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From YouTube: County Board Work Session - March 23, 2023
Description
Public Safety Agencies:
Fire
Police
OEM
Sheriff
A
All
right
we'll
go
ahead
and
call
today's
work
session
to
order
this
is
Christian.
Dorsey
chair
the
board
presiding
joining
me
are
colleagues
Katie,
Crystal,
Matt,
D,
ferranti
and
Takis
Karen
tones.
We
expect
Ms
Garvey
Vice,
chair
Garvey
will
join
us
shortly.
Today.
Is
the
Sixth
and
penultimate
budget
work
session
in
our
FY
24
budget
cycle?
A
A
None
of
you
got
the
missing
middle
humor.
It's
amazing
I
did
sorry.
Thank
you.
So.
Today
we're
going
to
hear
our
presentations
from
our
Public
Safety
offices,
starting
with
the
fire
department,
we'll
also
hear
from
our
Police
Department,
our
Department
of
Public
Safety,
Communications
and
Emergency
Management,
and
also
hear
from
the
sheriff's
office,
and
we
do
have
also
our
fiscal
Affairs
advisory
commission,
which
will
have
a
report
and
some
feedback
on
the
police
department's
budget.
Of
course,
the
board
will
also
have
an
opportunity
to
engage
in
discussion.
A
D
Thank
you
Mr
sword,
so
chair,
Dorsey
members
of
the
board.
Thank
you
very
much
for
this
opportunity
to
discuss
the
fire
department's
FY
24
budget.
I
would
like
to
introduce
some
of
our
staff
in
the
audience
I'm
proud
to
introduce
you
to
our
new
assistant,
fire
chief
Jason,
Jenkins,
very
experienced
knows
the
region
has
started
about
two
weeks
ago
and
he's
kind
of
hitting
full
stride,
so
I'm
very
excited
how
he
can
help
us
move
the
department
forward.
We
also
have
our
operational
medical
director
Dr
Smith
with
us.
D
We
have
Captain
Nate
Heine,
our
executive
officer
and
also
deputy
chief
Tiffany
Wesley
in
the
audience,
and
we
also
have
our
members
of
internationalization
of
firefighters,
local
2800,
executive
board.
We
have
President
Brian,
Lynch
and
son.
We
also
have
vice
president
Matt,
Herrera
and
Sons.
We
also
have
vice
president
Dustin
drum
with
us.
Also,
so
thank
you,
everybody
a
bunch
for
attending
and
firefighter
tab.
Thank
you
all
right.
D
Missing,
the
fire
department,
we
serve
the
community
with
compassion,
Integrity
commitment
through
prevention,
education
and
professional
response
to
all
hazards.
Next
slide,
please
quick
overview
of
the
department.
Obviously
our
mission
is
emergency
response.
We
try
to
make
sure
we
match
all
of
our
emergency
services
to
meet
the
immediate
and
also
future
needs.
D
We
want
to
see
if
we
can
have
the
public,
take
care
of
themselves,
prevent
the
incident
prevent
the
illness
and
also
have
not
have
a
need
to
call
9-1-1
if
they
do
call
9-1-1
emergency
services
and
then
we're
also
looking
at
some
Innovative
and
novel
ways
to
provide
alternative
emergency
services
in
the
future.
To
do
this,
we
need
to
make
sure
we
have
a
ready
and
healthy
Workforce
you've
made
a
lot
of
Investments
over
the
years
and
will
continue
to
do
so.
D
We
want
to
make
sure
all
of
our
safety
and
wellness
programs
are
Cutting
Edge
and
we're
also
partnering
with
a
lot
of
our
Public
Safety
agencies.
To
that
end,
I
would
like
to
note
this
is
a
mandate
from
Mr,
Schwartz
and
also
Dr
Miller,
that
Public
Safety
must
be
integrated,
work
well
together,
and
that
mandate
is
easy
to
accomplish
I'm
going
to
say
from
all
levels
between
Sheriff's
Office,
Police,
Department,
emergency
communications,
emergency
management
management.
D
We
work
seamlessly
together
from
top
to
bottom,
and
it's
almost
a
pleasure
to
consider
we're
professional
colleagues,
but
also
we're
pretty
good
friends.
So
we
we
have
a
good
friend
of
competition
trying
to
provide
the
best
services
for
the
community,
but
we
get
to
join
and
work
together.
That's
when
we
have
some
really
pretty
amazing
things
happen
for
the
community,
we're
always
looking
for
the
environment
to
see.
What's
next
and
that's
that's
a
concern
about
emergency
services
and
Public
Safety
is
getting
more
complicated
as
the
years
go
on.
D
I
think
we
have
a
pretty
good
bead,
but
one
of
the
themes
is
we
have
to
make
sure
we
are
adaptable
and
flexible
to
address.
Whatever
emerges-
and
we
do
this
also
on
a
regional
front-
we
certainly
have
a
focus
on
Arlington,
but
we
need
the
support
and
help
of
our
neighboring
jurisdictions
and
I
have
a
couple
exciting
things
to
talk
about
within
the
region.
I'll
profile
that
later
in
the
slides.
D
So
a
couple
highlights
for
fiscal
year,
24.
Dr
Smith's
going
to
be
one
of
our
presenters
and
we
talk
about
Emergency,
Medical
Services
and
also
give
a
little
review
of
our
year
one
year
in
our
pilot
program
with
et3
alternative
transport
treatment
in
place
and
Telehealth.
So
he'll
talk
about
that
in
a
little
more
detail.
D
As
I
mentioned,
we're
seeing
more
and
more
Emergency
Services
calls
we
want
to
try
to
reduce
them.
We
invest
a
lot
in
our
fire
prevention
office
in
terms
of
code
enforcement
and
inspection,
where
in
kind
of
a
we're
modifying
some
of
those
business
practices
and
also
supporting
systems,
and
we
want
to
try
to
bring
down
all
fire
incidents,
property
damage
and
property
things
that
cause
property
damage.
D
It's
how
we're
going
to
do
that?
One
of
the
method,
one
of
the
methods
and
one
of
our
approaches,
is
through
accreditation.
We
started
this
multi-year
process
many
years
ago
we're
going
to
try
to
bring
forth
as
for
you,
so
for
your
consideration,
a
few
things
in
terms
of
guiding
our
accreditation
effort,
I
would
like
to
ask
assistant
chief
Jason
Jenkins
to
come
up
and
give
maybe
a
one
minute
or
so
brief
on
what
accreditation
is,
and
also
your
role,
assistance
and
guidance,
and
also
Community
engages
of
the
accreditation
process.
Two
things.
E
Thank
you
good
afternoon.
Thank
you
for
the
opportunity.
Accreditation
Center
for
Public
Safety
Excellence,
based
out
of
Chantilly,
has
one
branch.
That's
focused
on
the
commission
for
fire
accreditation
International.
What
is
that
three
basic
pillars
of
accreditation,
first
pillar
being
a
Community
Driven
strategic
plan?
Community
Driven,
is
vital
because
we
Leverage
our
subject
matter:
experts
from
the
community
to
ensure
that
our
human
capital,
our
resources,
match
the
environment,
we're
responding
to
we're
meeting
the
needs
of
the
community.
E
Its
objective
versus
being
subjective
second
pillar,
is
to
look
at
a
community
risk
assessment.
Again,
Community
focused
to
take
a
deeper
dive
into
the
community.
Look
at
census,
tracts.
Look
at
risk
is
the
human
capital
within
the
fire
department,
resource
deployment
matching
the
needs
of
the
community
third
pillar.
Being
the
standards
of
cover?
Are
the
resources
in
the
right
locations
to
meet
the
needs
of
the
community,
those
three
pillars,
as
well
as
looking
at
a
deep,
deep
dive
into
the
fire
department
through
a
fire
and
Emergency
Services,
self-assessment,
250
plus
performance
indicators.
E
A
D
D
Actually
stand
by
Casey
our
Advanced
one
slide
to
help
we'd
like
to
talk
about
our
community
Equity
efforts,
our
racial
Equity
initiative,
REI,
it's
a
three-prong
Focus.
We
started
it
about
two
years
ago,
we've
been
really
been
enhanced
with
a
lot
of
the
guidance
coming
from
the
county
and
the
Samia
bird
and
the
equity
office.
Our
community
Equity
Focus
we've
been
delivering
et3,
Services,
alternative
transport,
Telehealth
and
treatment
in
place,
and
that
gives
our
patients
another
way
to
have
emergency
services
delivered.
Dr
Smith
will
be
talking
about
that
a
little
bit
more.
D
In
just
a
moment.
A
couple
of
the
prevention
methods
or
measures
we're
taking
are
trying
to
distribute
stroke,
smart
information,
which
is
a
joint
program
with
the
northern
Virginia
Emergency
Medical
Services
Council,
that
is,
to
get
identification,
quick
identification,
recognition
of
symptoms
and
engage
9-1-1
as
soon
as
possible.
It's
very
very
important
to
have
timely
response
for
stroke
patients
and
get
them
into
the
appropriate
Care
Facility.
We
also
have
our
hands
to
heart,
which
is
teaching
High,
effective,
compression-based
CPR.
D
The
second
prong
is
Department
operations.
How
do
we
have
an
equitable
and
advanced
Department
in
terms
of
our
policies
and
procedures
and
structures?
We
are
aligning
all
of
our
policies
through
an
equity
lens.
We
are
also
finalizing
our
2023
Equity
racial
action
plan,
that's
in
process,
and
we
also
have
a
thriving,
very
passionate
group
for
an
anti-racism
effort
inside
the
department
we've
had
some
ups
and
downs
fits
and
starts,
but
that's
been
a
passion
project
of
many
in
the
department
and
it's
having
some
good
effect.
We
had
a
comparative
climate
survey
started
in
2021.
D
We
just
had
we're
just
collecting
the
data
from
2023
and
we've
seen
some
subjective
improvements
there.
Some
comments
are
noting
that
some
of
our
changes
are
becoming
structural,
but
what's
more
interesting
is
the
comments
that
are
coming
in.
We
have
a
lot
more
work
to
do
so.
If
we
made
advancements
of
10
years,
we
have
as
a
we're,
probably
maybe
10
years
behind,
so
we're
going
to
keep
doing
that.
That
is
going
to
be
integrated
in
all
parts
of
the
department,
external
and
also
internal.
F
Good
afternoon,
currently
we're
looking
at
a
six
percent
change
to
our
expenses.
Most
of
those
expense
changes
are
due
to
Personnel
increases,
salary
increases,
employee
health
care,
expense,
increases,
higher
retirement
contributions,
one-time
employee
bonuses
and
various
employee
benefits
due
to
collective
bargaining
agreements,
we'll
have
some
non-personal
expenses
increases
due
to
one-time
funds
for
heavy
equipment,
replacement,
various
equipment
and
supplies
due
to
collective
bargaining
agreements
and
grant
program
increases.
F
D
Thank
you,
Casey
I'll
cover
of
some
of
our
proposed
budget
reductions,
four
of
them.
The
first
three
are
vacant
positions,
non-uniform
positions.
We
have
an
executive
assistant
in
my
office.
We
also
have
a
management
and
budget
specialist
position,
administrative
also
and
then
a
warehouse
technician
position.
We
are
doing
these
roles
either
Distributing
the
workload
or
bringing
in
light
or
limited
Duty
Personnel,
but
that's
kind
of
a
transient
they'll
come
and
go.
We've
been
operating
with
maybe
two
of
those
vacancies
over
a
year.
D
I
think
we
can
continue
the
warehouse
technician,
we're
making
do,
but
what
we
see
what's
forward-facing
in
terms
of
Emergency
Services,
light
Sirens,
ambulances,
engines
and
trucks.
All
of
that
is
only
possible
to
a
behind
the
scenes
effort
in
terms
of
logistics
support.
That
is
how
we
were
able
to
continue
Services
through
the
pandemic.
D
D
So
some
key
budget
considerations
I,
will
talk
about
what
our
Emergency
Services
probably
look
like
in
FY
24
in
the
future.
Dr
Smith
will
talk
about
some
of
the
community,
help
and
preparedness
efforts,
I'll
Circle
back
and
talk
with
some
of
our
Public
Safety
Partnerships
and
Regional
collaboration,
and
then
how
we
can
reduce
risk
and
the
need
for
9-1-1
calls
in
general
over
time
next
slide
please.
D
So
this
is
our
dispatched.
Emergency
Services
call
Blue
would
be
EMS,
red
will
be,
fire
yellow
would
be
an
other
purple
is
rescue
and
green
or
Hazmat.
Those
are
the
smaller
population
of
calls,
but
the
most
significant
are
fire
and
Emergency
Medical
Services.
So
in
calendar
year
2020
and
21
we
saw
the
pandemic
effect
would
initially
on
the
front
side
of
the
pandemic.
I
thought
we
were
going
to
be
running
more
incidents.
D
Everyone
was
pretty
much
indoors
and
we
saw
a
general
decrease
in
calls,
and
that
was
pretty
much
a
manifest
to
all
public
safety
throughout
the
nation,
but
prior
to
that
from
2007
to
17
through
2019,
every
calls
were
trending
up.
We
see
a
correlation
with
number
of
calls
types
of
calls.
Everything
corresponds
with
population
density,
so
it's
in
our
corridors,
it's
where
the
people
are,
and
it's
in
where
the
transit
corridors
and
Transit
modes
are
so.
D
D
And
with
that
I'll
transition
over
to
Dr
Smith,
he
can
kind
of
talk
about
some
of
the
things
we're
experiencing
in
terms
of
Emergency,
Medical,
Services
and
I'll.
Ask
for
next
slide.
He'll
talk
about
some
of
our
EMS
practices
and
specifically,
what
we've
learned
and
what
we
project
with
Telehealth
and
treatment
in
place.
Dr
Smith,
hi.
G
Thank
you
for
allowing
me
to
sit
down
with
you
guys.
You
know.
If
you
remember,
we
started
this
program
called
et3,
which
was
a
it's
a
CMS,
a
Medicare
program.
We've
expanded
that
beyond
beyond
CMS,
because
CMS
is
a
very
limited
application
in
our
community
and
we
have
a
fair
amount
of
people
who
who
fall
into
the
CMS
category.
We
also
have
a
lot
of
citizens
who
don't,
and
so
we
expanded
it
to
what
we
call
the
all-pair
base.
G
What
we've
seen
over
the
past
year,
it's
been
a
fairly
successful
program
with
this
a
bit
of
a
slow
launch.
A
fair
amount
of
that
launch
has
to
do
with
the
regulations
around
CMS
and
around
the
the
you
know,
the
the
Virginia
Department
of
EMS
regulations
to
get
things
up
and
running,
but
we're
fully
implemented
now
and-
and
we
have
a
really
a
good
Pro
program-
we're
running
we're,
probably
interacting
with
the
community
via
Telehealth,
somewhere
between
five
and
seven
times
a
week
and
I
expect
that
to
go
up.
G
Some
of
that
is
that
the
citizen
has
to
be
aware
of
it.
So
we're
working
on
our
marketing
campaign,
a
PR
campaign
to
say,
hey.
This
is
available
to
you.
You
can
see
the
breakdown
of
our
total
Telehealth
calls
for
the
first
year
is
about
172..
We
were
pretty
successful
at
our
treatment
in
place
and
what
that
means
is
that
we
come
into
your
house,
and
we
say
we
can
take
care
of
your
problem
here.
G
If
you
like
and
offer
the
Telehealth
Services,
we
bring
a
qualified
Health
practitioner
on
the
video
screen
and
treat
you
and
we'll
call
on
your
prescriptions,
and
we
have
a
hundred
percent
quality
assurance.
So
we
call
every
single
patient
back
the
next
day
and
sure
how
they're
doing
and
making
sure
we
get
good
follow-up.
We
also
use
this.
You
know
people
refuse
to
go
to
the
hospital.
Sometimes
they
don't
think
they
need
to
go
and
they're
really
sick,
and
so
we
use
this
as
a
way
to
say.
G
Would
you
like
to
talk
to
the
doctor?
The
doctor
will
tell
you
that
you
need
to
go,
and
so
it
helps
us
convince
people
who
are
at
high
risk
for
problems
who
don't
make
maybe
understand
that
this
really
high
risk
to
the
point
we've
had
people
who
are
having
heart
attacks
say:
well,
I
don't
want
to
go
to
the
hospital
so
we're
able
to
convince
people
that
Hey
listen.
This
is
real.
You
need
to
go,
and
so
we
use
it
there
too.
You
can
see
our
you
know.
G
The
Telehealth
calls
the
distribution,
our
distribution
of
Telehealth
calls
is
really
South
Arlington,
it's
kind
of
middle
and
South
Arlington.
We
don't
get
a
lot
of
calls
from
North,
Arlington
and
I.
Think
that
when
you
look
at
the
distribution
of
the
population
and
the
income
in
Arlington
weirdly,
where
our
cars
are
being
used,
are
the
the
people
who
really
need
some
Access
to
Health
Care
kind
of
less.
You
know
the
underserved
populations.
We
have
some
immigrant
population
that
accesses
this
as
opposed
to
North
Arlington,
where
they
have.
G
The
the
biggest
thing
with
this
Telehealth
program
I
think
the
benefit
to
our
community
and
is
that,
with
the
cost
of
a
Telehealth
visit
versus
the
cost
of
going
to
the
ER,
when
you
walk
into
the
ER,
no
matter
matter,
what
your
problem
is,
when
you
say
hi
to
the
nurse
you
sign
in
they
charge
you
750
period
right,
that's
just
the
first
charge
the
average
ER
charge.
For
let's
say
a
cold
is
about
two
thousand
dollars.
G
When
we
see
a
patient,
you
know
our
our
building
practices
is
is
roughly
200
for
a
child
health
visit,
and
then
we
only
Bill
insurance,
and
so
it
is,
you
know
again.
It
is
a
ability
for
us
to
provide
the
same
level
of
care
they're
getting
into
the
ER.
