Arlington County Government, VA County Board Work Session, 11 Apr 2023

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From YouTube: Arlington County Board Work Session - April 11, 2023

Description

PAYGO,
TCF,
Metro,
TIF’s,
Debt Service

A

Good afternoon I'll call this work session to order. This is Christian Dorsey, chair of the board, presiding and joining me are all of my colleagues, including Vice, chair, Garvey, board members, Crystal deferanti and Karen tonis. Today we are going to have our final departmental budget work session of the FY 24 budget cycle, and today we have a variety of Department Representatives who will speak on the Pago proposals and funding for capital projects, as well as funding for transportation projects, the Crystal City tax, increment financing, Debt Service, as well as Metro funding programs.

A

There will be opportunities for discussion, but we do have a lot of slides to get through. As a reminder, today's presentations and more information on the proposed budget are available on the budget and finance page at the County's website. Arlingtonva.Us, with that I'll turn it over to our manager. Mr Schwartz to get us started.

B

Thank you, Mr Dorsey. As you noted, we have a number of people here, but we are lucky to be started off by our capital budget coordinator, Karen Talley, over to you, Karen.

C

Thank you, Mr Schwartz um members of the board chair Dorsey again, my name is Karen Talley I'll be presenting to you the summary of the fiscal year, 2024 Capital program budget.

C

So the fy24 capital program budget covers a large portfolio of infrastructure investments from our roads to our Parks technology and government facilities. The FY 2024 Capital spending totals over 320 million dollars.

C

These Investments are made from a variety of Revenue sources and often span multiple years.

C

As you will see detailed in later slides. These dollars have several different fund sources, many of which are legally restricted to the capital program of this amount. Over 87 million dollars are from federal and state grants over 155 million from Geo bonds, almost 43 million dollars in dedicated Transportation funds, 12 million in bond premium dollars and over 12 million in short-term Finance. Those four sources make up over 90 percent of the fiscal year, 24 Capital fund portfolio of the remaining balance. Pago is eight percent, as we continue through this presentation.

C

We'll note that how the constrained ongoing paygo funds have been balanced, with one-time pay gold dollars to invest in a prioritized, Capital program that focuses on maintaining our current infrastructure.

C

We will also highlight key considerations for the program moving forward next slide.

C

Last summer we adopted our first 10-year CIP since fiscal year 2019. as the county manager mentioned in his budget proposal presentation, we were able to fund the majority of payco funded projects included in the adopted CIP some of the project cost estimates have increased since the CIP due to inflation and supply chain issues.

C

We'll hear more about that from the Departments during their presentations. The fy24 proposed Pago budget focuses on our long-stated goal of maintaining what we have and also include smaller investment dollars for our new projects.

C

Total budget is a snapshot of an ongoing Capital program that has previous capital projects that are already underway, along with the proposed projects that will be presented to you today.

C

Examples of some of the projects underway include the construction of the 1212 South Irving, Street group, home boundary, Channel Drive, interchange, improvements, the West Glebe Road Bridge renovation and the Cardinal school detention vault.

C

There are new projects included in this proposed capital budget that work towards meeting some of the County's operating program goals.

C

Examples of some of those projects include the Crystal City Library, electric vehicle charges and the cloud migration project you'll hear more about those projects during the department presentations throughout this presentation we'll be presenting a comprehensive look at all capital funding sources, but because this is the annual operating budget, we'll focus on pay-as-you-go and short-term Finance projects next slide, please.

C

This slide illustrates the various funding sources that feed into the capital program. Capital funding has certain sources that are dedicated and restricted to specific Capital activities. I'll begin with paygo funding. Our pay as you go Capital program is funded with a mix of both ongoing and one-time funding.

C

It's important to have that mix because it allows us the necessary flexibility to maintain what we have as well as address unanticipated projects that are identified outside of the CIP process.

C

This year's Pago budget is funded at 26 million dollars and is funded from local taxes reallocated balances, as well as legally restricted, Bond premium funds. Other sources under the dedicated and restricted category are the transportation and Metro funds.

C

The Crystal City Tiff Transportation Capital fund and our state federal and Regional Grant funds are all restricted in use and dedicated for transportation and or Metro activities. These three sources together represent 40 40 percent of the overall Capital funding program.

C

The final two funding sources are short-term finance and general obligation. Bonds. Short-Term Finance is four percent of the overall annual Capital program budget and typically, typically funds our core technology assets, jail bonds. In this budget represent previously approved bonds, the larger Geo Bond discussion about new bonds is had during the CIP formulation.

C

Next slide. Please.

C

As mentioned in the previous slide, panko was proposed to be funded at 26 million dollars from a variety of funding sources, including a mix of ongoing and one-time funds. It funds the replacement of assets with a useful life of 10 years or less mostly, projects that are not appropriate for long-term financing.

C

In keeping with our sound financial policies, it's important to maintain, maintain Pego as a flexible cast source. The barn rating agency positively view having a mix of cash and finance dollars. Next slide.

