize
that,
even
sometimes,
if
that
means
they're
leaving
the
company
and
becoming
entrepreneurs
themselves,
they
support
that
type
of
that
type
of
creativity
and
innovation,
and
I
think
you
know
some
of
the
conversations
we're
having
at
the
staff
levels
now
is:
how
do
we
repurpose
some
of
the
existing
programs
or
programs
we've
had
in
the
past,
like
our
gazelle
grants?
N
For
example,
how
do
we
repurpose
those
in
a
way
that
cultivates
more
entrepreneurial
growth
and
creativity
in
that
sector?
And
so,
while
it's
not
included
necessarily
in
our
fy
23
budget,
I
think
we
will
continue
to
have
conversations
with
the
county,
manager's
office
and
I'm
sure
he'll
be
sharing
some
of
our
thoughts
with
you
all
on
ways.
We
you
can
support
that
going
forward.
That's.
J
Great
thank
you,
and
it
did
occur
to
me
that
the
sub
subletting
the
commercial
space-
I
don't
think
you
might
have
turned
it
a
different
way.
Those
could
be
small
companies
that
could
grow
and
actually
that
may
be
growing
a
little
bit
of
an
ecosystem
as
it
is.
It
could
be
hope.
Possibly.
Thank
you.
Thanks.
L
Thank
you,
madam
chair,
and
thank
you,
mr
tucker,
for
the
presentation.
All
your
work
appreciate
your
leadership
team
also
being
here
and
our
two
chairs
for
joining
us.
I
I
really
appreciate
the
slide
on
travel
and
tourism.
That
mentioned
the
spend
out,
because
I
had
a
question
there
and
and
what
I
don't
want
to
be
doing
doing
is
fighting
the
market,
but
the
way
that
1.3
and
1.3
goes
over
the
next
two
years
feels
like
accelerating
the
market.
L
Now
that
fingers
crossed
we're
we're
in
our
next
stage,
so
really
appreciated
that
my
question
is
a
little
bit
about
whether
there
are
any
lessons
yet
I
felt
like
we
got
pretty
granular
very
helpful
out
of
grants
1.0
and
we
were
at
a
different
moment.
L
I
think
there's
last
week,
there's
evidence
on
ppp
and
just
the
effort
was
to
get
money
out,
and
I
don't
know
if
over
the
coming
months
or
so
grants
2.0
might
give
us
some
lessons
and
sort
of
signal.
My
hope
that
we
keep
you
know
accelerating
on
the
market,
because
there
are
a
lot
of
spaces
that
are
open
retail
spaces
and-
and
I
wish
the
cost
I
feel
like
landlords
are-
are
looking
for
a
10-year
lease,
a
time
that
preceded
covid
and
so
any
lessons
from
grants.
L
N
And
what
I'll?
What
I'll
do
is
maybe
invite
tara
palacios
up.
N
I
think
she's
here
today
just
to
share
her
thoughts,
but,
while
she's
coming
in
the
design
of
grant
2.0
it
was,
it
was
different
from
the
first
in
the
sense
that
we
really
wanted
to
try
to
target
those
businesses
that
couldn't
did
not
have
access
to
federal
or
state
funds,
and
I
think
one
of
the
things
we
learned
is
that
which
could
be
a
good
sign,
is
that
that
far
more
businesses
actually
did
receive
some
federal
or
state
subsidy
than
we
had
anticipated.
N
But
it
was
just
it
was
one
shot
in
the
arm
at
a
period
of
time.
There's
still
ongoing
need,
as
the
the
pandemic
has
lingered
for
two
years
now.
So
those
are
some
of
the
things
that
lessons
that
we've
learned
I'll.
Maybe
let
tara
share
her
thoughts
on
lessons
learned
and
any
proactive
things
that
she
she
envisions
and,
as
is
planning
as
a
as
a
result
of
the
feedback
she's
hearing
from
businesses.
Sure.
L
R
Thank
you
good
morning,
good
morning,
good
afternoon.
Everybody.
Thank
you
so
much
for
the
question.
My
concern
as
we
move
forward,
is
that
the
businesses
still
need
access
to
capital.
It's
something
that
we're
continuing
to
hear.
R
We
are
still
helping
them
through
the
relaunch
program,
because
that's
an
aspect
of
being
able
to
gain
additional
funding.
The
state
just
did
a
program
on
capital
just
last
week
and
they
had
over
200
people
sign
up.
They
had
like
a
standing.
R
You
know
room
only
for
it,
so
I
think
access
to
capital
continues
to
be
an
important
need
when
we
did
grant
2.0
a
majority
of
the
people
use
the
funds
over
50
percent
of
the
people,
use
the
funds
on
rental
assistance
and
so
being
able
to
get
long-term
leases
is
also
very
hard,
especially
for
existing
businesses.
So
we
know
there's
going
to
be
some
challenges,
especially
as
you're
seeing
some
development
along
the
pike
as
well
and
in
other
areas
are
people
that
are
existing
in
those
communities.
R
Are
they
going
to
be
able
to
afford
and
so
we're
hoping
through,
relaunch
and
some
of
the
programming?
We
we're
got
those
business
databases
and
really
appreciate
the
board's
support
on
that,
because
we
have
real-time
data
on
what
businesses
need
and
trying
to
help
them
figure
out
the
future.
The
good
news
that
we're
seeing
is
there
because
of
the
great
resignation
there's
so
many
people
that
are
starting
businesses
and
it's
not
just
like
you're,
regular
type
people.
R
It's
you
know,
people
that
have
a
passion
for
things
that
they
want
to
do:
they've,
developed,
an
expertise
and
now
they're
they're,
just
definitely
moving
forward.
So
we're
kind
of
seeing
this
blend
of
the
need
to
access
the
capital
for
existing
businesses,
and
yet
you
have
people
that
are
jumping
in
and
with
new
fresh
income
coming
into
the
pipeline.
L
Great
thank
you,
and
I
think
I
might
I'm
I'm
mr
carantonis
liaison.
So
I
lost
the
the
economic
development
commission,
which
is
hard,
but
I
I
went
there
and
I
do
think
I
might
ask
for
a
a
a
briefing
just
to
gauge,
with
you
guys
and
through
through
ms
flanagan
watson,
just
to
follow
up
on
to
understand
better
a
little
bit
the
different
components,
because
I
still
feel
like
there's
a
shot
of
short
term
could
help
us,
but
we're
also
having
inflation
and
yeah.
H
L
The
same
time
want
to
be
strategic
about.
You
know.
I
thought
it
was
the
right
decision.
There's
some
industries
where,
a
year
ago
the
hotel
industry
just
was
such
a
struggle,
so
I
might
just
follow
up
there.
R
Thank
you,
and
just
one
follow-up
just
to
let
you
all
know
I
forgot
to
mention.
We
are
planning
to
do
another
survey
of
the
business
community
because
that
was
so
helpful
when
we
were
going
through
the
pandemics.
So
we
want
to
see
where
they
are
and
get
some
of
this
information
so
that
we
can
then
pass
it
on
to
you
all
too,
as
well.
A
Excellent
idea
to
ask
folks
what
they
need
hey.
Thank
you
so
much.
Thank
you,
mr
tucker.
With
regard
to
the
vacancy
rate,
you'd
mentioned
just
that
the
frankly
absolute
flood
of
tenants
not
only
leaving
but
putting
their
their
space
on
the
sublease
market,
are
there
any
trends
in
terms
of
the
sectors
or
the
scale,
larger
businesses
versus
smaller
or
the
tenure
the
amount
of
time
those
businesses
have
been
in
arlington
about
the
businesses
most
likely
to
depart
or
sublet
their
space
or
list
their
space
for
sublease?
That
could
inform
our
retention
efforts.
N
So
I'll
invite
marion
marquez,
who
is
here
also
to
weigh
in,
but
I
haven't
seen
as
much
on
a
correlation
between
the
length
of
time
that
a
business
has
been
in
arlington
as
much
as
it
is
the
division
of
the
sector
base.