They
never
have
to
go
home
and
have
to
worry
about
getting.
You
know,
leave
their
home
and
getting
more
in
a
taxi
to
come
back.
It
allows
us
to
do
great.
G
The
issue
has
been
around
billing
the
billing,
so
we
did
not
have
a
billion
specialist
we've
self-taught
ourselves.
How
to
build
our
program.
Manager
is
amazing,
and
you
know
that
what
we've
realized
is
that,
anytime,
you
submit
a
medical
bill.
They
reject
it
at
least
twice
no
matter
what
right
hoping
that
you'll
forget
right.
So
it
takes
about
three
or
four
times
to
put
in
that
bill
and
get
it
paid.
We
now
know
how
to
build.
Medicare
we're
building
Blue
Cross
Blue
Shield
we're
successful
at
building
Aetna.
G
You
know
some
of
the
other
payers
were
still
working
with
Kaiser
other.
They
have
a
whole
separate
system
that
you
have
to
learn
and
so
we're
struggling
through
this.
We
do
have
a
year
to
bills
who
we
probably
have
somewhere
around
70,
60
or
70
bills
that
are
in
the
process
of
being
rejected
three
times
before
they'll
pay
them,
and
so
we're
working
on
that.
So
there
is
and
we're
getting
better
at
it.
G
The
and
so
that's
really
in
that
income
that
we
projected
we,
we
basically
a
little
bit
over,
projected
our
ability
to
Bill
and
and
the
ability
of
the
payer
base,
because
if
again,
if
we
don't
have
insurance,
we
won't
Bill
a
patient
if
the
patient
doesn't
have
insurance,
and
so
we
provide
this
service
for
them
and
if
they
have
insurance,
we
will
build
them.
If
we
don't,
if
they
don't
have
insurance,
we
don't
you
know
we
allow
it
to.
G
We
don't
send
them
a
bill
for
the
for
the
Telehealth
piece,
so
that
then,
that
that's
a
little
bit
of
a
gap,
but
it's
been
very
successful,
I
think
there's
other
places
in
this
region.
I
was
on
a
call
for
about
an
hour
from
a
place
in
California
they're,
sending
their
people
just
to
work
with
us
to
learn
how
we
did
it
because
it
is,
it
is
really
the
wave
of
the
future
in
EMS.
It
keeps
people
out
of
the
er.
It
provides
access
to
service
things
like
that.
D
G
Oh
yeah,
sorry
work
and
where
we
are
now
is
moving
the
Telehealth
forward
to
provide
to.
We
have
a
with
the
cic
The
Crisis
Intervention
Center,
so
we're
working
with
them.
Now
our
our
goal
and
expansion
we're
in
phase
one
where
we
can
bring
a
patient
directly
to
them,
keeping
them
out
of
the
ER
so
working
with
them
to
bring
the
patient
and
then
the
next
phase
is
everybody
who
gets.
G
If
you
have
to
be
admitted
to
a
psychiatric
facility
for
your
crisis,
you
have
to
have
medical
clearance
and
that
usually
involves
going
to
the
hospital
and
sitting
in
a
Stretcher
for
about
24
hours,
because
they're
busy
well
we're
going
to
bring
this
service
to
the
patient.
At
the
crisis,
intervention
Center
be
able
to
do
the
proper
lab
work
because
we
carry
this
equipment
with
us
and
then
use
Telehealth
to
provide
a
medical
clearance,
we're
looking
to
work
with
the
jail
as
well.
D
Thank
you,
Doug
Smith
next
slide,
please
one
of
our
constant
concerns
and
I
believe
you've
heard.
This
also
is:
how
are
we
staff
want
to
make
sure
we
have
the
responders
to
deliver
all
these
services
and
certainly
what
we're
going
to
be
looking
like
are
some
of
the
challenges
we're
going
to
be
seeing
in
the
future.
Our
staffing
vacancies
have
kind
of
been
up
and
down
sea
salt
pattern,
but
overall
it
seems
to
be
pretty
steady
state.
We
had
low,
attrition
and
separations
in
calendar
year
2022..
D
We
know
we
have
more
scheduled
retirements
in
2023
and
also
some
unanticipated
attrition,
but
then
I
think
we
right
now
by
scheduled
attrition.
We
should
be
lower
in
2024.
we're
coming
off
of
Full
Staffing.
We
do
have
a
recruit
class
selection
process
in
place.
We
should
be
starting
class
in
May
graduate
in
November
and
that's
just
going
to
be
a
continual
process.
Moving
forward.
We
can
we.
On
average,
we
have
about
22
to
24
separations
a
year
at
a
attrition
rate
of
about
2.2
2.3
per
month.
D
We
kind
of
think
that's
going
to
creep
up
a
little
bit
and
then
maybe
decrease
in
the
next
two
years,
but
overall,
current
vacancy
right
now
is
six
percent,
but
what
we're
hearing
and
what
we're
bracing
for
in
a
lot
of
our
surrounding
fire
departments,
the
job
market,
the
labor
market,
is
becoming
very,
very
competitive.
There
seems
to
be
less
interest
in
all
hiring
processes,
we're
trying
to
bring
in
the
best
applicants
we
can,
but
it's
very,
very
competitive.
Everybody
wants
the
top
and
candidate
so
we're
seeing
this
across
the
northern
Virginia
region.
D
So
for
next
slide,
please
to
focus
on
some
of
our
FY
24
fiscal
management
principles.
We
want
to
try
to
do
everything
we
can
to
recover
more
fees,
but
also
Cost
Containment
and
over
time
is
one
of
our
biggest
cost
items
that
does
go
back
to
Staffing.
One
of
the
solutions
for
overtime
is
to
make
sure
we
have
full
Staffing
and
available
Personnel
to
work,
so
we
have
to
make
sure
we're
ready.
D
We
have
to
make
sure
we're
healthy
and
we
have
to
make
sure
we
are
safe
and
available
so
trying
to
manage
some
of
those
programs
to
prevent
injury
also
to
provide
the
right
policy
management.
Those
are
the
things
we're
going
to
focus
on
and
also
to
make
sure
we
have
the
incentives
for
Recruitment
and
Retention.
We
want
to
make
sure
we
keep
as
many
of
our
good
Personnel
that
we
invested
year
after
year
on
the
revenue
side
trying
to
increase
Revenue.
D
We're
probably
going
to
request
a
fee
schedule,
change
to
some
degree
to
make
sure
we're
within
the
region,
but
it's
also
the
appropriate
fees
for
the
services
and
inspections
that
we
provide
we're,
also
tracking
and
studying
EMS
billing,
and
we're
going
to
make
some
adjustments.
We
kind
of
know
what
some
of
our
partners
are
doing
within
the
region:
we're
kind
of
keep
pacing
one
or
two
key
jurisdictions.
D
But
as
we
change
our
services,
we
may
make
some
adjustments
to
some
of
our
EMS
billing
fees,
but
we're
definitely
focused
on
making
sure
we
have
the
right
internal
controls,
internal
audits,
to
recover
as
much
of
that
fees
and
much
of
that
Revenue
as
possible.
So
we're
still
learning
of
that
as
we
analyze
the
data
and
the
practice.
D
And
also
from
the
collective
bargain
agreements,
so
this
is
year
one
with
implementation
of
the
collective
bargain
agreement
and
three-year
contract.
We
have
some
of
the
costs
anticipated,
but
some
of
the
things
we're
probably
still
going
to
come
across
in
terms
of
joint
Partnerships
I'll
talk
about
one
and
or
two
in
some
future
budget
considerations.
This
we're
going
to
work
collaboratively
with
and
make
sure
we
make
the
right
research
and
purchases
to
keep
all
of
our
responders,
safe
and
secure,
and
to
that
we'll
transition
to
Future
budget
considerations.
D
So
maybe
three
four
five
fiscal
years
out
as
Arlington
grows,
and
we
appreciate
your
consideration
for
a
tenth
fire
station
on
the
west
end
of
Columbia
Pike.
We're
going
to
need
to
staff
that
station
with
21
responders
to
have
a
at
least
doesn't
necessarily
have
to
be
there,
but
adding
to
the
system,
a
four-person
engine
company
and
a
two-person
transport
unit.
D
We
have
some
options
to
hopefully
help
physically
support
that
if
the
FEMA
safer
Grant
since
the
firefighter
grants
are
reauthorized
by
Congress,
that's
a
big
push
right
now,
trying
to
secure
that
for
the
next
several
years.
Hopefully,
that
will
be
available.
I
think
will
be
very
a
very
good
Contender
for
that,
as
we're
establishing
a
new
service
to
serve
the
community
in
an
area
on
West
Columbia
Pike,
which
has
a
little
bit
of
response
time
Gap.
D
We
do
provide
very,
very
quick,
small,
quick
Services
coming
in
from
the
east
north
and
south,
but
it
is
a
heavily
Reliance
on
one
of
our
automatic
Aid
Partners.
Also
what
we
know
we're
still
learning
about
cancer
prevention.
We've
come
a
long
way,
but
one
thing
we're
addressing
or
one
thing
that's
going
to
be.
D
Probably
an
upcoming
additional
cost
is
our
personal
protective
equipment,
structural
firefighting
gear,
the
barrier
garments,
the
protective
Fabrics
have
pfas
chemicals,
the
forever
for
chemicals
in
it,
those
carcinogenic
chemicals,
while
they
do
have
an
impact
to
our
health,
the
immediate
dangerous
to
life
and
health
environments.
We
enter
in
in
terms
of
fire
are
much
more.
H
D
So
this
second
manufacturers
or
the
second
that
some
developers
make
the
safer
garments,
there's
going
to
be
a
mad
rush
within
the
fire
service
to
try
to
implement
those.
So
we
know
that's
out
there,
that's
probably
going
to
be
a
large
Capital
purchase
once
we
have
and
get
some
bearings
from
a
joint
collaborative
labor
and
management
committee,
and
we
were
studying,
researching
and
talking
to
the
Specialists.
Once
we
get
some
directions,
we're
probably
going
to
make
a
request
to
see
if
we
can
turn
out
or
change
our
structural
gear
as
soon
as
possible.
D
I
want
to
make
sure
we
maintain
a
competitive
hiring
stance.
We
want
to
try
to
be
one
two
three
in
the
region
and
also
we
retain
all
of
our
key
employees
and
that's
the
continual
conversation
with
competitive
salaries
and
benefits.
We
appreciate
your
consideration
through
this
collective
bargaining
process.
D
I
mentioned
before
we
are
looking
to
expand
automatic
Aid
I
talked
to
my
counterpart
in
the
District
of
Columbia
this
week
and
the
intent
is
from
some
Regional
investments
in
the
national
capital
region
as
we
are
connecting
our
computer-aided
dispatch
systems.
We've
done.
We've
done
this
in
the
northern
Virginia
region
10
15
years
ago,
it's
been
expanding
through
Maryland
and
now
in
the
last
few
months
of
connecting
the
District
of
Columbia
into
the
same
system
that
will
provide
the
mechanism
for
automatic,
Aid
or
Mutual
Aid
enhancements
we're
in
discussions.
D
That's
going
to
take
a
lot
of
coordination,
but
I
welcome
the
District
of
Columbia,
Fire
and
EMS
services
to
come
across
the
bridges
and
vice
versa,
as
we
and
also
the
district
experience
more
increased
calls
for
services
we're
just
going
to
have
to
have
that
Cooperative
assistance.
That's
one
of
the
things
we're
going
to
be
able
to
help
resource
emergency
units
into
Roslyn
and
vice
versa,
into
Northwest
D.C
we're
operating
pretty
well
now
on
the
bridges.
Now
we
want
to
go
a
little
bit
deeper
into
each
our
jurisdictions.
D
I
think
it
could
be
mutually
beneficial,
I'm
I'm
going
to
say
thank
you
to
the
Department
of
Technology
services
and
also
Public
Safety
I.T
and
all
of
our
Public
Safety
Partners,
it's
kind
of
exciting.
We
are
engaging
in
trying
to
fully
use
the
technology
we
have
in
hand
and
also
looking
to
Future
Technologies
to
help
our
administrative
functions,
that's
necessary
as
we're
having
more
and
more
pressures
to
do
more
with
less,
but
also
how
we
can
operationalize
this
for
responder
safety
and
just
providing
better
services
to
the
community.
So
we're
piloting
a
few
things.
D
As
we
talked
also
expansion
of
the
new
novel
services
in
terms
of
Emergency
Medical
Services,
increasing
Telehealth
partnering,
with
Department
of
Human
Services
Sheriff's
Office,
Arlington
County
public
schools-
these
are
the
things
we
can
do.
We
have
the
ability
to
do
now
and
we
just
we
find
these
modular
Solutions
can
be
applied
in
different
areas
for
mutual
benefits,
so
I
believe
we're
going
to
be
able
to
have
more
and
more
conversations
and
more
and
more
agreements
and
deploy
more
and
more
services
over
the
next
several
years.
A
A
I've
got
a
number
of
them,
so
I'll
pick,
which
one
I'm
most
interested
in
to
start
and
do
an
easy
one
to
start
so
operation
fire
safe,
which
is
something
that
always
sounded
great
to
me
before,
but
we
suspended
it
during
the
pandemic
and
I
understand
that
no
plans
to
continue
it
within
this
budget.
Is
there
a
programmatic
reason
it
wasn't
as
effective?
Is
it
too
costly
we're.
D
Going
to
Pivot
away
from
visiting
individuals,
homes
which
we
still
do
if
anyone
calls
and
has
a
question
on
a
fire
detector,
carbon
dioxide
detector
will
go
we'll
assist,
we'll
help
we'll
install
so
it's
more
on
demand,
so
we
will,
if
it
comes
into
as
a
request,
we're
there
that's
going
to
happen,
we're
just
not
canvassing
or
blanketing
communities.
What
we're
talking
about
and
hope
design
is
more
of
a
social
information.
All
helps
serve
here's
the
video
kind
of
go
through
this.
Basically,
it's
a
bot
to
help
answer
questions
and
also
provide
this
video.
D
Consider
this
and
do
this
and
let
everyone
in
their
homes
do
a
fire.
Safety
inspection
have
an
escape
plan
and
then
also
check
their
smoke,
detectors
and
and
carbon
monoxide
alarms,
so
we're
going
to
try
to
use
when
we
think
Arlington
is
going
to
be
very
receptive
to
this.
It's
a
very
smart
Community,
we're
going
to
try
to
use
a
different
approach
to
communicate
and
also
inform,
educate
and
allow
arlingtonians
to
help
themselves.
So
the
numbers
by
a
metric
have
decreased,
but
we
are
still
making
sure
early
detection
is
installed.
Anyone
who
requests
it
I.
A
Mean
that
does
all
sound,
very
cool
I.
You
know
and
I
recognize
it's
not
the
most
efficient
way
of
doing
it,
but
I
think
about
the
many
arlingtonians
who
are
not
able-bodied.
Who
may
have
these
detectors
in
inconvenient
places
who
and
I
heard
from
a
couple
of
them
over
the
years,
who
very
much
appreciated
the
fact
that
there
was
you
know
a
young,
knowledgeable
person
who
was
able
to
in
one
case
I
remember
this
discreet.
A
J
Not
the
people
who
are
you
know
online
and
checking
videos,
so
I,
think
and
I
think
you
all
probably
get
calls
to
some
of
those
homes
and
there's
probably
maybe
through
DHS
and
ideas,
so
I
guess
what
I'd
like
to
suggest
and
it's
way
out
of
my
swim,
Lane,
maybe
there's
a
way
to
triage
a
bit
and
work
with
DHS
to
find
homes
that
are
more
likely
to
need
a
visit.
Possibly
yes,.
D
I
I
I
know
that
the
Fire
Marshals
visit
Etc,
but
you
know
there
is
there,
is
a
need
to
indicate
where
you
know
check
that
your
fire
detector,
Works,
Etc
and
and
and
more
than
English,
in
an
additional
language
in
English,
just
just
for
people
to
be
able
to
to
be
focused
on
checking
periodically
on
that,
so
that
that
I
think
it's
a
is
a
good
thing
to
promote
I
wanted
to
ask
something
different.
That's
you
know
on
the
budget
presentation
for
which
I
I.
Thank
you.
It's
on
the
actual
budget
narrative.
I
D
We're
going
to
revise
these
numbers,
there
was
a
change
in
information
system
reporting
and
also
what
it
looks
like
at
first
glance,
there
was
average
number
stated
in
FY,
19,
20
and
21
actuals.
What
22,
23
and
24
look
like
are
the
90th
fractile,
that's
kind
of
a
the
upper
Edge
and
my
guess
is
the
average
would
be
closer
to
those
levels.
What
we're
seeing
is
in
terms
of
travel
times
our
turnout
times
or
the
time
we're
notified
to
buy
an
emergency
and
also
we
start
wheels
turning
or
we
start
in
motion
those
measures.
D
What
we're
seeing
year
after
year
are
pretty
stable,
they're,
pretty
normal
they're,
pretty
they're,
pretty
consistent,
we're
hoping
to
reduce
the
overall
response
time
or
the
overall
travel
time
with
the
addition
of
the
10th
station
in
the
West
End
of
Columbia
Pike.
That
will
bring
down
our
response
our
travel
times,
because
we
know
there's
some
sections
where
we're
just
kind
of
well.
We
have
a
little
bit
of
a
gap
in
terms
of
our
ideal
four
minute,
240
second
travel
time
in
portions
of
the
Columbia
Pike,
and
also
up
South
Carlin
Springs
Road.
I
I
I
I
think
that
they
I
read
it
in
in
the
budget.
That
I
cannot
tell
you
well,
but
anyway,
this
is
not
important
that
we
can.
We
can
talk
about
that
offline.
For
me,
it
was
important
because
I
mean
the
significant
responses
of
the
department
that
I
have
observed
were
well
under
four
minutes,
actually
not
to
mention
the
Four
Mile
Run
response
Etc.