C

Pico has traditionally been used to fund the routine maintenance of our Capital assets.

C

It serves to reduce the failure of our infrastructure by investing with the goal of maintaining our large portfolio of assets and a state of good repair.

C

As in the most recent previous years, Pago dollar Investments have continued to be concentrated on must-have projects and end-of-life replacement Cycles. In addition, we focused funding on extending the useful life of assets, while also replacing assets that have a possible risk of near-term failure in this proposed budget. There is also a focused investment in public safety assets such as our fire stations, fire equipment and the quartz police building, the operating and capital budgets have both had to adjust to the evolving needs of our board and community over the past several years.

C

Some of the new areas of focus for the capital program include technology, Energy, Management, Park spaces and natural resource management. Next slide, please. This slide illustrates the various funding sources for Pago across the past five years. As you can see, ongoing funding across the last two years has had a modest increase. However, it has not yet reached pre-covet levels, especially giving the increased costs from inflation.

C

As expected, the majority of paygo funding continues to be from one-time dollars. However, it's important to keep in mind that increased, ongoing paygo dollars are required to provide programs a stable funding source. This will allow departments to develop a sustainable and predictable maintenance capital investment program next slide.

C

General obligation bonds are long-term financing for both County and schools. Capital infrastructure projects they fund County projects such as Gateway Park facility improvements at the Court's police, building, Capital maintenance projects such as roof Replacements and park improvements, the repaving of our roads and Bridge maintenance every two years as part of the CIP process, the board approves a referenda that includes two years of Geo Bond funding.

C

That referendum must then be approved by voters in November. The 155.8 million dollars included here includes funds from the previous referenda that had balances to be spent as well as issued on spent balances left as I talked about earlier. The capital program implements projects across several years, and this demonstrates a good example of that, with the issuance of Geo bonds across several years as the projects are executed, Bond dollars are used to finance projects with an average useful life of 10 years or more and adhere to approved Financial policies next slide.

C

Short-Term debt financing is the financing of assets with the useful life of three to ten years. Because of the shorter useful life of the projects, the interest rates are typically lower than rates for long-term bonds. This Finance tool allows us to spread payments over a term rather than paying all at once. This, of course helps with the affordability of all of the equipment that is purchased with this source.

C

As with Geo bonds, Debt Service for short-term financing is funded in the general fund in the operating budget. This Source has historically been used to finance equipment for Enterprise technology and Public Safety. However, other types of assets like fitness equipment and synthetic turf fields with useful lives of greater than three years also financed through short-term financing.

C

Next slide, project costs are continuing to increase, as stated earlier. Project costs, as adopted in the CIP, have increased as part of the FY 24 proposed budget supply chain issues are a main driver, along with increased demand for materials and labor shortages.

C

The, increased cost of bulk materials and larger equipment are also major contributors to Capital project prices increases, as well as an increase in execution time for projects and, finally, the lead time necessary to receive materials for any given project is another added factor in cost growth, and that finishes my presentation. If you have questions I'm available or we can have questions at the end with the Departments.

A

Thank you. Any questions from Ms tally. As always, you give a wonderful overview of the entire Capital program and we appreciate it as do I'm sure people who are watching colleagues any questions seeing none, but that just means you did a great job at explaining it. Thank you.

B

Thank you, okay, next up, I'm, going to ask if our friends from the Department of everything under the sun thank you uh can come here. George.

D

D

Thank you, Mr Schwartz, chair, Darcy and board members, I'm George May for Des facilities and engineering, and our paygo request that we'll present today includes funding for both our facilities, team and the energy management, Air Team and they're, coupled together as the energy management outcomes and their analytics directly support our facility electrification work next slide.

D

Okay, our key priorities in fiscal 24, as Karen mentioned, continuing our core Mission facilities, delivery and maintaining our state of good repair.

D

In addition, we're working to approve Energy Efficiency and reduce greenhouse gas emissions with the joint initiatives that the energy team and Facilities Management will present to you.

D

Also further expanding our electric vehicle charging capacity for both the county, Fleet and public use, and identifying opportunities to reduce our office space with a new normal mix of virtual and in-person work.

D

Our Equity principles are shown on this slide.

D

Thank you, and our application to these principles is best illustrated by the distribution county-wide of our plan fiscal 24 projects.

D

Next, the inventory that we maintain in our facilities includes 89 county-owned buildings, four lease spaces, just under 3 million square feet, one notable change.

D

From the past year, we've reduced the number of vacant facilities from five to two, with a demolition of the old Virginia hospital building at Carlin Springs and starting funded programs to move the fire Logistics operation from old fire station 5 to the building Quincy one in the fire Services operations in the Hudson building adjacent to fire station 4 to the 2020 building our unused space that shrunk from 275 000 square feet reported to you this time last year to just 7 500 square feet.

D

D

Our plan budget for fiscal 24 combines our pay go, requests and our previously approved funding and totals 30 million dollars across our three areas.

