►
From YouTube: County Board FY19 Budget Work Session - April 10, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
Alright,
ladies
and
gentlemen
session
11
of
11
our
final
budget
work
session.
This
is
an
opportunity
to
a
couple
of
things
tonight.
We
will
hear
a
final
presentation
from
our
fiscal
affairs
Advisory
Commission.
We
will
have
an
opportunity
to
ask
our
remaining
and
outstanding
questions
that
we
need
answered
in
order
to
pull
the
county
board's
budget
together,
and
we
also
have
some
presentations
from
the
county
manager,
which
is
where
we'll
begin
with
some
conversation
about
what
I
know
has
been
really.
The
chief
topic
among
the
chief
topics
of
this
budget
season
is
Public
Safety
compensation.
B
I
mentioned
this
at
the
work
session
we
had
last
week,
so
there
were
a
few
things
I
wanted
to
cover,
and
we
have
the
Chiefs
here
and
sheriff
Arthur
to
the
extent
that
you
have
specific
follow-up
questions,
we
are
giving
you
this
as
a
proposal
and
I
think
it's
for
the
board
to
consider
between
now
and
when
you
consider
budget
adoption.
So
what
we
have
here
is
what
I
want
to
start
out
with
with
the
slides.
If
we
can
bring
those
up,
do
we
have
those
available?
B
B
Actually
the
board
took
I'm
not
recommending
you
do
this.
They
took
two
years
to
adopt
the
pay
philosophy,
I'm,
suggesting
that
you
take
this
under
advisement
and
try
to
adopt
something
in
fairly
short
order
over
the
next
few
months.
So
with
that
I'm
gonna
turn
it
over
to
Marcy
Foster
who's.
Gonna
summarize
what
the
changes
are
in
the
pay
philosophy:
okay,.
C
So
the
recommended
changes
are
highlighted.
The
first
change
is,
these
are
all
focused
on
pay
again.
The
total
comp
philosophy
is
attached
in
the
back
of
your
handout,
and
we
can
put
it
on
the
screen
in
a
few
minutes,
but
we
are
going
to
recognize
that
our
target
market
is
based
on
jurisdictions
and
organizations
of
similar
size,
service
and
structure.
D
D
F
G
A
A
H
C
So
again
it's
focusing
us
on
long
term
and
we
want
our
employees
to
look
at
us
as
a
long-term
employer,
so
focusing
on
the
maximum
of
the
averages
and
for
public
safety
positions
to
have
their
pay,
lead
the
market
at
entry
and
again
we're
talking
about
a
market
of
Alexandria,
Fairfax
and
Prince
William,
with
the
ability
to
pull
in
any
other
jurisdictions
or
agencies
or
entities
that
we
feel
like
our
comparison
base,
that's
reflected
in
the
last
bullet,
but
for
those
three
jurisdictions
right
now
we
want
Public
Safety
to
lead
their
agencies
at
entry.
So.
B
Let's
go
on
to
the
next
slide
and
let's
actually
give
you
a
examples
of
what
that
is
going
to
mean
for
entry
pay
for
fire,
police
and
Sheriff,
and
let
me
explain
what
the
columns
here
mean
before
we
get
into
the
detail.
You
will
see
in
the
very
middle
column
it
says:
county
manager,
FY,
19,
proposed
entry
rate
minimum.
That
was
the
amount
that
I
proposed
on
Fair.
24Th
is
part
of
the
budget,
and
you
can
see
how
that
compares
to
the
leading
entry
rate
on
the
far
left
for
fire.
B
That's
Fairfax
for
police,
it's
Prince
William
for
sheriff
it's
Fairfax.
What
I'm
gonna
do-
and
this
will
be
covered
on
covered
on
the
next
few
slides-
is
that
we
will
be
proposing
a
way
to
get
the
entry
pay
up
in
some
cases
one
year
in
other
cases,
two
years
so
that
we
get
to
an
entry
minimum
by
fiscal
year.
Twenty.
You
can
see
that
on
the
far
right
that
matches
the
leading
entry
rate
of
surrounding
jurisdictions,
so
that
is
denoted
by
the
far
right
hand
column
for
fiscal
year.
Twenty.
B
You
will
notice
that
our
proposal
gets
police
to
the
matching
entry
rate
immediately
in
fiscal
year.
Nineteen,
and
it
takes
it's
going
to
take
two
years
for
sheriff
and
fire,
given
that
they're
a
little
bit
further
behind.
We
can
go
to
the
next
slide
for
this
I'm
gonna
ask
Marcy
and
Jim
to
walk
through
the
points
here
on
this
life.
C
That
is
to
change
the
ranges.
There's
a
four
percent
change
for
fire
two
and
a
half
percent
for
some
of
the
ranks
in
police
and
two
percent
for
some
of
the
ranks
and
sheriff's
office,
additional
staff
to
move
towards
the
kellyday,
so
nine
additional
staff
for
fire,
and
that
was
already
in
the
managers
proposal.
The
one
point:
three:
four
million
is
the
new
number,
the
additional
cost
to
change
entry
pay,
as
we
showed
you
on
the
previous
slide.
So
that's
a
new
number
and
the
numbers
at
the
bottom
of
the
page.
C
Okay,
and
so
you
can
see
fiscal
year
20,
there
are
some
changes
for
Public
Safety
to
get
the
sheriff
and
the
fire
department
entry
pay
adjusted.
So
they
are
leading
merit,
pay
adjustments
to
start
moving
towards
what
we're
saying
our
future
commitment
is,
and
that
is
to
reach
90
percent
of
the
comparisons
pay
by
year
9
and
to
restore
some
of
the
vacancies
that
we're
going
to
talk
about
in
a
minute
that
we're
suggesting
we
use
to
fund
some
of
these
costs.
I
So
in
looking
at
the
the
repurposing,
this
is
in
part,
a
reflection
of
given
our
recruitment
challenges.
We
have
some
vacancies
in
some
of
the
agencies,
so
taking
a
temporary
reallocation
of
the
money,
reducing
the
number
of
authorized,
FTEs
temporarily
and
repurposing
that
money
to
meet
some
of
the
needs
around
the
1.34
million
dollars.
So
that
would
be
ten
positions
in
the
police
department
and
six
positions
in
the
Sheriff's
Department.
I
B
If
you
go
back,
can
you
go
back?
One
slide,
Tyler
say
if
you
see
one
of
the
things
we're
asking
the
board
to
commit
to
in
fiscal
year.
Twenty
is
restoration
of
some
of
these
frozen
positions,
they're
freezing
them
we're
not
taking
them
away
from
the
authorized
level,
but
that
over
a
two
year
period,
assuming
that
we're
able
to
hire
up
that,
we
would
be
able
to
get
those
positions
filled
and
then
we'd
be
back
to
maximum
strength.
B
The
goal
here
is
to
move
of
the
funds
that
we
have
that
will
go
unused
because
of
the
vacancies
and
move
it
into
entry
pay,
which
is
a
really
where
we're
lagging
behind,
and
also
the
commitment
to
the
workforce
to
get
to
90
percent
of
the
maximum
in
nine
years,
because
one
of
the
things
I
heard
I
heard
it
loud
and
clear
when
I
was
over
a
police.
Roll
call
is
that
you
know
the
entry
pay
is
a
problem
and
also
the
earnings
potential.
B
It
takes
five
or
six
years
for
some
patrol
officers
to
get
to
$60,000,
and
that
was
really
hard
for
them
to
you
know,
understand,
and
the
same
is
true
for
fire
and
and
sheriff.
So
that
is
the
way
those
pieces
fit
together
and
then
the
last
before
we
leave
this
slide,
you'll
see
there's
a
number
for
compensation,
maintenance,
six
hundred
and
fifty
thousand
and
fiscal
year
twenty,
and
we
have
a
separate
slide
on
that
that
Marcie
will
speak
to
it.
It's
slide
six.