So
I
mentioned
earlier
the
non-profits
and
the
associations.
A
lot
of
them
have
derived
a
lot
of
their
funding
from
in-person
activities.
N
Well
because
they
weren't
able
to
do
those
over
the
last
year.
They
were
they
were.
You
know
a
lot
of
the
donations
that
come
through.
Those
types
of
events
were
either
non-existent
or
much
smaller
than
they
normally
would
have
been.
N
Some
of
them
have
been
able
to
pivot
and
do
things
virtually.
I
serve
on
the
advisory
board
of
path
forward
and
they
were
able
to
do
a
virtual
breakfast
that
was
still
relatively
successful,
but
not
all
of
our
non-profits
and
associations
are
able
to
do
that,
and
so
we've
seen
them
probably
at
to
a
greater
extent
put
space
on
the
market
either
for
sublease
or
not
renew
leases
marion.
Is
there
anything
else,
you'd
like
to
add
on
what
you're
seeing.
S
Good
afternoon
the
board
members-
I
would
just
I
think,
telly
you
covered
it-
I
I
think
there
isn't
a
trend
per
se
with
the
exception
of
nonprofits
and
associations
who
we
saw
were
the
earliest
movers
putting
their
space
on
the
on
for
sublease.
S
I
think
you
know
we've
seen
across
the
board,
regardless
of
industry,
that
a
lot
of
employers
are
putting-
maybe
not
all
of
their
space
but
several
floors.
The
good
news
is,
they
still
hold
the
lease
and
they're
honoring
it,
but
it
does
put
pressure
on
the
market
and
on
the
amount
you
can
charge
per
square
footage,
and
you
know
that
has
a
trickle
effect
over
time.
S
I
think
telly
noted
in
the
slides
that
the
the
level
of
the
sublease
space
is
more
than
two
times
it
was
pre-pandemics
it's
about
almost
700
000
square
feet
at
this
time
and
the
we've
seen
the
notable
exception
is
among
our
tech
companies.
So
you
know
otherwise
kind
of
across
the
board.
From
non-profits
we
have
gartner
american
diabetes
association,
parsons
jacobs,
the
building
that
we're
in
that
has
khaki
they
they
vacated
about
100
000
square
feet.
S
So
it's
pretty
much
every
day
we
get
notifications
through
our
real
estate
database
and
it's
pretty
astounding
yeah
yeah.
A
S
I
think
they're,
you
know
it,
I
think
the
except
the
trend
that
we
see
with
the
tech
companies,
kind
of
growing
their
space
or
retain
or
even
expanding.
I
mean
most
of
the
successes
that
we
had
during
the
pandemic,
which
were
fewer,
of
course,
than
we
had
hoped
were
in
the
tech
sector,
and
so
that's
helped
to
validate
assumptions
that
we
had
pre-pandemic
of
tech,
kind
of
being
high
growth,
and
you
know
the
sub
sectors
of
tech
being
the
ones
that
we
want
to
very
actively
go
after.
S
But
but
we
do
have
a
very
proactive
retention
strategy
in
place
and
we
have
awareness
of
all
the
leases
that
are
coming
off
and
telly
mentioned
business
appreciation
month
in
may.
A
lot
of
the
companies
we'll
be
meeting
with
are
ones
that
we
we
aren't
engaged
with
now.
We
know
they
have
a
lease
coming
up
and
we
very
much
want
to
get
in
front
of
them
to
understand
how
we
can
influence
their
decision
about
downsizing
or
moving
absolutely
absolutely.
A
It
I'm
going
to
ask
the
indulgence
of
my
colleagues.
I
do
need
to
leave
at
5
00
p.m.
Would
you
all
mind
if
I
just
smuggle
in
one
thought
for
follow-up
on
the
arts
conversation?
Okay,
thank
you.
A
So
this
is
mostly
a
thought,
I
think,
for
feedback
or
follow-up
offline
or
in
writing
separately,
or
maybe
a
little
more
hashing
out
on
my
part
rather
than
conversation
now,
although
I
would
welcome
thoughts,
if
you
all
have
had
it
one
of
the
things
that
struck
me,
I'm
really
thinking
about
chair
queen
honest
remarks
about
equitable
access
to
resources
in
in
the
way,
I
think
the
term
used
was
our
arts
community
right,
our
artists,
our
arts
groups,
those
based
in
arlington,
making
art
here
and-
and
this
has
been
a
theme-
I've
been
thinking
about
a
lot
right.
A
The
sort
of
needs
of
those
groups
I
have
found
often
folks,
are
surprised
to
learn
that
arlington
per
capita
spends
really
similarly
to
our
surrounding
jurisdictions
on
cultural
affairs,
but
where
it
seems
like
we
spend
a
lot
less,
relatively
speaking
or
the
distribution
is
actually
on
direct
support
to
arts
and
artists,
and
I
was
really
struck.
I
thought
this
was
somewhat
borne
out
in
the
data
measures.
The
number
of
public
performances
exhibits
workshops,
et
cetera
by
supported
artists
and
arts
organizations,
is
generally
speaking.
A
Of
course,
the
pandemic
years
are
an
aberration,
but
generally
speaking
shrinking
and
the
number
of
performances,
exhibitions
etc
presented
by
cultural
affairs
staff
are
growing,
and
I
think
we
see
a
lot
of
really
awesome.
Professional
arts
and
arts
events
coming
to
arlington.
The
programming
is,
you
know,
really
high
caliber,
but
I
am
wondering
and
thinking
a
lot
about
whether
this
is
the
right
balance,
and
so,
if
there's
more
that
you
all
could
share
with
me
about.
A
You
know:
industry
standards.
So
the
extent
that
there
are
about
how
you
know
cultural
affairs
or
arts
boards
or
divisions
of
government
think
about
the
balance
of
programming
relative
to
kind
of
grants
or
in-kind
grants
to
arts
groups.
You
know
how
we,
how
we
know
we've
got
that
balance
right.
You
hear
a
lot
anecdotally
right
and
you
know
comparison
to
montgomery
county
and
everybody
thinks
about
strathmore
or
the
imagination
stage.
There
compares
alexandria
and
people
think
about
the
torpedo
factory
in
the
little
theater.
A
You
know-
and
these
are
groups
that
the
government
supports
rather
than
programming,
but
I
don't
really
know
whether
that's
anecdotal
or
industry
standard
or
not.
So
that's
one
of
the
things
I'm
thinking
about.
A
If
there's
anything
you
can
share
about
sort
of
how
we
benchmark
that,
I
would
really
value
it
and
then
one
of
the
things
that
I'm
thinking
about,
given
that
there
is
money,
I
believe
it's
this
budget
for
the
one-time
programming
at
2700,
south
nelson,
whether
that
could
be
an
avenue,
an
opportunity
to
try
to
really
focus
on
programming
with
local
artists
and
so
the
feasibility
of
that
idea.
If
we
could
get
some
reactions
to,
that
would
be
great.
A
I
know
that's
kind
of
the
intent
to
convene
to
get
a
sense
of
the
community
interests,
but
if
you
know
what
it
would
look
like
to
support
the
groups
that,
as
chair
kunana
put,
you
know
our
our
arts
community,
so
I
don't
know
I
mean
any
reactions
that
would
be
welcome,
but
I
suspect
that's
for
follow-up.
N
Absolutely
okay-
and
I
think
we'll
put
that
together
for
you,
I
know
michelle's
able
stark
already
has
some
thoughts
and
she's
communicated
those
to
me
about
the
intentionality
around
incorporating
local
artists
yeah
for
using
that
space.
But
we
I'll
take
that
back
to
the
team
and
we'll
come
back
to
you,
particularly
if
it's
a
really
interesting
question
on
the
on
the
benchmarking
and
the
balance
between
the
two
great.