D

Our proposed work will be presented for these three areas that you'll see, starting with how energy Management's analytics forms our facility management, a feasible facility, electrification opportunities, while FMB simultaneously maintains our operating inventory facilities, design and construction activities built on the three fiscal 24 initiatives. In this funding request and continuing our previously approved projects, Stephen Burr will speak first to our Energy Management plans. Stephen foreign.

E

The Air Team Latin coordination with fmd to design and develop the decarbonization tool or decarb tool as a decision, support planning, process tool for the county to model Energy, Efficiency and electrification opportunities in existing County facilities. The tool was scoped to provide analysis of 12 representative facilities with upcoming CIP projects, with energy models, develop energy, upgrade scenarios with priority measures and analyze feasibility considerations for measure scenarios. An image of the decarb tool with key areas of analysis within the accompanying spread, screenshot.

E

Projects currently underway include phase two of the decarb tool with enhanced and more granular analyzes for two specific sites: Madison Community Center and Quincy 3.. This will focus on feasibility considerations for more complex equipment and systems to guide the design and Engineering phases, and the graphic are selected key metrics from the decarb tool that include greenhouse gas impacts, payback periods and energy costs and impacts an example of these metrics.

E

For for a specific facility, Quincy 3 HVAC upgrades are modeling a 27 annual ghg savings 16-year payback period and a 30 increase in electricity for the use of an air source heat pump. We are also current. We are also currently in various phases of planning and design for Public Access EV charging stations at Courthouse, Plaza and Central Library. More details on these efforts will be provided later in the presentation.

E

The air team and Des leadership are evaluating implementation sites and models for publicly accessible EV charger locations, county-wide with a focus on end user data, equity and long-term maintenance.

E

The slide has the fy24 budget summary table with a total of 1.515 million dollars, which includes facilities, funding for government Fleet EV charging. This supports near-term strategies under the Community energy plan roadmap for both public facing and government measures and benchmarks.

E

The first project in this table for funded projects is electric, is electrical: is electric vehicle chargers for internal accessibility and Fleet charging installations? This continues the work with FMP and Equipment Bureau to support Fleet transformation to electric vehicles, complementing the government Fleet charging infrastructure is funding for publicly accessible and public use, EV charging networks on government sites. These sites have been informed and identified by location, circulation and projected use profiles.

E

We are currently preparing for installation at Courthouse, Plaza, a surface slot and Central Library analysis and planning are currently underway for up to four community centers, including fairlington and Barcroft. The last budget line supports energy performance upgrades and County buildings identified through the decarb tool at Madison, Community, Center and Quincy 3.. These upgrades are anticipated to include electrification of HVAC systems and the associated incremental cost increases over like for like equipment, Replacements building envelope, upgrades lighting, retrofits and building automation systems. Connection Adam will be speaking next for the facilities section of this presentation.

F

Yeah good afternoon, I'm Adam kolawi Facilities Management Bureau. Thank you. Mr Schwartz board members, so you'll see. Fmb has an active project portfolio of 49 projects, valued at 67 million dollars, starting with some of our accomplishments. We continue to support various programs, including Des, for water sewer, streets, DHS Parks, as well as Arlington Public Schools, specifically highlighting our help in advancing the electrification of the bus fleet through the installation of four level. Three charging stations at the trade center next slide. Please many of our projects currently underway with some pending completion.

F

This month include the long-awaited renovation of the Bosman government center and Courthouse Library. We continue to address critical infrastructure with the retail replacement at the Detention Facility. We've also continued to work with our energy management team on a few projects, including implementing their d-carb tool results by performing an LED lighting retrofit at the equipment, Bureau supporting County, Fleet EV conversion by deploying charging stations with 28, currently installed and 17 more planned in FY 23..

F

We are also supporting publicly accessible EV charging stations with the installation at the courthouse surface lot, as well as the survey and design that was mentioned for Central Library. We are also working on the application of the cep roadmap goals, with the pilot electrification at the cultural Affairs facility.

F

Next slide, please. So this initiative will reduce greenhouse gas emissions by converting an existing gas boiler to all electric we've completed a feasibility study and reviewed the options. We've decided to move forward with an electric resistance type boiler, because it will maintain existing operational standards and minimize facility modifications. However, the project has various impacts, including a cost premium between 500 000 and 750 000. It will also increase electricity usage by 135 percent. It will also reduce green acid gas emissions by 700 metric tons over the life cycle of the equipment.

F

Our next steps include completion of the design followed by utility upgrades and Construction in fy24 next slide, please.

F

This is a summary of fmb's proposed FY 24 budget, which includes Geo Bond funding for various projects, including the cultural Affairs conversion, HVAC improvements to Quincy site and Madison Community Center. We continue to emphasize preventative maintenance to maintain a state of good repair and 24 7 operation of critical facilities, while also using corrective maintenance data when planning for future projects will also provide support to County sustainability goals through the installation of EV charging stations for County and public next slide. Please fmb's, FY 24 request is 3.1 million dollars.