That
was
really
really
very
quick
and
it
saved
lives.
Thank
you
for
that.
Thanks.
A
J
J
G
Well,
so
you
know
the
concept
is
getting
there
quickly
and
and
when
you
look
at
it
sounds
great
to
be
on
a
motorcycle
and
there's
a
fair
amount
of
our
firefighters
that
would
probably
love
being
on
motorcycles
myself
included,
but
the.
But
it's
not
it's
actually
not
realistic,
because
if
it's
raining
you
have
to
have
another
view.
It
ends
up
actually
increasing
the
number
of
wheels
and
it's
not
as
as
golden
as
it
sounds.
G
So
what
we've
looked
at
is
our
deployment
model
to
say
how
do
we
get
someone
to
you
as
quickly
as
possible
and
and
we're?
Actually,
you
know,
we've
adjusted
some
of
our
response.
Algorithms
to
say
you
know
if
there's
a
you
know,
if
there's
a
fire
truck,
that's
close
to
you,
there's
an
ambulance.
That's
farther
away,
we're
sending
that
fire
truck,
because
at
least
that
fire
truck
is
staffed
with
people
who
are
trained
professional
and
they
can
start
to
take
care
of
your
problem
while
waiting
for
that
EMS
to
come.
G
D
J
K
Thank
you,
Mr
chairs,
so
I'm
glad
to
see
the
diversions
are
up
a
little
bit
and
I'm
not
quite
sure
how
those
fit
with
whether
you're
able
to
count
a
diversion
through
Telehealth
but
I
I
guess
my
biggest
question
is:
do
you?
Can
you
say
a
little
bit
about
how
you
might
get
out
get
the
word
out
more.
My
sense
is
that
there
are
communities.
K
You
know
when
I
lived
in
a
condo,
Three,
Doors,
Down,
I,
didn't
know
the
person,
but
now
I
know
neighbors
more
closely
and
then
their
apartment
buildings,
where
everybody
in
the
building
knows
every
other
human
being
in
the
building
and
so
I'm
just
curious.
If
you've
thought
about
how
you'd
Market
to
particularly
communities
where
we
have
a,
we
have
an
under
a
little
less
service
like
like
state
where
station
10
might
be.
G
You
know
we
we've
so
the
the
government
program,
the
et3a
program,
has
requirements
with
public
relations
that
they
have
to
approve
at
first
and
so
that
process,
just
like
everything
else
with
the
US
government
takes
some
time,
that's
putting
it
nicely
the
and
so,
but
we,
for
example,
we
just
finished
a
film
on
the
Arlington
TV
that
it
hasn't
come
up
putting
this
information
out.
So
we
have
a
variety
of
ways
working
with
our
Pio
working
with
with
Kevin
heiner.
You
know
just
to
reach
these
communities.
G
The
biggest
impetus
in
some
of
our
more
diverse
communities
is
a
language
barrier
and
the
Technologies
for
real-time
translation
of
language
across
Telehealth
are
they're
new,
they're,
still
relatively
new,
and
so
we're
working
on
that
we
have
a
couple
different
vendors,
we're
looking
at
some
different
options.
So
so
that's
one
of
the
that's
one
of
the
barriers
that
we
have.
G
The
other
issue
is
that
that
you
have
to
be
a
willing
partner
and
there's
a
fair
amount
of
people
that
don't
understand
that
this
is
a
you
know,
so
we
have
to
convince
people
that
this
is
really
good
for
you.
This
is
the
same,
and
so
it's
a
cultural
change
and
as
I
study
with
other
agencies,
Austin
Texas,
Cincinnati,
these
agencies
and
colleagues
of
mine
that
are
in
doing
similar
things.
G
Oh,
this
is
I,
can
do
this,
and-
and
this
is
real
I
think
you
know
the
only
good
thing
that
ever
came
out
of
covet
is,
we
realized
we
can
do
stuff
virtually,
and
so
that
is
but
there's
still
segments
of
the
population
where
it's
still
a
little
uncomfortable
and
so
we're
working
on
that
messaging
to
make
sure
that
people
understand
this
is
a.
This
is
a
an
option
that
you
can
have.
G
K
Creates
really
helpful
and
not
board
members
can,
by
anecdote,
think
that
they
know
things
and
so
I'm
just
gonna.
You
know
there
was
the
the
vaccine
rate.
There
were
six
Leaders
with
the
South
ashba,
the
South
Arlington
Hispanic
parents,
Association,
who
I
think
they
probably
got
vaccines
for
2,
000,
plus
people,
and
you
know
so
they
used
they
have
this
massive
WhatsApp,
Network
and
I.
Just
think
you
know
that
might
be
a
specific
suggestion
that
might
help
you
hit
that
precipitation
point.
Thank.
C
Thank
you,
Mr
chair,
a
couple
questions
about
attrition
on
slide
11..
So
this
is
important,
of
course,
because
of
what
it
indicates
about
the
health
of
the
fire
department
and
the
men
and
women
through
service
there.
It's
also
important
for
the
dollars
and
cents
reason.
You
noted
right
that
one
of
our
major
Cost
Containment
strategies
is
keeping
mandatory
over
time
to
a
minimum.
C
D
It's
hard
to
say,
but
I
would
attract
attention
to
County
2022
the
reduction.
We
were
around
20.,
oh
yeah,
but
that
was
the
start
of
the
Kelly
day
reduction
of
work
week
initiative.
So
the
Investments
that
the
board
and
the
Cooperative
work
between
the
fire
department
and
local
2800
had
a
market
effect,
because
that
was
you
know,
we're
gearing
up
we're,
gearing
up
we're,
gearing
up.
We
got
here
and
then
we
saw
a
lot.
Will
everyone
retained?
Everyone
saw
the
benefits
of
it.
D
It
was
a
great
balanced
work,
life
balance
program
and
we
saw
a
lot
of
reductions,
positive
reductions
in
terms
of
sick
leave,
injury.
It
had
I
think
the
intended
benefit.
Something
happened
in
the
fall
of
2022
that
we
that
manifest
across
fire
departments
throughout
the
region
in
the
nation
I
believe
we
went
back
to
school
I
believe
we
went
back
into
work
came
in
a
little
bit
out
of
the
pandemic
and
it
was
just
a
general
sickness,
I
think,
two
years
being
not
in
circulation.
D
Then
we
all
came
back
that
had
a
market
impact
on
the
workforce
on
all
firefighters,
EMT
officers
that
triggered
a
bunch
of
vacancies
which
entered
overtime,
which
then
triggered
mandatory,
holds
and
that's
what
we
want
to
reduce
one
try
to
make
sure
we
do
everything
we
can
in
terms
of
resourcing
policy
practice
scheduling
to
reduce
mandatory
holds
because
that's
crippling.
That's
you
want
to
go
home,
you
put
in
a
hard
24
hour
shift.
You
want
to
go
home
yeah,
so
continuity
service,
minimum
Staffing.
D
C
D
If
we
are,
if
we
have
a
silver
authorized
375,
if
we
are
short
around
30
40
for
any
particular
reason,
either
by
attrition
or
probably
around
40,
to
50
by
a
situation
or
circumstance
by
sickly,
by
medical
leave
by
injury,
then
we
start
getting
to
very
tight
Staffing
conditions.
And
then
we
see
the
overtime
increase.
And
then
that's
exposure
to
the
mandatory
holds
absolutely.
C
Which
perpetuates
a
higher
vacancy
word
I.
Imagine
yes,
ma'am
really
helpful.
Thank
you.
Mr
chair,
I,
don't
have
another
round,
but
I
will
just
take
the
opportunity
before
I
yield
to
say
particular
thanks.
I
know
the
manager
will
kick
me
if
I
indicate
anything's
too
imminent,
but
I
know
there
have
been
some
conversations
about
the
conversation
of
Street
width
and
Fire
Equipment,
which
has
been
a
strong
interest
of
a
lot
of
parties
in
our
community.
C
I
know:
there's,
there's
nothing
ready
to
roll
out
yet,
but
I
wanted
to
in
particular
thank
you,
Chief
pavlets,
as
well
as
our
fire
marshal
and
others
in
the
department
for
having
that
conversation,
as
we
try
to
balance
those
really
key
goals
of
Public,
Safety
and
also
you
know,
streets
that
are
themselves
configured
industry
safe
manner.
So
thank
you
for
that
work.
A
Thank
you
that
last
comment
addressed
my
next
question,
so
I
can't
ask
it
now.
Thank
you.
Thank
you
appreciate
that.
Well,
actually,
it's
not
even
really
about
that
process,
but
more
about
the
the
the
industry
itself.
You
know,
given
your
overwhelming
shift
towards
emergency
response,
which
I
know
is
not
Arlington
specific,
it's
General,
Industry,
Trend
and
I
know
that
you
still
have
to
have
fire
trucks
to
in
the
event
that
there
are
our
needs
for
all
of
that
equipment.
A
D
Industry
has
tried
to
optimize
the
current
side
that
the
competing
pressures
are
cost
design
and
performance,
so
the
wheel
bases
have
been
short
and
turn
angles
have
been
short
and
our
turn
angles
have
been
increased.
There's
everything
they
can
do
on
the
engineering
side
to
get
these
large
Vehicles
into
all
the
places
they
could
and
should
the
competing
forces
are.
We
have
to
carry
an
incredible
amount
of
equipment
and
it
seems
to
be
increasing
year
after
year,
day
after
day,
to
handle
anything
and
everything
that
happens
so
the
the
European
model,
the
European
design.
D
This
system
is
built
totally
different
from
codes
construction
to
streets,
to
the
way
they
staff
and
the
way
they
Place
their
stations.
It
doesn't
translate
too
well.
We
will
always
try
to
make
sure
we
have
the
safest
vehicles
and
we
are
very,
very,
very
proud
of
our
Fleet
can't.
Thank
you
enough.
We
have
one
of
the
I'm
going
to
say
an
envelope
enviable
Fleet,
it's
in
a
great
state,
but
the
the
size,
it's
that
bigger,
smaller,
faster,
we're
doing
everything
we
can
to.
We
really
can't
do
much
on
the
width.
That's
that's
not
a!
D
We
can
on
the
length
and
turn
angle
they
have
a
little
bit
more
flexibility,
but
in
terms
of
the
width,
that's
the
vehicle
itself,
it's
kind
of
challenging
in
the
American
fire
apparatus
Market.
We
are
looking
in
the
future
to
maybe
have
a
hybrid
introduced
in
the
fleet
with
our
heavy
Fleet
within
the
fire
engines
and
fire
trucks.
D
The
technology
for
a
pure
electrified
vehicle
is
still
in
its
infancy,
but
the
cost
premium
is
significant,
but
that'll
come
down
and
we
we
just
kind
of
we're
watching
we're
waiting
and,
at
some
point
in
time,
we'll
be
moving
in
that
direction.
We're
doing
it
on
our
lighter
Fleet
on
the
smaller
vehicles.
But
at
some
point
in
time
we
dissipate
the
first
hybrid
fire
engine.
I
I
Yeah
I
visited
the
city
of
Cincinnati
and
they
told
me
that
our
vehicles
are
fantastic,
so,
but
yes,
they
are
very
very
I
mean
the
the
issue
of
the
width
is
a
significant
issue
as
it
as
we
go.
More
more
municipalities
are
saying
that
as
a
as
a
significant
problem
and
I
think
we
are
beginning
to
see
that
here
as
well
in
serious
terms.
Thank
you.
J
D
D
B
I
I
will
be
to
you
at
some
point
not
in
the
next
week,
but
in
a
couple
months,
with
a
comprehensive
proposal
on
drones.
We're
working
with
our
colleagues
in
the
national
capital
region.
We've
done
a
survey.
They
are
fantastic
for
additions
to
any
Fleet.
We
want
to
make
sure
we
address
the
privacy
concerns
which
have
been
I
think
successfully
handled
in
other
jurisdictions,
but
we
absolutely
would
in
many
cases,
would
prefer
not
just
for
fire
but
for
police
and
also
for
our
building
inspections.
J
Thank
you
and
then
the
other
question
which
I
apologize
because
I
I
came
late.
You
may
have
discussed
the
eliminating
of
the
there's
a
vacant
position
on
management
and
budget
specialist
and
the
reason
I'm
asking
is
the
last
thing
you
say
it
greatly
reduces
Your
Capacity
to
take
on
new
grant
opportunities
which
I'm
worried
I
mean.
Sometimes
these
positions
pay
for
themselves,
and
maybe
we
have
a
county-wide
approach
to
Grants
I,
don't
know
we're.
D
That's
something
we're
going
to
have
to
try
to
compensate
for
we
are
is
right
now
it's
a
team
approach.
We
are
scanning
on
the
horizon,
we're
trying
to
see
what
we
can
to
bring
in
Grants.
We
do
have
several
applications
out
and
we
anticipate
some
of
the
larger
ones,
hopefully,
with
the
Staffing
safer
Grant
in
a
few
years.
We
right
now
it's
a
team
approach.
I,
don't
think
we're
we're,
probably
not
losing
anything,
but
maybe
we
may
not
be
totally
employing
all
or
engaging
in
all
opportunities.
A
A
vacant
position
right
now.
Yes,
yes,
all
right!
Well!
Thank
you.
We're
gonna
move
this
along
because
we
do
have
some
other
agencies
to
get
to,
but
we
very
much
appreciate
it.
I'm
going
to
follow
up
with
you,
assistant,
chief
Jenkins,
on
the
accreditation
process,
and
now
that's
going
to
be
Community
facing
so
look
forward
to
that
or
fear
it
I
don't
know.
How
are
you
whatever
your
point
of
view,
but
thank
you
very
much
appreciate.
K
A
A
L
I
continue
to
believe
that
we
have
an
exceptional
police
department
and
that's
due
to
the
incredibly
dedicated
and
professional
staff,
both
sworn
and
civilian,
who
make
up
the
agency.
Last
year,
I
shared
with
you
the
information
that
I
learned
in
the
conversation
with
the
chief
events
that
I
held
shortly
after
being
appointed
to
this
role.
So
I
wanted
to
close
the
loop
on
some
of
those
and
I'm
going
to
focus
on
the
two
areas
of
improvement
areas
and
future
priorities
just
to
share
with
you.
L
Some
of
the
things
we've
done
from
hearing
from
the
community
in
these
topics,
the
first
Improvement
area
was
increasing
communication,
so
we
now
have
a
monthly
newsletter
that
we
send
out
that
covers
all
the
four
key
initiatives
tries
to
touch
on
everything
that
we
do
and
provide
a
a
robust
look
at
the
workings
within
the
police
department.
Last
year
we
returned
to
hosting
three
Community
Police
Academy
sessions,
reinstituted
the
public
safety
block
party
and,
as
you're
aware,
we
for
the
we
formed
a
Latino
liaison
officer
position.
L
The
next
Improvement
area
was
to
more
focus
on
crime
and
traffic
enforcement.
So,
as
you're
aware
we're
increasing
some
of
our
electronic
enforcement
efforts
photo
red
photo
speed.
In
addition
to
our
own
Duty
traffic
education
enforcement.
We
do
have
overtime
details
to
focus
on
Transportation
safety
throughout
the
community
and
we
continue
to
actively
participate
in
all
regional
safety
traffic
campaigns
that
occur.
L
The
next
future
suggestion
was
focusing
on
addressing
changes
in
crime
Trends,
so
we've
always
collaborated
collaborated,
regionally
with
all
of
our
local
state
and
federal
Partners.
But
you
know
we
we've
continued
to
really
focus
on
this
area,
much
of
what
we're
seeing
is
occurring
throughout
the
region,
so
we're
really
invested
in
working
with
all
of
our
partners
and
we're
beginning
to
look
at
other
opportunities
or
technologies
that
can
assist
with
enforcement
efforts.
You
know
we
have
a
staffing
challenge,
so
what
can
we
do
to
assist
us?
L
Beyond
Manpower
and
this
fall
we're
going
to
be
starting
a
new
statistics,
Focus
detail
to
really
allow
different
people
to
rotate
through
this
opportunity
and
spend
time
focusing
on
challenges
that
are
happening
in
specific
parts
of
the
community,
whether
it
be
engagement
or
crime
issues
or
Transportation
safety.
So
that's
going
to
begin
rolling
out
in
April
or
May.
The
last
future
focused
area
that
was
pointed
out
repetitively
to
us,
was
removing
police
from
the
mental
health
issues
and
issues
that
do
not
require
a
police
response.
L
So
you
know
with
the
state
challenges
of
having
Mental
Health
Hospital
workers,
and
you
know
the
Department
of
Human
Services
has
challenges.
We
we
find
ourselves
probably
spending
more
time
with
mental
health
issues,
people
that
need
that
need
mental
health
care
or
they're
under
an
emergency
custody
or
temporary
custody
order
and
officers
are
spending.
You
know
up
to
one
two
three
days
with
these
folks,
so
it's
obviously
a
staffing
challenge
for
us,
but
really
critically.
L
Is
it
the
person's
not
getting
the
help
they
need
just
sitting
and
waiting
for
a
hospital
bed
to
open
up
so
something
I'm
really
excited
about?
Is
we've
worked?
All
year
with
the
Department
of
Human
Services
and
the
crisis,
intervention
Center
will
be
opening
as
a
place
where
our
officers
can
take
somebody
who's
under
a
custody
order
who
needs
mental
health,
help
to
the
crisis.
Intervention
Center
leave
them
in
the
custody
of
the
security
officers.
L
So
they're
going
to
be,
you
know
their
safety
and
Welfare
is
going
to
be
looked
after,
but
they're
also
going
to
have
access
to
Human
Services
folks.
So
that's
something
I'm
incredibly
happy
about
that's
moving
forward,
I'm
going
to
move
now
into
our
Crime
Control
and
prevention.
So
next
slide
or
two
this
one.
