►
From YouTube: County Board FY19 Budget Work Session - April 5, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
Perhaps
less
glamorous
than
some
of
the
topics
yet
nevertheless
essential
to
the
fiscal
nineteen
budget
and
the
health
of
the
county.
So
we
are
grateful
to
this
opportunity
to
hear
from
staff
on
each
of
those
topics.
Unlike
our
previous
work
sessions,
we
are
not
joined
today
by
any
Commission's,
although
we
did
receive
a
letter
from
the
Transportation
Commission.
So
we
will
confine
our
conversations
to
staff
presentation
and
board
question-and-answer
today
and
I
will
turn
it
to
You
mr.
manager
to
get
us
started.
B
Yeah,
thank
you,
madam
chair.
We're
going
to
start
off
with
a
presentation
from
Steve
Agostini
on
the
pay-as-you-go
in
master
lease
and
then
we're
going
to
move
into
a
presentation
on
transportation
that
Dennis
Leach
is
going
to
give
us
and
then
we'll
come
back
for
a
metro
and
debt
presentation
by
Jason
Freese,
so
handing
it
over
to
mr.
Agostini.
C
Thank
You
Marc.
We
start
slide
before
just
to
let
you
know
where
everything
is
in
the
in
the
documents
that
we
have
in
terms
of
the
book
and
the
web
pages,
and
then
the
order
is
Marcus.
Lamb
outlined
so
first
slide
an
overview.
As
you
all
know,
pay-as-you-go
is
funded
from
local
County
tax
dollars.
Historically,
we
use
that
source
to
fund
routine
capital
expenditures,
largely
because
the
kinds
of
repairs
that
we're
doing
do
not
make
sense
to
finance
using
debt.
C
The
advantages
of
doing
is
that
it
allows
us
to
reduce
some
of
the
premature
asset
failure
and
maintain
our
facilities
and
infrastructure,
while
we're
not
doing
new
projects,
because
we
have
a
fairly
substantial
investment
in
assets
across
the
county.
We
are
able
to
maintain
that
asset
investment,
which
you
may
know
is
actually
reflected
in
our
annual
financial
report.
As
part
of
all
of
our
assets.
C
There
is
some
asset
condition
assessment,
software
being
updated
for
parks
and
facilities
program,
and
when
we
bring
you
the
a
capital
improvement
plan,
you
will
see
reference
to
some
additional
assessment
initiatives
that
we're
going
to
try
and
place
before
you
as
part
of
that
capital
improvement
plan
in
May.
Two
primary
sources
of
funding
for
Pago
or
for
maintenance,
I,
should
say
Pago
and
then
voter
approved
geo
bonds.
As
I
mentioned,
the
pay-go
funds
are
used
for
those
items
with
a
useful
nice
useful
life
of
ten
years
or
less
next
slide.
C
Please,
as
I
mentioned
on
the
upcoming
capital
improvement
plan,
we'll
have
a
larger
conversation
about
annual
pay.
Go
one
component
of
the
capital
plan
anticipates
pay,
go
in
each
of
the
ten
years
going
forward.
One
of
the
things
that
we
will
bring
before
you
is
with
the
pressure
that
you're
having
with
the
operating
budget.
C
Ongoing
Pago
funds
have
been
reduced
slightly
over
the
last
several
years,
we'll
get
to
a
slide
on
that
in
a
second
and
that's
primarily
because
the
amount
of
one-time
funding
that's
been
available
from
closeout
funds
in
prior
years
has
diminished
fairly
significantly
over
the
last
few
years.
Next
slide,
please,
as
I
referenced
on
the
on
the
slide
here.
If
you
would
focus
just
for
a
moment
on
the
sort
of
brownish
grayish
one-time
closeout
funds,
you
can
see
that
from
16
to
18
and
then
with
19.
Those
numbers
have
dropped
steadily
and
fairly
significantly.
C
Kids
with
that
being
said,
we
do
have
Pago
balances
that
are
in
place
from
prior
years,
where
we
have
set
aside
funding
for
a
variety
of
reasons
that
I'm
happy
to
go
into.
We
have
not
expended
all
of
those
balances.
That
is
not
to
say
that
we
anticipate
that
these
are
free
and
clear
funds.
There
are
funds
that,
in
most
cases,
have
been
committed
and
allocated
for
existing
funds.
C
C
Those
balances
fluctuate
from
year
to
year,
as
I
said,
we're
trying
to
draw
those
down.
Examples
of
those
carryover
balances
are
listed
here.
I'll
go
through
a
few
of
them
central
library,
interior
improvements,
just
under
a
million
fire
stations
six
and
eight
in
total
about
2.2
million
next
slide.
Please
mosaic
Park
about
4.2
million
long
bridge,
just
under
22
million
and
then
a
range
of
others,
street
lighting
here
and
transportation
systems.
C
Similarly,
we've
used
some
additional
funds
for
grass
fields
about
a
hundred
thousand
at
Gunston.
Next
slide,
please
with
transportation.
We
are
using
some
funds
for
paving,
as
well
as
for
some
o'the
multimodal
project
projects
and
then
about
a
hundred
thousand
for
the
trade
center
optimization
plan.
C
It
says
master
plan
there,
but
I've
been
told
that
the
term
of
artist
optimization
the
proposed
budget
does
not
include
the
Geo
bond
funding
that
will
be
determined
later.
As
we
come
forward
to
you
with
the
capital
improvement
plan.
We
have
taken
into
account
some
of
that
planning,
as
we
moved
forward,
most,
notably
with
respect
to
the
paving
program
and
will
be
able
to
show
you
and
talk
about
that,
because
I'm
sure
you'll
have
some
questions
about
that.
What
we
tried
to
do
was
balance.
C
What
we
knew
was
coming
forward
in
terms
of
the
quests
on
things
like
paving,
while
at
the
same
time,
understanding
that
we
had
some
constraints
on
the
general
fund
side
and
trying
to
balance
where
those
funds
with
high
opportunity
costs
like
the
general
fund
dollars
that
would
normal
have
gone
to
paving.
We
allocated,
in
other
places,
to
preserve
programs
to
preserve
activities
recognizing
that
we
still
had
other
funding,
most
notably
in
the
Geo
bond
issuance
coming
up.
C
In
order
to
a
tackle
and
issues
like
paving
next
slide,
please
I
think
it's
important
to
acknowledge
some
of
the
accomplishments
we've
had
in
the
capital
program.
So
I'll
go
through
these
relatively
quickly.
I'm
sure
that,
as
you
have
questions,
there
are
representatives
from
the
variety
of
of
our
departments
here
who
can
talk
more
expertly
on
these
things,
like
the
Bluemont
Park
athletic
field,
high
view
park,
athletic
field
and
Barcroft
sports
and
fitness
center,
the
Aurora
Hills
community
and
senior
centers,
and
we've
also
conducted
some
important
land
acquisitions
next
slide.
Please.
C
Next
slide,
please
so
on
to
the
proposal
for
the
budget
for
that's
before
you
this
year,
as
I
mentioned,
there's
a
million
1/2
reduction
to
the
pay-go
budget
that
has
been
located
entirely
in
the
paving
program
where
we
made.
We
proposed
a
one
and
a
half
million
dollar
reduction
and
what
we
did
when
we
looked
at
metrics
and
looked
at
the
prospect
of
this,
we
focused
on
the
paving
condition
index.
Our
goal
is
75
to
80.
The
current
PCI
is
74.
C
We
believe
we
will
be
able
to
maintain
close
to
that
PCI,
if
not
at
that
PCI
over
the
course
of
the
year
with
the
paving
program,
barring
any
sort
of
unforeseen
changes
and
things
like
costs
for
materials
like
oil,
contracting
costs
or
weather
impacts.
That
will
allow
us
to
do
about
seventy
eight
and
a
half
miles
of
paving
and
again
it
does
not
include
what
we
anticipate
to
be
approximately
11
million
dollars
in
general
obligation
bonds
that
we
will
issue
to
longer-term
paving
moving
forward
next
slide.
C
C
So
I'll
stop
there
for
a
moment.
That's
on
the
sort
of
pay-as-you-go
the
other
aspect
of
moving
forward
in
the
in
the
proposed
budget
is
short-term
financing.
If
we
can
go
to
the
next
slide,
please
what
we
have
typically
referred
to
as
master
lease
in
the
past,
we've
used
the
master
lease
program
to
fund
a
variety
of
technology
infrastructure.
It
gives
us
an
additional
tool
to
use
as
we
move
forward
to
purchase
computers,
mobile
data
terminals,
infrastructure
for
entire
information
technology
operation.
C
C
As
I
mentioned,
here's
a
list
of
those
kinds
of
things
that
we're
looking
at
in
terms
of
financing
with
the
master
lease
I
believe
the
master
lease
program
this
year
is
just
over
nine
million
proposed
and
we'll
get
to
that
on
the
next
slide.