C
Okay,
so
moving
to
slide
six,
we've
done
compensation,
maintenance
programs.
In
the
past
we
did
a
four
year
one
and
we
took
about
two
years
off
and
when
you
take
a
few
years
off,
you
tend
to
start
falling
behind
market
again,
so
we're
proposing
a
five
year.
Comp
maintenance
plan
going
forward
the
first
year
is
fiscal
year,
2019.
C
First
looking
at
public
safety,
so
we've
talked
about
public
safety,
but
going
forward
year
two
and
we
tend
to
look
at
these
jobs
that
are
farthest
off
market
first
year,
two
of
becc
emergency
communications
and
public
safety
support
trades
workers
planning
in
housing
and
economic
development.
So
that
would
be
year
two.
We
look
at
our
we
on
market
and
look
at
that
new
market.
C
If
we
adopt
that
philosophy
of
being
within
5%
of
the
maximum
and
then
year,
three
through
five
covering
the
rest
of
the
jobs
in
the
organization,
starting
with
accounting
and
the
financial
services.
So
again
we
would
be
targeting
a
new
philosophy
of
5%
within
the
max,
and
those
employees
would
receive
an
adjustment
directly
to
their
pay
of
their
found
off
market
or
we
may
even
be
moving.
Some
ranges
as
we
look
at
those
jobs
overall,
and
we
we're
proposing
that
general
employees
if
they're
off
market
would
be
getting
something
in
the
neighborhood
of
3%.
I
So
if
you'll
recall,
we
did
the
work
sessions
for
Public
Safety,
we
talked
a
little
bit
about
our
recruitment
strategies
and
each
of
the
agencies,
the
kinds
of
things
that
they're
doing
in
light
of
not
just
our
competitive
pressures
but
also
you
know,
people
that
are
attracted
to
this
kind
of
work
and
so
actually
I'll
uses
an
example.
You
may
have
seen
in
the
press
recently
where
the
police
department
was
advertised,
had
some
outdoor
advertising
in
western
Pennsylvania
to
try
and
attract
people
to
to
this
area.
I
This
morning,
in
my
conversation
with
chief
R,
he
was
telling
me
about
how
he's
authorized
his
recruitment
staff
to
be
advertising
on
Metro
in
the
near
future
and
what
he's
required
of
them-
and
it's
in
line
with
this
slide-
is
that
what
we
want
to
do
is
measure
our
effectiveness
on
those
efforts,
so
we'll
make
the
investments.
But
we
want
to
look
at
what
the
return
on
those
investments
are.
So
what
I've
asked
the
Chiefs
to
do
is
to
lay
out
what
their
objectives
are.
B
The
one
thing
I
did
want
to
note,
which
is
that
given
well,
essentially,
we've
done
what
I
consider
about
five
months
of
work
over
the
last
five
weeks.
This
won't
be
perfect.
There
will
be
places
where
we
need
may
need
to
make
some
adjustments,
but
including
this
slide
on
recruitment
is
important,
because
the
issues
that
are
faced
by
our
workforce
are
not
simply
going
to
be
solved
by
increasing
the
pay,
as
we
have
suggested
here.
B
There
are
additional
issues
related
to
the
cost
of
housing
in
the
county,
whether
we
should
have
workforce
housing
for
our
employees
and
some
of
the
changes.
I
think
that
chief
Farr
is
making
with
the
police
department,
speak
to
the
sort
of
the
the
quality
of
work
life.
The
number
of
patrol
officers
who
are
looking
forward
to
the
opportunity
to
go
to
district
teams
and
do
some
detective
work
and
those
things
are
necessarily
over
the
next
six
months
going
to
change.
B
But
it
is
our
hope,
with
the
increasing
of
entry
pay
and
the
commitment
from
the
board,
which
is
what
we're
talking
about
for
fiscal
year,
20
to
bring
people
higher
up
in
the
pay
scale.
More
quickly,
consistent
with
what
happens
in
Fairfax
that
that
by
it
that
that
will
be
one
element
of
improving
our
ability
to
recruit
and
can
turn
around
what
is
right
now,
not
a
good
dynamic.
So
with
that
I
know,
there's
a
lot
to
unpack
here
and
the
Chiefs
are
available
to
answer
any
questions.
Well,.
A
I
think,
actually,
as
we
gather
our
questions,
we
might
like
to
invite
the
Chiefs,
who
are
both
here
as
well
as
the
sheriff
to
give
us
the
kind
of
response
thoughts.
You
all
really
candidly
in
our
budget
work
session
with
you
just
a
week
or
two
ago
shared
some
of
the
concerns
you
all
were
feeling
I.
Think
probably
on
behalf
of
all
of
us.
We'd
really
welcome
your
thoughts
about
what's
been
presented
here.
So,
if
you'd
be
willing
to
come
and
share
as
we
formulate
further
questions.
J
We've
had
quite
a
few
discussions
with
the
county
manager
looking
at
best
ways
to
think
about
this
incremental
e
over
time
to
one
get
us
back
to
where
we
need
to
be,
but
I
think
two
is,
he
would
say,
is
to
make
us
stay
competitive
over
time
and
I.
Think
that's
sort
of
a
really
big
thing
is
here:
get
somebody
in
the
door
get
them
through
the
pay
scales
a
little
quicker,
so
there
it's
a
little
bit
more
affordable
and
to
just
make
sure
that
we
stayed
with
our
comparatives
on
a
more
frequent
basis.
J
K
So
just
to
add
so
it
just
add
one
thing,
I
would
also
say
to
and
then
I
appreciate,
I
appreciate
the
everybody
she
had,
the
consideration
and
all
the
hard
work.
One
thing
that
I
think
is
is
important,
too,
and
and
and
I
don't
want
to
gloss
over
is
the
importance
of
the
kellyday
I?
Think
it's
a
huge
piece,
especially
is
Jim
supports,
alluded
to
it
and
mr.
sports,
as
well
as
the
issue
of
strategy.
As
far
as
recruitment,
its
retention
and
the
importance
of
distinguishing
ourselves
in
the
region.
L
Sorry
I
dropped
off
a
letter
and
to
each
of
you
explaining
some
of
the
concerns
that
I
have
on
behalf
of
the
sheriff's
office.
The
overall
concept
of
what
we're
talking
about
I
actually
have
to
say,
I'm,
very
upset
about
what's
going
on
right
now,
I
have
no
concerns
about,
but
if
you
look
at
who
we're
being
compared
against
Sheriff's,
Office's
and
I've
been
expressing
this
concern
to
miss
Foster
for
a
number
of
years.
My
competition
is
not
the
Fairfax
Sheriff's
Office.
L
It
is
the
police
departments
in
this
region,
not
just
the
Arlington
Police
Department
Herndon
hires
people
in
at
55
plus
thousand
dollars
a
year
with
experience
and
with
having
gone
through
the
Academy.
So
when,
when
I
then
look
at
the
numbers,
the
increase
that's
being
proposed
for
my
employees
is
$250
for
entry,
it's
significantly
more
for
the
other
two
agencies,
so
I
am
upset,
angry
and
upset
overall
I
support
it
I
do
not
not
support
anything
for
my
partner's
sitting
here.
M
L
I'm
upset
and
one
other
thing
well,
everyone
but
I've
explained
I
think
very
clearly
what
my
concerns
are
about,
what
I'm
seeing
right
this
minute
of
the
six
frozen
positions
or
positions
that
were
funded
for
me
this
year,
which
I'm
almost
at
the
verge
of
hiring
and
have
made
some
offers
for
which
I
would
continue
to
do,
and
I
presume
free
positions
as
we
move
forward
into
FY
19.
But
this
does
then
impact
where
we're
gonna
be
what
that's
time
Thank.
A
You
chef
Arthur
and
thank
you
for
putting
thoughts
in
writing
as
well.