L
So
we
have
four
key
initiatives
to
guide
everything
that
every
member
of
the
agency
is
supposed
to
do,
and
everybody
must
contribute
to
these
from
me
to
the
newest
officer
and
I
want
to
touch
on
each
very
briefly
just
to
highlight
a
couple
of
points
on
Crime,
Control
and
prevention.
You
know
I
I,
truly
believe
Arlington
remains
a
safe
place
to
live.
L
We
are
seeing
increases
in
crime,
so
it's
it's
critical,
that
with
our
reduced
staff
numbers
that
we're
very
efficient
and
smart
in
how
we
deploy
the
resources
that
we
have
to
make
sure
that
we
are
in
a
constant
state
of
preparedness
and
Readiness
and
focused
on
the
more
serious
criminal
incidents
for
happening
throughout
the
county
on
any
given
day
in
our
Transportation
safety
initiative.
This
is
our
work
to
make
our
roadways
safe
for
all
the
different
people
that
use
it.
We've
always
taken
a
two-prong
approach,
education
and
enforcement.
The
goal
is
to
correct
Behavior.
L
So
if
we
can
do
that
through
education,
that
that's
the
goal,
but
enforcement
has
to
be
a
part
of
this
work.
One
of
the
things
I
wanted
to
close
the
loop
with
you
on
is
this
board
approved
Transportation
safety,
specialist
positions,
six
total
I'm
happy
that
that
that's
that
function
is
fully
staffed
up
and
operational,
and
they
have
become
a
very
positive
addition
to
our
work
in
Transportation
safety
and
supporting
all
of
our
initiatives.
In
this
space
we
actually
took
a
vacant
position.
L
We
haven't
converted
it
to
add
one
to
that
position
to
that
work,
because
it's
really
showing
positive
work
for
us
on
the
conversation
of
expanding
the
photo
red
and
photo
speed
program.
There's
an
RFP
that's
going
to
close
next
week
for
combining
both
of
those.
So
my
hope
is
that
we'll
have
a
contract
for
both
within
the
next
couple
of
months
and
we're
almost
at
the
finish
line
with
VDOT
on
the
photo
red
expansion.
There's
a
couple
of
intersections
we're
almost
there.
We
should
be
there
soon
under
Community
engagement.
L
You
know
the
police
department's
done
Community
Place
policing
since
the
90s,
but
this
is
the
first
time
we've
had
a
dedicated
division
that
focuses
on
this
and
our
our
goal
is
to
continue
to
participate
in
the
organized
meetings
and
the
things
that
we've
always
participated
in,
but
to
get
beyond
that
to
get
to
the
get
into
the
community
where
people
are
to
make
sure
that
we
are
we're
trying
to
engage
with
every
part
of
this
community.
Every
member
of
this
community
that
wants
to
engage
with
it
and
I
think
they've
done
an
incredible
work.
L
Over
the
last
year,
we
divided
the
engagement
division
up
into
three
different
parts:
community
outreach,
business,
Outreach
and
youth
Outreach.
Since
we're
we're
not
in
the
schools
any
further
in
an
SRO
capacity.
It
was
important
to
us
to
continue
to
have
a
focused
connection
with
young
people
throughout
Arlington,
so
I
wanted
to
share
some
of
the
things
that
have
been
done
in
that
work.
Over
the
last
year
we
had
our
first
ever
teen
police
academy,
and
this
was
for
high
school
students
to
spend
a
week
together
and
talk
about
law
enforcement
as
a
profession.
L
Talk
about
how
we
police
and
and
to
try
to
build
interest
in
future
police
officers
in
this
community
I
think
it
was
successful
enough
that
our
plan
is
to
have
two
same
sessions
next
year
and
we're
going
to
try
to
build
that
into
a
Cadet
program
to
keep
people
engaged
with
us
between
high
school
and
when
they
can
officially
become
police
officers.
So
I'm
excited
about
that
work.
Some
of
the
educational
opportunities
that
we
hosted
over
the
last
year
include
things
conversations
about
bullying,
drug
and
alcohol
dangers
know
your
rights.
L
We
have
a
tutoring
program
for
first
grade
students
that
boasts
more
than
civilian
members
of
the
police
department
participate
in,
and
we
formed
a
partnership
with
The
Arc
of
Northern
Virginia
to
have
an
opportunity
for
people
with
disabilities
and
family
members
to
come
out
and
experience
a
mock
traffic
stop
a
mock
accident,
and
you
know
these
are
just
some
of
the
examples
of
the
work
that
we've
done
to
try
to
really
engage
with
the
youth
over
the
last
year.
The
final
key
initiative
is
Wellness.
L
We
continue
to
focus
on
our
focus
on
our
Wellness
initiatives
throughout
the
agency
to
make
sure
that
we're
doing
everything
we
can
to
support
and
provide
services
to
our
members.
The
people
that
we
ask
to
go
out
make
a
positive
impact
in
the
community,
so
I'm
going
to
talk
a
little
bit
more
about
this
later,
but
some
of
the
highlights
from
2022,
as
we
created
the
first
ever
office
of
wellness
and
safety
within
the
police
department.
So
it's
a
section
within
the
police
department.
L
These
range
from
a
massive
response
to
what
ended
up
being
a
swatting
incident
at
Yorktown
High
School
to
the
crash
involving
the
Four
Courts
Restaurant,
which
involves
several
life-saving
efforts
from
our
public
safety
personnel
to
an
incident
where
our
officers
were
pursuing
a
subject
who
clearly
represented
a
danger
to
our
community.
While
the
subject
fired
shots
at
our
officer
several
times.
This
incident
concluded
with
the
subject
being
taken
into
custody
without
injury,
based
on
the
courageous
and
professional
work
of
our
members,
in
collaboration
with
officers
from
Fairfax,
County,
Police
and
Virginia
State
Police.
L
This
slide
depicts
the
budget
changes
are
proposed.
For
this
year,
so
to
put
them
in
categories,
our
Personnel
increases
are
primarily
salary
and
benefit
driven
with
some
bonuses
and
one-time
funding
for
our
recruitment
efforts.
The
non-personnel
expense
increase
includes
things,
that's
funding
for
our
recruitment
initiatives,
increase
in
our
body,
worn
camera
program
spending
and
other
contractual
expenses,
and
in
some
increases
in
the
vehicle
replacement
cost.
L
Revenue
increases
is
primarily
based
on
the
projected
implementation
of
a
full
photo
speed
problem
early
in
FY
24.,
so
our
budget
next
year
does
include
38.6
unfunded
or
frozen
positions.
36
are
police
officer
positions
and
a
10
salary
increase
for
sword.
Members
of
the
police
department,
along
with
other
various
employee,
benefits
the
body
worn
camera
expansion
just
to
go
into
that
just
a
little
bit.
L
We
have
one
position
reduction
in
this
budget.
It's
a
records,
assistant
position,
the
positions
currently
vacant
and-
and
we
don't
expect
substantial
impact
assuming
there's,
not
a
substantial
increase
in
the
number
of
requests
or
other
Staffing
challenges,
but
since
it's
vacant
it
has
been
for
some
time.
We
don't
anticipate
a
significant
impact
from
that
next
slide.
L
Please
so,
there's
three
six
different
things
on
the
screen
and
three
three
are
inward
facing
and
three
are
facing
the
community
so
I'm
going
to
discuss
each
one
of
these
more
in
depth,
but
another
area
that
we
spend
a
considerable
amount
of
our
time
is
planning
for
the
future.
You
know
we.
We
know
that
the
landscape
density
and
complexity,
the
county,
is
going
to
continue
to
develop
and
change
over
the
coming
months
and
years
so
we're
we.
L
We
pretty
regularly
have
discussions
about
what
do
we
need
to
do
to
be
prepared,
and
you
know
I
think
I
shared
with
you.
Last
year
we
sent
some
folks
out
to
Seattle
to
learn
more
about
Amazon,
and
you
know
so.
We
look
at
our
staffing
study
from
2017
that
talked
about
405
officers,
but
but
honestly,
our
goal
now
is
to
get
back
to
377
officers.
L
So
this
slide
gives
an
overview
of
our
current
Staffing
levels.
As
I
mentioned,
our
total
authorized
strength
is
377.
This
year,
376
are
funded,
as
you
can
see.
Overall
we're
not
seeing
the
numbers
move
in
the
direction
that
we
were
hoping
that
functional
Staffing
is
is
probably
at
our
lowest
level.
L
Last
over
the
last
three
years,
we
lost
139
officers
while
only
hiring
a
109
and
that's
despite
all
the
Innovative
and
hard
work
done
by
our
recruiting
team.
You
know,
but
this
isn't
a
problem
unique
to
Arlington.
Every
time
I
get
together
with
any
other
police
chief.
This
we
talk
about
two
things:
it's
the
Staffing
Challenge
and
wellness,
and
you
know
everybody
is
experiencing
these
these
challenges,
but
I
do
think
we're
currently
at
our
lowest
point.
L
We
do
have
recruits
in
field
training,
so
hopefully,
in
the
next
couple
of
months,
they'll
finish
that
and
that'll
impact
our
functional
Staffing
number.
As
you
were
aware,
in
2018
we
restructured
for
a
functional
staff
for
325..
Since
then
we
have,
you
know:
we've
continued
to
make
structural
changes,
we've
reduced,
specialty
assignments,
we're
actually
holding
supervisory
positions,
and
this
is
all
in
an
effort
to
make
sure
that
we're
meeting
our
core
service
obligations
to
the
community
and
trying
to
find
that
balance
of
having
a
well-work
place
and
a
sustainable
balance.
L
The
chart
on
the
right
on
your
screen
shows
where
we
are
with
our
number
of
years
of
service
of
our
current
staff
members,
35.9
percent
of
our
sworn
officers
have
less
than
five
years
of
experience
and
over
the
last
year
last
year
alone,
we
lost
600
years
of
law
enforcement
experience
and
in
the
last
two
years,
1276
years
of
law
enforcement
experience
and
in
the
two
and
a
half
years,
I've
sat
in
this
role,
I've
promoted
about
75
percent
of
our
supervisors.
So
we
have
a
lot
of
new.
L
Over
the
last
year,
our
staff
participated
in
just
under
80
000
hours
of
training
that
counts
all
the
basic
recruit
training
too.
But
we
do
have
a
very
defined
internal
recurring
training
for
seasoned
officers
as
well.
It's
after
9
11.
It
really
focused
on
tactical
and
over
the
last
18
months,
or
so
we
have
increased
our
other
side
of
training,
all
the
other
skills
that
are
equally
important
to
being
successful
in
this
job,
and
it
includes
topics
such
as
communication
skills,
fair
and
impartial
policing,
implicit
bias.
L
L
Last
year,
50
the
year
before,
you
know
six
seven,
eight
years
ago,
the
norm
for
us
it
was
24.25,
so
we're
having
to
adapt
to
a
much
more
robust
number
of
people
leaving
which
really
puts
the
demands
on
recruiting
people
and
the
chart
on
the
right
is
is
interesting
to
me
because
it
shows
where
how
much
people
talk,
how
much
time
people
had
when
they
left
and
the
chart
on
the
far
left.
The
2020
I
think
is
more
representative
of
what
is
some
is
normal.
L
L
So
this
this
is
really
focused
on
our
our
recruiting.
So
we
continue
to
see
significantly
decreased
number
of
applications,
and-
and
this
too,
is
something
that's
happening
to
police
departments
across
the
profession.
But
in
2020
we
had
1466
applications
and
in
2022
down
to
880
and
I
I
would
suggest
that
1466
was
actually
a
fairly
low
number.
So
we
we've
tried
to
be
very
supportive
and
Innovative
in
How,
We,
Do,
recruiting
and
I'm
not
going
to
dwell
on
this
a
lot
because
we
they
were
here
recently
with
you.
L
But
you
know
our
ambassador
program
continues
to
be
incredibly
important
where
we
partner
with
colleges
and
universities,
and
it's
not
just
people
who
are
graduating.
It's
a
two
three
year,
courtship
of
trying
to
get
people
who
want
to
enter
law
enforcement
to
come
to
this
agency
and
that
that's
been
incredibly
effective.
But
we've
added
things
like
increased
advertising.
There's
QR
codes
on
the
sides
of
our
cars.
Now,
there's
a
signature
block
on
everybody's
email
and
we're
working
with
an
advertising
and
marketing
company
to
see
how
we
can
even
do
more
and
better
with
that.
L
The
other
thing
that
we
did,
which
is
important,
is
we
added
two
temporary
positions
to
our
recruiting
team,
and
we've
tried
to
streamline
all
of
our
processes
to
include
having
an
electronic
system
where
people
apply.
They
provide
all
their
background
information.
We
stay
in
touch
with
them
and
we're
doing
remote
testing.
Now,
because
we've
got
to
find
ways
when,
when
a
qualified
applicant
in
drops
into
the
pool
in
the
region,
everybody
wants
to
be
the
first
one
to
them
and
I
want
us
to
be
the
first
one
to
them.
L
One
thing
I
think
it's
important
to
share
in
this.
This
part
of
the
conversation
is
we
do
track
our
hires.
Usually
we
look
at
the
last
hundred
hires,
but
this
time
we
look
back
to
2018
and
we're
seeing
consistently
the
diversity
of
our
new
officer
classes
has
continued
to
increase
over
those
years.
So
that's
very
positive.
Next
slide.
L
L
And
I've
talked
about
the
Staffing
challenges,
aren't
unique
to
the
police
department,
but
you
know
this
we're
in
a
time
now,
where
I
think
we're
going
to
see
every
Police
Department
constantly
juggling
to
try
to
move
up
that
scale
and
I.
Think
that's
going
to
be
what
we're
going
to
see
over
the
next
couple
of
years.
One
thing
I
would
point
out
on
that
is
that
our
starting
salary
will
increase
to
66
374
on
July
1st
I.
Just
don't
know
what
the
other
agencies
are
going
to
do.
L
Another
thing
that
we
look
at
and
we
we
recently
polled
to
make
sure
we
had
current
information
as
vacancy
rates.
So
we
looked
at
the
13
agencies
around
the
region
and
the
average
vacancy
rate
was
12.4
percent
and
unfortunately,
ours
is
currently
at
17.5,
which
is
the
second
highest.
So
you
know
I'm
hoping
to
see
that
number
come
down
this
year,
but
it
is
definitely
elevated.
L
So
for
me
the
question
was
okay.
What
do
we
do
about
this
and
I
think
there's
two
parts
to
this
Challenge
and
the
first
is
keeping
the
existing
staff
that
we
have
losing
600
years
of
experience.
A
year
is
tough
and
the
second
part
is
how
do
we
recruit
people
into
the
profession
and
how
do
we
recruit
them
to
Arlington
Police?
So
you
know
I
I,
think
it's
a
multi-pronged
strategy.
The
first
is
paying
compensation.
L
That's
always
going
to
be
a
part
of
the
conversation,
and
steps
have
certainly
been
taken
here,
but
I
think
we're
in
this
phase,
where
every
Police
Department's
going
to
be
trying
to
jump
each
other
over
the
coming
years.
So
you
know
that'll
be
a
part
of
the
conversation
years
to
come
as
well,
but
equally
important
is
internal
opportunities.
What
are
we
doing
to
make
this
a
police
department?
People
want
to
work
at
and
importantly,
stay
at
when
they
get
here.
L
So,
despite
our
staffing
details,
we've
continued
to
have
temporary
details
to
try
to
create
opportunity
for
people.
Nobody
wants
to
feel
stuck
in
their
job,
so
we
try
to
find
Opportunities
to
allow
officers
to
go
experience,
a
different
kind
of
police
work,
for
it
might
be
a
week
it
might
be
a
month,
but
having
an
opportunity
to
do
something.
Different
is
important
and
we've
continued
to
prioritize
that
some
of
the
other
things
that
I
think
are
very
beneficial
that
are
inside
the
police
department
is
the
expansion
of
our
take-home
car
program.
L
Our
Patrol
schedule,
coupled
with
the
new
37.5
Hour
Work
Week,
our
Wellness
initiatives
and
the
for
the
proposed
for
your
drop,
is
also
very
positive.
I've
talked
to
several
people
who
are
in
that
three
to
four
and
many
of
them
nobody's
told
me
they're,
leaving
yet
so
I'm
hoping
they
all
stay
next
slide.
Please
one
thing
I
wanted
to
touch
on
is
the
service
reductions
that
we
announced
last
year.
L
You
know
our
top
priority,
Remains,
the
safety
of
the
Arlington
Community
and
maintaining
the
ability
to
respond
to
all
of
our
core
services
and
we're
trying
to
do
this
with
having
a
reasonable
work-life
balance
for
our
staff.
So
last
year,
in
the
spring,
we
announced
service
reductions,
and
this
is
after
we
had
done
all
the
internal
structure,
changes
that
we
could
find
to
do
and
I
wanted
just
to
be
clear.
L
What
those
were
you
know
we
did
reduce
some
investigative
priority
and
these
are
typically
crimes
against
property
and
often
crimes
that
have
very
little
solvability
factors
so
that
that
is
a
part
of
the
conversation
and
we
did
change
our
posture
on
some
response
to
calls
for
service.
But
this
is
the
part
that
it's
important
to
me
that
it's
clear
is
that
it's!
You
know
it's
really
for
calls
that
don't
require
a
police
officer
to
be
there.
L
So
if
I
go
out
of
my
house
in
the
morning
and
the
flower
pot
got
beat
up
overnight
and
there's
really
nothing
to
do
that.
That
report
can
be
filed
online
and
it's
still
a
police
report.
It's
still
in
the
system.
It
allows
us
to
track
crime
data,
but
at
the
same
time
it
allows
that
officer
to
stay
in
the
community
and
focus
on
other
issues,
and
that's
what
much
of
that
service
change
really
amounted
to,
because
we
want
to
keep
our
officers
available
for
the
more
significant
things
that
do
occur.