F

Some of the projects highlighted include 750 000 to address the water intrusion into the Arlington Mill Community Center, gym from the upper Plaza through resloping of the walkway and a new drainage system, as well as three hundred thousand dollars to repair the retaining wall and some minor roof repairs at the lover run. Amphitheater we're also maintaining our life safety systems with various fire alarm system Replacements as needed. That's a brief summary of the budget request for FMB and I'll turn it over to Brad bear for fdnc. Thank you.

G

Good afternoon, chairman board members, Mr Schwartz, I'm Brad bear with facilities, design and construction, and we currently have a portfolio of 28 projects, valued with a budget of 200 million dollars, and the next two slides provide a snapshot of what we've been working on highlighted accomplishments on this slide show development at the Quincy and Carlin spring sites in support for fire department, Transit and storm water management programs, along with the implementation of interior design, features that promote flexible and shared spaces and also provide the opportunity for consolidation.

G

Given increased telework next slide, please we have several projects currently in construction, that'll be coming online between this spring and the end of 2024., and this slide showcases, those in support of DHS, the Detention Facility fire department and the art operations maintenance facility, uh while also including sustainable features and several of them, including solar panels, electrical vehicle charging and green roofs in support of our energy goals.

G

G

This is a summary of ftnc's fy24 proposed budget and includes go binding, go Bond funding in support of CIP initiatives such as Courthouse, complex renovations, fire station Replacements and the situational awareness Center, and then our fy24 Pago and bonds are broken out by project on the next slide, and they'll continue to prioritize the use of limited funds on public amenities and providing safer environments in our more heavily used facilities.

G

Next life fdnc's fy24 request is for about one and a half million dollars and includes three items, starting with an additional million dollars for the new library in Crystal City as a part of the Crystal Plaza site development plan, we recently completed the concept design, as you can see in the graphic 1.2 million dollars was previously approved, and this increased budget ask is due to it's driven by evolving market conditions and least specific issues, as we strive to provide a program that meets the minimum Library requirements.

G

The next item is three hundred thousand dollars for facilities finishes and Furnishings. This is specifically to address quality and safety issues due to age, wear and tear in the Central Library. While we defer non-essential Interiors work due budget limitations, we recently provided Furnishings in the public areas of the Central Library, and this funding will be used to complete the effort in the staff areas and then our last request is 150 000 for to complete the ongoing Ada remediation priorities.

G

This is in the first and second floors of the Detention Facility in areas that are accessible to the public and staff. This will wind down our Ada remediation efforts and then any other Ada deficiencies will be addressed as we, uh you know, through projects as we go through Construction in our facilities, and that concludes the budget request for ftnc.

G

A

Much okay, so Mr May before you leave I think this might be a good time to get a series of questions. If there are any from. Oh, you have one more sorry, I.

H

Had a wrap report there.

A

I

D

Okay, all right, okay! Well, as you heard Karen say um what will be a theme for the presentations we had when we get Beyond fiscal 24. We recognize we're still going to have some issues and they're going to be the budget constraints and how we identify non-essential facility facility deferrals and, as Karen mentioned, we particularly are slammed by the market conditions for our suppliers, not only pricing inflation but lead times, and what we're also experiencing a number of the contractors we work with who do the handle on work for having Staffing shortages as well?

D

So um but, as Steven Burr mentioned, we'll be using our Energy Management Analytics.

D

So we can address how to reduce greenhouse gases emissions in the trade-off for additional electricity consumption, in some cases, premium costs for equipment uh you're in an overview of our CIP funded Renovations, which we'll be continuing in our challenge, as we do this, for instance, moving fire support services from one building to another is making sure we align the space requirements for the current workstop and finally, we'll in that theme we're continuing to look at other opportunities, reducing office space when we go to our more virtual, hybrid Workforce.

D

So now that does conclude our presentation, Mr Dorsey,.

A

Thank you very much Mr May and colleagues. A lot to chew on appreciate all of the presentations who would like to start us off. I will so, as we think about the um decarbonization tool, can give us a sense as to whether or not that has any broader utility to non-county facilities, whether that's something that we could adapt or or make useful for others to kind of bring them along to where we are.

A

E

Yes, certainly so I think the first bite of the Apple was looking at the on the existing facilities at the county and were looking to replicate that model in various ways to take this approach, this analytical forward approach and and have it uh replicable in other county-wide, community-wide applications so yeah. So we are looking to to um what opportunities there are to either upscale what we currently have or create other Suites of tools for um for tackling uh decarbonization. It's.

A

Terrific and not that I'm going to hold you to it by any means. But could you give me a sense of what might be a conceptual time frame where something like that could be could be realized.

E

I would say, probably over the next few few years, we're really looking at some um for um something more wider scale, but um but looking to fuse together. A lot of you know the tool that we have of the federal funding and Federal grant opportunities and and in a lot of different pieces there, but we're really hoping to really um turn the strategy into action, um since it is a core part of our cep. Roadmap. Thank.