Let
me,
if
I
may
begin
mr.
manager,
can
you
share
with
us
a
little
bit
and
appreciate
the
detail
that
you've
provided
on
essentially
how
the
frozen
positions
will
result
in
the
relationship
between
the
frozen
conditions
and
the
new
money
for
salaries?
Are
those
pooled
or
are
those
by
agencies?
So
so
could
the
Sheriff's
Department,
for
example,
opt
out
of
the
structure
being
proposed
and
and
have
it
moved
forward
with
police
and
fire.
B
B
When,
when
I
proposed
the
budget,
we
had
additional
the
additional
increment
for
pay
for
Public,
Safety
and
I
think
that's
somewhere
around
three
million
dollars.
Your
question
is
about
whether
we
do
things
by
agency
or
we
pull
it.
Essentially,
what
I
did
is
I
looked
across
the
enterprise
and
we
took
savings
from
other
departments
through
savings
and
reallocated
them
to
other
departments.
So
I
don't
usually
view
this,
as
this
is
one
departments
money
they
get
to
keep
and
it
only
stays
in
that
department.
B
So
that's
the
reason
why
I'm
making
a
proposal
I
will
look
across
departments.
If
your
question
is
given
the
the
Sheriff's
concern
about
the
proposal,
whether
she
wanted
to
opt
out
of
the
increase
for
the
first
first
year,
pay
I
mean
I
would
advise
against
that,
because
I
think
that
she
is
against.
You
know
she's.
She,
even
though
we
may
have
a
difference
of
opinion
about
who
she
should
be
compared
with
I
know
at
a
minimum.
B
L
A
I
think
that's
one
of
the
ways
we've
heard,
often
from
our
police,
but
I'm
sure
this
is
true
for
Sheriff
as
well,
that
one
of
the
ways
in
which
our
existing
compensation
philosophy
really
fails
to
consider
the
reality
is
that
it
is
too
limited
and
so
I
think
that'll
be
an
important
piece
for
adoption,
an
improvement
moving
forward
for
exactly
that
reason:
I'm
gonna,
let
chief
Farr
respond
and
then
over
to
miss
Garvey
I.
Absolutely.
J
Concur
with
that,
the
you
know,
while
we
stick
with
the
the
standard
three,
the
Prince,
William,
Alexandria
and
Fairfax,
the
reality
is,
we
do
compete
against
other
agencies
that
perform
law
enforcement
functions
in
the
county.
That
does
give
us
a
little
flexibility
that
we
did
not
have
previously,
and
it's
certainly
something
I'd
like
you
to
consider
as
you
adopt
or
consider
adopting
that
philosophy.
N
N
E
E
B
Firm
ation
here
in
Marcy
can
supplement
this.
It
ties
to
the
proposals
that
have
been
made
for
fiscal
year,
nineteen,
but
you
do
point
out
something
that
is
clearly
built
into
the
philosophies.
We
do
not
know
what
our
comparative
jurisdictions
will
do
in
fiscal
2010
umbers
we
have
in
the
fiscal
year,
20
column,
I
can
say
I.
Think
with
virtual
certainty
will
be
different,
because
our
our
comparators
will
make
pay
pay
proposal,
changes
and.
C
E
C
D
D
Right
right,
you're
right
so
we're
still
under
for
fire
and
we're,
and
we
would
still
be
under
for
sure
and
we're
under
more
for
fire
than
we
are
Sheriff
okay
and
then
we
get
for
both
of
them
in
FY,
2009,
just
Sheriff.
Our
third
so
I
understand
your
concerns.
Your
concern
is,
is
that
we
should
not
be
using
the
comparators
with
other
jurisdictions
sheriff
officers
that
you
feel
that
we
should
have
a
pay
parity
between
the
Sheriff's
Office
and
the
police
department,
and
then
we
had
recently
as
I
also
understand
from
your
letter.
D
B
B
A
C
About
three
years
ago,
somebody
else
can
probably
correct
me
might
meant
four
years
ago,
when
we
moved
to
the
open
range
pay
plan.
Some
of
you
here
we're
here
some
of
you
weren't,
but
we
were
on
a
grading
step
plan
and
we
moved
to
an
open
range
plan.
So
when
we
moved
to
that
open
range
plan,
we
started
police
and
Sheriff
at
the
same
entry
pay
and
then,
as
the
years
went
on,
we
we
did
the
annual
analysis
comparing
them
to
the
three
jurisdictions,
but
we
compared
sheriff
sheriff
someplace
to
police.
C
D
L
Sad
part,
anybody's
I've
been
doing
this
for
32
years
just
and
no
matter
what
role
I
had
in
the
Sheriff's
Office
I
was
in
the
middle
of
the
budget.
Always
it
has
been
the
last
several
years,
but
I
think
it's
only
been
in
recent
that,
like
in
the
last
12
months
or
less,
that
we've
lost
the
pay
parity
or
gotten
to
the
gap
that
this
is
going
to
put
us
have
and
this
gap
at
$4,500
I
think
it's
about
where
it
puts
us.
It's
gonna
hurt
me
I.
E
E
Is
it
also
true
to
both
of
our
other
chiefs
here
that
when
you
lose
people,
you
lose
a
lot
of
people
not
to
other
fire
departments
or
other
police
departments,
but
Europe
you're,
also
losing
them
to
other
law
enforcement
agencies
like
the
Federal
service,
the
the
Metro
Service
and
so
forth,
as
opposed
to
like,
like
bodies
and
other
jurisdictions?
Is
that
true
or
not
true,
so.
J
For
the
past
few
years,
the
majority
of
people
that
I
have
lost
to
other
law
enforcement
police
agencies
have
not
been
in
the
Washington
Metropolitan
Area.
They
have
been
back
home,
they've
been
the
florida
washington
state
pennsylvania,
it's
predominately
going
back
home.
If
I
lose
somebody
here,
it's
generally
because
they
have
gone
to
a
federal
employments
to
become
a
federal
agent.
That's
the
most
problem
well
and.
J
Had
people
go
to
the
FBI,
DEA
Alcohol,
Tobacco
and
Firearms
ice
and
customs,
so
in
it
that's
sort
of
cyclical,
depending
on
you
know,
when
the
federal
Buzzard
passes
and
when
they're
hiring
so
it's
up
and
down
as
from
our
session
last
week,
though,
what
was
unusual
for
us
in
the
last
year
is
we
have
lost
more
three
to
five
year
officers
going
back
home,
then
we've
then
I
can
recall
in
recent
history.
But
that's
that's
the
general
pattern
for
us.
Okay,.
K
So
similar
to
chief
are
we've
lost
them
as
well,
going
back
home,
but
not
limited
simply
to
the
private
sector.
Excuse
me,
the
public
sector,
but
also
the
private
sector
and
and
it's
kind
of
a
double-edged
sword
with
a
very
qualified
and
educated
workforce,
is
with
this
job
market
they're,
leveraging
opportunities
with
advanced
degrees
and
certifications
and
such
at
the
qualitative
standpoint,
though,
on
the
exit
interviews
and
I've
heard
you,
mr.
Vyas,
out
on
several
occasions
asked
about
exit
interviews.
K
E
F
Thank
you,
I'm
sure
I
mean
this
is
a
an
interesting
conversation
and
I
appreciate
the
passion
that
the
sheriff
brings
to
this
conversation.
You
know
part
of
part
of
the
danger
of
tables
is,
it
makes
it
seem
as
if
everything
is
so
neat.
In
this
case
it's
it's
kind
of
messy,
because
despite
the
history,
sheriff's
jobs
and
the
police
department,
jobs
are
different
jobs
and
that's
not
to
say
anything
about
their
relative
value.
F
What's
the
utility
and
what's
the
value
of
this
and
try
to
figure
out
how
to
have
it
not
destroyed
the
morale
of
our
valued
employees
in
the
process?
That
wasn't
my
question.