But
again
the
kinds
of
things
we're
looking
at
network
equipment,
server,
refreshment
fire
station
and
fire
apparatus
and
equipment,
Public,
Safety
mobile
and
portable
radios,
in-car
cameras
for
sheriff
and
police,
as
well
as
fire
vehicles,
which
I
think
many
of
you
are
familiar
with.
C
Tried
to
provide
you
with
a
snapshot
of
the
entire
sort
of
Pago
capital
financing
in
the
first
column.
What
you
see
are
the
base
funds,
the
5.3
million
it's
referenced
in
the
in
slide
two
or
three
back,
where
the
million
and
a
half
was
the
reduction
is
from
that
level.
We
also
tried
to
utilize
one-time
funds
where
we
could
and
found
a
small
amount
to
apply
that
gave
us
a
proposal
of
about
5.5
million.
C
This
is
also
reflected
in
the
books
and
in
the
proposal.
I,
don't
know
if
you
want
to
spend
a
moment
going
through
these
again.
There
are
representatives
from
all
the
departments
we
can
speak
to
these,
but
it
just
wanted
to
provide
that
so
you
can
have
a
and
why
don't
we
go
through
those
just
spend
a
moment
on
each
one
of
the
slides.
C
A
And
appreciate,
actually
the
staff
from
all
the
relevant
departments
taking
the
time
to
make
themselves
available.
Should
we
have
questions
about
these
as
well
as
for
the
presentation?
Thank
you.
So
we
will
pause
there
for
questions
on
Pago
master
lease,
the
the
capital
program.
The
details
that
have
been
shared
with
us
I'll
go
first
to
mr.
Vyse.
Thank.
D
You,
madam
chair,
so
just
a
couple
of
questions.
First,
mr.
Agostini
kind
of
a
big-picture
question,
so
I
appreciated
your
distinction
early
on
about
the
difference
between
bond
financing
and
Pago,
and
then
you,
you
also
weaved
in
the
masterly
short-term
financing
concept
which
what
might
be
somewhat
in
between
the
two.
So
what
I'm?
What
I'm
just
wondering
is
how
bright
a
line
there
is
among
the
three,
for
example,
in
a
year
where
we
are
bumping
up
against
our
bond
ratios,
which
does
not
yet
appear
to
be
the
case,
but
it
in
a
year
like
that.
D
Could
you
anticipate
that
there
might
be
a
judgment,
call
that
okay,
rather
than
putting
something
into
into
debt
financing
that
it
that
it
might
be
tweaked
to
adjust
to
fit
pay-go
or
vice
versa?
If
we
have,
if
a
lot,
if
we
have
excess
bond
capacity,
if
good
fortune
strikes
in
that
regard,
could
we
move
something
from
Pago
to
debt
financing
again
with
a
potential
adjustment
or
two
and
I'm
not
suggesting
we
do
that
I'm
just
wondering
how
much
flexibility
really
is
there,
or
is
this
a
pretty
rigid
wall
among
the
financing
devices?
So
let.
C
Something
that
has
a
useful
life
of
three
years
is
not
not
really
ideal.
The
master,
lease
or
short
term
finance
falls
into
a
slightly
different
category,
because
the
structure
of
that
program-
and
the
theory
in
that
is
these
are
items
that
you
could
sell
back
or
could
be
claimed
by
the
financing
entity,
and
so
there
is
a
value
associated
with
the
asset.
The
best
example
of
that
is
with
fire
apparatus.
These
are
apparatuses
that
are
very
expensive.
In
the
you
know,
hundreds
of
thousands
of
dollars,
and
so
in
financing
them
it's
like
financing,
your
automobile.
C
You
have
an
asset
value
there
eventually
you'll
pay
off
the
debt,
but
if,
for
some
reason
you
were
going
to
default,
not
that
we
would
someone
could
come
back,
claim
the
asset
and
so
there's
collateral
associated
with
that
particular
item.
That
would
then
give
the
holders
of
the
debt
comfort
that,
in
the
event,
we
didn't
make
payments
that
could
go
and
claim
those
items
now.
Having
said
that,
it
you'll
see
when
we
come
back
to
you
in
May.
C
The
flexibility
that
we
have
on
the
capital
side
in
terms
of
bond
ratio
has
begun
to
shrink,
and
it's
shrinking
for
a
variety
of
reasons.
One
of
those
is
the
same
pressure
that
you're
feeling
on
the
operating
side,
which
is
in
the
absence
of
very
significant
growth
on
the
property
taxes
and
on
the
assessment
that
also
plays
into
our
ability
to
finance,
because
we
don't
have
the
growth
that
we
may
have
anticipated
three
four
five
years
ago,
when
those
capital
plans
were
put
in
place
and
so
back
to
your
question.
C
C
Please
come
back
to
us
and
tell
us
about
assets
or
projects
where
you
think
the
useful
life
is
going
to
be
something
on
the
order
of
ten
to
twenty
years,
because
we
need
to
reconsider
whether
those
should
fall
in
the
pay-go
bucket
or
whether
they
should
fall
into
the
financing
bucket
and
the
department's
have
been
really
helpful
in
getting
that
information
back
to
us.
We're
still
doing
that
sort
right
now,
so
we're
kind
of
anticipating
that
at
the
moment,
I'm
not
sure
we're
gonna
have
a
lot
of
capacity
and
I.
D
D
D
Okay,
mr.
manager,
we
love
to
talk
about.
You
know,
procurement
with
other
jurisdictions
and
what
sort
of
efficiencies
we
might
be
able
to
realize,
with
going
in
with
other
localities
and
I
know
that
in
a
couple
of
recent
instances,
we've
gone
in
with
with
the
city
of
Alexandria
and
I'm,
just
wondering
looking
at
this
list
or
thinking
about
other
types
of
equipment
and
and
mechanical
acquisitions
and
so
forth,
whether
you
anticipate
in
the
short
term,
still
greater
opportunities
for
procurement
efficiencies
with
folks
across
our
borders.
D
B
One
place
where
we
have
some
promise
for
that,
as
a
project
of
the
Council
of
Governments
is
overseeing
to
try
to
bulk
purchase,
in
other
words,
have
many
jurisdictions
that
are
interested
in
purchasing
radios
go
in
together
with
one
bid
on
one
contract.
That's
the
one
that
holds
the
most
immediate
promise,
the
other
items
we
tend
to
ride
contracts
that
are
available
to
get
the
advantage
of
good
pricing
elsewhere.
B
E
E
Good,
thank
you
and
then
now
you
said,
and
maybe
we
don't
want
to
get
into
I'm
sure
not
not
for
very
long,
but
you
said,
the
whole
situation
is
changing.
I
mean
I'm
used
to
hearing
about
master
leases
here
and
you're
out
and
all
of
a
sudden
we're
not
doing
that,
and
it
means
they're
not
doing
that
anymore.
Can
you
talk
just
a
little
more
about?
What's
going
on,
I
think.
C
It's
just
a
change
in
the
marketplace,
we're
in
the
past
and
I've
been
in
jurisdictions
that
went
and
did
master
leases
for
things
like
lakes
and
parks.
You
know
it's
just
matured
over
the
last
25
30
years,
where,
where
there
was
a
need-
and
there
were
financing
instruments
that
were
constructed
in
order
to
address
that
need
over
time,
there's
less
need
for
them.
Yes,
less
utilization
and
also
the
market,
you
know,
may
look
at
them,
but
at
points
and
saying
you
know
this
isn't
really
the
kind
of
thing
we
want
to
do
so.
E
C
E
C
It's
not
ideal
for
us
to
go
out
into
the
marketplace
and
only
have
one
or
two
potential
vendors
there's
a
premium
we'll
end
up
paying
for
that,
and
so
we
may
end
up.
We
may
come
back
to
you
and
say
that
that's
really
the
best
approach
for
us
right
now,
but
the
short-term
financing
vehicle
gives
us
a
little
more
in
the
way
of
options
and
those
may
end
up
being
cheaper
for
us.
Oh.
E
A
You
miss
Gauri
I,
wanted
to
ask
a
question,
actually
the
synthetic
turf
program
to
make
it
worth
miss
krandalls,
while
for
coming
all
the
way
out
here
to
have
this
conversation
with
us
and
so
appreciated
the
insight
that
you
shed
a
little
bit
for
us,
mrs.
Rossini,
about
the
conversations
with
the
different
departments
about
trying
to
ensure
that
different
projects
or
priorities
were
in
the
right
bucket
between
Pago
and
debt.
A
Finance
and
I
wondered
if
we
could
talk
just
briefly
about
the
synthetic
turf
program,
the
decision
to
land
that
or
keep
that
I
think
in
the
pay-go
bucket,
rather
than
debt
finance
and,
in
particular
what
it
caught.