A

You Mr Burr appreciate it all right lots of lots of questions on this one all right.

J

Well, we're on the decarbonization tool. Thank you. So much for the presentation. I wondered um I. The the sample project was really helpful and I wondered. To what extent can we expect to see more output of the tool, as you all make decisions, and then also, can you give us some insight into how exactly you're, using the tool to make decisions? Is it about sort of determining the right power source for a given renovation? Is it about prioritizing which projects that you know may have the greatest Roi for investing?

J

Is it about the timeline for when there may be conversions Etc, so both um when can we expect to see it and more about how uh how you're using it? Thank you.

E

Yes, um so right now we we started it as an internal decision support tool as we work with with project planning and looking at what um uh scenarios that we can look at for for building upgrades and also layer and items like um what technologies are currently available.

E

What other feasibility considerations are there if there are um that we need to address and look at so um right now the the tool was scoped to be sort of an internal piece, but I think definitely the communications piece is something that we can look at in in augmenting the the tool as as we implement it,.

F

And what they just added to that? Obviously I do work with Stephen on the uh with the tool and looking at our different facilities, and we try to ensure we can account for, uh like you mentioned the power source, knowing what the the facility is currently able to handle, as well as from the maintenance side, making sure that whatever we're going to install is actually maintainable. We don't want to put something in that. We can't actually work on and we lose its usefulness too soon.

J

So you would use it when there is a project, a facility that needs a renovation and you're trying to determine what to do rather than saying um which of these facilities might we tackle for renovation? First.

F

Both correct yes, so we for for fy24. We had a couple of projects already on the list that using the tool we're able to identify which measures are best to implement for that specific project. So we are going to adjust the scope to align with the decarb tool results where feasible as well as there are some other projects that we're able to uh jump start their uh conversion. If we need to, if we know they're near uh use, end of use of life rather than waiting till end of useful life or until it becomes critical.

F

A

Thank you, Ms Garvey next yeah.

I

Thank you, I think, on the same one I think I mean we're all fascinated by the boiler. Electrification seems really interesting um and I'm glad we're going to be doing Pilots when I was on the school board ages ago. We did geothermal and it we weren't really ready for it, and it caused a lot of problems that was a long long time ago.

I

So it's good to do a pilot and I find myself funny I'm, assuming we're not the only uh jurisdiction, doing these sort of things so I assume we're coordinating with our friends in Alexandria in Fairfax I mean. Is everybody kind of doing this sort of thing in the region or are we doing more of it?.

E

um From from what I've seen is that this is definitely an area that um that all local governments in the area are looking at is decarbonate decarbonization of facilities, I think that existing facilities, given that the facility is already there and with equipment up upgrades.

E

um This is a little um I, haven't seen a model in the in the region that um that sort of takes this analytical approach that that we're taking I've um and so um I think that we are out of ahead of the game on this and then really trying to take the analytical approach for the existing facility.

I

Okay, yeah, that's great and I assume. We will do quick because I think Alexandria is ahead of us on electric buses and it'd be good if everybody could learn from from each other, so hope I'm assuming there's going to be a lot of coordination um and then I think you may have answered it. When do you think we'll have results like, particularly in the boiler, electrification, I'm, just kind of curious about that one I mean it's going to be a couple of years.

I

You got to get it up and running, and then you gotta have some a year of so.

F

The project is slated for fy24. We are starting the design this year and will be completed uh in fy24, and construction should be done by the end of fy24. So we'll know we'll have the system converted over within the year or so and.

I

Then you got to get I assume it takes a year to get good result. I mean how long do you think it takes to then figure out if it's actually working.

E

Yeah generally, it's a year for them for the evaluation, measurement and verification process, so we'll take a year of facility data and the consumption and compare that to what our forecasts and what our models were and that'll help us sort of inform the tool and recalibrate. So we do have that feedback loop as we as we continue to implement right.

I

So like in a couple of years, we might actually have some some data cool all right. Thank you.

A

All right, Mr, Karen Thomas thank.

K

You Mr chair uh all this is very very interesting. I have to tell you to to scarves at the moment that you were presenting the slide. I was thinking what happened to solar water heaters, but that's a different because on 3700 for my run, I think there is a I mean it's flat, roofed building right correct.

K

So uh this is one of these, where I would always assume that something like that would be feasible and they normally go hand in hand with a with an electric uh boiler, and you know I've seen that in practice how it works it, it takes down energy consumption by 95, especially in our latitude here, and it's extremely efficient, uh but I'm, not an engineer I'm just putting that out there. Just as a as a note. The other thing is uh the other thing that I wanted to ask.

K

I want to understand that how we, how we apply the decarbonization prioritization tool, so I understand that we model the building. That's number one: that's that's! A huge Insight I always thought that we mostly that we had modeled our buildings already, but we are taking a second bite at this apple. Is that correct, great and then we we are, and we are running then different scenarios with different solutions and then we'll be able to uh you know to to assess uh you know what is the best pathway for these buildings to be decarbonized?