A
J
J
You
know
arts
classically
we're,
so
you
know
old,
dead,
white
men
if
you
will
and
wealthy
people
and
what-
and
yet
it
really
is
something
that
absolutely
everybody
should
participate
in
and
do
and
there's
a
real
kind
of
you
know
it's
very
different
and
and
a
different
way
of
approaching
the
arts
that
I
think
we
need
to
think
through
a
lot
and
I
I
would
appreciate
any
guidance
on
how
to
do
that.
Thinking,
because
to
me
we
want
everybody
doing
the
arts
yeah.
N
If
it's
appropriate,
I'd
like
to
give
maybe
michelle's
about
stark
a
moment
to
come
up
and
share
her
thoughts,
any
that
you'd
like
to
share
no
pressure.
J
F
N
His
extension
of
access,
not
being
just
for
the
for
the
wealthy
or
the
privileged,
but
to
the
extent
that
that
your
team
focuses
on
taking
arts
to
the
people,
to
the
community,
to
those
who
might
not
normally
be
have
access
or
even
be
thought
of
in
the
terms
of
our
appreciation,
art
access
and,
and
just
the
engagement
of
that
part
of
the
community.
If
you
can
maybe
speak
a
little
bit.
F
Sure
so,
we've
actually
equity
has
been
a
part
of
our
work
before
I
arrived
seven
years
ago.
But
the
idea
of
getting
arts
out
to
the
community
is
all
about
equity
and,
I
think
often
in
the
arts
field
in
the
past,
probably
30
40
years
ago.
F
The
idea
of
to
get
more
access
or
more
participation
in
the
arts
was
to
lower
ticket
prices,
to
encourage
schools,
to
bring
students
on
field
trips
to
theaters
and
what's
happened
over
the
over
time
over
30
40
years,
is
we've
discovered
that
we
need
to
meet
people
where
they
are
and
there's
a
lot
of
reluctance
on
parts
of
people
to
go
to
theaters
or
to
no
matter
what
the
show
is.
So
the
current
thinking
is
to
really
bring
arts
out
to
communities.
F
One
of
the
things
that
we've
done
is
we
received
an
nea
grant
two
years
ago
to
start
an
artist
in
residence
program
with
the
arlington
partnership
for
affordable
housing
and
that
grant
was
written
based
on
the
work
that
sushmita
mazindar
has
done,
which
I
think
anika
quinones
spoke
to
quite
eloquently
and
the
reason
that
we
were
able
to
get
the
150
000.
Nea
grant
we
were
one
of
66
local
arts
agencies
across
the
country
to
get
the
grant
that's
out
of
4
500
local
arts
agencies.
F
The
nea
funding
is
extraordinarily
hard
and
very
competitive.
To
get
so
clearly,
we
are
doing
the
right
type
of
work
because
we
are
being
recognized
by
the
national
endowment
for
the
arts
in
the
type
of
work
we're
doing
and
we're
very
excited
to
be
able
to
extend
the
aware
grant
that
we
that
for
the
50
000,
we
got
last
year
to
extend
that
to
a
new
cohort
of
artists
and
working
in
the
3700
building
and
perhaps
in
the
2700
performance
space
that's
created,
based
on
whatever
the
community
wants
to
see
there.
F
So
I
think
we're.
We
should
be
very
proud
of
the
work
that
we're
doing
from
both
the
arts
sector,
the
cultural
organizations
that
exist
here,
the
cultural
organizations
that
come
to
work
here.
The
artists
that
live
here
and
the
artists
that
come
to
work
here
this
region
or
the
dc
metro
region,
is
very
porous
to
artists.
F
They
come
in,
they
come
out
and
it's
it's
a
very
strong
community
and
we
need
to
keep
bringing
those
artists
and
those
arts
organizations
to
our
residents
to
our
visitors
and
to
schools.
Much
like
we
do
with
the
our
truck,
I
think,
is
probably
the
most
recognizable
or
iconic
platform
that
we
have
for
doing
that.
So
I
hope
that
answers
your
questions.
Okay,
great
and.
M
I
I
You
know
the
burning
issue
is
that
what
what
you
started
with-
and
this
wasn't
good
news,
so
the
this
is
a
persistent
vacancy
rate.
I'm
really
concerned
about
that.
I
So
from
what
I
heard
in
the
presentation
for
which
I
thank
everybody
who
collaborated
to
bring
that
to
us,
is
that
so
flexibility
in
investing
in
flexibility
trying
to
flick
to
have
you
know,
offered
different
uses
to
different
types
of
innovative
ideas
coming
our
our
way
promises
some
some
improvement
there,
and
you
mentioned
also
you've
mentioned.
You
know
manufacturing
and
things
like
that,
and
I
personally
am
a
big
fan
of
urban
manufacturing
where
we're
applicable.
I
know
that's
difficult,
but
the
question
is:
how
do
we
focus
on
this?
I
So
how
I
mean
it's
just
a
zoning
thing,
or
is
it
something
that
we
have?
We
have
to
put
investment
to
invest
in
our
big.
You
know
in
our
business
investment
group
to
go
after
sectors.
I
mean,
if
I
hear
where
that
I
mean
their
region
is
growing.
Our
unemployment
rate
is
very
low.
We
are
back
to
better
than
2019..
I
It
doesn't
make,
you
know
plausible
sense
to
me
that
we,
we
are
not
looking
at
an
improved
performance
in
our
office
market.
I
understand
the
issue
with
subpleasing.
I
understand
that
people,
you
know
the
the
impacts
of
the
pandemic
they're
still
in
hybrid
mode.
I
understand
the
gsa
that
is
probably
not
working
the
way
we
would
like
it
to
work
for
us,
but
at
the
same
time
our
economy
is
growing,
so
I
would
at
least
expect
some.
I
You
know
plateauing
of
them
of
the
impact,
but
there
isn't
the
the
impact
is
still
growing,
and
it's
also,
if
I,
if
I
understand
it
correctly,
it's
also
regionally
not
equal.
So,
for
example,
our
richmond
corridor,
the
richmond
highway
corridor
is
in
better
shape
than
boston.
N
It's
a
really
really
good
question
and
probably
a
complex
one
that
you
and
I
could
spend
at
least
an
hour
talking
about.
So
let
me
start
with
you
talked
first
or
you
asked
first
about
the
the
flexibility
and
the
expanding
of
uses.
It's
it's
not
a
magic
bullet
to
to
fix
our
entire
vacancy
problem.
N
N
We
know
we
still
have
a
significant
amount
of
what's
called
referred
to
as
brain
drain,
where
we
have
people
who
leave
the
region
as
well.
That
could,
if
give,
if
opportunities
were
available
in
different
sectors,
might
choose
to
stay
here,
and
so
I
think
they
we
are
really
having
some
interesting
conversations.
N
We
had
just
a
conversation
was
that
today-
or
yesterday,
with
with
our
chair
and
vice
chair
about
how
we
approach
one
of
our
challenges,
it's
not
just
the
zoning,
it's
a
probably
a
combination
of
the
way
we
have
done
planning
for
years,
which
is
very
responsible,
and
it
has
really
set
arlington
up
for
success
over
these
years.
But
it's
an
it's
a
system.
N
That's
based
on
well
thought
out,
maybe
giving
a
considerable
amount
of
time
to
to
thinking
through
these
decisions
and
impacts,
and
what
we're
seeing
now
is
the
speed
at
which
industry
is
changing
and
evolving
is
just
not
aligned.
Well,
with
a
system
that
takes
a
lot
longer
to
to
evolve,
and
so
what
types
of
things
can
we
do
from
a
policy
standpoint
and
from
a
practice
standpoint
to
be
more
responsive
to
that
rapid
change
that
we're
seeing?
N
So
I
think
some
of
it
might
be
zoning,
some
of
it
might
be
site
plan
related
where
we
have
allowable
uses
that
are
approved
as
part
of
site
plans
that
were
approved
20
30
years
ago.
Well,
some
of
the
uses
that
are
coming
before
us
today
for
consideration
didn't
exist
then,
and
so
do
should
all
of
them
require
things
like
site
plan
amendments,
for
example,
what
what
autonomy
or
decision
making
should
be
afforded
to
staff
at
that
level
or
or
a
simpler
process.