My
question
concerns
and
I'm
wholly
supportive
of
the
managers
good
work
and
thank
you,
miss
Foster
as
well
for
really
thinking
about
how
to
tackle
this
wage
and
salary
conundrum,
but
there's
much
more
to
total
compensation
and
wages
and
salaries,
and
this
has
been
the
headline.
F
C
So,
at
the
back
of
the
slide
deck,
can
you
bring
up
the
total
cop?
So
here
is
our
total
compensation
philosophy
that
was
adopted
years
back
so
it
does
consider.
We
still
highlighted
the
pay
changes,
so
we
may
have
to
scroll
to
the
next
page,
but
it
talks
about.
We
will
look
at
our
leave
and
disability
benefits
to
make
sure
that
we
have
the
right
replacement
of
lost
income.
We'll
look
at
our
retirement
program,
we'll
look
at
our
health
care
program.
C
We
want
to
make
sure
we
support
and
reward
our
employees
by
offering
developmental
and
learning
opportunities
we
consider
life,
work-life
balance
and
I'll
turn
it
to
work
schedules
and
wellness.
All
these
things,
a
factor
of
what
makes
a
well-rounded
package
that
keeps
employees
here
so
right
now
we
have
three
work
groups
underway,
working
with
an
analysis
done
by
a
on
to
look
at
these
components
on
a
on
a
more
focused
assignment.
So
there's
one
group
focused
on
retirement.
C
One
group
focused
on
health
care
and
one
group
that's
focused
on
what
we'll
call
the
other
ancillary
benefits
so
leave
and
disability
and
alternative
work
schedules
and
they
hope
to
report
out
throughout
the
year,
but
we
always
do
look
at
retirement
because
it's
a
key
component
of
that
package
and
it
we
have
probably
one
of
the
most
generous
retirement
programs
offered
in
this
region
to
make
this
a
very
robust
package
for
employees.
We
do
know.
Other
jurisdictions
are
starting
to
look
at
their
defined
benefit
program
and
do
they
need
to
make
some
changes
to
it.
C
Alexandrian
Fairfax
both
kind
of
drew,
a
line
in
the
sand
a
few
years
ago
saying
this
is
a
great
program,
but
we
can't
afford
it
long
term
so
for
new
hires.
They
made
some
adjustments.
Fairfax
has
proposed
doing
that
again
this
year,
drawing
a
line
in
the
sand
for
new
hires,
making
some
adjustments.
So
our
program
continues
to
remain
strong
and
fully
funded,
and
we
haven't
had
to
do
that.
That's
not
to
say
we
won't,
but
right
now
we
probably
do
have
one
of
the
best
defined
benefit
or
retirement
packages
around.
C
F
A
critically
important
story
and
I
hope
that
we're
as
transparent
and
clear
about
helping
the
wider
community
and
our
employees
understand
that,
as
they
just
assess
total
compensation.
I
would
just
hate
for
people
to
get
so
myopic
that
it's
all
about
wages
and
salaries
in
investments,
in
total
compensation,
go
and
unobserved
by
you
and
monitored
moving
forward
and
then
underappreciated
by
other
people
as
they
they
think
about
what
we're
paying
our
employees
I.
A
Think
that's
a
fair
point
and
I
want
to
also
frame
up
our
work
as
the
board
in
the
next
I.
Think.
We've
got
about
12
days
prior
to
our
adoption
on
the
twenty
first
11
days
relative
to
what
might
be
ongoing
about
this
piece
as
I
think
mr.
manager,
our
manager
alluded
to
this
represents
a
pretty
remarkably
fast
body
of
work
and
I
want
us
to
be
clear
for
all
of
the
reasons
that
were
actually
just
highlighted
by
the
lines
of
questioning
for
mr.
Vyse
and
mr.
A
Dorsey
that
our
problem
is
not
a
handful
of
competitor
jurisdictions.
It
is
a
a
wide
sea
of
different
alternatives
and
a
near
full
employment
economy,
and
to
mr.
Dorsey's
comments
that
compensation
is,
of
course,
inclusive
of
many
things
beyond
pay.
I
think
we
are
looking
to.
Maybe
we
are
looking
to
take
some
action
in
this
budget
and
what
the
manager
has
proposed
to
us
in
collaboration
with
the
Human
Services
Human
Resources,
as
well
as
other
members.
A
Revising
our
compensation
philosophy
is
not
something
we
will
do,
I,
don't
think.
Nor
would
we
seek
to
do
it
in
11
days.
That'll
be
a
piece
for
for
additional
direction.
What
is
before
us,
though,
is,
is
a
you
know,
I
think
of
a
helpful
proposal
recognizing
an
imperfect
one
and
I
think,
as
a
sheriff
in
particular,
has
brought
to
our
attention
and
so
I
want
to
make
sure
do
we
have
any
remaining
questions
about
that?
Your
gotcha,
I.
D
Actually,
just
I
wanted
to
add
a
question
about.
What's
on
the
screen
right
now,
not
so,
and
I
did
want
to
comment,
say
that
I
think
this
is
a
it's
a
it's
a
great
start
to
an
overall
package
of
where
we,
where
we're
headed
and
I,
appreciate
that.
So
the
question
is,
as
the
manager
knows,
we
all
the
board
members
I,
think
had
met
with
some
representatives
of
a
group
Gina
representing
Arlington
County,
County
government
employees,
sort
of
a
loose
Association,
I.
D
Think
of
some
employees
that
had
submitted
some
specific
questions
and
requests
that
you
had
said
you
were
going
to
get
back
to
us.
I
just
want
to
confirm
that
the
information
is
still
forthcoming
as
a
follow-up
to
those
meetings.
Correct
yes,
yeah,
Thank,
You,
mr.
manager,
and
then
I
also
wanted
to
note
consistent
with
the
comments
that
we've
already
had
miss
crystal,
though
that
that
this
is
it's
not
just
about
public
safety
employees.
This
is
about
across
the
workforce
at
all
levels.
Rather
it's
the
folks
that
are
staffing.
D
The
kind
of
you
know,
applicants
that
we
might
normally
expect
and
I
can
tell
you
anecdotally,
from
from
the
private
sector
from
from
the
industry,
that
I
am
in
I
know,
there's
a
major
home
services
provider,
the
regional
home
service
provider,
that
is
bringing
people
in
from
South,
Carolina
and
Georgia
because
of
what's
going
on.
So
this
is
this
is
an
issue
that
is
much
bigger
than
Arlington,
but
I
think
that
what
we
have
here
are
the
workings
of
something
to
really
position
as
competitively
in
a
very
competitive
regional
marketplace.
A
You
for
that
comment,
I
am
seeing
no
further
questions,
so
I
think
that
might
be
a
good
note
on
which
to
end
for
now.
I
again,
as
we've
all
said,
as
I've
already
said,
multiple
times,
I
really
appreciative
of
this
work.
This
certainly
has
been
I
think
the
single
issue.
That
is
most
characterized
our
conversations
throughout
this
budget
process,
and
that
is
a
reflection
not
only
of
the
efficacy
of
some
of
our
public
safety
employees
in
raising
it
to
our
attention.
B
Just
wanted
to
add
one
thing,
which
is
the
slides
will
go
up
online.
They
haven't
been
up
online
and
I
know
that
we
have
not
had
the
chance.
We
wanted
to
make
sure
we
talked
with
the
Chiefs
and
the
sheriff,
and
they
haven't
seen
a
lot
of
this
until
very
recently,
and
you've
seen
it
just
for
the
first
time
today
that
our
employee
groups
that
have
been
coming
out
and
I
think
they've
been
visiting.
You
on
various
Monday's
of
the
week
know
of
the
various
weeks.
B
They'll
have
an
opportunity
to
look
at
that
and
I'm
looking
to
you
know
to
the
Chiefs
and
the
sheriff
to
make
sure
that
over
the
next
few
days,
that
those
conversations
take
place
so
that
they
can
get
the
full
understanding
and
again
well
I'm
sure
we'll
receive
many
questions
about
what
we
put
on
the
table.