L
So
we
looked
at
all
the
different
types
of
overtime
that
officers
work
and
we've
we've
made
a
list
of
the
ones
that
are
critical
to
our
success
and
our
core
services,
and
every
month,
when
overtime
is,
is
filled,
those
have
to
fill
to
100
before
any
other
overtime
is
available,
and
these
are
the
things
that
help
us
meet
help
us
meet
minimum
staff.
They
help
us
be
prepared
for
the
mental
health
calls
for
service
deal
with
Clarendon,
and
you
know
so.
L
We've
asked
a
lot
of
our
officers
to
work
extra
and
just
looking
at
the
prioritized
details
to
meet
our
minimum
numbers.
You
know
it's
over
20
a
little
over
25
000
hours
throughout
calendar
year,
2022.,
you
know,
and
last
year,
when
I
met
with
you,
I
shared
it.
You
know
over
time
in
general
office,
each
functional
officer
worked
about
seven
weeks
of
overtime
on
average.
That
number
is
unfortunately
gone
to
nine.
L
So
what
we're
doing
now
to
meet
our
core
Services
I
do
feel
is
working.
You
know
we
are
making
sure
that
we
always
have
staff
we're
in
a
state
of
Readiness.
We
can
respond
to
whatever
occurs.
My
my
concern
is
that
in
the
long
term
that
may
not
be
long-term
sustainable,
but
for
now
I
do
think
it's
working
and
we
are
prioritizing
the
safety
of
the
community
through
these
core
Services
next
slide.
L
Please
so
now
I'm
going
to
switch
to
talk
about
crime,
so
unfortunately
you'll
see
that
both
crimes
against
persons
and
crimes
against
property
are
predicted
to
be
up
in
2022..
Our
the
official
numbers
don't
close
for
two
weeks,
so
it
may
change
a
little
bit.
It's
not
going
to
change
dramatically
crimes
against
persons
up
16.3
percent
and
the
primary
drivers-
and
this
was
the
same
conversation
from
last
year-
was
the
things
really
pushing
that
number
up
are
both
aggravated
assault
and
simple
assault.
L
crimes
against
property
increased
by
about
23
percent.
While
burglaries
are
down,
we
are
seeing.
You
know
a
significant
number
of
larcenies
going
up,
and
that
includes
larceny's
of
and
from
Vehicles.
So
my
plug
that
I
meet
in
every
meeting
is
I
would
ask
everybody
to
lock
their
cars.
Do
the
9
pm
routine,
because
a
lot
of
the
cars
that
we're
seeing
victimized
are
are
found,
unlocked
and
or
the
keys
might
be
in
them.
The
larceny
category
is
up
significantly
it's
up
by
like
768
incidents
last
year,
and
you
know
part
of
this
I
I.
L
Don't
have
any
data
for
this,
but
I
do
think
that
our
push
to
online
reporting
and
asking
people
to
do
things
online
I
think
we
are
having
some
crimes
reported
that
maybe
weren't
traditionally
reported
and
I
think
that's
a
good
thing
because,
as
it
gives
us
the
opportunity
to
track
where
things
are
occurring,
to
make
sure
that
we're
being
smart
in
our
deployment.
So
you
know,
like
I,
said
I,
don't
have
data
to
support,
support
that,
but
I
just
feel.
L
Like
that's
part
of
this
conversation,
the
final
category
I
want
to
touch
on
are
firearms
where
we're
seeing
a
trend
there.
That
is
I.
Definitely
don't
like
in
that.
Last
last
year
our
officer
seized
147
guns
that
were
used
in
crimes
across
the
County
compared
to
126
the
year
before
in
104
the
year
before
that,
so
we're
definitely
encountering
more
guns
than
what
what's
been
normal
next
slide.
Please.
L
The
next
slide
is
about
the
opioid
crisis.
I
mean
this
is
affecting
every
part
of
every
Community
across
the
country
and
I
think
it
is
a
whole
of
community
effort
here
to
try
to
make
impacts
for
for
Arlington.
The
total
incidents
involving
opioids
remains
near
the
highest
levels
that
we've
seen
since
we
began
tracking
in
2017
the
total
number
of
opioid
overdoses
increased
last
year,
but
fortunately
the
number
of
fatalities
Associated
has
decreased,
but
we
still
lost
17
lives
in
the
community
so
and
in
2023,
we've
had
37
incidents
so
far
with
five
fatalities.
L
So
there's
much
work
to
be
done
here.
I
mean
the
interdiction
of
drugs
into
our
community
and
identifying
those
selling
this
poison
in
our
community
is
and
Will
Remain.
The
number
one
priority
of
our
organized
crime-
section,
that's
where
they
spend
all
of
their
time
is
focusing
on
who's,
who's,
importing
and
who's
selling.
This
stuff
in
the
community.
We
also
participate
in
the
Arlington
addiction
recovery
initiative,
which
is
a
task
force
that
includes
multiple
stakeholders
who
work
on
prevention,
strategies,
treatment
options
and
Supply
reduction
and
every
time
there's
a
fatality.
Now
we
do
two
investigations.
L
We
we
do
the
death
investigation,
but
we
have
a
intense
expanded
investigation
into
where
that
drugs
came,
who
sold
the
drugs
where'd
they
come
from
and
to
try
to
get
as
high
up
that
distribution
chain.
As
we
can
I've
shared
with
you
before
that
we
deployed
Narcan
to
our
staff
in
2019
and
since
2019
our
officers
have
used
Arcane
85
times
in
the
community
and
21
of
those
were
last
year,
12
so
far
in
FY
20
and
calendar
year
23.
So
it
is
a
life-saving
tool.
There's
no
question
next
slide.
L
L
You
know
the
Cummings
Foundation
is
represented
locally
by
Dr
Dr,
Dave
Baker
and
over
the
last
couple
of
years,
they've
donated
you
know
Direct
Services
somewhere
in
the
vicinity
of
about
five
hundred
thousand
dollars
to
the
police
department.
It
includes
things
such
as
fitness,
trainer,
nutritionist
health
coaches,
health
fairs,
and
the
goal
here
is
to
develop
a
program
that
is
database
to
show
what
works
and
what
doesn't
so.
It
benefits
our
Public
Safety,
but
it
can
also
benefit
police
departments
everywhere.
L
Our
final
slide
focuses
on
our
equity
and
this
this
for
us
this
year,
is
really
focused
on
our
engagement
and
it's
getting
Beyond
I
mean
I.
Think
we've
done
a
good
job
over
the
years
of
partnering,
with
Civ
feds
and
Community
groups
and
organized
groups,
but
where
I
think
we
needed
to
expand
and
really
focus
is
on.
How
do
we
get
Beyond
those
groups?
How
do
we
get
to
where
everybody
is?
Who
wants
to
have
a
conversation
with
us
so
that
we
can
have
the
open
and
eyes
dialogue?
L
We've
had
several
new
events,
several
things
to
try
to
encourage
these
relationships
and
and
we're
going
to
continue
to
move
that
forward,
because
we're
seeing
a
lot
of
positive
impact
and
a
lot
of
positive
feedback,
and
that's
one
of
the
reasons
I
wanted
to
share
some
of
our
work
on
the
conversation
with
Chief
suggestion.
Is
it's
not
just
empty
conversation?
We
do
listen
and
we
follow
up
on
it
and
with
that
I'm
happy
to
answer
your
questions.
A
M
M
Our
second
recommendation,
which
was
also
adopted
unanimously,
is
we
endorse
the
objectives
that
the
chief
laid
out
when
he
spoke
with
our
sub
team,
providing
excellent
leadership
efficiently
and
effectively
delivering
critical,
Services
policing
with
the
community,
not
just
for
the
community,
Recruitment
and
Retention
Wellness
of
the
officers
and
accountability.
But
our
review
of
the
the
budget
document
led
us
to
believe
that
acpd
could
provide
some
additional
data
that
would
help
everyone
determine
if
those
objectives
were
being
consistently
met.
M
We
recommend
we
included
our
recommendations,
some
of
the
kinds
of
data
that
we
think
that
the
board
should
ask
for,
so
that
we
can
all
try
to
judge
if
those
objectives
are
being
met
and,
of
course,
this
recommendation
is
sort
of
the
first
cousin
to
the
performance
measures,
a
discussion
that
we
have
with
you
every
single
time.
We
we
come
before
you.
M
We
think
that
acpd,
like
every
other
department,
we've
reviewed,
can
improve
some
of
their
performance
measures,
but
this
is
just
about
providing
some
additional
information
that
could
help
inform
all
of
our
thinking
about
whether
those
laudable
objectives
are
being
met
quickly.
Future
considerations
fact
welcomes
The,
increased
funding
for
compensation
and
benefits
based
on
the
arbitration,
Awards
and
tentative
agreements
negotiated
with
the
Arlington
Coalition
of
police.
We
similarly
welcome
the
efforts
to
hire
more
Wellness
professionals.
M
We
know
the
department
wants
certified
Professionals
in
those
positions
and
that
recruiting
and
retaining
those
people
is
every
bit
as
difficult
as
recruiting
and
retaining
line
officers.
We
support
support
the
Department's,
expanded
efforts
to
grow
a
talent
pipeline
from
local
residents,
such
as
the
cadet
program
that
focuses
on
college
students,
a
terrific
supplement
to
existing,
recruiting
efforts.
M
We
note
that
the
the
department
is
using
a
very
effective
software
to
achieve
fast
background
checks
and,
as
we
talked
about
this,
we
wondered
whether
that
experience
might
in
some
way
be
shared
with
other
departments
in
the
county
in
making
for
well.
For
example,
the
one
that
came
up
most
easily
was
whether
Arlington
Public
Schools
could
use
it
to
help
screen
teachers
and
substitutes
in
raising
this
future
consideration.
We
recognize
first,
that
the
software
is
very
expensive
and
that
the
interface
would
be
different
for
every
user
which
might
make
sharing
this
software
somewhat
difficult.
M
Finally,
we
note
that
the
development
of
the
2025
budget
would
benefit
from
the
completion
of
an
annual
report
prior
to
starting
the
budget
cycle,
so
that
we
have
the
latest
data
reflected
on
the
in
the
budget
proposal
itself.
Again,
thank
you
for
this
opportunity.
I'll
hang
around
in
case
you
have
any
questions
thanks.
A
So
much
Mr
Robertson
and
please
extend
our
thanks
to
Ms
notes
and
Ms
askey
for
the
review
and
for
this
presentation
a
couple
of
things
that
you've
identified
for
future
considerations
that
I
want
to
touch
on
so
stick
around.
Thank
you.
Colleagues.
The
discussion
is
with
us.
Miss
Crystal
is
at
the
ready
with
a
question.
Please.
C
Thank
you
so
much
for
the
presentation,
surprisingly
wanted
to
dig
a
little
bit
into
the
attrition
and
issues
are
experiencing
there,
which
I
know
has
been
your
top
priority.
Looking,
for
example,
at
slide,
seven
I
think
this
Echoes,
something
we've
been
talking
about
with
you
and
with
representatives
of
the
the
employees
is
that
the
sort
of
worry
of
the
hollowing
out
of
those
folks
mid-career
and
how
we're
seeing
kind
of
an
increasing
amount
of
attrition
I
wondered
I
thought
it
was
sort
of
an
interesting
observation.
C
You
shared
that
everyone,
of
course,
is
contending
with
vacancy
rates
because
of
the
troubles
recruiting,
but
that
ours
is
a
little
higher
and
I
wonder
to
what
extent
either
because
you've
seen
their
data
or
just
from
anecdotal
conversations.
This
kind
of
increasing
loss
in
the
middle
is
common
across
the
region.
C
You
mentioned,
for
example,
that
we
I
think
you
said
63
of
those
who
left
left
the
profession
which
is
resonant
with
I,
think
what
we've
all
been
hearing,
but
that
does
mean
you
know
somewhere,
like
37,
stayed
within
the
profession,
and
so
do
we
have
a.
Is
there
a
sense
comparing
to
other
jurisdictions
surrounding
us
here
in
the
DMV
that
we
are,
you
know
losing
our
mid-career
people
to
other
jurisdictions
or
other
jurisdictions,
doing
a
better
job
of
retaining?
C
L
So
I,
don't
I,
don't
have
any
data
to
support.
My
answer
I
think
that
2021,
some
of
that
was,
we
lost
some
folks
to
Amazon
that
was
sort
of
that
time
frame,
but
I
think
the
answer
lies
in
that.
Just
you
know,
I
I
think
that
chart
where
the
two
edges
go
up,
that's
sort
of
what
is
normal,
you
retired,
or
you
decided,
like
you,
know,
I'm
going
to
move
on
to
the
federal
government
or
I'm
going
to
make
a
change
so
to
still
have
20
over
last
year.
L
I
don't
have
a
good
answer
for
that.
Yet
I'm
going
to
wait,
need
to
wait
and
see,
but
I
think
it
is
a
lot
of
it
comes
down
to
its
challenge.
It's
a
challenging
time.
It
is
and
I
think
that's
why,
when
I
talk
about
the
priority
it's
to
to
keep
the
folks
that
we
have
and
not
lose
600
years
of
experience
at
the
same
time
focusing
on
recruiting.
So
you
know
I
think
that
it's
it's
a
combination
of
efforts,
that's
going
to
lead
to
the
success
there.
L
I,
don't
think
we've
had
discussion
to
the
point
of
of
action
yet,
but
I
think
we
have
definitely
had
discussions
about
it,
because
it
is
one
of
the
things
that
that
we
do
here
and
I
know.
There's
been
you
know,
numerous
discussions
and
I
think
there
needs
to
be
some
more
pointed
discussions
on
that
topic.
I
think
it
is.
You
know
when
we
look
at
the
different
things
folks
are
offering.
You
know
some
are
doing
housing
allowances.
Some
are
doing
five
percent
for
college
five
percent
for
military
experience,
shoe
allowances.
L
J
K
K
But
you
know
it's
very
helpful
to
understand.
Aggravated
assaults
may
be
up
because
a
weapon
is
there.
That
is
very
concerning
obviously,
but
is
there
can
you
do
you
have
any
sense
as
to
how
we
compare
to
the
region
and
thoughts
on
why
we're
up
on
crime
I'm
not
asking
that
from
a
I'm,
terrified
I
think
we're
a
safe,
Community
I'm
asking
that
from
a
do.
You
have
a
sense
of
a
little
bit
as
to
what
is
leading
to
the
the
increase
and
how
do.
L
You
stand
sure,
I'm.
Sorry,
our
analysts
looked
at
that
and
you
know
crime
is
not
just
up
in
Arlington.
It's
up
it's
up
across
the
region,
probably
much
across
the
country
and
when
we
look
at
our
crime
statistics
compared
to
others,
I
I,
don't
think
ours
has
leaped
any
higher
than
anybody
else
and
I
think
it's
important
and
I'll
share
a
little
bit
in
numbers
because
I,
don't
I,
don't
love
talking
in
percentages,
so
the
total
increase
hang
on.
Let
me
get
this
right.
L
I
meant
to
no
come
over
here,
I
meant
to
say
this:
when
I
was
going
through
it,
the
16.3
percent
increase
represents
273
incidents,
so
I
just
I
think
it's
important
to
share
the
number
with
it,
because
percentages
can
be
deceiving
and
the
23
increase
is
1.
372
incidents
total
additional
I'm,
not
minimizing
those
numbers,
but
I,
think
it's
important
to
talk
about
numbers
sometimes
and
not
percentages,
but
I,
don't
think
we're
seeing
anything.
L
That's
that's
inconsistent
with
the
region
here
at
all
and
I
think
some
of
the
things
you
mentioned,
like
the
airbags
and
the
the
wheels
and
thefts
I
mean
wheels
and
tires.
These
are
very
much
things
that
are
happening
throughout
the
region.
So
you
know
we
we
spend
all
of
our
effort
on
those
investigations.
In
a
regional
conversation,
you
know
that
the
simple
somebody
walks
down
the
street
and
tries
doorknobs
and
finds
an
open
car
and
takes
five
bucks.
L
That's
not
necessarily
more
organized,
but
some
of
the
like
the
the
catalytic
converters
the
wheels
and
tires
that's
different,
so
we
we
approach
them
differently
depending
on
what
it
is
and
and
the
one
of
the
big
drivers
in
that
1
300
number
was
larceny
768,
General
larceny.
So
a
lot
of
that's
going
to
be
shoplifting
and
that's
where
I
think
that
I
I
think
that
there
is
some
increase
in
reporting
because
of
our
change
in
posture
and
the
pushing
the
online
reporting.
But
it's
nothing
more
than
a
thought
at
this
point.
A
Well,
this
is
also
a
post-pandemic
year
when
there
was
a
lot
of
return
to
pre-pandemic
activity,
and
these
are
year-over-year.
Data
I
can
certainly
share
with
you
Mr
deferenti.
We
look
at
annually
the
region
through
the
Council
of
governments
and
I,
can't
remember
where
we
stood
in
in
the
various
items,
but
there
was
nothing
that
stood
out
to
me
as
Arlington
experiencing
something
that
everybody
else
wasn't
going
through
as
well.
No.
L
I
Thank
you,
Mr,
chair
I,
also
remember
this
Statistics
from
Cog,
and
indeed
the
the
increase
in
car
thefts.
Etc
is
pretty
much
a
trend
regionally.
We
are
not
special
in
this.
Unfortunately,
so
I
wanted
to
go
back
to
to
your
slide.
Seven,
the
departures
and
kind
of
follow
up
on
Miss
Crystal's
Mark.
So
it
seems
to
me
that
the
the
green
bars
the
the
zero
to
five
the
new
recruits.
I
It
seems
that
you
know
one
out
of
six
one
out
of
seven
really
decides
to
leave
the
department
once
you
know
soon
after
they
have
joined
the
service.