So
we're
exploring
a
lot
of
these
things.
N
Some
of
that
is
not
directly
reflected
in
in
the
budget,
but
it
is
under
the
umbrella
of
commercial
market.
Resiliency
that
work
is
is
on
the
planning,
work
plan
and
aed
is
actively
engaged
in
that,
as
well
as
the
county
manager's
office
and
a
number
of
other
folks
in
around
the
county.
N
N
Certainly,
I
think,
there's
a
correlation
between
the
amount
of
resources
that
you
have
and
how
much
you
can
reach,
and
if
you
had
more
resources,
undoubtedly
you
could
reach
more
people
and
in-
and
you
know
the
more
lines
that
you
have
in
the
water
to
use
efficient
analogy
the
more
fish
I
think
you
will
catch.
So
I
don't.
I
don't
want
to
make.
N
It
seem
like
we're
so
understaffed
that
we
we
can't
accomplish
some
things,
but
certainly
if
you
have
a
pot
of
gold
at
the
end
of
the
rainbow
you'd
like
to
toss
our
way,
I
think
I
think
mark
marion
would
tell
you
that
that
her
team
would
gladly
perform
and
increase
their
the
numbers
of
wins
that
they
would
have.
Overall,
that's
the
that's
the
goal
that
they
have
and
that's
what
they're
there
for,
and
I
think
they've
been
very
effective,
given
the
resources
that
they
have.
N
N
We
started
some
conversations
with
those
internally
with
the
county
manager's
office
on
how
do
we,
many
people
think
about
places
like
silicon
valley
as
a
place
where
entrepreneurs
go
and
then
they
figure
out
how
they're
going
to
innovate
and
start
a
business
there,
and
when
one
fails
they
stay
there
to
start
the
next
one,
because
it's
got
a
reputation
of
of
the
talent,
the
creativity,
the
innovation
and
the
support
that
everyone
supports.
You
in
your
new
idea,
your
new
business
you're
you're,
taking
that
that
risk.
N
How
do
we
build
that
type
of
culture
here
so
that
people
associate
arlington
with
this
is
the
place
that
you
go
to
start
a
business
because
you've
got
venture
capital.
You've
got
angel
investors,
you've
got
universities,
you've
got
talent.
You've
got
a
government
that
supports
this.
How
do
we?
How
do
we
make
sure
that
we
have
closed
those
gaps
in
terms
of
what
we
offer
here
in
arlington,
and
that's
one
of
the
one
of
the
proposals
that
staff
is
working
on
really
addresses?
I
think
some
of
those
gaps
that
we've
identified.
I
Thank
you.
That's
helpful.
I
always
thought
about
you
know
quote-unquote
marketing
arlington
as
also
place
for
other
industries
like,
for
example,
the
green
economy
industry,
is
that
that
is
a
that's
a
place
that
doesn't
have
really
a
home.
Like
silicon
valley,
I
would
like
to
be
at
home,
but
you
know
you
know,
the
higher
education
sector
goes
perfectly
with
with
tech,
etc.
So
to
be
continued,
I
just
wanted
to
explore
whether
we
we
put
the
right
amount
of
of
investment
in
our
business
investment
group.
So
that's
that's
to
me.
I
The
second
thing
is
the
second
thing
that
I'm
concerned
about
is
the
support.
I
mean
we
heard
here
that
access
to
capital
is
the
single
number
one
issue
for
small
business
development.
I
I
and-
and
this
is
a
you
know-
we
see
that
everywhere
and
I'm
not
sure
I
mean
during
the
pandemic.
We
had
the
ability
to
give
grants
and
we
kept
a
lot
of
people
afloat.
I
That's
that's
great
also,
this
boosted
our
ability
to
do
the
equity
work
with
small
businesses
and
to
identify
and
to
know
more
and
to
to
understand-
and
I
I
guess
that
the
biggest
after
after
the
satisfaction
of
having
kept
more
than
500
businesses
afloat
or
helped
effectively
500
businesses.
There
is
also
a
collateral
benefit
for
us,
because
now
we
know
better
about
them,
because
we
had
an
intimate
relationship
with
a
range
of
money.
I
So
my
what
I
see
in
the
region
is
that
the
region
has
is
some
more
than
one
of
our
neighbor
neighboring
economic
development
authorities.
They
try
to
establish
a
long-term
program
with
which
they
signal
to
small
business
entrepreneurs.
We
can
help
you
or
we
can
connect
you
to
to
capital
assets.
Besides
the
technical
assistance,
it
won't
be
a
grant,
it
would
be
a
loan.
I
M
I
Okay,
good
fine.
We
can
discuss
that.
M
I
don't
want
to
be
dismissive,
but
we
do
have
six
other
speakers
that
we're
trying
to
hear
from
before
six
o'clock.
So
I
want
to
make
sure
we.
We
are
fair
to
everyone
and
in
that
vein,
mr
tucker
I'll
just
surface
a
couple
of
areas
where
I'd
love
to
either
follow
up
with
the
department
or
if
you
want
to
provide
some
comments
in
writing.
That
will
be
great
as
well.
The
first
concerns
the
the
hotel
industry
and
our
convinced
convention
and
visitor
space.
M
You
know
one
there's
optimism
that
I'm
hearing
in
lots
of
circles
that
the
hotel
industry
is
primed
to
rebound
to
near
pre-pandemic
levels
in
2022,
but
for
a
lot
of
reasons
I
see
that
arlington
is
not
probably
going
to
be
in
such
a
privileged
place,
given
our
you
know,
over
reliance
on
group
travel
and
international
travel,
which
are
still
subject
to
either
statutory
restrictions,
or
just
it's
just
not
happening
yet,
and
certainly
being
a
secondary
market
to
dc
we're
probably
going
to
be
a
little
bit
behind
the
curve
of
hotel
recovery
compared
to
other
parts
of
of
the
country.
M
And
then
two
are
we
tracking
and
have
any
information
on
what
might
be
vulnerable
and
distressed
hotel
properties
where
we
could
see
ownership
transactions
taking
place
in
the
near
future?
And
that's
that
you're
writing
very
fast.
But
I'll
give
you
a
chance
to
catch
up.
The
second
one
is
just
we've
talked
about
this
before
broadly,
but
I
have
an
interest
in
making
sure
that
we
are
affirmative
affirmatively,
furthering
inclusive
and
equitable
economic
development
and
that's
a
mouthful.
But
you
know
for
that.
M
It
means
looking
at
our
prospective
businesses
that
want
to
do
business
in
arlington,
and
you
know
trying
to
convey
to
them
that
that,
generally,
we
have
a
community
interest
in
in
pre-development
work
being
supportive
of
disadvantaged
business
enterprises
that
the
actual
construction
work
be
done
in
a
way
that
provides
good
jobs
for
the
laborers.
M
Who
who
perform
that
work,
that
there
are
avenues
to
make
sure
that
we
avoid
and
protect
against
worker
exploitation,
that
the
permanent
workforce
to
the
extent
practicable
attracts
local
talent,
that
there
are
pipelines
to
diversify
industry
sectors
that
are
disproportionately
underrepresented
by
by
women
and
minorities
and
that
the
service
workforce
that
services,
those
industries
and
those
buildings
that
that
those
workers
are
subject
to
good
labor
standards.
I
mean
these
are
part
and
parcels
of
things
that
we've
talked
about
disparately.
M
I
want
to
know
if,
if
the
department
does
or
can
conceive
of
ways
that
we
can
make
sure
that's
explicitly
known
to
all
those
that
we
we
court
and
engage
with
at
a
level
of
priority
prominence
equal
to
you
know
any
incentives
or
or
other
things
that
we
we
sell.
So
I'm
happy
to
get
those
in
writing.
M
Thanks
for
that,
I
saw
miss
cassell
nodding,
so
I
know
it
was
on
the
right
track,
so
that
was
great
all
right.