My
eye
was
that
we
do
have
a
new
TBD
field
right
to
be
identified
as
part
of
the
ongoing
pops
effort,
but
just
noting
that
the
the
start
of
that
project
would
fall
outside
of
fiscal
year
2019.
Why
were
if
it's?
If
it's
intended
to
start
in
fall,
2019.
A
So
I
guess
I'm
collapsing
two
questions
into
one.
So
first,
if
you
could
tell
me
a
little
more
about
the
decision
to
put
or
keep
the
synthetic
turf
program
in
Pago
versus
debt
relative
to
the
the
life
of
a
turf
field
and
then
also
just
that
specific
new
field
falling
so.
C
Lisa
and
I
and
other
parks
and
DMF
folks,
we've
had
an
extended
conversation
exactly
about
this
topic
and
really,
where
we
landed
was
in
the
assessments
and
the
experience
that
parks
has
had
with
the
synthetic
fields.
Because
and
Lisa
will
correct
me,
the
the
useful
life
of
these
is
somewhere
between
five
and
seven
years
being
going
out
longer
in
terms
of
debt
to
finance
them
just
didn't
make
sense,
but
I'll
turn
to
Lisa
other.
F
And
if
you
don't
mind,
I
will
correct
her,
so
we've
been
getting
eight
years
out
of
them,
but
again
that
does
fall
below
the
bond
amount.
A
few
we've
stretched
to
nine
years,
I
think
if
you
look
at
what
we're
doing
for
this
year,
because
we've
also
been
talking
to
them
about
other
short-term
ways
to
possibly
finance
it.
If
you
look
at
the
I
guess
it's
slide,
17
that
has
the
synthetic
fields
there's
actually
not
any
Pago
or
very
little
pay.
F
Go
funding
actually
coming
to
fund
all
three
of
these
fields,
the
two
replacements
and
the
existing.
This
is
a
little
bit
unique
this
year
in
that
we're
doing
the
two
long
bridge
fields
which
are
at
the
far
end
of
Crystal
City,
and
so
for
the
first
time
we're
using
TIF
funding
and
which
will
not,
we
will
not
be
able
to
use
outside
of
long
bridge.
F
We
do
have
Marymount
as
a
partner
and
then
for
the
new
field,
and
new
fields
are
a
little
bit
different,
we've
typically
bond
funded
new
fields
because
there's
a
lot
of
infrastructure.
It's
not
just
about
the
surface.
It's
the
whole
under
drain
system,
the
lighting,
everything
else
that
has
typically
gone
with
them,
most
of
which
will
last
for
twenty
years
or
longer.
But
in
this
case
we've
been
pulling
that
field
fund
money
since
the
field
fund
was
created,
and
so
that's
that's
a
big
chunk
of
where
that
the
funding
is
coming
from.
F
We
also
have
some
contingencies,
so
we've
been
pulling
leftover
money
from
individual
projects
separately,
first,
synthetic
from
all
the
rest
of
the
the
parks
maintenance
capital
program.
So
if,
if
our
bids
come
in
and
we're
fifty
thousand,
you
know
better
than
what
we
had
funded.
We
pull
that
into
a
fund,
and
so,
as
we've
been
doing
the
rounds
of
replacement,
we
have
this
eight
hundred
and
ten
thousand
which
we're
putting
towards
with
the
field
fund
money.
F
Creating
this
brand-new
field
I
do
think
it's
going
to
be
a
continue
to
be
a
challenge
going
forward,
because
we
are
at
a
point
where
we're
starting
to
get
to
two
in
some
cases,
three
replacements
a
year,
and
so
we
are
going
to
have
to
continue
to
work
with
DMF
and
and
try
to
figure
out
how
we
do
that.
Certainly,
a
lot
of
the
fields
are
partnerships
with
ApS
or
with
GW
or
with
Marymount,
and
you
know
for
that.
F
A
I'm
sorry
I'm
just
want
to
make
sure
I'm
tracking
is
that
look
at
this.
So
I
appreciate
the
reference
of
the
field
fund
right
and
it's
nice
to
see
that
finally
starting
to
fill
out
enough
to
pay
for
these
projects,
but-
and
you
mentioned
the
the
contingency
there's-
also
one
hundred
and
seventy
nine
thousand
of
pay-go
right
and
is
that
to
just
round
out
the
cost
of
that
project.
Right.
F
Because,
because
we're
fully
using
the
contingency
money,
we're
fully
using
what
we
have
for
field
fund
and
we've
got
the
partnership,
but
I
actually
think
it's
pretty
amazing
that
to
do
two
replacements
and
to
do
a
and
the
TIF
funds,
but
to
do
two
replacements
and
to
do
a
brand
new
field,
there's
very
very
little.
You
know
new
Pago
money
going
towards
it
this
year
again.
I
think
that's
gonna,
be
a
unique,
not
sustainable
for
sure.
So.
A
F
Cip
projects
across
a
10-year
stretch
and
it
and
it
has
a
combination
of
partnership
monies
as
we
go
towards
replacement
again,
APs,
GW
and
Marymount.
It
has
a
point
where
we
again
accumulate
some
field
fund
money.
I
think
there
is
we're,
not
obviously
not
done
with
it
yet,
but
I
think
you
know
certainly
again
for
new
field
conversions.
We
can
consider
bond
funding
for
it
and
and
the
balance
of
it
is
Pago,
which
is
what
it's
historically
been.
F
So
it's
a
combination
of
all
of
those
things,
but
we've
been
laying
it
out
on
10
years
so
that
it
makes
it
easier
for
our
partners
and
for
ourself
we've
been
smoothing
it
a
little
bit
again
so
that
we
don't
replace
for
one
year
and
one
the
next
year,
but
to
try
to
get
to
two
or
three.
You
know
annually,
I
think.
A
A
Just
given
this
strong
interest
in
the
community
in
the
field
issue,
you
know
I
think
it'll
be
incumbent
on
all
of
us
to
present
really
clearly
what
will
be
happening
in
the
two-year
four-year
six-year
span
of
the
capital
improvement
plan,
even
though
that
comes
from
a
variety
of
sources.
So
maybe
the
upshot
is
great
to
see
it
here
and
a
lot
more
to
come
for
interested
parties.
Thank
you
that
was
helpful
and
I
see
mr.
darcy's
lights
gone
on
the
meantime
so
over
to.
G
You
for
questions,
thank
you,
madam
chair,
so
I
guess
mr.
Agostini.
This
is
for
you
in
looking
at
asset
management,
software
and
understanding
that
there's
some
improvements
that
need
to
be
need
to
be
done
for
for
parks
and
recreation
facilities.
Can
you
just
give
us
a
sense
of
the
the
robustness
of
our
existing
asset
management
software
for
non
parks
facilities?
Are
you
finding
that
it's
adequate
and
do
we
then
do
ever
do
or
reconciling
of
what
we
project
asset
needs
to
be
in
deterioration
and
replacement
and
maintenance
versus
real-world
conditions?
How
often
so.
C
I
know
Greg's
here:
Greg
Emmanuel
was
here
and
so
I'll
ask
him
to
respond.
None
of
these
systems
are
perfect
and
they
require
a
lot
of
sort
of
tweaking
and
and
their
iterations
to
make
it
work.
I
think
we're
in
that
process
of
iterations
right
now,
but
between
John
and
Greg
I
think
they're
trying
to
make
what
we
have
work.
The.
G
Question
is
informed
by
the
experience
that
I
have
in
Metro,
where
I
hope
we're
further
along
so
I'm.
Looking
for
reassurances
that
we're
at
least
finding
that
you
know
what
we're,
what
we're
tracking
actually
somewhat
mirrors
or
real-world
experience,
and
that
we
have
a
workflow
to
update
accordingly,
as
as
conditions
warrant.
I
Good
afternoon,
within
facilities
management,
starting
in
2004,
we
started
doing
facilities,
assessments
engaged,
did
a
bid
and
engaged
the
contractor.
That
could
provide
the
best
value
for
the
least
amount
of
money
because
of
the
budget
that
we
had,
which
was
only
about
a
hundred
and
fifty
thousand
dollars
at
the
time.
I
We've
continued
that
on
a
five
to
six
year
basis,
just
finishing
one
in
2013-14,
and
what
we've
done
over
time
is
take
what
the
consultants
provide
and
take
real
world
experience,
review
everything
with
our
field
eyes
from
all
of
the
people
that
we
have
working
with
parks
as
well,
and
we've
been
able
to
focus
heavily
on
HVAC
roof
and
get
the
pricing
a
whole
lot
better
on
those,
so
that
we
do
use
the
tool
it
has
our
numbers
factored
into.
It
then,
basically
just
the
RS
means
and
things
of
that
nature.