K

Is that do I understand correctly yeah.

E

Yeah, that's a pretty good characterization of it too yep and so we'll, and so we look at 12 different measures that we apply to it to see what you know, what the costs are, what the savings for each of those buildings. So we can really compare them side side by side and inform the the um design phase of it and then also um pull in some of items like the feasibility constraints.

E

So if there are, um you know, we do need to look at like the panel upgrade or or other items like that, that we can also bake that into the design process processes as well going forward. Great.

K

Is there is there a point where we report something, or we make this data available to the public, to see to see, for example, how a building and given this building, for example, it is modeled, and you know how this building performs.

E

Yeah I think that there is um so we do. um uh The county does um disclose and Benchmark all of its facility um buildings, and so that's sort of the annualized um eui, but I think that we could look at opportunities with the decarbonization tool to have whether it's a case, study or or specific call-outs that have more um public facing information on them. Right.

K

Because I I thought that since we are modeling the building again, uh that would be excellent to update our benchmarking right.

E

Yeah and so the benchmarking does occur annually and we and we disclose that through the epa's portfolio manager, energy, star tool and so that's um and so that's available um for um but yeah. But the energy model would sort of show the more granular um specific data with um 30-minute interval data that we used rather than the monthly data.

K

Okay, I really think it's important, because we have a lot of interest in that and we are at the end, we're applying something that is pretty forward-thinking and why? Wouldn't we show it to to the general public here so that they see what we are doing, and you know we provide some input as well. Thank you thank.

L

You thank you Mr deferanti. Thank you. Mr chair, see if I understand, Mr the conversation you just had so and with Miss Garvey and Mr Karen Thomas. All of that work on slide, 24 talks about 500 000 to 750 000.. All that work essentially would determine how much of a premium we end up paying in practice. This is our estimate and we will find out. Is that correct, correct.

F

So through our feasibility study, that was the premium that was determined, it would cost to go from a natural gas to all electrics.

L

Yeah, okay, great um thank you, I just wanted to see if I was understanding. The other question I had is regarding electric vehicles and the four community centers do we have and if you don't know off the top, that's reasonable.

L

um How do we have a sense of how many electric charging stations we would put in at each of those locations or does it vary? I, don't know which one of you would be best. It.

F

Does vary? We that's part of working with Stephen on that is figuring out, which location and then factoring in what's available. So the goal is typically between uh two to six, depending on the location, parking constraints as well as again, electricity constraints and.

L

There's no like is there amount per charging that it typically costs? Is it 50 000? Is it or is it? Is it less more per.

F

Charging station.

L

F

So for a public-facing charging station we typically see around uh 10 to 15 000 for the full installation of it.

L

Got it okay, I'll be interested in following up a little bit just to see if there's I'm, mindful that, there's a little money left in the climate action fund and when we founded that that was based on Outreach to the public um I'm trying to compare. In my mind the 300 000 we're spending on the Central Library refresh with the money we have left in our climate action fund and uh both be strategic, but also um respond to the science of the last month and the the new report.

L

So thanks very much Mr chair and both of you thank.

A

You any additional questions: Miss Crystal.

J

Unrelated to our energy investments, just a quick question: the Crystal City Library I just wanted to make sure I'm understanding, so the investment there is an additional or the proposed investment. There is an additional 1 million for a total of about uh 2.2 million in in support from the general fund, or maybe Bond premium, I'm, not sure of the source from Arlington County right, because that that uh facility is a partnership with the developer.

G

Correct it would be from Arlington County, and this is our funding to outfit the space with the new library, okay,.

J

And so I just wanted to refresh myself, because the the their contribution is of zero rent for that space is that right and our ours is to invest in the actual fitting out of it.

B

They're, making a contribution towards and I don't have it's about two I think it's 250 000 a year for a certain number of years that were meant to offset the operating costs okay um of the facility, so.

J

We're paying annual rent.

B

um I'm gonna have to get back to you on that I. Don't think we are, um but I can't recall you.

J

Don't have that at the tip of your fingers on every possible project, no.

B

J

Don't uh that would be great I'd appreciate, seeing it, and also, if you could just remind me to for um how long our Arrangement is both their contributions and the term of the lease I'd find that helpful. Thank you. So much.

A

Thank you any additional questions for Mr, May and team all right. Thank you.

B

Paging Eric Beach.

B

Next up, Eric Beach is going to make a presentation and he will be focusing on the capital program for the Department of Parks and Recreation. So when you're all settled.

M

B

Think Britney and Jane.

N

ah Good afternoon everybody I'm Eric beach, with the Department of Parks and Recreation and as Mark just almost noted today, Jane Rudolph, our director is here as well as Brittany Kenny, our acting Financial Officer Tim mcnash packintosh, our Park development, Studio manager and Robert Capper. Our DPR DPR asset manager are all here and available if needed.