We
have
to
shift
and
and
make
room-
and
I
suspect
a
lot
of
these
folks
are
joining
us
virtually,
but
we're
going
to
move
forward
with
hearing
from
our
partnership
organizations
and
the
agenda
order
that
I
think
we
can
follow
is
to
hear
first
from
the
columbia
pike,
partnership,
formerly
known
as
cipro
the
langston
boulevard
alliance
and
then
the
clarendon
alliance.
M
M
She
may
have
gotten
up
momentarily.
That
always
happens,
so
I'm
going
to
ask
if
she
is
on
if,
if
ginger
brown
is
able
to
speak
and
we'll
move
to
the
langston
boulevard
alliance
and
then
circle
back
to
the
pike
partnership.
U
M
Crystal
but
yeah
you
can
say
it
whatever
members.
V
V
This
has
been
proven
to
be
a
very
busy
year
for
the
alliance.
We've
worked
on
four
major
goals
and
continue
to
work
on
those
goals
in
the
coming
year.
Our
first
goal
is
to
galvanize
the
community
understanding
and
interest
in
the
plan.
Langston
boulevard
planning
process
process
in
order
to
get
it
to
through
the
finish
line,
and
do
that
through
stakeholder
education
advocacy.
V
This
year
we
celebrated
the
renaming
of
the
corridor
to
langston
boulevard
and
we
created
place
speaking
that
supports
a
welcoming
and
equitable
place
for
all
who
live
and
work
on
the
corridor.
We
did
this.
We
commissioned
a
mural
of
john
m
langston
at
the
sport,
fair
retail
store,
that
was
by
artist
khalid
crosby.
V
V
V
We
organized
a
pop-up
art
gallery
of
local
black
artists
and
historic
heroes.
The
lba
worked
with
the
art
of
arlington
artists
alliance,
sandra
green
dominion,
lighting
to
curate
the
show
of
local
black
artists,
and
we
also
honored
local
heroes
such
as
dorothy
hamm
and
edward
t
wharton.
V
H
V
Take
on
that
renaming
as
well
and
for
all
of
the
renaming
work,
a
special
thank
you
to
ben
akin
in
the
county
manager's
office
and
angela
adams
and
elizabeth
carricher
on
helping
us
with
the
renaming
celebration
and
the
mural.
V
We
also
worked
on
more
place
making
by
hosting
our
first
pit,
stop
for
bike
to
work,
which
featured
langston
boulevard,
small
businesses,
and
I
have
to
take
the
opportunity
to
I'll.
Let
everyone
know
about
our
earth
day:
everyday
festival,
that's
coming
street
festival,
that's
coming
up,
we're
actually
closing
down
a
street.
V
It
will
include
20,
artisans,
20
environmental
education
booths
such
as
wellington,
recycles
storm
des
storm
water.
We
have
our
fresh
impact
farm,
a
special,
affordable
housing,
sustainability
booth.
We
also
have
four
musicians
and
three
of
the
four
are
actual
local
artists
that
were
curated
by
cultural
affairs:
lots
of
fun,
art
activities,
the
arlington
art
truck
and
we're
also
partnering
with
our
arlington
artists
alliance.
V
The
different
county
departments,
arlington
economics,
especially
arlington
arch,
cphd
parks
and
rec
des
by
garland
and
walker
arlington,
the
police,
the
fire
department-
and
I
hope,
I'm
not
forgetting
anybody
moving
on
to
our
third
goal-
is
to
support
small
businesses
and
economic
development,
and
we've
been
working
to
increase
support
for
small
businesses
along
the
corridor
as
well
as
market
at
the
assets
of
the
corridor
to
attract
exciting
new
businesses.
V
V
V
And
finally,
our
full
fourth
goal
is
to
improve
financial
sustainability
as
an
organization
and
shift
from
peace,
male
fundraising
to
a
more
stable
development
strategy.
So
thank
you
for
taking
the
time
to
listen
today,
the
future
of
lba
and
the
langston
boulevard
corridor
is
bright
and
we
respectfully
requested
increase
to
our
grant
of
166
thousand
dollars.
Thank
you.
M
Thank
you
very
much.
Miss
brown
and
we'll
certainly
have
any
questions
comments
from
members
of
the
board,
but
just
know
that
your
specific
request
for
funding
has
certainly
been
received,
and
I
just
like
to
thank
you
on
behalf
of
all
of
us
for
the
tremendous
partnership
and
for
acknowledging
the
work
of
our
staff.
We
would
like
to
acknowledge
the
work
of
you
and
your
volunteers
and
board
and
throughout
the
community
for
doing
a
lot
of
great
work
together
over
the
last
year.
So
thank
you,
mr
karen
tonis.
Oh.
I
L
All
right,
mr
d,
ferrante!
Thank
you,
mr
dorsey.
Mr
dorsey
appreciated
it.
Your
comments,
kind
of
encapsulating
there
is
this
is
a
very
because
of
the
plan
is
a
very
big
year,
and
community
engagement
will
be
a
key
piece
of
it,
so
just
wanted
to
signal
that
that
you've
covered
it.
But
just
add
that
brief.
Second
to
that,
thank
you
you,
sir
all
right.
U
Thank
you
so
much
on
behalf
of
our
board,
our
community
advisory
council
and
our
small,
but
mighty
team.
We
want
to
thank
you
so
much
for
investing
in
columbia,
pike,
specifically
the
latest
investments,
barcroft
and
the
suntrust
property.
We
also
want
to
thank
you
for
passing
the
recent
columbia
pike
form
based
code
amendment,
which
opens
up
our
ground
floors
for
new
and
exciting
uses.
U
We
also
want
to
thank
you
for
sustaining
our
base
funding
during
cobit.
Without
this
base
funding,
we
could
not
have
done
all
the
things
that
we
did
with
our
small
but
mighty
team.
If
the
chat
was
open
right
now,
I
would
show
you
our
annual
report
with
all
of
the
things
that
are
listed,
that
your
funding
helped
us
do
during
the
past
year.
U
We
also
want
to
thank
our
partners.
We
could.
We
would
not
be
here
today
and
done
the
work
that
we
have
done
without
our
partners,
and
here
are
a
few,
the
black
heritage,
museum
of
arlington,
who
have
we
have
been
hosting
in
our
space
and
they
have
brought
new
life
and
legacy
to
columbia,
pike
in
our
space,
vhc,
the
arlington
free
clinic
and
the
mary
marshall,
assisted
living,
our
fellow
bids
and
partnerships
and
all
the
restaurants
who
participated
and
benefited
from
the
bionurse
lunch
program.
U
U
We
also
want
to
give
a
special
thank
a
shout
out
to
aed
and
biz
launch
through
our
partnership
and
you've
heard
much
about
this
already
tonight.
We
at
the
columbia
pike
partnership
have
been
a
force
multiplier,
and
I
think
I
stole
that
term
from
either
libya
or
christians,
to
my
apologies,
but
it
was
a
great
term.
U
So
what
are
the
results
of
this
for
sorry,
multiplication
legacy
businesses
on
the
pike?
Some
now
have
new
homes
when
we
thought
they
would
be
gone
because
of
development.
Some
now
actually
have
websites
and
e-commerce
and
the
majority
of
grants.
2.0
went
to
pike's
small
businesses,
which
is
just
great.
U
Therefore,
our
ask
to
you
today
is
that
you
help
us
formalize
and
sustain
our
bilingual
business
engagement
resource
in
fy
2023
by
providing
one-time
funding.
This
is
an
investment
not
only
in
the
pike
and
our
diversity,
but
we
are
now
seeing
business
businesses
that
we
helped
in
the
beginning
of
cohoot.
Now,
coming
back
to
us
and
saying
hey,
we
have
the
ability
to
help
you
and
help
the
community.
How
can
we
do
that?