We.
A
Welcome
those
we
invite
them
actually
it'll
help
us
make
a
better
decision.
Thank
you
thank
you
for
coming
tonight,
so,
certainly
or
perhaps,
and
most
urgent
feeling
issue,
but
not
the
only
one
regarding
the
balance
of
the
fiscal
nineteen
budget
and
to
that
and
actually
we
are
joined
by
our
unflappable
fact.
Chair
woman,
miss
Henley
Peterson
to
give
us
directions
not
to
what
we
just
heard,
but
but
the
the
balance
of
facts,
study
of
the
budget,
their
recommendations
and
remaining
comments
for
us.
So
welcome
and
thank
you.
Thank.
O
You
chair
crystal
board
members,
Dorsey
Garvey
hall
and
vice
tat.
My
name
is
Tim
Lee,
Peterson
and
I'm.
The
chair
of
the
fiscal
affairs
Advisory
Commission.
Today's
wrap-up
report
was
prepared
by
David,
Kinney
and
myself.
Overall,
the
county
managers
proposed
FY
19
budget
reflects
sound
fiscal
principles,
a
strategic
spending
and
a
prioritization
of
finding
program
efficiencies.
We
offer
our
gratitude
to
the
county
manager
for
his
work
on
the
budget
and
for
his
service
Darlington
County.
O
This
report
includes
some
final
recommendations
on
the
budget
as
well
as
we
wanted
to
highlight
the
importance
of
working
with
ApS
to
find
efficiencies.
This
is
something
that,
throughout
our
discussions
within
the
Commission,
as
well
as
with
the
department,
something
that
came
up
again
and
again,
specifically
looking
at
finding
cost
savings
by
working
together
in
partnerships.
As
we
mentioned
earlier,
the
staff
at
DHS
were
able
to
find
cost
savings
with
ApS
as
reap
program.
In
doing
so,
they
were
able
to
protect
the
services
provided
to
constituents
without
increasing
fees.
O
We've
also
recommended
moving
preschool
programming
to
ApS
to
kind
of
make
sure
we're
focusing
on
the
services
provided
being
moved
over
the
schools
when
it
deals
with
school
programming
and
though
there
may
be
significant
logistical
challenges
in
coordination,
we
felt
that
there
were
redundancies
between
the
county
and
ApS
is
facilities
maintenance,
as
well
as
fleet
maintenance.
We
thought
as
well.
There
may
be
opportunities
to
cooperate
with
County
and
a
stormwater
issues,
and
we
also
support
the
police
chief's
recommendation
to
move
crossing
guards
over
to
the
schools
to
be
done
by
contracted
services.
O
O
So
going
to
our
two
recommendations,
the
fact
recommends
the
county
board
support
the
county
managers
proposal
to
decrease
the
Lee
Highway
planning
process,
funding
two
hundred
to
two
hundred
and
fifty
thousand
dollars.
Nine
were
in
support
of
this
no
was
four
and
abstained
was
zero
as
part
of
our
wrap-up
meeting.
As
of
the
wrap,
our
wrap-up
meeting,
the
staff
had
not
published
the
county
boards
requested
information
related
to
the
cost
of
past
planning
projects.
O
Since
there
had
already
been
delays
in
this
planning
process,
it
seems
like
doing
it
in
tranches
would
be
a
reasonable
approach.
We
did
have
some
of
the
people
that
did
not
support
this
felt
that
the
reduction
would
only
prolong
a
process
that
must
occur
in
order
to
ensure
a
productive
redevelopment
of
the
corridor.
O
Looking
at
FAQ
recommendation
number
two,
the
fact
recommends
that
the
county
board
allocate
three
hundred
and
ten
thousand
for
the
sheriff's
full-body
scanner
from
mid
year,
one-time
surplus
funds.
Thirteen
were
in
support
of
this
one
no,
and
we
also
wanted
to
make
sure
that
the
long-term
maintenance
costs
of
this
purchase
were
being
considered
as
well
and
finally,
going
on
to
future
considerations.
We
just
wanted
to
note
that
fact
has
been
working
on
a
performance
measures
report
which
will
be
ready
in
the
early
summer.
This
will
be
a
high
level
assessment
of
the
county's
performance.
O
We
hope
that
the
county
auditor
will
be
able
to
use
it
as
a
jumping-off
point
for
a
more
in-depth
review.
Thank
you
very
much.
Oh
and
I
actually
I
also
wanted
to
add
our
staff
liaison
richard
stephenson,
who
has
been
he's
very
helpful
all
year
long,
but
in
particular
does
so
much
work
for
us
during
the
budget
season.
He
put
together
this
fantastic
summary
of
all
of
our
recommendations
that
we've
sent
over
to
you.
A
E
Actually
not
a
question,
but
just
an
observation.
Mr.
Peterson,
that
I
really
do
appreciate
your
recitation
of
why
different
folks
voted
as
they
did,
and
you
know:
you've
had
some
razor
thin
margins
on
some
of
your
votes.
You've
had
some
unanimous
votes.
You've
had
some.
You
know
two
to
ones.
You
know
different
ratios
and
I.
E
Just
I
think
that
demonstrates
that
you're
really
taking
each
issue
each
question
and
truly
grappling
with
it
and
I
appreciate
that
conversation
and
also
the
way
you
have
written
up
these
reports,
to
give
us
a
good
signal
as
to
where
you
are
all
coming
from.
Even
if
you're,
not
speaking
with
one
voice,
which
I
appreciate.
A
F
Wanted
to
thank
miss
Peterson
I
know
that
this
year,
our
efforts
to
make
sure
we
tackled
the
biggest
issues
earlier
on
put
a
put
a
little
bit
of
a
strain
on
fact
and
getting
ready
to
provide
us
good
advice.
So
thank
you
very
much
for
all
of
that.
I
did
have
a
question
about
one
of
the.
If
you
could
scroll
up
a
little
bit
in
discussing
something
that
you
raised
at
the
earlier
work
session,
but
now
that
I'm,
seeing
it
again
scroll
up
some
more
it's
in
this
sort
of
preamble.
O
Didn't
have
a
chance
to
go
into
it
in
such
depth
that
we
would
be
able
to
say
how
much
we
would
say
that
we
just
felt
that
this
program
was
part
of
DPR
because
of
legacy
reasons.
It
just
had
to
be
set
up
a
long
time
ago,
and
so
they
kept
it
with
DPR,
but
that
the
schools
specializations
in
education
made
a
bit
more
sense
for
them
to
take
that
on.
At.
F
One
point
I,
remember
hearing
and
maybe
I'm
just
miss
remembering,
but
DPR
seemed
to
suggest
that
there
was
a
different
sort
of
methodology
that
they
employ
with
those
programs
that
actually
had
a
desired
market
in
our
community.
So
I
would
encourage
you,
as
you
look
at
it
next
year,
to
take
a
close
look
at
it.
Thanks.
N
N
Push
it
and
move
glasses,
it's
fine
and
I.
Just
I
simply
want
to
also
thank
mr.
Peterson,
because
it's
been
great
and
I
I
appreciate
the
recommendation
on
the
body
scanner,
because
that
came
up
sort
of
last
minute
and
I
really
like
that's
also
one
that
I'm
sort
of
thinking.
Maybe
we
ought
to
do.
Could
you
talk
just
a
little
bit
more
about
your
the
thinking
on
that
primarily.
O
It
was
that
the
fentanyl
being
able
to
be
smuggled
into
the
jail
in
such
small
quantities
was,
in
the
sheriff's
opinion,
a
very
significant
risk
to
her
staff,
and
we
wanted
to
be
supporting
her
staff
in
particular.
Considering
it's
a
time
when
they
are
feeling
discouraged
by
their
salaries.