I
That
can
give
us
even
better
numbers,
although
compared
to
the
150
you're
gonna,
look
at
probably
ten
times,
you
know
going
up
to
about
a
million
and
a
half
to
get
it
and
also
to
include
invasive
in
with
the
studies,
because
we
did
not
do
that
before
and
we
found
that
you
can't
just
find
out
the
state
of
a
building
or
its
infrastructure
by
just
having
people
visually.
Look
at
it.
So
we
wanted
to
include
that
in
as
well
with
a
request
that
we're
going
to
be
submitting
to.
J
Those
are
those
would
then
be
funded
from
the
general
fund
non
departmental
budget
finders.
If
I'm
reading
this
correct-
and
why
is-
and
you
there's
a
note
in
here
that
some
of
these
things
were
previously
financed
through
one-time
federal
and
state
grants
and
other
sources.
So
we
have.
Is
it
possible
that
there
will
be
grants
have
made
available
that
we
would
apply,
for
that
would
help
to
offset
the
cost
of
some
of
these
or
how's
that
reflected
here.
I.
C
Think
it's
it's
the
case
that
our
public
safety
component
units
led
by
Jim
Schwartz,
have
been
very
aggressive
about
looking
for
funding
from
federal
regional
partners.
But
those
funding
sources
are
not
what
they
were
five
ten
fifteen
years
ago
and
so
the
reliance
on
those
sources
to
fund
what
our
aging
or
aged
out
systems
is
probably
not
ideal.
And
because
of
that,
we
are
now
looking
to
replace
some
of
these
systems
in
current
time,
without
necessarily
being
able
to
rely
on
funding
that
that
we
think
will
come
from
other
sources.
J
That
is
the
same.
True
then,
even
on
the
pay-go
side,
where
there's
the
the
funds
sheet
summary,
the
fund
statements
are
a
summary.
That's
on
web
972
that
lists
various
sources
of
revenues
that
include
the
Commonwealth
of
Virginia.
The
federal
government
city
of
Fulcher
will
actually
city
foster,
is
zeroed
out,
but
other
other
sources
of
revenue
for
FY,
17
actual,
but
no
sources
of
revenue
are
listed
for
either
18
adopted
18
estimate
or
19
proposed.
J
C
For
some
of
these
and
I'll
point
to
the
lease
purchase
in
the
bond
premium,
those
are
still
sort
of
ongoing.
Those
are
things
that
we
will
have
greater
insight
as
we
move
forward.
So,
for
example,
when
we
actually
issue
debt
associated
with
the
most
recent
referenda,
there
is
conceivably
going
to
be
some
bond
premium.
C
That
will
be
available
for
us
to
allocate
in
a
variety
of
places
that
that
will
be
constrained
by
what
happens
to
interest
rates
the
size
of
the
issuance
and
when
we
go
to
market
for
many
of
these-
and
you
know
outside
of
the
the
two
biggest
ones
that
you're
referencing
right
there
between
them
are
about.
27
million
of
that
thirty-six
point.
J
J
Why
are
the
public
safety
items
funded
out
of
the
non
non
departmental
budget,
which
means
their
cost
is
dispersed
right
through
throughout
all
of
the
other,
because
there's
a
a
chargeback
kind
of
system
as
I
understand
it
as
opposed
to.
Why
aren't
those
costs
just
in
the
department's
budget
in
the
department's
budget?
Exactly
we're.
C
Trying
to
maintain
cost
centers
as
well
as
sort
of
appropriate
funding,
so,
for
example,
with
the
range
of
the
best
examples
sort
of
things
in
the
auto
fund.
We
will
utilize
the
auto
fund
to
pay
for
the
vehicles
that
are
going
to
be
purchased
here.
That's
collected,
it's
not
uniformly
applied.
It's
applied
based
on
usage
and
based
on
the
types
of
vehicle
we
use
that
internal
service
fund
in
order
to
help
us
fund
those
arms
so
that
the
costs
are
appropriately
distributed.
C
For
the
you
know,
the
costs
of
that
particular
entities
needs
with
respect
to
vehicles,
for
example.
So
what
we'll
go
into
the
pool
for
des,
for
example,
is
of
a
different
sort
of
cost
and
quantity
than
what
will
go
into
the
fire
pool,
because
fire
apparatuses
are
of
a
magnitude
greater
in
terms
of
their
costs
when
we
go
to
purchase
them.
J
But
I'm
missing
something
because
it
makes
total
intuitive
sense
to
me.
Why?
For
the
the
auto
pool,
for
example,
that's
charged
out
based
on
usage,
but
one
department
is
not
going
to
use
more
of
the
fire
breathing
apparatus
not
going
to
ask
the
fire
department
to
use
their
their
scuba
gear
more
than
anybody
else
right.
So
that's
part
of
the
there's,
not
an
apportionment
there.
I,
don't.
K
Budget
for
this
and
non-departmental
there's
a
pool
of
money.
Every
year
that's
allocated
out
to
various
projects.
We
could
go
out
and
charge
out
to
you
know,
put
the
money
over
put
master
lease
money
and
fire
and
have
it
show
up
in
fires
budget
just
from
an
accounting
and
reporting
purposes,
we've
just
keep
it
all
in
the
non
departmental
account
and
manage
it
all
out
of
that
place,
as
opposed
to
because.
J
K
J
Okay,
that
that
helps
me
to
understand
I.
Will
madam
chair
just
real
quick
to
make
a
comment
back
to
the
point
about
the
that
we
have
less
confidence
in
relying
on
the
availability
of
federal
funds
and
other
money
that
we
have
counted
on
in
the
past,
but
the
fact
that
that
the
county
is
now
having
to
take
this
on,
which
is
consistent
with
this
convergence
of
many
factors
that
are
that
are
creating.
What
is
this
crunch
on
our
on
our
budget?
I.
J
Think
that
you
know
we
have
this
conversation
here
and
it's
sort
of
its
buried
in
the
black
and
white,
and
all
that
this
is
an
important
points
that
we
have
to
make
sure
that
the
community
understands
how
hard
we
are
working
in
the
staff
is
working
to
make
all
of
this
work,
and
it's
not
there's,
there's
there's
a
lot
more
to
the
story
than
meets
the
eye,
sometimes
here
and
I.
Think
it's
really
important
that
everybody
understands
that,
because
we're
not
talking
about
chump
change
I
mean,
as
mr.
A
A
fantastic
point
and
I
think
it's
one
that
reverberates
throughout
our
departmental
budgets
as
well.
You
know,
increasingly,
we
are
asking
Arlington
County
taxpayers
to
pick
up
the
cost
of
a
failure
to
finance
priorities
on
the
part
of
the
federal
government,
as
well
as
the
state
I
think
it
probably
makes
sense
for
us
to
move
on
to
our
next
topic
of
the
transportation
capital
fund
in
the
tips.
But
thank
you
very
much.
L
L
This
next
slide
shows
you
some
of
the
projects
that
are
that
are
currently
advancing.
We
have
a
couple
in
construction
and
that's
gonna
be
important
as
we
get
into
the
the
financials.
The
removal
of
elevated
Clark
Bell
is
currently
under
construction.
That
will
actually
create
more
land
area
for
both
open
space
and
development.
Long
bridge
drive,
phase
two
being
extended
up
to
395
is
also
in
construction
currently
and
to
a
couple.
Other
projects
are
moving
forward
in
a
design
process,
a
boundary
channel
drive.
L
So
the
slide
captures
a
summary
of
the
budget
changes
in
the
TIF
big
picture
as
projects
moving
the
construction
that
increases
spending.
This
change
reflects
a
couple
of
big
projects.
Moving
from
the
design
phase
into
the
construction
phase
and
revenues
in
the
managers
proposed
budget
will
be
declining.
That's
actually
due
to
two
factors.
One
is
a
slight
decline
in
commercial,
real
estate
value,
as
well
as
a
recommended
reduction
in
the
rate
and
just
in
the
bullets,
you
can
actually
see
the
projects
that
are
moving
forward.
L
So
picking
up
on
that
last
topic
of
the
proposed
budget
does
recommend
reducing
increment
from
30
percent
to
25
percent.
The
board
takes
an
action
on
this
every
year
and
this
does
maintain
the
county's
commitment
to
advancing
critical,
both
transportation
as
well
as
open
space
projects
and
the
tip
is
not
standalone
and
in
the
transportation
program
it
is
used
to
conjunction
with
other
funding
sources.
Regional
funding,
state
funding,
as
well
as
commercial
real
estate
tax,
to
advance
the
program.
L
L
Like
to
move
next
to
the
transportation
capital
fund,
this
is
comprised
of
two
sources.
The
first
is
the
commercial
and
industrial
tax,
or
that
what
we
refer
to
as
the
CNI
tax.
It
is
available
for
new
construction,
expansion
of
roads
and
transit,
including
debt
service,
to
support
capital
costs.
It
has
been
used
to
leverage
state,
regional
and
federal
transportation
funds
for
projects,
because
its
basis
is
more
limited
than
the
general
tax
base.