U
M
Thank
you
indeed,
ms
klingler,
and
as
with
the
langston
boulevard
alliance,
we
have
received
your
materials
which
detail
not
only
this
one
time
ask
but
other
areas
in
which
you're
interested
in
maybe
some
one-time
partnership,
and
it's
certainly
remarkable
hearing
your
work
over
the
last
year.
How
probably
little
of
it
was
on
then
cpro's
work
plan
a
couple
of
years
ago
is
work
to
be
engaged
with
or
partners
to
be
engaged
with.
So
we
very
much
appreciate
your
pivoting,
the
organization
to
be
responsive
to
the
needs
of
the
moment.
J
U
W
Hi
christian,
thank
you
and
thank
you
all
for
the
opportunity
to
speak
here
today.
I
want
to
thank
aed,
especially
our
liaison
susan
siroko,
for
her
support
this
past
year.
We
do
currently
have
a
vacant
executive
director
position
and
that
very
much
feeds
into
our
request
for
this
year,
but
I
come
to
you
with
great
optimism
and
excitement
for
what
lies
ahead
for
the
sector
that
we
serve
at
the
clarinet
alliance.
W
It's
easy
to
forget
that,
sometimes
that
our
jurisdiction
extends
from
the
virginia
square
metro
just
past
the
courthouse
metro,
because
we
are
named
similarly
to
a
metro
stop,
but
it's
a
big
area
and
as
my
in
my
first
year
as
board
president,
I
do
want
to
thank
you
for
the
support
to
date
and
the
work
of
our
board
and
the
supporters
that
brought
us
to
where
we
are
bridging
this
period.
W
Without
an
executive
director,
I
have
a
new
appreciation
for
the
requirements
of
this
work,
even
having
worked
closely
with
cpr
for
a
number
of
years,
and
I
definitely
have
a
more
thorough
understanding
of
how
important
it
is,
especially
to
the
small
businesses
that
make
up
a
great
majority
of
our
community.
W
W
We
were
able
to
minimize
our
office
costs
and
in
ways
that
others
weren't
were
unable,
but
we
put
those
funds
good
use
where
we
could
and
we
focused
on
longer
term
strategic
planning,
while
still
making
new
contributions
to
our
community,
of
course,
we're
known
for
clarendon
day
and
for
two
years
that
really
hasn't
been
a
practical
event
in
its
normal
form,
so
we
reimagined
it
in
2020
and
in
2021
we
replaced
it
with
through
a
new
partnership
more
on
that
in
a
bit.
W
We've
done
a
lot
this
year,
mostly
through
my
own
work,
but
the
members
of
our
board
and
all
on
a
volunteer
basis,
as
we
kind
of
shore
up
funding
for
bigger
plans
that
are
part
of
our
fiscal
year,
23
and
beyond,
and
where
needed,
we
we
supplemented
with
strategic
hires
for
project
contract
staff,
and
that
enables
us
to
do
a
lot
in
a
with
the
shifts
of
the
past
couple
of
years.
We
find
ourselves
in
a
year
where
we're
actually
supporting
two
instances
of
the
arlington
festival
of
the
arts.
W
The
first
one
happened
on
labor
day
weekend
last
fall
and
it
returns
to
its
regular
time.
This
april,
the
weekend
of
the
23rd
and
24th,
there
was
a
hunger
for
clarendon
day,
and
even
though
that
really
was
a
too
big
of
a
gamble
based
on
where
we
were
last
spring.
W
We
did
end
up
partnering
with
arlington
arts
to
create
a
new
concert
series
that
happened
in
september
through
october
four
weeks
of
diverse
music
acts,
and
it
was
success
so
successful
that
we
are
doing
it
again.
This
spring
arlington
arts
was
very
much
a
supporter
and
we're
excited
to
be
working
with
jos,
dolsfitz
and
their
staff
to
bring
that
back
as
well.
W
We
worked
hard
to
maintain
the
urban
village
market,
which
has
gone
through
a
new
permitting
process
which
is
going
to
be
revisited
at
your
next
county
board
meeting,
and
we
also
worked
really
hard
to
support
our
businesses.
We
were
brought
in
to
a
number
of
conversations
to
consult
and
and
help
restaurants
work
through
the
ever-evolving
tosa
guidelines.
You
know
things
changed
through
the
seasons
and
there
was
a
lot
of
questions
and
support
needed
there.
W
We
consulted
on
new
short-term
parking
zones
with
with
county
staff,
and
we
worked
hard
to
promote
the
biz
launch
programs
within
our
area,
but
the
year
is
not
over
and
april
12th
we
are
partnering
with
acvs
to
produce
a
webinar
to
help
empower
local
businesses
to
take
advantage
of
the
free
resources
through
virginia
tourism
and
their
own
activities
to
help
aid
in
that
hospitality.
W
Recovery,
we're
working
with
acbs
on
longer
term
through
their
grant
program
to
help,
develop
and
support
their
needs
as
they
bring
in
consultants
and
marketing
professionals.
To
take
photography
and
and
enhance
the
representation
of
the
clarendon
market,
we've
been
working
really
hard
on
our
own
social
presence.
W
Our
new
county
awarded
county
appointed
board
member
yasmine
mandali
alvarado
she's,
been
great
and
she's
really
grown
our
social
presence
in
especially
on
instagram,
so
we've
got
a
lot
more
public
visibility
and
we've
got
we
plan
to
bring
back
clarendon
day.
This
fall,
which
the
the
in
addition
to
the
mardi
gras
parade
has
probably
been
the
most
in
demand
event.
W
Since,
since
I've
been
in
this
office,
and
so
the
clarendon
alliance
is
once
again
requesting
an
increase
in
our
normal
grant
to
140
000,
it
does
represent
an
overall
increase
of
60
000
over
the
county,
manager's
current
recommendation,
but
the
it
represents
the
minimum.
Our
board
has
determined
essential
to
make
greater
impact
in
the
next
year
for
the
for
clarendon.
W
I
think
it's
important
to
put
it
in
context
a
little
bit
the
region
that
we
serve
the
profile
2021
reports
that
the
rosin
boston
corridor
has
nearly
two
times
the
population
density
of
the
next
largest
planning
corridor.
We
have
twice
the
commercial
office
space
three
times
the
amount
of
retail
space
as
the
richmond
highway
corridor.
Even
when
you
take
into
account
the
planned
development,
that's
happening
there
and
we've
got
a
lot
happening
here
already
as
well.
W
So
there's
a
lot
happening
more
place,
making
more
business
recovery
to
support
and
new
business
to
support
as
people
come
in,
we've
been
more
than
privileged
to
work
as
volunteers
as
we
bridge
this
gap,
but
an
increase
to
140
000
grant
will
bring
the
essential
resources.
We
need
to
move
forward
effectively.
W
The
partnership
model
works
and
I
think
I'm
I'm
glad
to
kind
of
follow
kim,
because
I've
learned
a
lot
from
her
and
their
work
with
the
resources.
They
have
shows
what
you
can
do
to
bring
the
community
together
and
you
know,
create
greater
results
by
working
all
together,
so
we
seek
to
maintain
and
expand
our
general
public
and
smaller
group
programming
for
businesses.
W
Our
evolving
strategic
plan
kind
of
wholeheartedly
depends
on
making
a
greater
stride
in
this
next
year,
so
that
we
can
hire
a
professional
who
we
can
hopefully
retain
for
a
longer
term.
That
has
been
the
pattern
in
the
past
few
years.
W
We
are
in
interviews
right
now,
and
so
additional
funds
would
definitely
give
us
the
flexibility
to
bring
a
professional
who
can
bring
us
to
the
next
level.
This
investment
in
our
area
is
worth
it
and
the
partnership
model
works.
So
I
thank
you
for
your
consideration
and
I
appreciate
your
time.
Thank.
M
You,
mr
daley,
and
thank
you
for
stepping
up
to
serve
in
that
acting
capacity,
great
news
to
hear
about
the
plans
to
bring
back
clarendon
and
dan.
Our
community
has
missed
it.