N

Next slide, please, uh the DPR Capital program is created and managed in support of dpr's vision, which is to be the happiest healthiest place to live, learn, work and play the CIP and paygo programs directly tie into creating and maintaining attractive public spaces that are called for as part of our mission.

N

Next slide, please, since DPR last provided an update at our 2022 CIP uh presentation, we have continued to make progress on our Capital. Maintenance needs, Renovations at towers and Marcy Road Parks have been completed and the restrooms at Madison, Manor and Fort Scott Parks have been rebuilt.

N

Next slide, please, as part of our synthetic field program. Dpr has completed the conversion from natural grass to synthetic grass at the upper teeth field at Thomas, Jefferson Middle School, which you can see on the left and replace Synthetic Turf at Barcroft Park, which features our new County logo pictured on the right. Additionally, Synthetic Turf was replaced at Rocky Run Park and the Wakefield High School stadium.

N

Within dpr's, Trail and bridge modernization program, we replaced 17, 000 linear feet of Trail in 2022 and our set to replace 12 000 linear feet of Trail in 2023.. You can see two examples here of new asphalt at Glen, Carlin and lucky run trails. In 2022 we completed the replacement of a pedestrian bridge in Glen Carlin Park and have a second pedestrian bridge going out to bid uh this in the very near future at level Run Park and having gun design work on replacing a non-ada compliant bridge in Blue, Mountain Park.

N

Next slide. Dpr has a variety of projects in various stages of project completion. We are currently scoping eight projects, including Douglas Park, Woodmont Park and the Kenmore synthetic field conversion. We have three important projects in the planning phase: uh The Boathouse Roslyn, Gateway Park, and the three Urban parks in Virginia Square DPR has Bailey's Branch, Park Gunston park, playground and upper Bluemont tennis courts and design among several others, and currently we don't have any projects in bidding sort of more of a quirk.

N

In the timing of this presentation than where we are in our scheduling, we do have several projects in permitting and are looking to complete construction of Alcova Heights Park, the guns and bubble and several others.

N

When DPR looks at equity in this Capital program, there are several areas of focus for us, as I have shared previously DPR looks at our geographical distribution of our projects and on the right you can see how those projects have it implemented across the county. Since 2015.

N

in our long-range Master planning, we are cognitively important questions of who is involved. Who are we missing? How do we bring residents into our processes that are not currently participating uh and DPR also uses our level of service in a 2019 public spaces master plan to ensure Equitable access to our amenities, I'm, going to take a moment to talk more about how DPR is looking to add an equity lens to the selection of our capital projects, we have been Consulting with our peers and other jurisdictions, primarily Minneapolis and Portland.

N

These jurisdictions have Equity plans in place and actively use them in their Capital programming. A large amount of our work is already done in that our asset management study over the last few years has given us a good understanding of the condition of our assets and our facilities. That understanding is based on a form that has inputs, such as condition of the asset, useful life remaining and safety concerns.

N

What we're looking at now and what our peer jurisdictions have begun to do is to add an equity into that formula and we're going to do that via filters such as income analytics, rational ethnic makeover of neighborhoods and other community indicators. The idea is that this new formula will provide a far more Equitable decision making process and we're pretty excited to see where this will go and to share more in the future.

N

As that advances next slide, please, as I have talked about in the past several times, we have a long list of Assets in our 147 parks and almost a thousand acres of of land includes 81 playgrounds, 100, 180, quarts of different varieties, uh 25 restrooms miles of fencing and thousands of small items like picnic tables, grills and signs, and such we also have 126 Acres of natural resource conservation areas and 250 000 trees. To maintain next slide, please, how do we manage all that, as I mentioned on the earlier slide for our assets?

N

We are putting the finishing touches on our asset management study and tool for synthetic fields. We look at their General condition and test their impact ratings, which is sort of the safety for users on an ongoing basis to ensure proper safety levels are met with Trails. We look to complete a pavement condition index. Excuse me, assessment every four to five years and our most recent one has just wrapped up. And lastly, we are finishing up a condition assessment of our 65 Edition, pedestrian, Bridges and Forge, which help us set a replacement and repair priorities.

N

So all that brings us to our 2024 budget requests for 2024. Our budget is over just 21 million dollars. It's made of our Pago bond funds, short-term financing, our Partnerships, such as those with APS for cashier fields and the Arlington neighborhoods program and our existing balances that help us leverage. Some project savings.

N

Dpr's only new maintenance, Capital project request this year is for doctors, Run Park. This is for 623 thousand dollars for the design of a new playground. Volleyball court circulation, Furnishings Landscaping, store manner management improvements.

N

The remainder of our request is a continuation of our FY 23 design, funded projects or ongoing items, and these include our Capital asset manager that manage their asset uh study and plan. The Fuel Fund, which accounts for the fees taken in from our field, support user groups, the feasibility studies Information Program that provides funding for short-term needs required by current projects and fitness equipment replacement that allows replacement equipment in our recreation centers when it wears out our Synthetic Turf Replacements are typically funded through the short-term finance and our Synthetic Turf program.