It
is
more
subject
to
fluctuation.
L
It's
a
30
percent
allocation
from
House
bill,
23,
1,
3,
30
percent
of
revenue
is
returned
to
the
localities
for
selected
transportation
projects,
and
that
shows
you
what
it's
available
for
it's
a
fairly
broad
menu
of
things,
new
construction
capital
improvements,
and
it
too
has
been
used
to
leverage
other
sources
the
last
bullet
there.
The
projection
was
412
million
for
FY
19,
but
that
is
subject
to
change.
L
Based
on
state
legislative
action,
some
of
the
projects
that
were
completed
in
the
last
year
include
all
Dominion
Drive,
the
the
major
phase
of
lee
highway,
glebe
road
infrastructure
work
on
improving
safety
and
accessibility.
On
our
trail
network,
we
opened
the
art,
fueling
bus
wash
and
light
maintenance
facility
down
on
South,
EADS
and
2018
is
shaping
up
to
be
an
extremely
busy
year
for
the
program.
In
addition
to
a
lot
of
construction
that
was
being
carried
over
from
17,
we
anticipate
moving
about
63
million
dollars
worth
of
projects
in
execution.
L
Everything
from
expanding
the
art
fleet.
We
recently
took
delivery
of
13
new
40-foot
buses
to
rebuilding
the
entrance
to
the
Ballston
metro
station.
Two
improvements
on
Carlin
Springs.
It
really
is
countywide
and
you
can
see
from
the
stars
that
there's
almost
no
part
of
the
county
that
won't
be
touched
by
the
construction
program
this
year.
L
In
terms
of
fun
changes,
we
expect
roughly
60
million
dollars
worth
of
expenditures
with
just
a
slight
drop
in
revenues.
The
manager's
budget
does
include
some
staff
staffing
changes
and
they
consist
of
basically
two
parts.
One
is
taking
some
positions
that
are
already
predominantly
charged
to
capital
and
moving
them
into
the
fund.
L
That
includes
two
budget
analysts
that
are
just
capital:
one
grant,
compliance,
specialist
and
one
transportation
program
manager.
These
these
positions
were
already
being
charged
to
capital.
So
this
is
more
of
an
administrative
change,
but
the
managers
budget
does
proposed
additions
where
we
have
some
gaps.
L
L
This
shows
you
the
trend
line,
it
is
the
drawdown
of
all.
Operations
is
growing
in
the
FY
19
budget.
The
improvements
called
for
and
the
Board
adopted
TDP
are
coming
out
of
this
funding
source.
So
that's
the
restructuring
of
the
the
pike
service,
the
addition
of
art
art
service
on
the
pike,
as
well
as
a
new
overlay
route
on
George,
Mason
Drive.
L
And
the
funding
right
now
we're
projecting
a
hundred
and
twelve
million
dollars
in
FY
19,
25
million
in
commercial,
real
estate
tax
revenue
and
a
closing
balance
of
roughly
100
million
and
I
should
mention
that
this
balance
is
fully
programs
and
I
want
to
give
the
board
an
example.
We
have
multiple
phases
of
Columbia
Pike
to
reconstruct.
L
One
section
is
already
in
construction.
This
spring
we
have
three
more
sections
to
go
it
that
one
corridor
project
could
use
the
entire
balance
and
our
projection
is
to
get
that
work
done
by
2021,
and
then
this
is
the
the
NBTA
local
portion
also
dropping,
and
this
actually
could
be
very
much
impacted
by
state
legislation.
L
So
I
just
want
to
touch
on
some
key
budget
considerations
and
risk.
The
one
that's
that's
looming
right
now
is
the
General
Assembly
and
government
governor's
action
on
the
Metro
capital
funding
bill.
That's
in
an
incredibly
important
bill
for
Arlington
Arlington
has
been
extremely
in
supportive
of
Metro
funding,
but
the
current
conference
bill
actually
has
some
fairly
significant
impacts.
Most
of
the
conference
bill
actually
diverts
existing
revenue
that
was
already
programmed
to
actually
provide
for
much
of
that
Metro
solution.
L
So
we
are
monitoring
this
very
carefully.
April
is
a
critical
month
for
what
the
outcome
will
be
really
between
April
9th,
for
the
governor's
amendments
and
April
18th,
for
a
legislative
session
to
consider
those
amendments
also
coming
out
of
this
legislative
session.
There
was
no
solution
for
the
D
RPT
fiscal
cliff
FY
19
is
pretty
stable,
but
FY
20
is
not
without
some
further
legislative
action
and
in
working
very
closely
with
DMF.
We
understand
that
geo
bond
capacity
and
Pago
is
limited.
So
there
are
a
lot
of
pressures
also
converging
on
the
transportation
program.
L
And
just
another
consideration-
and
this
will
be
more
the
subject
of
the
CIP
discussion
with
the
transportation
CIP
ultimately
will
have
to
be
scaled
and
prioritized
depending
on
the
outcome
of
these
external
funding
decisions.
This
also
may
affect
a
future
transit
expansion,
as
outlined
in
the
County
Board
adopted
TDP,
which
was
anticipate
to
be
funded
out
of
dedicated
sources,
so
those
dedicated
sources
are
constrained.
J
J
This
would
be
the
second
person
in
of
that
in
that
position
that
what
I
heard
you
say
that
is
correct
right
and
can
you
tell
me,
does
that
position
you
do
you
anticipate
that
that
will
improve
the
quality
of
the
capital
program
itself
or
is
it
merely
to
sort
of
lay
A's
with
the
neighborhood,
with
the
neighborhoods
in
the
community
and
kind
of
manage
expectations
and
manage
the
community?
Well.
L
L
Our
estimation
is
that
it
is
that
the
body
of
work
well
exceeds
a
single
person's
ability
to
actually
do
it
effectively
and
I
also
think
there's
some
efficiency.
If
you
actually
get
the
community
engagement
right,
the
prot
the
process
of
getting
community
buy-in
and
moving
the
project
forward
through
the
various
project.
Steps
will
be
smoother
and
it
may
mean
the
project's
take
less
time.
L
J
So
I'm
not
here
to
second-guess
your
assessment.
I've
heard
your
answer,
that
your
assessment
is
that
you
do
need
this
additional
position,
but
I
would
just
say
that
I
hope
that
we
will
find
in
in
future
years
as
we
implement
our
civic
engagement
plan
that
we
are
were
able
to
realize
some
from
the
macro
level
realize
some
savings
that
that
accrue
to
us,
rather
than
requiring
additional
resources
to
implement.
Thank.
A
It
is
a
victory,
I
think,
nonetheless,
that
those
don't
automatically
come
from
30
percent
funds,
but
is
there
anything
you
can
share
with
us
about
this
time
about
the
likely
sources
of
that
I
know
that'll,
be
to
some
extent
a
conversation
for
our
capital
planning,
but
you
know
we
can
see
I
think
from
this
presentation
that
most
of
our
services
are
really
being
used
to
full
capacity.
Does
staff
have
any
thoughts
at
this
time
about
where
we'll
find
that
additional
money.
E
E
L
A
And
so
so
you
don't
have
a
recommendation
at
that
time.
At
this
time,
your
census
it'll
need
to
come
from
a
from
a
mix
from
some
from
the
transportation
capital
through
CNI
and
30%,
maybe
through
bonds
or
other
pieces
you'll
present
to
us
some
recommendations
and
context
of
the
CIP
about
what
projects
go.
Unfunded,
I.
L
A
A
Very
helpful
and
then
I
think
the
other
thing
I'm
trying
to
wrap
my
mind
around
and
I
recognize.
You
know
we're
asking
you
to
it's
a
dynamic
situation
so,
of
course,
and
it's
even
more
dynamic
that
it
was
at
the
time
the
manager
and
your
team
were
pulling
this
together.
So
but
I
didn't
want
to
confirm
you
mentioned
there.
A
A
L
A
A
And
I
think
what
I'm
wrestling
with
right
now
is
trying
to
understand
the
impacts
that
will
be
felt
in
the
balance,
even
of
fiscal
18
level
in
fiscal
19
and
then,
of
course,
the
longer
term.
And
so
the
point
is
for
that.
You
know.
Existing
list
of
projects
which
is
you
shared
with
us,
is
quite
robust.
We
think
our
fund
balances
can
help
us
manage
through
the
very
near
term,
but
in
the
long
what's.
G
A
couple
of
questions,
thank
you,
madam
chair.
So
first
one
from
mr.
Schwartz,
you
know,
given
that
the
Crystal
City
TIF
action
that
you're
recommending
and
if
we
adopt,
will
effectively
deplete
you
of
music
going
to
that
well
again
in
the
future.
If
I
understand
the
numbers
correctly,
we'll
pretty
much
get
to
the
point
at
which
we
are
fully
programmed
remaining
balances
and
won't
have
the
ability
to
reduce
TIF
revenues
again
in
order
to
be
able
to
execute.