We
want
to
make
sure
that
they
know
that
we're
stand.
You
know
behind
them
for
safety,
things.
A
These
Peterson,
thank
you.
This
is
a
your
work,
has
been
I,
think
it's
valuable
every
year
and
it
has
been
invaluable
this
year
as
we
wrestle
with
some
difficult
decisions,
and
you
know
exactly
I
can't
couldn't
say
it
better
than
mr.
Vyse
shown
your
work
at
every
measure
and
I.
Think
it's
really.
It's
really
demonstrated
how
how
hard
you've
grappled
with
these
issues
and
I
know
the
five
of
us
appreciate,
knowing
there
are
a
few
more
people
doing
that
too.
A
A
B
But
I
did
want
to
highlight
a
few
areas
that
I
think
based
on
the
conversations
I've
had
with
staff
and
what
I
have
heard
deserve
I
think
a
little
bit
more
focus
than
some
other
areas.
That's.
This
is
not
meant
to
be
a
final
set
of
recommendations,
but
I
think
that
it
was
correctly
pointed
out
that
in
the
budget
that
this
board
adopted
last
year,
you
provided
funds
to
provide
funds
to
those
people
who
are
being
challenged
by
the
current
environment.
B
We
have
with
immigration
and
providing
legal
services
in
the
county
entered
into
an
arrangement
with
the
legal
aid
justice
center.
We
think
for
that
program
to
continue
throughout
fiscal
year.
19
would
take
an
additional
40,000
dollars,
given
the
rate
of
expenditure,
that's
been
provided,
and
that
is
something
that
I
think
that
you
had
asked
about.
B
I
wanted
to
be
able
to
provide
that
number
to
you
another
another
expenditure,
and
that
has
come
up
and
literally
recently
in
the
last
two
weeks,
is
an
investment
we
need
to
make
with
our
Internet
service
provider
and
with
Microsoft,
to
harden
our
email
against
ransomware
and
other
kinds
of
challenges
out
there,
and
so
that
cost
is
and
I
think
the
other.
Mr.
Schwartz
will
have
details.
B
If
you
have
questions
on
that,
that
other
cost
is
one
hundred
and
two
thousand
now
that
could
come
out
the
managers
contingent,
but
I
would
tell
you
that
the
managers
contingent
3/4
of
the
way
through
the
year
is
about
three
quarters
of
the
way
spent.
So
that's
something
that's
may
not
we're
gonna
have
to
fund
it.
B
It
would
be
a
question
of
where
that
comes
from,
and
the
last
item
I
just
wanted
to
remind
you
of
which
hasn't
really
gotten
a
lot
of
attention
is
that
our
library
staff
is
really
struggling
with
the
question
about
library,
materials
and
so
I
say
any
number
plays
with
providing
additional
one-time
funds
for
library
materials,
and
that
is
not
meant.
You
know,
as
I
said,
those
are
just
to
highlight
a
few
areas.
B
I
think
that
haven't
received
a
lot
of
attention
that
I
think
deserve
a
little
bit
more
focus
as
you
go
through
your
review,
and
so
with
that
I'm
going
to
ask,
and
you
can
do
it
from
right
right
there
yeah
do
for
Tyler
and
Richard.
Are
gonna
drive
the
conversation
about
the
spreadsheet
from
over
over
there
and
and
go
through
some
items
in
greater
detail.
Thank.
P
The
shiipa
for
you
I
think
some
of
you
are
familiar
with
it,
maybe
new
to
some
of
you
or
just
as
a
refresher.
This
is
the
Excel
spreadsheet
that
you
can
use
to
markup
and
make
final
changes
to
the
county
managers
proposed
budget.
There's
a
few
tabs
when
we
send
it
to
you,
you'll
see,
there's
a
few
tabs
and
though
in
the
workbook,
but
this
first
tab
is
where
you'll
spend.
P
P
P
This
is
for
the
board's
allocation
now,
as
you
scroll
down
here,
you'll
see
on
line
38
and
39
we've
gone
ahead
and
allocated
six
hundred
and
twenty
thousand
of
it
to
AF,
in
accordance
with
county
board
policy
for
one-time
recordation
tax
that
was
identified
at
mid-year
and
an
additional
three
hundred
and
fifty-seven
thousand
in
one
time,
two
ApS,
in
accordance
with
revenue
sharing
principles.
This
is
also
from
the
one-time
funding
that
was
identified
at
mid-year.
P
So
I
should
have
mentioned
also
up
here
on
line
38,
that,
with
this
additional
money
to
a
half
total,
a
half
funding
comes
to
fourteen
point:
three
million
dollars
the
area.
The
the
highlighting
in
gray
is
supposed
to
identify
to
you
where
you
can
make
your
changes
where
you
should
be
entering
data
to
make
the
changes.
If
this
cell
is
not
gray,
it's
more
informational.
P
So
it's
trying
to
direct
your
attention
to
those
areas,
you'll
notice,
also
that
allocations
are
intended
to
be
entered
as
negative
numbers.
You
have
the
1.9
million
available
to
allocate
and
to
spend
that
down.
You
enter
an
allocation
as
a
negative
number
scrolling
down
here.
You'll
see,
there's
a
funding,
schools
funding
summary
it
links
to
the
above,
so
it
the
third
quarter.
Mid-Year
recommendation,
I
just
went
over
above,
is
linked
right
here.
There's
a
row
right
here
for
any
additional
funding
that
you
may
recommend
go
to
ApS
that
is
linked
above
here
you.
P
P
P
The
other
tabs
in
here
we
have
summarized
all
the
budget
reductions
into
one
nice
tab.
If
you
choose
to
add
anything.
So
if
you
choose
to
add
anything
back
the
informations
right
here,
for
you
same
thing
with
the
budget
request,
we
will
be
sending
you
a
comprehensive
list
of
all
the
external
budget
requests
we've
heard,
but
this
is
a
distilled
down
version
of
just
the
items
that
were
requesting
discrete
funding
amounts.
The
columns
should
line
up.
P
So,
for
example,
if
you
would
like
to
fund
the
legal,
the
additional
forty
thousand
for
legal
aid
as
the
county
manager
is
recommending,
you
can
copy
and
paste
the
row
come
over
here
and
then
you'll
see
you
have
forty
thousand
dollars
less
to
allocate.
So
at
the
end
of
the
day,
your
goal
is
to
have
zeros
here.
H
F
A
All
right
so
then,
let's
actually
move
on
with
do
things
for
that.
Let's
move
on
to
any
outstanding
questions
we
have
for
the
manager
staff
either
to
be
answered
today,
although,
as
encyclopedic
is
our
manager
and
deputy
county
managers
minds
are
they
need
to
follow
up
with
us
as
well?
In
writing.
Sorry,
mr.
Dorsey,
so.
F
B
M
Don't
know
I
mean
they're,
definitely
aware,
we'd,
multiple
conversations
that
they
were
getting,
that
I,
don't
know
from
the
final
action
that
the
school
board
took
or
not,
but
you
know
the
the
latest
action
whether
or
not
that
300,000
was
allocated
into
what,
but
we
can
easily
find
that
out.
I
get
back
to
you.
It's.
M
B
D
H
A
Know
we
we
got
a
message
today
from
someone
who
said
there
was
the
the
sense
in
the
community.
The
word
in
the
community
that
the
me
in
particular
the
board
chair,
but
also
the
board,
was
instructing
citizens
that
if
they
wanted
to
recommend
anything
new,
they
needed
to
recommend
offsets,
which
hadn't
really
been.
What
we'd
communicated.
Nevertheless,
and
his
citizen
wrote
it
and
said:
that's
your
job
as
the
board
and
I.
A
You
know,
I
actually
take
that
admonition
to
heart,
and
so
you
know,
while
I
think
our
our
citizens
have
given
us
a
lot
of
really
valuable
feedback
about
their
own
priorities
throughout
the
process.