So
is
there
any
special
or
is
there
any
measure
that
we
can
take
introduce
we
we
even
talked
about
you
know
the
flexible
benefits,
Market
Packages
Etc
that
could
motivate
these
these
service
men
and
women
to
to
stay
to
have
you
know
to
reduce
These
Bars
to
reduce
the
their
proclivity
to
depart.
L
Out
of
that,
24
number
13
were
before
people
completed
field
training
so,
but
that's
not
always
that
they
weren't
going
to
succeed.
I
can
remember
a
case
where,
like
the
person
was
doing
just
fine
and
just
realized,
they
didn't
want
to
do
it
anymore.
So
it's
it's
a
very
different
time
and
we're
experiencing
some
things.
We've
not
experienced
before.
L
Think
that's
part
of
the
conversation
I,
don't
think
it's.
It
answers
the
whole
answer,
but
I
do
think
it's
part
of
it
when
you,
if
somebody
leaves
before
they
finish
the
police
academy,
I
mean
some
people
leave
and
go
to
a
different
Academy.
That's
that's
different,
but
then
some
we've
had
a
few
and
it's
not
the
majority.
It's
the
very
much
the
small
number
who
just
have
would
stick
around
for
a
month
and
then
just
they
weren't
it
just
wasn't
working
for
them.
N
I'll
just
add
that,
as
Chief
been
said,
13
of
those
24
left
before
they
even
went
to
solo
Patrol
and
the
majority
of
those
13
people
were
doing
fine
in
field
training
and
just
chose
to
leave
for
another
profession
or
due
to
other
circumstances.
We
do
conduct
exit
interviews.
We
are
looking
at
making
changes
or
how
we
can
maybe
be
more
efficient
or
do
we
need
to
make
any
changes
to
those
interviews
to
capture
exactly
why
people
are
leaving
and
where
they're
going.
N
A
L
A
A
But
that's
not
the
entire
problem.
It's
clear
that
it's
not
the
entire
problem
with
the
with
the
data
that
you
you
are
providing,
and
so
for
me
that
leads
to
Pipeline
and
making
Investments
that
are
not
going
to
pay
off
in
the
next
couple
of
years,
but
in
the
next
10,
perhaps,
and
so
I
know
that
in
DC
they've
had
this
junior
Police,
Academy
kind
of
thing,
that's
a
lot
more
robust
than
what
you
you
described.
A
So
I
was
just
wondering
about
whether
you
had
any
sense
of
whether
you
know
a
week
here
a
week
there
is,
is
enough:
I
think
they
do
like
a
six
week
program
for
14
to
17
year
olds
and
it's
kind
of
like
a
big
deal,
and
it
seems
like
that
makes
a
lot
of
sense.
If
your
true
goal
is
to
develop
a
pipeline
of
people
who
might
not
only
choose
the
profession
but
Choose
You.
L
L
A
It's
even
earlier
so
14
to
17
year
olds,
before
they're,
even
linked
to
college
I.
Think
the
cadet
program
sounds
terrific
I'm,
encouraging
you
to
look
at
even
earlier
opportunities
when
you
start
to
you
know.
14
is
when
a
lot
of
kids
start
thinking
about
career
and
if
you
can
hook
them
on
a
career
in
law
enforcement,
and
they
can
do
it
in
their
own
home
Community.
Perhaps
that
just
increases
the
likelihood
that
they
will
be
there
at
some
point
later.
L
J
Acting
retaining
a
couple
of
other
ideas
that
you've
probably
already
thought
of
or
are
looking
at
the
military,
because
we
have
so
many
people
here
with
the
military
that
retire
I,
assume
that
that's
where
we
often
get
police
officers
and
then
retirees
who
might
want
to
come
back
and
work
part-time.
Sometimes
maybe
we
do.
L
That
we
hired
three
retirees
a
couple
of
months
ago
we're
we're
actively
pushing
out
to
our
retirees
that
either
want
to
come
back,
full-time
or
in
a
part-time
capacity
to
help
with
different
open
positions
that
we
have.
We
do
recruit
very
actively
with
the
military
we're
we're
V3
certified,
which
basically
gives
us
some
extra
access
to
people
as
they're
out
processing.
J
K
D
foreign,
thank
you.
Mr,
chair,
I,
wanted
to
briefly
share
appreciate
the
Cummings
foundation.
Work
and
I
want
to
see
if
I
can
follow
up
offline
afterwards,
just
to
to
because
to
think
about
Wellness,
because
it
was
so
that
Wellness
could
be
exacerbated
by
the
tension
of
having
fewer
officers
and
I
just
want
to
see
if
I
can
follow
up
afterwards.
Thanks
thank.
A
O
P
O
Thank
you,
Mr
manager,
good
afternoon
County,
Board
I'm
honored,
to
be
here
with
you
this
afternoon
on
behalf
of
the
county
manager
and
my
colleagues
in
public
safety
to
present
dipsum's
fy24,
but
proposed
budget.
As
I
said,
my
name
is
William
Flagler
and
I'm
excited
to
present
here
today
with
my
team.
So
let
me
take
a
minute
to
introduce
these
individuals
to
you,
we'll
start
with
Jacob
Sauer,
the
emergency
communications
center
administrator,
and
we
have
Jeff
Bergen
our
Chief
Financial
Officer
Hannah.
Why
not?
O
Our
public
affairs
manager
is
up
in
the
virtual
world
and
then
we
have
Heather
gildar
our
integrated
programs
manager,
in
addition
to
the
team
you
see
here
today,
we're
all
supported
by
a
phenomenal
staff
who
work
tirelessly
in
the
areas
of
emergency
communications
and
Emergency
Management,
providing
services
to
the
community
and
to
Public
Safety
Partners
Around.
The
Clock
I
would
like
to
also
mention
it
is
Emergency
Management
professionals
week
and
I
would
like
to
extend
my
gratitude
to
all
those
who
are
Emergency
Management
Professionals
in
my
department
and
in
other
agencies.
O
When
we
talk
about
the
program,
services
and
accomplishments
today,
those
things
would
not
be
possible
without
their
amazing
contributions,
so
I
just
wanted
to
take
a
minute
to
thank
them.
My
last
thank
you
is
to
Mark
and
Dr
Miller
for
their
support
and
their
leadership.
Over
the
last
year,
the
FY
24
budget
comes
at
an
opportune
time
for
dipsum.
As
we
prepared
this
for
this
budget
process,
dipsum
undertook
a
strategic
planning
process
to
reevaluate
our
mission
goals
and
objectives
for
the
next
few
years.
O
We
felt
the
timing
was
perfect
to
do
this
as
much
had
changed
for
our
department
during
the
multi-year
covet
emergency
response
activation.
Most
of
that
change
we
soon
realized
came
from
demands
from
the
community.
Our
mission
has
not
changed
across
all
our
programs,
we're
committed
to
coordinated
emergency
preparedness
and
response
capabilities
resources
and
providing
Outreach
to
the
community.
Our
mission
spans
divisions.
We
are
unified
in
this.
We
are
trying
to
do
this
in
a
way
that
is
agile,
responsive
and
equitable.
O
This
will
allow
us
to
best
serve
the
Arlington
Community
by
supporting
residents
and
First
Responders
when
they
are
most
in
need.
We
see
this
when
we're
receiving
calls
from
the
community
in
the
emergency
communications
center,
analyzing
data
and
information
in
the
watch
office,
providing
training
to
volunteers
and
Community
groups
on
what
to
do
until
the
help
arrives
and
working
with
Partners,
internal
and
external
to
the
county
on
emerging
incidents.
O
In
each
of
these
instances,
we
do
so
with
the
community
and
our
customers
in
mind
next
slide,
please
in
dips,
and
we
have
three
lines
of
business
that
you
can
see
here,
to
deliver
our
services
they're,
very
simple,
our
Emergency
Management
division,
emergency
communications
or
9-1-1,
and
our
integrated
programs
division,
which
provides
services
that
cut
across
those
divisions.
These
seem
Direct
on
the
surface,
but
can
mean
different
things
to
the
customers
that
we
serve.
This
has
allowed
us
to
take
a
look
at
the
impact.
O
In
doing
so,
we
have
found
what
they
look
for
from
us
in
terms
of
our
programs
and
our
services.
As
a
result,
we
have
really
focused
on
three
ways
we
can
deliver
on
our
mission
to
the
public.
Today
we
want
to
talk
about
how
the
programs
and
the
services
you
read
about
in
the
budget
book
provide
an
impact
to
the
public
in
these
areas.
Next
slide,
please.
O
So
the
first
thing
we
want
to
talk
about
is
building
a
more
ready
and
informed
public.
This
cuts
across
some
of
our
core
programs,
specifically
Community
engagement,
preparedness
planning
and
Public
Safety,
Communications
being
ready
and
informed
as
a
public
required
us
to
be
able
to
deliver
programs
and
services.
O
How
you
need
it
where
you
need
it,
and
when
you
need
it,
this
has
been
the
biggest
Evolution
for
us
in
the
past
we
were
more
the
coordinators
of
those
services,
but
we
have
seen
a
shift
in
the
last
few
years,
as
you
can
see,
some
of
the
the
things
that
we're
doing
here
and
I'll
highlight
the
first
15,
which
is
new
initiative.
The
first
15
combines
until
help
arrives
emergency
preparedness
and
9-1-1
education
curriculum
to
empower
residents
to
help
themselves
and
others
in
life-threatening
emergencies
like
mass
shootings.
O
Dipson
brings
the
class
to
community
institutions
rather
than
asking
residents
to
come
to
us.
We're
currently
delivering
the
program
to
staff
and
congregants
at
houses
of
worship,
then
plan
to
expand
to
nightlife
institutions
and
affordable
housing
units
and
another
one
here
is
the
community
community.
Advancing
resilience
and
Readiness
together
are
also
known
as
cart.
The
county
manager
appointed
committee
that
brings
together
Community
leaders
to
identify
barriers
to
and
to
solutions
for,
building
resilience
to
the
community
dipsum
has
provided
staff
to
support
this
wonderful
group,
none
of
which
would
be
possible
without
growing
our
team.
O
O
Countless
examples
of
911
professionals
receiving
calls
that
led
to
a
public
safety
response
and
we're
seeing
something
and
seeing
something
help
mitigate
a
larger
emergency
and
then,
finally,
we
have
until
help
arrives,
which
has
become
one
of
the
biggest
names
in
our
training
catalog
and
as
a
result,
we
have
found
more
diverse
first
ways
to
deliver
the
training.
We
have
YouTube
recordings
to
watch,
On,
Demand
virtual
classes,
as
well
as
video
shorts
on
educational
series
with
Arling
TV
Arlington
TV.
O
Those
courses
are
usually
associated
with
First
Responders,
as
they
are
the
help
that
arrives,
but
we
have
been
seeing
a
larger
role
in
in
the
teaching
of
that
to
the
public.
This
is
helpful
to
both
dipsum
and
the
public,
as
we
can
talk
about
what
they
can
do,
but
also
what
information
is
helpful
to
our
services,
such
as
9-1-1
and
Emergency
Management.
As
we
are
the
first
point
of
intake,
we
have
delivered
a
200
percent
increase
in
those
classes.
Those
class
offerings
to
meet
the
rising
demand
and
resiliency
resiliency
is
hard
to
measure.
O
We've
tried
and
don't
have
the
perfect
metric
to
show
how
much
we
are
prepared.
If
you
see
our
metrics,
we
pull
from
things
like
our
Outreach
to
vulnerable
populations,
our
ability
to
train
and
exercise
on
core
capabilities
and
our
call
answer
rate
in
the
emergency
communications
center.
We
will
talk
more
about
these
to
show
the
work
behind
the
metric
next
slide.
O
It
is
2023
so
saying
embracing
technology
may
sound
a
little
old
school
or
that
we
are
ludax.
So
forgive
us
and
remember,
we
are
an
evolving
group.
It
is
more
than
just
us
using
Tech
or
implementing
it.
It
is
having
the
tools
to
do
some
of
the
legwork
and
serve
as
a
force
multiplier
for
our
programs
and
services
when
we
and
our
partners
cannot
be
there.
Some
of
our
largest
investments
in
capital
and
general
fund
dollars
over
the
last
few
years
is
in
technology
to
improve
services.
O
Our
next
gen,
capable
9-1-1
phone
system
enables
us
to
have
GPS
call
our
location
text
and
video
capability.
A
few
years
ago,
we
sat
here
talking
about
the
time
it
took
for
911
professionals
to
locate
the
callers
for
abandoned
calls.
Our
technology
has
cut
that
Time
Imagine,
where
we
will
be
in
two
two
to
three
more
years
as
the
technology
continues
to
evolve
same
with
situational
awareness.
We
open
the
watch
desk
about
eight
years
ago.
It
was
mostly
a
911
function
to
assist
with
weather
alerts.
O
Now
it
harnesses
data
across
social
media
platforms
and
presents
a
common
operating
picture
to
Partners.
We
are
on
the
precipice
of
new
situational
awareness
Center
that
will
further
Advance
the
ability
to
take
information
in
real
time
and
present
it
to
First
Responders,
to
mitigate
disaster,
improve
response
and
Foster
resiliency
in
terms
of
Engagement.
We
talked
about
our
classes,
but
the
tools
we
have
now
allow
us
to
design
and
deliver
more
tailored
engagement
to
those
who
need
it,
the
most
and
lastly,
we
are
proud
of
our
Arlington
alert
metrics.
O
Fifteen
percent
of
the
population
and
a
hundred
percent
of
our
employees
are
registered
for
Arlington
alert
as
a
place
to
get
timely
information,
but
we
know,
but
we
know
we
have
to
amplify
our
message
to
other
platforms.
We've
seen
a
hundred
and
forty
percent
growth
in
our
social
media
following
and
our
social
media
platforms
are
where
people
come
after
a
major
incident.
O
O
Resiliency
and
Emergency
Management
go
together,
as
you
can
imagine,
and
Emergency
Management
is
nothing
without
our
partners.
This
one
area
probably
encompasses
the
most
of
our
programming,
is
more
of
the
traditional
work
you
think
of
when
you
think
of
9-1-1
and
Emergency
Management.
This
work
is
done
by
our
preparedness
team
operations
and
Logistics.
O
Fema
has
a
national
preparedness
goal,
and
in
that
there
are
32
capabilities
for
jurisdictions
to
strive
to
meet.
They
focus
on
prevention,
protection,
mitigation
response
and
Recovery.
Don't
worry,
we
won't
go
through
all
32
right
now.
What
we
have
focused
on
with
our
preparedness
team
is
making
sure
our
trainings
exercises
and
planning
focus
on
these
each
year,
and
we
continue
to
build
out
our
core
capabilities.
We
are
currently
about
75
percent
of
these,
but
they
are
not
a
box
we
check
and
move
on.
We
keep
drilling,
keep
planning,
keep
building
our
Partnerships
to
deliver.
O
We
have
worked
on
response
capabilities
through
symposiums
with
Arlington
Public
Schools.
We
have.
We
have
continued
to
focus
on
continuity
of
operations
and
planning
drills
and
exercises
we've
partnered
with
the
Department
of
Technology
services
on
cyber
security
threats
and
preparedness.
We
continue
to
work
with
our
Public
Safety
Partners
on
drilled
alerts
and
warnings
as
well.
Our
resiliency
is
also
enhanced
by
the
systems
we
have
in
place.
We
have
always
focused
on
Regional
collaboration
and
that
has
been
a
Bedrock
of
our
Emergency
Management
and
emergency
and
emergency
communications.
O
But
now
those
Partnerships
are
looking
at
shared
threats
and
risk
that
is
done
by
our
regional
collaboration
and
our
own
leadership.
On
those
Regional
committees
and
councils.
We
have
staff
sitting
in
leadership
roles
on
the
Regional
Emergency
support
committee
at
the
Council
of
governments,
the
911
committee.
We
have
staff
serving
as
chairs
at
Cog
for
regional
preparedness
program,
the
public
Communications
Regional
support
committee,
as
well
as
the
FEMA
Region
3
FEMA
cost
recovery
committee.
So,
as
you
can
see,
we
are
well
represented
across
the
region
and
the
country
and
are
actively
engaged.
O
We
mentioned
cyber
security
earlier,
while
our
investments
in
new
systems
in
the
ECC
have
been
done
regionally
and
look
at
having
redundant
systems
that
can
withstand
cyber
attacks,
that
no
no
jurisdictional
border
are
Radio.
Systems
continue
to
look
to
boost
security
and
interoperability
to
provide
seamless
Communications.
These
Investments
and
solutions
do
not
happen
in
a
vacuum,
but
are
the
product
of
Partnerships
and
systems.
Thinking
systems
are
not
just
technological.
O
We
saw
our
last
EOC
in
our
last
EOC
activation,
just
how
strong
our
relationships
were
across
departments
and
across
jurisdictions,
and
how
critical
that
was
to
getting
things
done,
and
resources
ordered
those
relationships
continue
and
staff
are
working
towards
that
systems.
Approach
with
a
unique
thing
called
the
EOC
Exchange
program
where,
if
another
jurisdictions
needs
one
of
my
staff
members
in
an
activation,
we
can
send
them
and
vice
versa.
Lastly,
resiliency
starts
with
education.
That
is
why
we
are
starting
to
teach
9-1-1
in
schools
as
I
believe
it
is
an
important.
O
It
is
important
to
learn
how
to
engage
with
9-1-1
at
a
young
age
like
we
all
learned,
stop
drop
and
roll
related
to
personal
fire
safety.
Also,
as
we
saw
with
the
2019
flood
small
business.
Outreach
is
also
critical.
It
is
not
just
about
being
prepared,
but
about
more
specific
items
too
Insurance
individual
assistance,
small
business
assistance.
We
keep
doing
more
and
keep
expanding
the
definition
of
how
we
can
be
more
resilient
next
slide.
O
Please,
and
here
911,
is
really
really
focused
on
equity
and
one
of
the
things
in
number
one
is
we
don't
know
who
was
going
to
call?