Potentially,
the
plan
is
that
I'm.
L
G
L
G
Okay,
the
next
question:
can
you
I,
can't
remember
the
slide
number,
but
for
the
transportation
capital
fund
and
the
operating
cost
cliff
that
we're
sort
of
experiencing
right
now?
Can
you
just
give
me
a
sense
of
what
some
of
the
increases
in
the
Capital
Bikeshare
operating
costs?
What
are
the?
What
are
the
underlying
causes?
Is
it
just
the
direct
relationship
to
the
expansion
of
the
number
of
cabby
docks
is
okay,
and
so
with
that,
not
that
I
am
recommending
this.
G
But
to
what
extent
are
we
exploring
what
has
become
the
pilot
phenomenon
in
the
district,
with
the
dock,
less
bike,
sharing
and
other
and
other
new
innovations,
and
are
those
sort
of
changing
the
market
for
bike
sharing
overall,
that
could
produce
some
efficiencies.
If
we,
even
if
we
continue
to
just
be
a
cabbie,
only
can
unity
we're.
L
Doing
a
couple
things
one:
given
the
uncertainty
on
future
revenue,
we
are
slowing
the
expansion
of
cabby.
We
are
also
aggressively
pushing
the
other
jurisdictional
members
to
advance
the
sponsorship
for
the
whole
system.
It's
not
going
to
provide
all
of
the
operating
support
for
the
system,
but
it
diversifies
the
revenue
base,
so
I
think
from
our
perspective,
diversifying
that
revenue
base
will
help
us
keep
cabby
viable.
L
We
are
closely
monitoring
the
district's
doclist
bike,
share
pilot
they're
completing
their
their
first
year
of
that
and
we'll
be
producing
a
report.
We
just
recently
met
with
them,
they're
going
to
be
doing
a
second
year
pilot
and
this
time
actually
charging
fees
to
the
providers
and
also
getting
into
more
active
management
of
where
they
can
be
parked,
so
we're
following
it
closely.
G
Speaking
of
the
opportunities
that
may
be
available
through
sponsorships
of
cabby,
can
you
give
us
a
sense
of
where
the
market
currently
stands
I
know
about
a
year
ago,
and
we
had
these
conversations
you're
looking
at
places
like
Chicago
and
elsewhere
that,
had
you
know
single
system-wide
sponsorships
that
were
fairly
lucrative
as
I
remember?
Is
that
market
been
maintained
or
has
it
changed
substantially.
L
G
L
A
D
D
What
about
the
there
there's?
Also
a
now
been
an
outcropping
of
Dhokla
scooters
and
there
was
there
was
a
post
by
dr.
gridlock
a
few
days
ago
and
the
in
the
Washington
Post
line
bikes
new
Dhokla
scooters
are
a
whimsical
ride,
but
not
a
practical
one
and
I've
started
to
see
these
in
the
district.
You
know
they're
they're,
lime,
colored,
just
what
it
says.
They
look
really
exciting.
D
L
Again,
I
would
say
that
we
are
closely
monitoring
the
district's
pilot.
They
did
not.
They
have
both
dhoklas
bikes
and
school,
and
so
we're
very
anxious
to
see
their
end
of
year
report
on
what
they
found
and
what
they're
gonna
be
proposing
for
the
second
year
pilot
I.
Think
that
we're
in
a
great
position
to
learn
from
what
they're
doing
and
and
and
and
hopefully
if
there
are
shortcomings,
to
actually
try
to
head
them
off
in
our
own
expansion
here
in
Arlington,
okay,
yeah.
E
L
A
Any
other
questions
on
the
transportation,
capital
fund
or
Dhokla
spikes
capital
bikes
right,
seeing
none.
Thank
you,
mr.
leach.
This
is
a
very
live
set
of
conversations,
so
we
appreciate
the
good
work
you
and
your
staff
have
been
doing
all
right,
I'm
starting
to
see
you
back
to
you
to
talk
about
debt
service,
I.
Think.
M
Think
I
think
most
you
all
have
met
me
before,
but
mr.
got
show
us
our
first
time
so
I'm
Jason,
freeze
with
the
Department
of
Management
of
Finance
I've,
been
here
nine
years
working
on
primarily
as
our
debt
manager,
as
well
as
covering
the
financial
aspects
of
the
metro
system,
quickly.
Both
debt
service
and
Metro
for
the
fiscal
19
budget
next
slide.
M
Well,
actually,
first
kick
it
off
with
with
Metro
and
on
the
operating
side.
So
the
general
manager
proposes
budget
back
in
back
in
December
and
good
news.
Is
he
maintained
within
his
promise
to
deliver
us
a
operating
expenditure?
Growth
within
3%
former
projections
had
as
much
higher
than
the
10
to
20
percent
range.
So
we
were
very
thankful
to
see
that
so
we
proposed
the
budget
with
a
3%
gross
increase
to
the
LaMotta
expenditures,
but
actually
a
12%
increase
on
the
general
fund
side,
and
that
was
a
result
of.
M
We
used
a
lot
of
one-time
funding
to
fix
last
year's
significant
in
increase
in
the
wa
mada
budget.
That
money
is
not
available
year
year,
so
we
had
to
ratchet
that
funding
state
aid
back
down.
So
what
we
had
is
a
total
FY
19
proposed
budget
of
forty
point:
six
million
on
the
wilmot
aside.
Their
total
operating
budget
is
roughly
1.8
billion
dollars.
On
that
again,
73
million
is
that
county's
share
for
the
overall
budget.
There
were
no
fare
increases
this
year.
They
did
have
one
last
year
there
was
nothing
this
year.
M
The
general
manager
also
took
some
other
actions,
such
as
some
management
actions
of
reducing
reduce
cost
and
improved
some
efficiencies
within
the
system.
To
maintain
that
3%
cap
and
again
the
net
result,
was
a
12%
increase
on
the
general
fund
on
the
next
slide.
We
typically
don't
talk
about
the
wa
mata
capital
budget
in
the
context
of
the
county's
operating
budget,
but
this
year
is
a
little
bit
unique
with
what's
going
on
down
at
the
state
and
it
will
have
impacts
on
the
operating
budget
in
terms
of
the
transportation
capital
fund
and
potentially
our
bonding.
M
So
what
this
slide
shows
here
is,
as
you
all
are
aware,
that
the
state
has
come
to
an
agreement
tentatively
on
their
match
to
the
500
million
of
regional
funding
between
DC
Maryland
and
Virginia
for
Virginia.
That
was
a
hundred
and
fifty-four
million,
and
that
was
made
up
of
some
redirected
state
revenues,
the
redirection
of
Grand
Tours
and
T
ot
tax,
a
regional
gas
tax
for
and
then
ultimately,
27
million
dollars
of
local
funding,
of
which
about
eight
or
eight
and
a
half
million
would
be
Arlington
County's
responsibility.
M
What
these
two
charts
here
show
are,
if
you
look
at
given
that
this
funding
it's
they
came
out
after
the
proposed
operating
budget.
At
this
point,
it
is
tentative.
It
is
not
final.
I
know
you
know
the
governor
is
contemplating
even
a
change
in
the
funding
mix
between
DC
Maryland
and
Virginia.
It's
it's.
It's
been
approved
tentatively
around
the
board,
but
it
has
not
been
finalized,
so
we're
hopeful
that
something
gets
gets.
You
know
regionally,
there's
a
regional
consensus
and
it
gets
approved,
but
we
want
to
take
a
look
at
both
perspectives.
M
M
What
I,
what
you
want
to
look
at
is
the
is
on
the
the
yellow,
the
yellow,
at
the
very
bottom
of
the
chart,
which
is
a
total
jurisdictional
funding
and
our
shares
in
blue
up
top,
which
is
ranging
from
thirty-three
million
to
thirty
four
million
over
over
fiscal
years
19
through
24.
If
you
look
on
the
right
without
the
dedicated
funding,
the
yellow
section
is
jurisdictional
subsidy.
So
you
see
the
vast
difference
from
the
left
to
the
right
with
and
without
that
funding.
M
M
So
what
that
would
mean
is
that
we
would
either
have
to
opt
in
to
almada
bond
issuance
or
we
would
have
to
consider
like
we
have
done
in
the
past,
a
revenue
bond
issuance,
given
that
we
do
not
have
rotor
approval,
and
we
will
not
have
that,
even
if
it
was
approved
in
the
CIP.
Until
this
coming
November.
M
So
in
the
next
slide,
I
wanted
to
show
a
little
bit
of
the
historical
capital
funding
that
that
we
provided
to
Al
Motta
and
then
the
two
scenarios
with
and
without
the
with
and
without
the
dedicated
funding.