I've
personally
missed
it
and
thank
you
for
the
work
over
the
last
year
under
very
difficult
circumstances,
to
keep
the
community
engaged
with
sector
plan
efforts,
and
it
goes
without
saying
that
the
clarendon
area,
broadly,
you
can't
think
of
any
area-
that's
been
most
more
affected
by
business,
but
had
their
business
plans
more
affected
by
closures
and
restrictions
related
to
the
pandemic.
M
W
Oh,
thank
you
yeah.
I
think
it's
a
matter
of
process
understanding
for
me,
I'm
new
in
this
role,
but
it
was
part
of
our
original
request
to
aed,
but
I
can
I
can
get
that
to
you
for
sure.
M
All
right,
seeing
no
other
questions
we'll
now
transition
and
hear
from
leadership
of
our
business
improvement
districts,
and
I
know
at
one
point
we
were
managing-
who
was
here
when
so
I'm
just
gonna,
throw
something
at
the
wall
and
see
what
sticks.
Why
don't
we
start
off
and
see
if
tina
leone,
who
is
the
ceo
of
the
boston
bid,
whether
or
not
she
is
available,
she
is
there
excellent.
X
Here,
hello,
how
was
your
flight?
I
made
it
it's
on
time.
X
Thank
you
good
evening.
Everyone
thank
you
for
inviting
us
here
tonight.
I
feel,
like
I've
been
saying
the
same
thing
over
and
over
again
for
the
last
several
years,
but
the
theme
for
for
us
this
year
again
is
to
streamline
and
focus
our
efforts
fiscal
year.
23
is
all
about
having
a
much
more
laser
focus
on
our
businesses.
You
all
are
well
aware
that
our
we've
had
either
very
we've
either
had
flat
or
declining
revenues
with
our
with
our
business
improvement.
X
District
we've
had
to
do
more
with
less
for
for
year
after
year,
and
we've
managed
to
supplement
a
lot
of
our
our
programs
with
sponsorships
membership,
programming,
etc.
We
had
had
been
working
on
bid,
expansion
efforts,
actually
I've
been
working
on
it
for
eight
years.
X
You
know
on
and
off,
in
various
levels
of
pressure
and
and
and
advocacy
on
that
we
recently,
you
know,
explored
that
option
again
with
much
more
vigor
with
our
board
of
directors
and
executive
committee
in
particular,
and
we
still
are
not
able
to
make
significant
progress
on
that.
There
seems
to
just
be
a
lack
of
interest
among
the
apartment
owners
to
participate
in
the
bid.
X
That
being
said,
we
still
we
have
the
top
three
densest
census
tracts
in
the
entire
washington
dc
region,
so
the
arlington
county's
plan
for
ballston
has
more
than
come
to
fruition,
where
people
can
live,
work,
play,
learn
and
just
have
a
fabulous
full
life.
We
have
had
more
residents
move
into
to
alston.
During
the
pandemic
we
had
over
a
thousand
new
apartments
come
on
the
market
and
our
overall
apartment
leasing
is
94
at
capacity,
so
we
have
about
16
500
residents
in
our
tiny
little
bid
district,
that's
not
all
of
boston.
X
The
good
news
is,
we
are
still
you
know.
We
are
still
fulfilling
our
mission.
We
are
working
very
hard.
We
are
down
to
three
people,
but
we
are
maintaining
our
level
of
programming.
I
can't
say
enough
about
my
team.
Thomas
and
nick
are
amazing,
guys,
they're
doing
a
great
job.
We
also
have
been
doing.
You
know
incredible
work
as
far
as
our
marketing
communications
are
we've.
Our
audience
reached
this
past
fiscal
year
is
227
million
views
on
tv,
radio
and
all
of
our
social
media
channels.
X
What
this
means,
though,
for
us,
is
that
we
are
still
going
to
have
to
reduce
our
programming
efforts,
especially
our
weekend
programs.
We
will
not
be
doing
any
weekend
programs,
and
that
unfortunately,
includes
our
cause,
cars
and
coffee
and
bands
on
the
boulevard
where
we
had
15
000
people
attend
wildly
successful
programs.
X
We
are
undergoing
our
a
strategic
plan.
This
will
be
our
fourth
one
in
10
years
now,
so
we're
excited
about
that.
We
have.
Our
our
consultant
is
street
sense,
helping
us
through
that
process.
But
again
our
focus
will
be
to
you
know,
pretty
much
bring
down
our
our
our
efforts
to
office
retail,
tenants
employees,
so
our
our
events
will
be
limited
to
weekdays
and
we
will
be
hyper
focused
on
our
employers,
their
return
to
office
and
how
we
can
support
the
them
and
their
employees
going
forward.
X
So
our
strategic
plan
is
due
to
be
will
be
completed
by
june
for
implementation
implementation
in
fiscal
year
23..
So
thank
you.
M
Thank
you
very
much,
ms
leone.
It's
good
to
have
you
with
us,
and
I
do
have
a
question
before
before.
Of
course
we
give
thanks
for
enduring
during
a
time
of
great
tumult
and
change,
but
three
percent
in
light
of
what
I
presume
are
a
rising
cost
or
more
competition
for
vendors
and
everything
else.
That's
churning
through
the
industry
is
that
going
to
have
any
impacts
on
what
people
are
going
to
experience
in
terms
of
bid
activities
and
and
work.
X
Yes,
absolutely
I
mean
this
has
been
you
know
of
a
long
time
you
know.
Coming
I
mean
we've,
we've
done
more
with
less
for
many
years
and
my
team
has
raised
you
know:
ins
and
some
years
we've
raised
500
dollars
to
supplement
our
budget
to
be
able
to
put
hold
on
to
the
weekend
programs
that
we've
done
to
support.
You
know
to
really
you
know,
to
make
to
to
to
make
this
a
full
experience
here
in
boston.
So,
yes,
it
will
absolutely
the
the
reduction.
I
mean
we've
finally
gotten
to
the
point.
X
Unfortunately,
where
we
we
have
to,
we
have
to
cut
programming,
I
mean,
of
course
this
is
all
coming.
You
know
in
the
time
of
strategic
planning,
so
you
know
we're
really
looking
for
guidance
from
our
board
and
and
the
the
county
is
participating
in
this
process
as
well.
You
know
to
help
us,
you
know,
really.
X
You
know
target
what
the
most
important
you
know,
programs
events
activities
that
we
should
be
doing
going
forward
to
you
know
to
reduce
office
vacancy.
I
know,
support
our
restaurants,
retailers
etc,
and
that's
really
where
our
focus
is
going
to
be.
So
I
mean
we
even
you
know
toyed
with
the
idea
of
canceling
the
farmers
market,
which
I
know
is
which
is
we
have
the
the
mo
one
of
the
most
successful
farmers
markets
in
the
entire
dc
region
as
well.
X
But
I
know,
if
it's
not
being
used
by
employees,
then
it
was,
you
know
we
were.
We
were
inclined
to
cancel
it.
What
we
have
found
is
that
since
20,
we
have
a
20
crossover
of
people
that
live
and
work
in
boston.
We
have
a
lot
of
employees
that
use
it,
so,
thank
goodness,
we're
that
will
be
saved.
X
So
but
yes,
I
mean
we're
gonna,
try
and
we're
going
to
do
our
very
very
best
to
maintain
as
much
programming
as
possible.
I
Thank
you,
so
the
these
are
the
consequences
of
what
we
were
talking
about.
The
the
the
vacancy
rates,
which
you
know
boston
has
the
highest
vacancy
rate
among
our
commercial
sectors,
and
and
that
is
a
problem
so
that
that
reflects
into
less
income
for
the
bid
and
less
less
of
an
ability
to
you
know
to
market
the
the
milestone
as
it
should
to.
Actually,
you
know
fight
to
climb
out
of
this
vacancy
rate.
X
I
X
There's
ideas,
but
our
starch
friend
art,
our
particular
trend
in
balsam,
is
a
fact
that
we're
a
50,
50
mix
and
now
moving
towards
a
greater
percentage
of
apartments
and
and
residential
commercial
properties
we
are
having.