We
don't
know
many
things
about
the
caller,
but
we
do
know
is
that
if
they're
calling
9-1-1,
they
need
help,
and
it
is
our
job
to
provide
that
in
an
equitable
Manner,
and
you
can
see
some
of
the
items
displayed
on
this
slide
highlight
some
of
the
efforts
that
have
been
put
in
place
to
ensure
Equity
next
slide.
O
We
talked
about
equity
in
the
sense
of
providing
services
for
all,
and
you
can
see
you
can
see
that
the
volume
of
services
that
we
do
provide.
We
saw
a
dip
in
FY
21
actuals,
due
to
the
pandemic
and
changes
in
response
protocols
as
well
as
Community
shutdowns
positively.
We
saw
a
decrease
in
the
number
of
non-emergency
calls,
but
they
still
represent
around
65
percent.
Of
our
total
call
volume
call
data
is
a
reflection
of
volume,
we're
working
on
metrics
of
quality.
O
Two,
our
protocols,
our
ability
to
provide
life-saving
medical
information
to
callers
call
volume
is
important.
It
shows
the
demand
on
our
911
professionals,
but
there
is
another
side
too,
which
is
our
ability
to
communicate
and
provide
information
to
our
callers.
We
look
forward
to
those
new
metrics
in
fy24
next
slide
and
again
in
Emergency
Management.
We
have
talked
a
lot
of
these
about
these
already,
but
that
is
just
showing
how
much
Equity
is
a
part
of
what
we
do
on
a
daily
basis,
launching
the
community
advancing
resiliency
and
Regency
red
Readiness
together
committee.
O
O
We're
seeing
this
in
volunteer
management
and
Community
engagement
and
the
payoff
has
been
a
more
focused,
more
Equitable
design
in
our
programs,
we're
doing
more
Spanish
language
training
with
insert
or
Community
Emergency
Response
Team
and
our
UHA
classes
we're
bringing
more
of
our
trainings
into
specific
areas,
such
as
houses
of
worship.
Emergency
Management
plans
now
take
into
account
the
unique
challenges
within
the
community
and
developing
programs
and
services
to
address
those
challenges
such
as
affordable
housing
venues
and
other
area
areas
working
with
Partners
in
Health
on
covet
response.
O
In
fact,
FEMA
cited
Arlington's
Health
Equity
reports
as
one
of
the
most
comprehensive
in
the
region
that
this
did
not
just
show
how
great
we
were
doing
but
helped
validate
our
claims
for
cost
recovery
with
FEMA
you
can
see,
we've
hosted,
55,
plus
Community
engagement
events,
this
fiscal
year
alone,
collaborating
with
over
80
Partners.
This
sort
of
proactive
trust,
building
and
robust
Network
means
we
make
a
significant
Community
impact,
particularly
for
a
department
of
our
size.
O
This
is
Illustrated
in
accomplishments
like
delivering
over
65
000
covid-19
tests
to
our
non-profit
Partners
next
slide,
please
Equity
resilience,
information,
Tech
and
information
and
technology.
These
are
what
we
covered
are
at
the
heart
of
dipson's
programming
and
at
the
Forefront
of
our
budget
planning.
They
reinforce,
as
the
manager
noted
in
his
message
to
the
board
that
we
are
a
resilient
Community.
We
want
to
make
sure
to
do
our
part
to
reinforce
that
resiliency
and
do
so
in
a
way
that
meets
the
principles
of
financial
stability,
equity
and
efficiency.
O
We
feel
that
our
fy24
dipsum
budget
does
this.
Our
budget
ensures
that
we
are
planning
for
current
and
future
needs.
Current
budget
has
remained
relatively
stable
for
the
last
few
fiscal
years.
However,
the
activities
we
are
pursuing
indicate
a
changing
environment.
Dipsum
is
ensuring
that
this
budget
reflects
the
reality
of
a
present
State
current
operations,
contract
obligations
and
the
core
Services,
while
also
pursuing
innovative
solutions
and
research.
O
This
budget
process
focused
first
on
staff,
as
it
did
for
all
departments
in
the
compensation
packages,
but
also
making
sure
our
programs
were
staffed
up
to
the
level
to
provide
the
service
inclusive.
Community
engagement
is
something
that
we
focused
on
in
this
process.
We've
talked
about
our
whole
Community
approach
and
it
is
reflected
in
our
airfy24
budget.
Our
integrated
programs
division,
relatively
new
to
dipsum,
has
allowed
our
community
engagement
to
better
Encompass,
9-1-1
and
Emergency
Management.
This
new
line
of
business
has
brought
technology
engagement
and
public
affairs.
O
Together,
we
have
grown
the
team
internally
and
the
results
have
been
increased
programming
and
leveraging
the
data
we
discussed
earlier
and
then
again
business
process.
Improvement
internally
staff
has
done
a
lot
to
focus
on
working,
smarter
and
maximizing
the
resources
that
are
available.
This
means
utilizing
new
tools
to
assist,
assist
with
Staffing
schedules
in
the
ECC
to
help
with
overall
Staffing
and
coverage.
We've
leveraged
new
tools
internally
to
share
data
and
communicate
progress
on
items
such
as
Financial
cost
recovery
with
FEMA
next
slide.
O
I
have
provided
you
with
an
overview
of
our
programs
and
our
services,
and
now
let
me
discuss
our
budget
specifically
to
dollars
in
the
positions
and
what
is
behind
those
program,
services
and
initiatives.
We
are
doing.
The
reality
is,
as
we
present
it.
It
is
that
we
are
able
to
do
all
of
this.
All
of
that
with
the
sustainment
of
Staff
programs,
contracts
and
overall
funding.
Our
budget
proposal
is
consistent
with
some
small
increases
due
to
contractual
demands
and
some
decreases
to
meet
proposed
the
proposed
reduction
Targets.
O
This
was
our
Focus,
as
we
mentioned
earlier,
our
biggest
priority.
We
cannot
make
cuts
that
drastically
alter
our
ability
to
deliver
programs
where
we
must
make
changes
has
to
be
in
areas
where
we
can
lean
on
others
as
multipliers
to
assist
our
other
Focus
was.
We
could
not
make
cuts
to
positions
that
were
filled.
We
have
asked
so
much
of
our
staff
for
over
the
last
few
years
and
we
are
just
getting
back
to
being
able
to
deliver
on
strategic
goals.
O
The
increase
to
dipsum's
expenditures
has
a
total,
was
a
total
of
15,
200
and
69
out
of
a
14.6
million
dollar
budget,
which
is
about
a
0.01
increase
in
terms
of
revenue
revenue.
We
are
seeing
changes
in
in
our
urban
areas,
Securities
initiative,
Revenue,
beginning
this
year
and
continuing
for
the
next
few
years,
based
on
conversations
in
the
region.
This
budget
is
not
yet
impacted
by
it,
but
we
know
in
the
future,
cuts
are
coming
to
the
programs.
O
We
saw
a
moderate
change
this
year
in
our
programming
and
it
was
offset
by
other
small
Revenue
increases
from
the
Virginia
Department
of
Emergency
Management
for
9-1-1
services.
This
is
how
we
saw
a
five
percent
increase
in
Revenue,
no
increases
or
long-term
changes.
Just
some
changes
at
the
state
level.
I
think
our
biggest
change
with
the
most
impact
is
the
reduction
in
staff.
O
Next
slide,
please,
as
you
can
see
here,
we
have
two
positions
or
one
in
one
and
a
half
positions
that
we
put
up
for
reduction
and,
as
we
said
in
our
budget
priorities,
we
focus
first
on
maintaining
our
current
staff
and
our
most
critical
programs,
products
and
services.
Once
we
factor
that
in
we
knew
that
we
would
still
have
to
make
Cuts
in
areas
that
impact
the
organization
like,
as
we
proposed,
two
positions
that
were
vacant
where
we
could
potentially
spread
the
work
around
or
hope
to
become
more
efficient.
O
The
first
one
is
a
cut
to
Emergency,
Management
and
integrated
programs
where
we
had
a
vacant
planning
specialist.
This
position
has
helped
internally
with
our
strategic
planning
efforts,
our
performance
measures
and
other
department-wide
initiatives.
In
addition,
they
also
served
in
our
Emergency
Operations
Center
and
we're
a
trained
member
of
our
Command
and
general
staff,
so
in
losing
that
we
lose
some
bench
depth
and
some
capacity,
and
we
will
have
to
work
to
kind
of
train
up
over
around
that
next
slide
and
in
the
ECC
we
proposed
a
cut
to
a
vacant
administrative
support
position.
O
This
was
a
position
where
we
saw
a
need
for
some
enhanced
support
services,
but
it
had
been
vacant
and
we
went
ahead
with
a
proposed
reduction
rather
than
fill
this
to
meet
those
needs.
Some
of
the
tasks
this
position
was
to
undertake
would
have
addressed
some
of
the
issues
we
have
found
in
the
center
in
terms
of
in-person
administrative
support
such
as
facility
management,
office,
support
and
other
day-to-day
activities.
O
Next
slide,
and-
and
finally
here
you
can
see
some
of
the
key
budget
concern
or
considerations
that
we
have
again
focused
on
building
a
more
ready
and
foreign
public
embracing
technology
and
its
role
in
Service
delivery
and
expanding
the
definition
of
resilience.
So
that
is
it
for
me,
and
I
will
open
the
floor
for
questions.
Thank.
A
J
Thank
you.
Thank
you
for
all
that
you
might
want
to
get
a
drink
of
water.
That
was
a
lot
really
the
sort
of
Sun
preparing
our
public
and
using
cert
I
think
leveraging.
Our
public
is
really
important,
not
only
for
preparing
them.
You
know,
obviously
with
our
response
and
maybe
in
the
future.
We
thought
much
of
kind
of
gamifying
public
awareness,
I,
think
I've
talked
to
you.
I
know:
I've
talked
to
Dr
Miller
about
the
disaster
relief
trials.
You
know
with
the
bike
thing
and
I.
J
We
did
that
once
before
the
pandemic,
it
was
kind
of
fun,
but
it's
and
they're
they're
tabletop,
simple
table
tops
that
are
just
you
know,
quickly
done
all
of
which
you
could
bring
in
different
people
that
seemed
like
it
would
be
fun
and
prepare
people
I
find
myself
just
always
thinking
that
someday
these
might
not
work.
The
devices
might
not
work
and
most
people
just
panic
when
they
don't
have
their
phones.
So
it's
probably
important
to
have
people.
Try
things
without
the
phones
and
learning
how
to
read
a
map.
J
O
One
of
the
things
after
covid
was:
we
analyzed
how
people
do
things
now
and
it
changed.
So
one
of
the
things
that
we
are
looking
at
are:
how
can
we
partner
with
people
to
be
Innovative,
to
do
things
like
you,
you
said
disaster
relief
trials,
wouldn't
work
right
now,
because
there's
still
a
challenge
with
people
getting
together
and
doing
certain
things,
but
we
are
looking
at
different
ways
to
do
exactly
what
what
you
you
are
suggesting.
So
thank.
J
A
You
know
maybe
from
other
jurisdictions,
if
there's
some
industry
practices
just
to
know
how
we
should
interpret
what
we're
seeing
you
know
for
for
me
in
isolation
when
I
think
about.
However,
many
thousand
emerging
emergency
calls
a
day
like
that's
like
250.
Some
odd
emergency
calls
today
a
day.
That
sounds
like
a
lot
to
me:
I'm,
not
I,
don't
know
that
it
is
I,
don't
know
what
to
measure
it
against.
Like
do
people
look
at
population?
Do
they
look
at
urbanized
suburbanized,
just
help
us
figure
it
out.
A
I
Thomas,
oh
just
just
very
briefly,
very
very
in
the
same
way
brain
of
of
thinking.
So,
for
example,
our
internal,
the
uptake
on
the
original
alert
app
is
kind
of
stagnant.
You
mentioned
that
and
I
like
the
app
a
lot,
so
one
begins
to
to
wonder:
is
it
a
good
uptake?
Is
it
worth
continuing
this
way?
Should
we
look
for
different
channels.
O
So
one
of
the
things
that
we
noted
in
there
is
is
it's
social
media
is
overtaking
a
lot
of
your
traditional
alert
systems,
so
we're
seeing
increases
in
both
because
we've
changed
the
way
that
we
promote.
We
Pro
promote
them.
Both
some
people
don't
want
to
go
through
the
registration
process
of
Arlington
alert.
You
have
to
go
to
a
computer,
you
have
to
enter
some
stuff
versus.
O
If
you
have
a
social
media
platform,
you
can
just
follow
us
and
you
still
get
the
information,
because
one
of
the
things
that
we
do
through
our
watch
desk
is
we
have
a
separate
feed
that
is
direct.
So
if
you
get
an
Arlington
alert,
you
get
the
same
message
on
Twitter,
so
we're
still
doing
that
and
we're
still
working
to
make
sure
that
our
messages
are
multiplied
through
different
media
channels.
I
I
think
the
importance
of
that
is
because
we
have
seen
with
in
recent
incidents
in
APS
schools
Etc
how
important
it
was
to
you
know
yes
to
diversify
the
the
delivery
channels,
but
at
the
same
time,
I
I
think
that
people
begin
to
expect
alerts
in
a
certain
place
and
that
doesn't
seem
to
be
our
internal
alert
as
an
app.
So
let's
say
that's
just
a
a
thought
from
myself.
Thank.
O
That
is
called
awia,
so
we
can
send
an
alert
where
you're
not
even
signed
up
I
think
Silver
Alert
AMBER
Alert.
We
can
actually
do
that
from
our
watch
desk
and
you
don't
have
to
be
signed
up
if
it's
in
the
last
time
we
used
it
was
during
covet
when
we
sent
out
an
alert
to
let
everybody
know
about
the
governor's
orders
just
to
stay
home
in
relation
to
covet.
So
we
can
do
that.
K
Thank
you
so
much
for
the
work
I'm
mindful
a
couple
years
ago
when
we
had
a
911
call
that
got
a
lot
of
attention
and
I
did
enough
questions
with
Dr
Miller
to
understand
the
75
people,
who
are
doing
all
the
work
and
perhaps
other
days
I'd.
It's
an
indication
is
an
emergency
that
I
don't
have
a
lot
of
questions,
but
it's
a
thank
you
for
your
leadership
as
well
as
a
team
and
all
of
the
other
70
plus
people
who
are
a
huge
factor
in
whether
people
get
help
fast
enough
to
live.
H
A
H
Her
efforts
to
increase
cert
with
the
Spanish
language
program
and
teen
cert
and
the
watch
desk
was
asked
to
present
to
the
Statewide
conference
on
setting
up
a
watch
desk
because
it
has
been
so
valuable.
We
had
an
EOC
Exchange
program.
Sydney
McKenna,
who
leads
planning,
will
has
had
the
emergency
managers
rotate
across
the
region
throughout
other
eocs,
including
the
District
of
Columbia,
so
they
presented
on
that
experience
and,
finally,
not
to
save
the
best
for
last
will
was
recognized
as
the
Emergency
Management
professional
of
the
year
for
the
Virginia
Emergency
Management
Association.
H
A
J
J
B
A
P
P
So
our
first
slide
talks
about
our
agency
goal
and
there
it
is
so
it's
to
be
a
model
Sheriff's
Office
known
for
the
high
quality
of
work,
dedicated
service
to
our
community
and
the
Excellence
of
our
people,
and
then
we
have
our
five
Sheriff's
Office
values,
Integrity,
respect,
teamwork,
commitment
and
diversity,
and
these
values
were
something
that
the
entire
leadership
team
from
the
newest
Sergeant
up
into
the
up
up
until
the
sheriff.
We
came
up
with
these
values
together
as
a
team
next
slide.
P
P
This
includes
placing
those
in
our
care
in
the
jail
on
the
program
monitoring
these
folks
induction
of
the
medication
and
issuing
of
the
medication,
which
is
very,
very
important
to
combat
the
withdrawal
process.
We've
worked
with
DHS
to
bring
Consultants
from
the
Health
Management
Associates
HMA,
to
ensure
the
proper
implementation
and
policy
creation
for
the
medication
assisted
treatment
program.
P
Each
resident
in
the
jail
is
assigned
a
tablet
upon
commitment
to
the
Detention
Facility,
and
these
tablets
offer
free
options
which
include
music
books,
both
educational
and
religious
movies,
and
there's
also
an
option
to
purchase
premium
content.
If
that
is
what
they
choose
to
do,
we're
upgrading
our
scan
tour
system,
which
is
what
we
use
to
document
our
security
rounds
in
the
in
the
Detention
Facility.
P
Also,
the
biometric
sensors
Pro
that
something
that
I'm
working
on
that
we
will
implement
the
biometric
sensors
and
these
would
be
an
additional
layer
of
protection
for
those
housed
in
the
medical
housing
unit.
Again.
This
is
an
additional
tool
that
we
would
use
along
with
the
15-minute
rounds
that
we
currently
conduct
the
four
hour,
vital
checks
that
are
done
along
with
our
full-time
doctor
psychiatrist
and
the
24
7
care
that
is
available
to
those
in
in
our
custody.
P
Next
slide,
please
I'm
very
proud
of
this
Slide,
the
Community
Partnerships.
This
is
something
that's
very
important
to
me.
So
we,
the
sheriff's
office,
is
committed
to
continuing
Community
engagement
and
Partnerships
I'm,
very
proud
and
thankful
to
the
police
department
that
I
recently
assigned
a
deputy
sheriff
to
the
police
department's
Community
engagement
division.
This
Deputy
will
be
us,
that's
assigned
is
bilingual,
so
she
brings
diversity
and
she's
a
military
veteran.
So
thank
you
again
to
the
police
department
for
the
opportunity.
P
One
of
my
goals
is
to
have
representation
at
as
many
community
events
as
possible.
I
do
want
to
highlight
one
of
the
photos.
There.
That's
Lieutenant
Pitts.