So
what
you
see
in
the
orange
is
fiscal
15,
1617,
roughly
15
to
20
million
dollars
a
year
of
capital
subsidy
from
from
the
county.
This
past
year
we
escalated
that
up
almost
300%
to
or
over
300
percent
to
68
million
dollars.
That
was
a
one-time.
M
It
took
a
significant
lift
on
the
county's
behalf
to
issue
debt
to
meet
that
need
and
going
forward.
The
orange
bars
are
again
without
dedicated
funding
that
that
level.
There
is
really
unsustainable
from
the
county's
capital
improvement
plan.
It
would
eat
all
of
our
local
capacity,
the
other,
the
other
charts
from
fiscal
19
through
24.
That
presents
the
perspective
of
our
fun
and
there's
three
components.
There
is
the
yellow,
which
is
the
ongoing
funding.
M
What
we
have
traditionally
provided
in
terms
of
jurisdictional,
local
subsidy
to
Amada,
the
two
green
sections
are
the
four
and
a
half
million
is
the
loss
of
the
30
percent
local
revenues,
which
will
no
longer
come
to
the
county's
transportation
capital
fund,
as
well
as
the
eight
point,
two
or
seven
to
eight
point,
two
million
dollars
in
the
light
green,
which
is
additional
local
funds.
Now
you
asked
a
question
earlier
about
where
that
would
come
from.
We
don't
know
yet
that
came
out
between
the
proposed
and
the
adopted
budget.
M
I
know
that,
should
this
regional
funding
get
approved,
we
have
to
find
a
source,
so
it
could
come
from
the
transportation
capital
fund.
It
could
come
from
bonding.
We
have
to
take
a
look.
What
I'll
say
is
our
bonding
right
now
is
very
limited
so,
but
we
will
have
to
we'll
have
come
back
with
a
recommendation
in
the
future.
M
So
in
the
next
slide
just
want
to
show
again
it's
just
a
little
bit
another
perspective
on
the
funding
and
looking
at
the
transportation
capital
fund,
as
if
we
actually
had
to
had
to
come
up
with
a
funding
from
from
the
TCF
with
this
additional
funding.
So
if
you
look,
this
is
the
total
30
percent
revenues
in
the
translation,
capital
fund
and
projections
in
the
out-years,
based
on
estimates
of
growth
between
those
three
revenues,
the
yellow
line
that
has
shown
there
is
the
additional
local
funding
that
we
would
be
subjected
to.
M
So
even
in
fiscal
19,
we
would
actually
have
additional
local
funding
for
ramada
above
what
remains
the
green
is
what
would
remain
under
the
scenario?
The
gray
would
be,
what
would
what
would
go
away?
So
that
would
be.
That
would
be
in
all
essence,
it
would
be
that
the
30%
revenues
for
the
next
foreseeable
future
would
be
encumbered
by
well
Mata.
A
D
I
I
have
a
kind
of
a
big-picture
question
in
terms
of
this
challenge
ahead
in
terms
of
what
transportation
capital,
how
we
make
up
the
difference
and
what
we
might
be
faced
with
deferring
eliminating
modifying
and
so
forth.
How
do
how
do
we?
How
do
you
envision
the
community
engagement
process
here
in
in
helping
the
board,
make
these
very
difficult
decisions,
I.
B
Envision
a
difficult
community
engagement
process,
because
what
will
happen
is
when
the
governor
makes
his
decision
and
the
legislature
takes
it
up.
We
will
have
essentially
somewhere
between
April
18th
and
when
we
need
to
finish
producing
the
draft
CIP
and
presenting
it
to
you
in
May,
we
will
have,
as
mr.
leach
said,
we
will
be
scanning
through
all
the
projects
and
determining
which
ones
we
think
could
be
deferred.
B
B
Is
actually
an
amazing
number
of
comments
and
a
lot
of
people
have
focused
on
the
transportation
issues
and
I
would
just
say
that
before
we
had
HB,
twenty-three-twelve
and
and
before
the
CNI
tax
came
in,
we
have
the
way
I
like
to
look
at
it
is
we
must
fund
Metro?
We
don't
really
have
a
choice.
That's
our
number
one
priority
in
comparison
to
where
we
were
as
a
community
six
years
ago,
we're
better
off
as
comparison
to
where
we
were
two
years
ago.
B
At
all,
right
and
I
say
certainly
I
will
say,
and
the
board
can
reach
a
different
conclusion.
Some
of
it
clearly
will
be
impacted
in
transportation,
but
I
say
this
to
everybody,
because
I
know,
thousands
of
people
are
listening,
that
the
other
demands
we
have
on
our
capital
resources
in
schools,
for
example,
and
we
have
paving
needs
and
other
kinds
of
needs,
given
the
constraints
that
we
have,
it
will
present
I've
been
here
for
six
CIPS.
D
J
Well,
I'm
trying
to
think
of
how
the
right,
how
to
ask
the
question
the
right
way
or
to
make
the
comment
so
indulge
me
for
just
a
second,
which
is
it's
really
just
to
put
it.
This
is
just
another
example
what
we
talked
about
just
a
little
bit
ago
over
in
terms
of
enormous
implications
on
our
fiscal
reality
based
on
what
is
happening.
That
is
completely
external
to
Arlington,
but
the
different.
J
The
slight
difference
here
is
that
our
Arlington
ian's
do
have
an
opportunity
now
to
have
some
influence
via
and
of
course,
our
our
delegation
and
the
General
Assembly
in
Richmond
have
been
stalwarts
in
their
advocacy
and
support,
and
the
very
very
hard
work
that
they're
doing
and
we're
very
hopeful
that
that
the
governor
is
listening
as
well
and
and
hopefully
he
will,
but
our
Linton's
do
have
that
opportunity
right
now
to
have
to
have
impact,
and
so
the
question
I
had-
and
it's
somewhat
tongue-in-cheek,
but
it's
the
drive
home.
The
point
is,
is:
does
the?
J
A
A
A
Under
my
name,
representing
the
board,
calling
on
the
governor
for
a
series
of
amendments,
first
looking
to
find
new
state
revenues
and
second
returning
to
a
revenue
mix
that
would
have
included
very
modest
increases
on
the
t,
ot
and
the
grantors
that
are,
in
fact
supported
by
the
business
community
that
were
stripped
at
the
11th
hour
out
of
the
the
bill
that
came
out
of
committee.
So
I
think
that
is
probably
the
best
case
scenario
that
we
could
hope
for
at
this
point
would
be
either
new
state
money.
A
And
if
that
sounds
magical
and
too
good
to
be
true,
we
are
seeing
exactly
why
it
is
so.
You
know,
I
think
the
unfortunate
reality
that
we
often
contend
with
is
that
Arlington
is
not
as
an
effective
voice
in
making
that
case,
we're
fortunate
to
have
been
joined
by
many
from
around
the
region
and
in
fact
the
business
community
shouldn't
be
understated
in
in
making
that
case
really
clearly,
but
would
strongly
urge
Earling
Tony
ins
to
join
their
voices
with
ours
and
connect
exactly
as
you've
urged
I,
don't
know.
E
The
letter
idea
is
great
and
when
we
need
to
be
doing
that,
but
that's
business
as
usual
and
I
think
there
all
kinds
of
people
we've
been
here
before
we
write
letters
it
all
just
works
out.
What
may
were
we
don't
need
to
worry
where
everything
is
always
fine.
Our
public
officials
are
always
saying
this
is
really
a
problem
and
it's
gonna
be
desperate
and
it's
not,
and
it
never
is.
E
Where
I
had
a
slightly
different
point
right
now
and
I
think
we
need
to
get
that
message
home.
So
I'm,
not
sure
I'm,
not
sure
the
caravan
or
bus
is
down
to
Richmond
is
the
way
to
do
it.
But
I
think
probably
letters
is
not
the
way
to
get
our
sorry,
I
guess
what
I'm
doing,
and
this
is
really
I
think
actually
a
Brian
a
Helfer.
It's
really
her
department
more
than
but
more
than
finance.
How
are
we
gonna?
E
Let
folks
know
what
we
really
are
facing
in
part
not
to
change
it,
but
to
have
them
prepared
for
when
it
does.
If
and
when
this
happens,
the
things
we're
gonna
have
to
do
and
people
do
need
to
be
prepared
and
I,
so
I'm
not
sure
how
to
do
that.
But
I
think
it's
a
great
point
that
you
raised
mr.
Getchell,
and
maybe
we
can
think
about
that.
Otherwise
we
could
find
ourselves
in
a
really
really
difficult
person
place
and
a
lot
of
our
population.
E
G
I
may
madam
chair,
just
with
a
somewhat
different
perspective,
while
I
of
course
share
everyone's
disappointment
with
the
method
in
which
the
metro
fix
has
been
deployed.
I
just
like
to
remind
us
all
that
a
non
metro
fix
is
far
less
preferable.