At
this
point,
it's
with
the
board
to
discharge
this,
as
our
final
responsibility
on
the
budget
is
my
sense.
In
any
event,
no.
N
I
agree,
I
actually
think
we're
down
to
a
fair.
You
can
do
it
by
hand.
You
don't
need
the
tool
if
people
really
want
to
do
it.
I
did
have
a
question,
though,
about
schools.
If
that's
can
I
ask
that
now
it's
okay
and
that's
that's
just
for
my
information
on
there,
so
they're
using
half
their
reserves.
Do
we
count
their
reserves
towards
the
reserves
we'll
use
through
the
double
triple-a.
I
mean
I'm.
M
You
can
technically
contribute
to
the
5%
operating
reserve.
They
always
have,
but
then
the
reserves
that
they
carry
on
there.
You
know
I
mean
I'm
their
side
of
the
books.
If
you
will
that
they
went
through
the
capital
reserve,
their
VRS
reserve,
all
of
that
is
sort
of
over
and
above
and
the
radiant.
We
make
the
radiant
agencies
aware
of
it
and
have
made
them
where
and
I
think
it's
a
it
is
a
factor.
I
don't
know
if
it
is
the
determining
factor,
though,
from
the
radiance
perspective,
though
I'd
add.
N
A
E
You
so
just
a
question
in
terms
of
MS
Tenley's
present
Miss
Peterson's
presentation
will
that
be
posted
this
evening
or
tomorrow
I
mean
the
it's
already:
okay,
I
didn't
see
it
and
I
legislate,
okay
and
also
mr.
manager
I'm
not
going
to
recite
them
now,
but
I'm
sure
you've
got
my
questions
of
earlier
today
that
you'll
be
processing.
We.
B
A
A
Can
you
remind
us
which
recommendations
from
the
real
estate
tax
relief
working
group
were
or
are
being
implemented
in
calendar
year,
18
and
I
know
we
haven't
really
realized
any
cost
savings
or
sees
me
I
guess
increased
revenue
not
cost
savings
from
those
changes.
Is
there
you
know
any
more.
You
can
say
about
what's
already
been
implemented,
what
still
to
come
and
if
follow-up
is
necessary.
That's
just
fine
yeah.
M
We
actually
a
briefing
scheduled
for
you
all
the
last
week
of
April
in
the
first
week
of
May
in
anticipation
of
bringing
forward
the
first
tranche
of
code.
Changes
related
to
that.
I
would
note
that
this
is
an
area
where
we
have
already
implemented
what
I
would
call
the
low-hanging
fruit.
All
the
suggestions
by
the
working
groups
that
talked
about
changes
in
application.
The
the
you
all
remember
the
conversation
about
deadlines
for
submission
of
applications
that
we'd
made
some
adjustments
there,
so
I
think
we've
implemented.
M
All
of
that,
the
working
group
did
lay
out
that
we
that
DHHS
in
order
to
implement
the
changes
would
need
a
position
and
a
little
bit
of
extra
non
personnel
dollars
and
that's
another
example
of
where
Anita
and
her
folks
are
kind
of
taking
it
a
little
bit
out
of
hide
with
everything
else
they
have
going
on.
But
given
that
you
might
see
something
you
know
in
the
future,
but
it
was
a
three
year
remember
implementation
program
and
what
we'll
be
recommending
is
not
it's
consistent
with
what
the
working
group
recommended,
which
was.
M
A
Yeah
among
their
recommendations
over
a
few
tweaks
to
eligibility
right,
it
wasn't
as
a
wholesale,
as
some
people
might
have
hoped
in
either
direction
right,
but
that's
what
will
require
coaching?
That's
correct!
Okay,
that's
correct!
Thank
you
that
answers
that
question
in
full.
For
me,
the
other
one
that
I
wanted
to
ask
you
know:
we've
talked
a
little
bit
about
the
residential
utility
tax
potentially
being
redirected.
We
had
a
really
interesting
suggestion.
A
The
other
night,
which
is
you
know
the
the
feasibility
of
in
some
way
dedicating
and
I
use
that
term
pretty
loosely
some
of
those
resident
revenues
to
other
sustainability,
serving
goals
or
sustainability
goals
serving
programs.
You
know
whether
that's
transit,
maybe
something
like
tree
preservation,
organ
forestry,
others
I,
would
be
interested
in
staffs
reaction.
To
that
you
know.
I
know
in
general.
A
Part
of
the
challenge
is
that
the
financial
pressures
were
under
make
designating
funds
or
putting
funds
in
a
lockbox
really
hard,
but
given
that
there's
so
much
effort
in
across
the
county
across
areas
around
our
sustainability
goals,
is
there
some
way?
You
know
some
mechanism,
reporting
etc?
Of
you
know,
residential
utility
tax
funded
projects.
Is
there
some
way
what
I'm
asking
is
we
can
demonstrate
our
continued
commitment
to
sustainability,
okay,.
B
So
this
that's
and
I'm
not
just
saying
this
to
be
polite,
that's
a
very
thoughtful
question.
We
wrestled
with
that
when
we
proposed
the
budget,
I
would
have
preferred
proposing
a
budget
that
had
the
residential
utility
tax
increase
and
tie
it
dollar
for
dollar,
with
expenditures
in
our
budget
that
are
going
for
energy
improvements.
B
The
fact
is
is
that
we
weren't
able
to
tie
the
information,
isn't
solid
enough
for
us
to
tie
it
on
a
dollar
to
dollar
basis,
but
that's
certainly
something
that
we're.
We
can
provide
you
some
of
that
information.
It's
income,
it's
incomplete.
We
can
provide
you
some
of
that
information
and
not
to
state
a
case
against
my
point
of
view
here,
but
the
the
other
challenge,
which
really
wasn't
highlighted
by
those
people
who
made
that
point
was
for
school,
since
schools
are
sharing
in
that
revenue
under
the
revenue
sharing
agreement.
B
You
know
right
now
that
money
is
going
to
schools,
one
of
the
things
that
we
could
talk
about.
We
did
last
year
with
having
them
do
the
same
thing,
which
is
to
tie
this
additional
revenue
they're
getting
into
programs
that
they
have
because
I
think
that
they're
they
spend
a
large
amount
of
funds
on
their
programs.
So
keeping
that
tie
there
is
not
just
a
rhetorical
piece
is
something
that's
important,
but
I
wasn't
able
to
finish
to
do
it
as
neatly
as
I
think
everybody
wanted
to
you.
A
A
I
think
this
is
a
point
where
the
intent
actually
matters
and
and
I
think
what
we
heard
loud
and
clear
from
some
of
the
folks
who
came
out
to
articulate
concerns
was
ensuring
that
wasn't
a
backing
off
of
commitments
and,
in
fact,
if
anything,
I
think
it's
just
a
distribution
of
those
commitments
across
and
integrated
into
all
parts
of
county
government,
which
is
exactly
what
we
want
to
do.
But
if
there's
some
way
we
can
to
document
and
reflect
that
back.
I
hope
folks
will
see
that
as
the
commitment
that
it
represents.
A
The
other
question
I
had
was
just
whether
and
I'm
sure
you
did
do
some
consideration
of
this,
but
similarly
to
the
air
program.
If
there's
anything,
you
can
share
with
us
an
hour
and
writing
about.
Why
not
means
test
those
rebates
and
what
the
cost
implications
of
that
might
have
been.
You
know
I
mr.
manager
I
find
your
argument
quite
compelling
that,
because
we're
not
means
testing
it
we're,
probably
giving
fairly
generous
rebates
to
purchases
that
are
more
well-to-do.
A
F
Up
on
your
second
last
question,
so
is
it
fair
to
say
that
the
sum
total
of
what
our
lanten
county
spends
on
things
that
were
proposed
to
us,
the
other
night
that
would
fit
in
the
sustainability
bucket
far
exceed
the
revenue
that
we
get
from
other
residential
utility
tax?