In
the
black
polo
shirt
at
Culpepper
Gardens,
we
went
to
visit
residents
at
Culpepper
Gardens
for
the
holidays,
and
it
was
extremely
extremely.
The
staff
were
just
overwhelmed
with
joy
for
doing
that.
Thank
you
next
slide.
P
We
have
a
full-time
doctor
and
a
psychiatrist
with
on-call
availability
after
hours
and
while
it
may
look
like
we
have
a
more
manageable
average
daily
population,
11
of
the
categories
on
that
slide
have
increased
over
the
past
year
during
the
same
time
frame
with
almost
100
less
commits
into
the
facility.
So
we
anticipate
these
numbers
that
will
continue
to
Trend
up.
P
P
This
slide
is
specific
to
our
judicial
services
division,
which
includes
our
court
security,
civil
process
and
transportation.
Sections
evictions
are
continuing
to
grow
due
to
the
legal
moratorium
having
expired
and
the
increase
in
scheduled
outside
medical
appointments
and
mental
health
transports
to
State
hospitals
has
also
increased,
and
since
July
of
last
year,
2022
we've
also
staffed
16
County
board
meetings
with
two
or
more
staff
at
each
meeting
next
slide.
Please.
P
P
We
have
65
total
vacancies,
which
is
34
below
our
authorized
levels.
21
of
the
65
vacancies
are
functional,
which
means
that
we
have
people
hired
for
these
positions
but
they're
in
a
training
phase.
Our
training
consists
of
six
months
of
Academy
instruction,
followed
by
12
weeks
of
field
training,
with
a
fully
to
be
fully
certified.
P
As
you
can
see,
the
most
affected
division
is
the
corrections
division,
which
is
the
Detention
Facility
staff
and
while
our
average
daily
population
is
lower
than
in
years
past,
we
do
have
to
consider
the
classification
types
of
individuals
in
our
custody,
security
and
the
charges
of
those
housed
in
our
facility,
which
is
why
we
can't
just
close
down
another
housing
unit.
We
have
to
take
these
things
into
consideration.
P
We
won't
be
a
direct
supervision,
Detention
Facility,
where
programming
and
preparing
individuals
to
return
to
the
community
is
vital
with
the
Staffing
with
the
Staffing.
The
way
it
is,
we
don't
want
to
just
Warehouse
individual
individuals,
That's,
not
healthy
or
productive,
for
anyone,
and
especially
those
in
our
care,
we're
short
staffed
in
every
division.
What
make
which
makes
it
very
challenging
to
complete
our
day-to-day
operations?
P
Some
reasons
we
believe
why
staff
are
leaving
or
higher
pay
other
agencies
offering
bonuses
and
staff
who
want
to
be
more
what
we
call
on
the
road
or
patrolling
similar
to
the
police
department's
responsibilities.
I
want
to
note
that
30
of
the
individuals
that
have
left
the
Sheriff's
Office
have
gone
to
local
police
departments
and
only
three
of
those
that
have
left
the
Sheriff's
Office
have
gone
to
full
service,
Sheriff's
offices,
similar
to
Loudoun
County.
P
This
slide
breaks
down
the
amount
of
overtime
by
shifts
on
the
left
and
over
time
hours
on
the
right
so
eat
just
for
context.
Each
jail
shift
is
12
and
a
half
hours
long
and
we're
currently
still
mandating
overtime
which
causes
burnout
and
staff
Wellness.
To
be
affected,
mandating
overtime
definitely
affects
staff
morale
negatively
and,
as
you
can
see
from
this
snapshot,
the
need
for
overtime
in
January
and
February
is
increasing.
Each
year
my
staff
have
my
staff,
my
leadership
team.
P
We've
discussed
different
shift
and
Staffing
options
to
possibly
ease
the
burden,
but
we
haven't
yet
found
a
better
solution
for
this.
We
have
to
modify
operations
to
some
degree.
Every
day
we've
had
to
modify
operations
every
day
to
some
degree
in
the
Detention
Facility
in
FY
22
and
we're
projecting
the
same
in
FY
23.
P
P
P
The
jail
library
was
upgraded
to
be
more
reflective
of
the
community.
We
serve
and
I
definitely
want
to
give
a
big,
a
big
shout
out
to
the
Arlington
Public
Library
system
for
their
assistance.
With
this,
it's
very
huge
Endeavor
and
we
curated
a
diverse
and
inclusive
collection
of
books
and
magazines
and
research
materials
for
those
in
our
custody.
P
We're
continuing
our
work
with
the
challenging
racism
program
and
we've
had
many
conversations
and
trainings
and
we've
included
all
supervisors
at
every
level
to
attend
these
trainings.
Well,
we're
also
working
to
internally
form
an
equity
and
inclusion
team
next
slide.
Please-
and
this
slide
is
a
summary
of
our
proposed
changes.
We
continue
to
focus
on
staff,
compensation
and
recruitment
and
retention.
P
P
As
you
can
see,
I
have
pre-trial
there
noted
and
it's
no
secret
that
our
pre-trial
numbers
have
gone
up
and
continue
to
stay
higher
than
usual.
We
still
only
have
four
pre-trial
officers
managing
a
higher
case
load
prior
to
covid.
They
were
managing
around
50
cases
each
and
it
went
up
to
80
during
the
height
of
the
pandemic
and
has
only
come
down
to
about
the
mid
60s
low
70s
for
each
pre-trial
officer.
P
Our
recruitment
efforts
are
another
one
of
our
top
priorities.
We
desperately
need
a
permanent
position
dedicated
to
overseeing
our
recruitment
efforts,
currently
we're
using
our
Sheriff's
intelligence
unit
sergeant
to
do
double
duty
and
he's
doing
an
excellent
job.
I
want
to
take
this
opportunity
to
definitely
give
him
a
shout
out
retention,
so
once
we
recruit
qualified
candidates,
retaining
them
is
just
as
important.
P
The
sheriff's
deputies
in
Arlington
County
are
law
enforcement
certified
along
with
court
civil
process
and
jail,
certifications,
so
Equitable
pay
would
keep
these
law
enforcement
officers
in
Arlington
County
many
individuals
commute
from
other
areas
in
the
northern
in
the
DMV.
An
equitable
pay
would
be
a
reason
for
them
to
continue
commuting
into
Arlington.
P
So
I
really
want
to
thank
you
for
considering
the
eight
and
a
half
percent
for
us
to
stay
competitive
competitive.
Thank
you
so
much
we're
still
mandating
two
shifts
of
overtime
in
the
Detention
Facility
and
that
even
with
that
mandate,
it's
still
not
getting
us
to
the
minimum
Staffing
needed
to
run
the
facility.
Without
modifying
operations,
we
don't
have
the
ability
to
not
cover
certain
posts
in
the
in
the
Detention
Facility,
so
we
need
staff
in
order
to
continue
the
operations
in
the
facility
running.
P
One
way
we're
addressing
this
is
we're
going
to
move
our
staff
gym
that
we
currently
have
on
the
first
floor
to
the
third
floor
of
the
Detention
Facility
and
convert
the
first
floor
gym
into
a
relaxation
quiet
room
for
staff.
This
was
actually
a
staff
recommended
idea
very
proud,
so
they
said
they
don't
have
a
place
to
relax
and
that's
very,
very
insightful
and
important,
so
we've
ordered
furniture
that
will
give
staff
and
the
ability
to
relax
in
between
shifts
or
while
on
their
30-minute
break.
P
C
You
so
much,
and-
and
thank
you
so
much
Sheriff
Chris-
for
sharing
this
picture
with
us.
Certainly,
the
recruitment
challenges
here
are
enormous
and
retention
as
they
are,
with
their
branches
of
law
enforcement.
I
appreciated
your
sharing
that
there's,
actually
not
someone
dedicated
to
a
recruitment.
It
sounds
like
an
amazing
team
member
doing
double
duty.
P
You
know,
and
one
thing
I
didn't
do:
I
I
failed
to
do
this
and
I
apologize,
I
didn't
introduce
my
staff
and
my
staff
I
couldn't
be
here
without
them.
So
this
is
Major
Gretchen
Foster
I
have
chief
chief
Deputy
Tara
Johnson
Major
John
Burgess
major
Jamie
Barrett,
and
our
budget
analyst
faviola
Brooks
I
apologize
for
that
yeah.
C
P
And
one
of
the
things
that
our
Sergeant
did
thinking
outside
the
box,
he
has
now
set
up
a
station
outside
of
Walmart
and
so
he's
outside
of
Walmart
engaging
the
community
and
talking
to
folks-
and
it's
he's
done
a
lot
just
by
doing
that,
and
that
is
free.
So
these
our
folks
are
also
looking
for
free
opportunities
to
you
know,
put
our
name
out
there
and.
M
K
I
think
I
just
dovetail
that
the
recruitment
piece
I'll
be
working
on
the
math
of
65
positions
and
10
Frozen
and
if
there's
a
way
to
find
the
resources
for
that
recruitment
position,
I
can
say
it's
great
to
hear
about
the
nurse
the
physician's
assistant,
I
believe
you
said,
and
the
Investments
there.
Certainly
the
amount
of
overtime
being
worked
is
on
my
mind,
quite
often,
along
with
the
health
and
safety
of
your
your,
your
those
you
serve
your
guests
and
then
just
to
thank
you
to
the
whole
team.
I
Thank
you,
Mr
chair
and
thank
you,
Mr
curos
Sheriff
cross
for
hosting
me
today,
giving
me
a
tour
of
the
entire
facility.
That
was
really
extremely
insightful,
and
thank
you,
everybody
for
your
service.
We
understand
that
it's
not
only.
This
is
a
thing
that
goes
through
both
ways.
It's
not
only
because
we,
we
know
that's
very
important.
What
you're
doing
right,
if
we
know
that
you're
also
going
there
many
extra
miles
to
doing
it,
but
one
thing
that
I'm
trying
to
understand
is
so
how
many?
I
How
how
the
the
fact
that
you
are
struggling
with
the
vacancies
right
now?
How
much
has
it
increased
the
likelihood
of
lockdowns
and
what
kind
of
lockdowns
have
we
have
we
been
seen
happening?
So
that's
that's
to
me
is
an
important
measure
right,
because
the
consequence
of
the
of
the
vacancies
is
not
only
the
fact
that
you're,
you
know,
pushing
an
enormous
amount
of
overtime,
but
with
the
consequences
that
you
mentioned,
but
also
the
fact
that
we
have
lockdowns
in
jail,
correct.
P
In
the
lockdowns
obviously
affect
those
in
our
custody,
but
it
affects
the
staff
as
well.
You
know
the
the
facility
was
built
to
interact
with
those
in
our
custody
in
our
care
not
to
have
them
behind
the
doors.
So
I
will
say
that
I'm
pretty
secure
with
saying
that
we've
had
modified
operations
every
single
day
so
far
in
2023,
which
requires
less
Recreation
cancellation
of
visits.
Like
I
mentioned
the
staff.
When
we
don't
have
adequate
numbers
to
start
the
day
off,
then
no
one
can
come
out.
So
if
you
have
to
add
anything.
Q
Also
for
the
previous
fiscal
year,
we've
had
to
modify
every
single
day
to
some
extent,
not
only
just
to
our
staffing
being
short,
but
we've
seen
an
increase
in
tdos
ecos,
leaving
our
buildings
Hospital
transports,
all
that
require
two
deputies
to
go
with
each
one
to
the
hospital.
Some
days
we
have
had
three
ecos
and
a
Hospital
transport,
and
so
we
would
have
five
six
deputies
out
at
the
hospital
while
still
trying
to
manage
the
jail.
Q
When
we
do
lock
down,
we
don't
lock
down
generally
for
the
whole
day,
it's
and
then
sometimes
when
we
have
to
modify
it
might
be
a
couple
hours
of
the
day,
but
nonetheless,
normally
they
wouldn't
have
to
be
locked
down
for
that
much
time
if
we
were
on
normal
operations,
so
sometimes
it's
not
all
day.
Sometimes
it's
just
until
we
can
get
that
the
deputies
back
to
the
facility
after
they've
transported
out,
but
virtually
every
day
we
anticipate
this
fiscal
year
as
well,
every
day
being
modified
wide.
I
Thank
you.
So
would
there
be
a
staffing
level
in
between
the
correct
or
the
appropriate
suffering
level
and
the
current
division
stuffing
level
that
you
would
say
that
Staffing
level
would
minimize
the
possibility,
the
the
probability
of
having
lockdowns
or
or
reduced?
Is
there
somewhere
between
these
218
plus
Correctional
Personnel?
Is
there
a
staffing
level
that
you
would
say
yeah?
If
we
had
this
additional
three
or
four
people,
we
we
wouldn't
have
locked.
P
Out
I
think
definitely
yeah
I
mean
it
we're
at
we're
very
low,
we're
as
it's
slow
right
now,
but
for
context,
I.
Think
in
2001,
when
I
started
each
day
shift
had
33
staff
hot
shift
now
we're
at
23.
on
a
day
shift.
Each
night
shift
had
23
now
night
shifts
have
15.,
so
the
building
is
made
for
stuff.
We
need
folks
to
staff
these
posts.
We
can't
leave
them
vacant,
so
we're
pulling
the
resources
to
which.
I
I
may
add
to
that
that
I
saw
today
that
this
of
course
affects
also
the
the
the
the
medical
award
and
also
the
the
mental
health
wink
or
or
Ward
I
was
quite
impressed
by
the
fact
that
there
was
only
one
supervising
deputy
there.
You
know
besides
other
Personnel,
but
one
uniformed
supervising
person.
Thank.
A
F
J
Forward
to
that,
thank
you.
It's
been
a
long
time
I
since
I
toured
the
jail.
You
know.
I
always
find
myself
with
these
presentations,
remembering
the
statistics
which
I'm
guessing
hasn't
changed,
that
most
people
get
their
mental
health
therapy
and
our
jails
and
prisons,
because
we
do
such
a
bad
job
with
folks-
and
you
know
when
you
describe
the
needs
of
your
population
I'm
almost
feeling
like
you
are
a
branch
of
DHS.
You
know
which
is
different,
which
is
why
what
does?
What
does
the
sheriff's
department
do?
J
J
That
may
be
a
little
pollyannaish,
but
it
might
be
possible
and
maybe
even
happens,
but
I,
don't
I,
don't
know
if
there's
a
way
to
keep
data
on
that
or
keep
track
of
that.
I
know
you
don't
now,
but
that
might
be
something
to
think
about
to
kind
of
highlight
the
other
work
that
you
really
do
in
a
way.
P
Right
and
one
thing,
I'm
thinking
of-
is
the
community
Readiness
unit
that
we
have
so
we
have
a
housing
unit
specifically
dedicated
to
getting
folks
ready
to
go
back
into
the
community
with
therapy
courses.
We
have
a
flagger
course,
which
you
know
when
you
get
out,
you
can
learn
you
work
in
the
construction
site
as
a
flagger.
We
have
several
programs
that
work
that
took
to
to
integrate
you
back
into
the
community,
which
is
one
of
the
focuses
of
the
unit.
We.
Q
It's
what
some
of
the
14
that,
if
they're
getting
released
into
services
from
DHS,
they
keep
a
tab
on
them,
get
them
in
Services
when
they're
released
there,
and
we
also
have
a
re-entry,
inmate
service
counselor
who
upon
people
returning
to
the
streets
like
if
they
need
assistance
with
like
a
homeless,
shelter
or
a
shelter
of
some
sort
or
Oar.
We
set
them
up
with
those
as
well
it's
for
assistance,
but
we
would
have
to
try
to
come
up
with
a
plan
to
keep
all
of
that
information
overall,
together,
yeah.
J
Probably
would
but
it's
just
something
to
highlight
what
you
do,
because
you
feel,
like
more
people
have
a
classic
view
that
you
know
people
get
locked
up
and
then
they
get
let
out,
and
you
kind
of
forget
about
it
all,
but
you're
actually
part
of
our
Continuum
of
services
in
a
way.
So
I
would,
if
you
know,
maybe
in
the
future,
there's
a
way
to
kind
of
capture
that
a
little
bit
one
last
question
really
quick
Mr
chair:
if
I
might
we
have
160?
J
Q
Yes,
I
do
not
know
the
number
off
the
top
of
my
head,
but
there
is
a
difference,
but
it
becomes
once
they're
out
of
compliance.
So
it's
like
a
certain
amount
of
days
after
the
the
state
receives
their
court
paperwork
and
they
have
so
many
days
to
get
them
and
once
they're
out
of
compliance
it
becomes
and
they
become
the
state.
That's
when
that
theme
yeah,
the
responsibility
of
the
state
is,
but
it
is
significantly
lower
than
what
we
pay
yeah.
J
J
A
A
P
A
A
You
know
it
just
seems
so
incredibly
inefficient
to
try
and
you
know,
build
build
up
strength
when
these
kinds
of
numbers
of
of
successful
hiring
not
that
you're
not
successful
in
your
efforts,
but
it's
just
sure
we're
selective
people
have
choices.
It's
it's
a
lot.
It's
a
lot
to
do
it
at
the
back
end.
Maybe
if
we
can
just
make
some
significant
Investments
about
the
front
end,
it
can
pay
some
huge
dividends
and
I
for
one
wouldn't
be
too
upset
to
see
a
lot
of
Arlington
kids
becoming
Arlington
sworn
law
enforcement
officers.
P
A
See
you
can
become
Sheriff,
so
I
I
see
no
other
lights
on.
So
at
this
point
Thank
you
thank
you
Sheriff
Heroes
and
everyone
for
your
patience
and
staying
with
us.
Thank
you
at
this
point.
We're
going
to
be
back
in
the
boardroom,
next
Tuesday
March
28th
at
seven
o'clock
for
a
public
Hearing
in
the
budget
and
then
two
nights
later
on
Thursday
same
time
for
a
public
hearing
on
tax
rates
and
our
various
fees.