So
we
need
to
keep
that
in
mind
and
just
in
terms
of
advocacy.
This
is
one
of
the
the
great
unique
circumstances
where
a
jurisdiction
like
Arlington
is
probably
matched
in
its
vehement
objection
by
a
community
like
Loudoun
County.
G
So
we
do
have
common
cause
with
with
others
who
don't
always
share
our
singing
point
of
view
and
in
which
case
I
think
that
provides
the
greatest
unique
opportunity
to
if
not
this
year,
and
we
have
to
I
think
be
mindful
that
we
may
not
get
what
we
need
this
year,
but
to
work,
as
is
usually
the
legislative
way
in
Virginia
overtime
to
craft
the
structure,
so
that
the
out
years
look
a
little
bit
different
than
what
we're
projecting
right
now.
So
that's
that.
A
So
you
know
in
case
we
wanted
a
visual
representation
of
that
I.
Think
mr.
Freeze's
Tale
of
Two
Cities,
summary
of
Metro
capital
budget
with
the
multicolored
yeah,
exactly
that
one
shares.
You
know
that
in
fact
things
could
have
looked
a
lot
worse
and
I
do
think
you
know
with
regard
to
engaging
the
members
or
public
it.
It's
it's
worth
noting.
You
know,
as
we
have
talked
about
since
the
beginning
of
this
year,
and
in
fact,
many
months
prior
mr.
A
A
Other
questions,
well,
I
would
love
to
recognize
mr.
freeze
and
certainly
mr.
leach
and
the
team
I
know.
Sarah
Crawford
is
here
for
tradesmen
and
Afghan.
Malph
is
here
as
well,
but
Tim
have
been
I,
think
just
extraordinary
in
helping
supply,
not
only
the
members
of
the
board
who
sit
on
these
regional
bodies
but
as
liaisons
to
the
the
jurisdictional
staff
groups
of
those
bodies
as
well,
in
supplying
really
specific
data
being
incredibly
constructive
throughout.
There
are
a
lot
of
alternative
proposals
that
were
unfortunately
left
on
the
cutting-room
floor.
A
That
would
have
address
some
of
these
issues,
whether
it's
Almada
funding
or
the
fiscal
cliff,
which
continues
to
face
us
and
I
think,
would
that
it
were
only
up
to
Arlington,
County's,
talented
staff.
We
would
be
looking
at
a
very
different
picture,
but
really
want
to
commend
them
for
their
hard
work
in
recent
months
and.
M
A
M
So
last
slide
that
I
have
for
you
today
is
on
debt
service,
so
Death
Star
is
a
fiscal
2019.
We
are
proposing
a
total
general
fund
debt
service
transfer
of
sixty
seven
point:
eight
million
dollars.
This
is
a
combination
of
all
of
our
existing
bonds
and
debt
service,
due
in
fiscal
2019,
as
well
as
a
planned
bond
issuance
of
approximately
eighty
million
dollars
in
for
the
county.
Only
projects
in
the
in
the
June
timeframe
of
2018.
M
We
will
be
coming
back
at
the
may
board
meeting
with
that
recommendation
with
a
final
list
of
projects
were
working
through
there
right
now,
with
departments
to
work
through
cash
flows
and
and
which
projects
need
funding.
But
right
now
we
are
budgeting
for
an
eighty
million
dollar
bond
sale
and
below
I
have
an
example
of
the
projects.
These
are
the
general
and,
for
the
most
part,
that's
the
same
types
of
projects
we've
financed
in
the
past.
D
M
I
work
with
the
finance
staff
at
the
school
side
when
they
put
together
their
operating
budgets
and
specifically
for
their
debt
service.
To
the
speak.
To
that
piece,
I
work
with
them.
They
have
models
that
I
provide
to
them
to
help
them
with
their
estimations
of
debt
service
when
they
put,
and
so
with
that
well
know,
you
know
in
advance
of
what
they
are
budgeting
and
it's
based
off
of
what
they
have
in
their
CIP
and
the
planned
issuance
there,
which
we
confirm,
as
well
as
their
existing
debt,
which
I
share
with
them.
M
Once
we
have
a
bond
issue
each
year
and
we
lock
in
those
numbers
that
resets
their
base
and
they
use
that
to
estimate
their
future
debt
service
with
some
models.
So
we
work
together
there
and
then
confirm
that
what
they've
budgeted
is
sufficient
for
the
upcoming
bonds.
They
also,
for
instance,
like
the
2018
bond
sale
to
confirm
that
they
have
the
right
amount
budgeted
in
in
in
their
budget.
M
So
on
that
piece,
that's
how
we
come
together
and
make
sure
we're
both
at
consensus
on
the
referenda
once
they
release
their
CIP,
we'll
work
together
to
determine
what
they
plan.
What
they
plan
to
issue
with
a
referenda,
sometimes
they'll
actually
ask
for
that.
Maybe
creeps
over
three
or
four
fiscal
years
to
be
all
in
the
in
the
first
referenda
or
move
to
the
second
referenda,
and
so
will
work
to
make
sure
that
we
agree
and
that
that
level
is
appropriate.
M
But
then
we
run,
you
know
their
cash
flows
through
when
we're
planning
our
CIP
we
take
a
holistic
approach,
are
all
of
our
all
of
our
debt
ratios
are
based
on
the
combined
schools
and
county
debt
service,
so
we
do
take
once
we
get
their
proposal
and
what
they,
what
they
recommend.
We
work
together
to
see.
D
M
D
If
we
could
have
maybe
a
little
more
refinement
of
those
observations
in
writing,
I
would
appreciate
it
and
without
mentioning
any
specific
projects,
obviously
I
mean
we
may
be
confronting
some
questions
as
to
you
know,
depending
on
on
what
costs
are
coming
in
for
with
respect
to
upcoming
capital
projects
of
the
schools,
you
know
how
do
we,
how
do
we
try
to
meet
those
gaps
and
do
we
have
to
take
something
out
of
our
of
out
of
our
bonds?
Could
they
you
know,
take
from
one
project
and
give
to
the
other?
D
E
This
will
come
back
to
us
in
the
CIP
we'll
be
talking
about
that
service.
Quite
a
bit
right,
yeah,
because
I
remember,
there's
some
very
nice
charts
and
things
that
show
the
limits
and
they've
got
they
go
up
and
down
and
below,
and
that
will
just
help
visualize
it
and
make
it
a
lot
clearer.
I!
Think
for
all
of
us.
So
look
forward
to
at
that
and
we'll
see
what
the
trade-offs
are.
Thanks,
I.
A
Certainly
think
each
of
these
presentations
has
been
helpful
and
teeing
us
up
for
the
the
conversation
that
awaits
us
once
we
complete
our
operating
budget.
Nevertheless,
all
which
is
highly
germane
to
the
operating
budget.
So
we
appreciate
the
analysis
and
the
opportunity
ask
questions
of
which
I
don't
think
there
are
any
more
so
mr.
manager
I
believe.
That
concludes
our
topics
for
the
day
or
we
have
one
more
presentation.
B
K
So,
just
a
little
preview
into
third
quarter,
we've
gotten
a
few
more
data
points.
Since
we
provided
you
information
on
mid-year,
we
haven't
actually
closed
out
March,
yet
the
books,
one
of
the
outstanding
pieces
of
information
not
only
seeing
the
trend
line
of
sales
meals.
You
know
there
are
larger
tax
sources,
but
really
be
poll
was
sort
of
that
linchpin
piece
of
third
quarter.
K
All
indications
right
now
is
we're
trending
right
at
at
our
budget.
In
our
estimate,
it's
so
it's
slightly
above,
however,
conversations
with
the
Commissioner
we're
anticipating
a
refund,
that's
going
to
go
out
the
door
before
the
end
of
the
fiscal
year.
That's
a
multi-company
multi-year
refund
that
has
to
do
with
filings
for
a
multi-state
help
me.
K
K
It
just
impacts
this
fiscal
year
and
so
the
the
slight
positive
we're
seeing
the
B
pole
trend
at
this
point
in
time,
which
is
still
early,
will
be
eaten
up
by
the
by
the
refund
in
this
fiscal
year,
and
all
indications
are,
as
our
estimate
for
nineteen
still
holds
so
I'm,
not
anticipating
any
additional
tax
revenue,
either
on
a
one-time
or
ongoing
basis
as
a
part
of
a
third
quarter.
So,
as
you
start
to
think
about,
you
know
the
budget
decisions
that
a
lot
of
times
there's
additional
monies
that
become
available.
A
Thank
you
and
thank
you
for
tracking
that
so
closely,
so
that
we
can
factor
that
real-time
information
into
our
deliberations,
all
right
with
that
we
are
adjourned,
but
only
briefly,
we
will
return
at
7:00
p.m.
for
our
hearing,
public
hearing
on
the
tax
rate
and
the
rate
of
associated
fees.
Thank
you.