I?
Think
that's
a
fair
statement
and
so
I
don't
think
we
need
to
get
into
the
dollar
for
dollar
I.
F
Think
what
we
need
to
do
is
put
this
into
context,
and
you
know
look
for
people
who
are
interested
in
seeing
that
a
pot
of
money
be
directed
for
a
certain
purpose.
We're
never
going
to
I
think
satisfy
them
fully,
but
what
I
think
we
can
do
to
the
wider
variety
of
Arlington
ian's
is
to
mention
the
amount
that
we
are
actually
committed
to
sustainability.
That's
off
book.
That's
that's
off
of
the
program
budget
and
I.
Think
that's
a
very
impressive
number,
not
only
within
our
organization,
but
within
ApS.
A
F
F
Mean
I'll
just
say
briefly:
I
think
I'm,
very
intrigued
by
your
overall
approach
of
figuring
out.
If
we
can
come
up
with
a
budget
tool,
that's
useful
for
our
community
to
better
help,
inform
their
decisions
and
their
advocacy
of
us
so
I'm
interested
in
exploring
that
work.
I,
don't
think
that
tool
is
it
that's
really
design
is
our
shorthand
worksheet
that
takes
advantage
of
where
we
are
in
the
budget
process,
I!
Think
for
a
member
of
the
community.
F
N
Please
so
you
raised
an
intriguing
point:
I
think
we've
talked
about
one
as
soon
as
we
finish
this
budget,
we're
gonna,
be
moving
forward
and
working
with
our
community
and
what
it
I
don't
know
how
hard
it
is,
but
it
might
be
useful
to
have
a
tool
with
just
kind
of
big
buckets
of
money
for
people
to
play
with,
because
one
of
the
things
we
do
fine
is
people
come
to
us
and
you
know
they're
they
totally.
You
got
to
put
more
money
in
this
more
money
in
this.
N
Well,
where
is
it
gonna
come
from
and
I
think
if
we're
gonna
really
work
on
priority
setting
and
and
trying
to
do
things
a
little
differently,
the
community
I
think
getting
everybody
to
play
along
a
little
bit
might
be
actually
really
useful.
This
I
I
think
I
agree
it's
kind
of
late
and
kind
of
detailed
for
now,
but
I'm
glad
you
brought
it
up
and
I'm
thinking,
maybe
moving
forward
there.
Might
it's
like
a
they
play
these
games
right.
It
can
be
useful
good.
A
Point
I
have
not
been
at
this,
nearly
long
enough
to
be
in
the
we
tried
that
already
phase
of
life,
the
only
caution
that
I
would
raise
about.
It
actually
comes
not
from
my
time
serving
on
the
board,
with
my
time,
serving
on
the
Advisory
Council
instruction,
because
that
has
actually
been
the
superintendent's
practice.
I,
don't
know
if
he's
still
doing
it,
but
it
was
for
a
number
of
years
was
to
create
an
online
tool
and
it
was
met
with
I.
A
Think
some
degree
of
cynicism
is
too
strong
of
awareness
to
negative
of
valence,
but
but
sort
of
the
sense
that
you
know
all
of
our
exercises.
I
think
our
community
members
are
going
to
feel
different
types
of
ways
about
different
investments
and
I
think
they.
It
wasn't
actually
greeted.
As
you
know,
the
kind
of
tool
that
really
helped
break
open.
The
log
jams
of
those
conversations
and
the
way.
N
Yeah
I
know
I
get
and
I
we
haven't
tried.
Other
I'm
I'd
be
curious
to
give
it
a
try,
but
I
think
it's
probably
how
it's
done.
I
think
maybe,
as
I
say,
real
specifics,
it
might
be
larger,
but
that's
what
people
need
to
realize.
There
really
are
trade-offs,
and
sometimes
you
feel
like
folks,
aren't
quite
seeing
what
they
all
are
and
it
would
be
helpful,
maybe
yeah,
but
good,
good
caution.
Well,
I
missed.
D
D
D
Think
that
transparency,
which
is
a
very
common
theme,
can
take
many
many
forms,
I'm,
not
suggesting
that
this
be
posted
and
be
pushed
out
as
a
tool
that
we
are
inviting
people
to
come
and
use,
because,
yes,
it
would
be
get
all
kinds
of
confusion
and
and
criticisms.
I
was
merely
suggesting
that
it
be
posted.
It
could
be
posted
with
today's
agenda
where
the
presentations
are
gonna,
go
it's
just
there
for
anyone,
who's
listening
to
us
right
now
and
it
can
be
posted
with
a
disclaimer,
no
warranties
express
or
implied
it's
there.
D
Somebody
wants
to
open
it
and
use
it.
We
have
lots
of
Excel
jockeys
out
in
our
community
that
will
be
perfectly
capable
of
using
it
or
not
using
it
it's
there,
so
that
no
one
can
claim
that
we
were
trying
to
withhold
some
kind
of
information.
So
I
just
wanted
to
clarify
that
as
opposed
to
pushing
it
out
as
a
tool.
A
F
You
know
ultimately
I'm
fine,
but
you
know
I
think
we
can
also
not
feed
the
beast
of
this
transparency
for
transparencies
sake
and
try
to
engage
in
allowing
our
citizens
to
be
better
something
and
I'm
not
sure
this
tool
will
help
anyone
so
I'm
not
sure
that
we're
meeting
that
goal
of
the
real
virtue
of
transparency.
You
know
the
real
that
the
very
baseline
level
that
you
articulated
as
well-meaning
as
it
is
it
is,
is
just
made
possible
by
having
this
work
session.
F
A
The
real
transparency,
I
think
will
come
by
way
of
Segway
on
April
19th
at
5:00
p.m.
when
we
do
our
budget
markup
we'll
have
a
version
of
this
spreadsheet
posted
for
all
to
watch
as
we
make
our
amendments
to
the
manager's
proposed
budget
in
real
time.
So
because
this
concludes
the
end
of
our
work
sessions.
I
want
to
just
take
a
quick
moment
and
say
some.
Thank
you
specific
to
the
work
sessions.
I
know
I
know
so.
A
A
At
one
point,
one
of
our
presenters
today,
let
slip
the
curtain
that
actually
it's
not
magic,
that
everybody's
budget
presentations
follow
the
same
template
that
gives
the
board
members
exactly
what
they
need,
but
that
in
fact
reflects
the
work
of
a
great
deal
of
behind-the-scenes
effort
to
develop
the
model.
Slides
and
presentations
help
the
department
leaders
to
stay
on
time,
coordinating
with
our
Commission's
and
all
in
all
helping
set
up
these
successful
conversations,
and
we're
really
grateful
to
you
all
in
your
teammates
for
doing
that.
A
Certainly
thanks
to
the
county
manager,
deputy
county
manager
Cowan
in
particular,
and
and
for
the
leadership
of
all
of
the
members
of
the
county
manager's
office,
your
responsiveness
to
our
questions
and
again
working
with
the
department's
during
a
difficult
budget
year.
The
fact
I
think
we've
all
sung
their
praises
have
been
fabulous
and
and
just
one
thank
you
to
tina
Peters
back
there
who
has
done
an
incredible
job,
stepping
up
during
these
budget
work
sessions
and
really
keeping
us
on
track.
So
thank
you
all
we
are
not
done.
A
We'll
see
you
on
April
19th
at
5:00
p.m.
and
before
we
go,
we
have
a
couple
of
appointments
to
make
a
little
bit
out
of
cycle,
but
these
are
for
terms
that
were
expired
and
we're
important
for
us
to
address
so
colleagues
I'm,
going
to
move
that
we
appoint
to
the
Community
Housing
Finance
Corporation,
Board,
Francisco
Souza
for
a
term
expiring,
May,
31st,
2021.
Andrea
point
Libby
Ross
for
term
expiring,
May,
31st,
2021,.