Our
trend
has
been
that
com
we've
had
conversions
from
commercial
to
apartment,
from
office
to
apartments
that
is
going
to
continue
so
our
revenue.
While,
yes,
of
course,
the
vacancy
rate
is
important
and
that
does
play
into
it.
L
I
will
economize
my
comments
because
of
candidly
of
the
the
the
three
bids.
This
is
boston
is
the
one
I'm
thinking
of
the
most
at
this
time,
and
I
know
that
we'll
be
seeing
the
site
plan
on
on
the
macy's
site.
There's
a
second
interest
entrance
to
the
metro
and
then
there's
the
the
see
the
united
methodist
church
site.
That's
going
up,
there's
also
the
work
on
the
metro.
I
don't
know
that
I
have
a
question
just
a
there's.
L
I
we,
I
think
you
made
clear
the
the
size
of
the
bid
and
the
apartments
issue,
but
I'm
going
to
want
to
follow
up
and
just
encouraging
and
hoping
that
we
can
work
through.
It's
not
an
easy
moment
and
your
work
and
the
three
of
yours
work
is
very
important
thanks.
Thank
you,
ms
garvey
yeah.
J
M
T
T
I
think
you
all
have
a
copy
of
our
work
plan,
which
goes
into
all
of
the
fabulous
detail
of
everything
that
we've
done
this
past
year
and
our
upcoming
plan,
so
I'll
stick
tonight
to
a
few
highlights
and
offer
some
context
as
we
think
about
the
future.
T
Throughout
the
pandemic,
we've
continued
to
deliver
on
our
signature
services,
which
we've
loved
doing
our
operations.
Team
has
kept
roslyn
safe,
clean
and
inviting
our
events
and
marketing
team
didn't
miss
a
beat
pivoting
our
200
plus
annual
events
to
virtual
platforms
and,
of
course,
adapting
our
in-person
programming
and
our
place.
Making
team
demonstrated
the
bids
ability
to
quickly
pivot
and
pilot
new
public
realm
solutions,
so
we
supported
the
county's
ptosis
program
and
the
vision,
zero
safety,
pilots,
and
through
this
work
I
can
say
that
we've
strengthened
our
relationships.
T
We've
uncovered
new
opportunities
and
really
we've
learned
that
we
are
now
at
an
important
inflection
point.
So
our
work
plan
not
only
outlines
how
we
plan
to
continue
to
deliver
in
all
of
our
program
areas,
but
how
we
can
lean
into
some
new
areas
that
we
think
really
will
propel
us
into
the
future
and
to
ensure
that
our
work
plan
remains
aligned
with
the
county's
priorities.
T
So
tonight,
I'd
like
to
highlight
three
areas
that
we
think
are
key
to
supporting
our
evolution
as
a
mixed-use
neighborhood
and
the
first
is
marketing
and
events.
This
remains
a
priority.
We've
made
great
strides
in
increasing
awareness
and
engagement,
and
I
think
we've
established
roslyn
as
an
urban
active
and
connected
community
and
the
success
you'll
see
in
the
work
plan
is
evidenced
by
some
great
increases
in
our
social
media.
T
Our
outdoor
workspace
was
a
great
example
of
this,
which
earned
an
international
award
for
innovation
and
use
of
public
space,
and
the
beloved
dog
park
in
gateway
park
demonstrates,
I
think,
what's
possible
when
the
community
government
and
the
bid
collaborate
and
with
parks
we're
excited
to
usher
in
a
new
master
plan
for
gateway
park
and
will,
of
course,
continue
to
be
a
resource
for
the
boathouse
project
and
with
multiple
redevelopments
and
transportation
projects
in
the
pipeline,
we'll
be
increasing
our
collaboration
with
dps
des
and
cphd.
T
We
will
help
to
convene
stakeholders
we'll
test
new
safety
enhancements
and
really
just
take
a
holistic
approach
to
identifying
new
opportunities
during
construction
and
last,
but
certainly,
not
least
in
terms
of
economic
resilience.
Supporting
our
businesses
and
retails
remain
critical,
we're
closely
partnering
with
aed
and
our
property
owners
on
business
retention,
compiling
and
sharing
market
information
and
up
leveling,
our
retail
support.
T
So
in
closing,
I'd
like
to
thank
you,
our
board
members
for
your
continued
leadership
and
the
county
staff
for
their
hard
work
and
collaborative
spirit.
We
of
course,
are
dedicated
to
roslyn,
but
we
also
stand
ready
and
willing
to
support
arlington
county
in
realizing
our
community's
broader
needs
and
goals.
M
Ms
bjork,
thank
you
very
much.
We
appreciate
you
making
the
time
and
I'm
glad
your
prior
meeting
worked
out
for
you
to
be
able
to
join
us
thrilled
at
the
level
of
work
always
impressed
by
what
roslyn
is
able
to
do,
and
I'm
glad
you
have
a
stable
base
of
funding,
moving
forward
any
questions
or
comments
from
colleagues.
K
K
K
The
bids
priorities
have
continued
to
focus
on
supporting
a
strong
comeback
for
our
district.
We
successfully
launched
a
second
year
of
our
hundred
thousand
dollar
love
local
small
business
relief
program,
providing
grant
funding
and
marketing
support
to
help
dozens
of
national
landing.
Brick
and
mortar
businesses
thrive
in
the
challenging
circumstances.
K
We
also
conducted
key
research
on
the
national
landing
market
and
our
emerging
innovation
district
and
we're
sharing
those
findings
through
various
panels
and
tours
amplifying
the
positive
story
around
the
transformation
of
national
landings.
Neighborhoods
of
crystal
city,
pentagon,
city
and
potomac
yard,
we
continue
to
cultivate
a
connected
and
activated
downtown
through
a
range
of
in-person
events,
activations
and
public
realm
improvements.
K
The
bid
upgraded
the
front
door
to
our
district
and
celebrated
a
return
to
transit
with
a
bold
mural
and
plaza
sorry
and
plaza
enhancements
at
the
crystal
city,
metro,
activations,
like
summer
house,
winter
lodges
and
even
fun.
Events
like
the
peppermint
mocha
latte
competition
brought
the
community
together
and
delivered
moments
of
joy
during
difficult
times.
K
The
organization
remains
focused
on
supporting
a
strong
recovery
for
retail
office
and
hotels,
building,
community
identity
and
sense
of
place
through
events,
programming
and
wayfinding,
helping
to
shape
the
district's
development,
including
a
vibrant
public
realm,
championing
people's
center
improvements
and
supporting
the
county
and
its
efforts
to
advance
key
plans,
policies
and
projects.
So
we
look
forward
to
working
with
all
of
you
in
the
year
ahead
and
I'd
be
happy
to
answer
any
questions.
Thanks.
M
Thank
you
very
much,
ms
gabriel.
Are
there
any
questions
from
members
of
the
board?
I
don't
see
any
so
we
would
like
to
thank
you.
It's
it's
a
common
refrain,
but
the
work
has
been
really
really
busy
during
covet
and
you
all
have
really
been
at
the
vanguard
of
doing
innovative
and
creative
things,
while,
while
working
to
keep
a
degree
of
momentum
that
is
accrued
to
the
national
landing
area
and
you've
done
a
great
job.
M
With
that
glad
you
have
a
stable
source
of
funding
as
well
and
we'll
look
forward
to
continued
partnership
and
conversation
throughout
the
year.
It
is
with
that,
colleagues
that
we
have
concluded
our
scheduled
agenda
for
today
with
our
conversations
with
dts
aed,
as
well
as
our
partnerships
and
bids.
So
we
will
next
convene
next
tuesday,
the
ides
of
march
at
3
p.m.
We're
going
to
have
a
conversation
with
our
department
of
parks
and
recreation,
libraries
and
then
have
a
comp,
a
conversation
about
compensation
with
human
resources.