N

Next, two Fields up in our eight year replacement cycle or Washington Liberty and Williamsburg middle school and those at Washington, Liberty, High School, is a 50 50 cashier with Arlington Public, Schools and Williamsburg Middle School is a 70 30 cost share with Arlington Public Schools for Bond funding. All our projects here are approved as part of the 2023 2032 CIP process and our continuation of work already in progress or commitments made during various uh planning processes.

N

They include Bailey's Branch, Park, Woodmont playground, Douglas, Park, Boathouse, Gateway, Park, Jenny, Dean phase, two free Urban Parks, the natural resiliency program, the trail and bridge modernization program. You might notice here on the slide that our Capital total excuse me. Bond total is slightly less than one of the previous slides, and this is due that we are using funds from the Arlington neighborhoods program and Trail bridge program as part of our total Project funding in order to leverage some cost savings with doing things at the same time via the same contractors.

N

So there's a slight difference between the two slides to note. Our program was put together with a commitment to maintain a state of good repair to continue to meet our ongoing planning and asset management commitments and to continue our good Partnerships with external agencies. So this will.

O

N

My presentation and I can answer any questions you may have.

A

Thank you. Thank you. Mr Beach appreciate it greatly. Colleagues like service level questions, Miss, Crystal,.

J

um Thank you so much for the presentation, a question about the three Urban Parks piece that came up a little bit during the CIP last year and um I know I. Think at that time we had envisioned it the planning to kick off a few years out.

J

um It had come up a few times in conversations with those in the near neighborhood about, in particular, the Dominion parcel um or the personal thing that we acquired the former Dominion site right at 18th and Ives. Is that one of the three.

N

So I think the 18 and I was Dominion. Parcel is part of the Virginia Highlands Square Master planning in small areas, so that is later in the CIP and I would may need to leave for this I think it's like 27 and 28. yeah. um Three Urban parks are Mari um Gumball and herself Milliken by Virginia Square, see.

J

So three different Urban Parks.

N

There's three Urban Parcels: okay,.

J

Fantastic I'm glad to see it, it had been up and I know. There was an appetite for a little more conversation about that. But in the later years.

M

J

Cip with the appropriate Forum to have that conversation. Thank you.

A

Thank you, Mr Karen, Thomas,.

K

Thank you Mr chair and thank you for the presentation. It's a little bit follow-up to miss crystals. uh Can you remind me because we were talking about the Central Library improvements there, the Quincy, the Quincy Park, uh should be also the pipeline at some point- it's not in the list here for next year. But can you remind me when when this would be up.

N

For so it is, we have master plan funding in the adopted, CI P, but I think it's out in 28. I.

K

Might need to confirm that, for you.

N

But it's a few years away, the.

K

Reason why I'm asking is because we have heard a little bit, uh but about that so uh I I want to know so that I can respond to these questions. um Second question is uh We've. We've heard a lot in lately about bathrooms and additional investment in these. uh Is there anything we can do more out of pay go this year, or should this be it more planned activity.

N

So I think there's been a lot of uh I. Think you're, referring to some of the specific discussions around restrooms, particularly in the Green Valley neighborhood.

K

That was Walter Reed and Green Valley yeah.

N

And Green Valley yep.

K

I said I said: Josh Robinson, uh John, Robinson.

N

So I think the department um has been having some conversations has gone out to the neighborhood I think when Mr Dorsey was there the other uh several evenings ago and we've had met with some of the representatives. There I think we are looking at what might be able to have done in the short term. uh As far as um you know, addressing the need or the the issues over there and by short term I. Think I mean you know, sort of porta potty.

N

Other kind of means to do that that are, um we can work into our maintenance budget. I'm, not sure this Pago would be a time to deal with a permanent restroom facility because of the cost associated with the permanent restroom facility. I. Think a permanent rescue facility you're, looking at probably between 600 to 900 000 for three stall uh restroom that we're putting in standard in our parks and that's because it's sort of Standalone not part of a large project that might reduce costs and I, don't believe.

N

The current Pago would probably absorb that or might be appropriate at this point in time until there's sort of more conversations to figure out what the appropriate answer is to solve. That issue.

K

Okay, thank you.

A

And just uh duly note that there is uh not not entirely a public consensus in Green Valley about the necessity of a restroom solution. So we we stand by ready to assist if there should be a consensus that emerges from there all right, Ms, Garvey,.

I

Thank you, if you could remind me, I should know but I don't know. Where are we on the Arlington Boathouse? What's that are we designer building and then the other question also I realize I'm not sure what a natural resiliency program is.

N

Okay, um so I before I, get to those two questions. I did get a little bit of information. The Quincy Park match one is in 2031. in the adopt Ed. Sorry to that's fine jump in front of your question, uh your questions so as far as the I'll take them backwards. National Residency program uh was one of the new programs in our last the last CIP and the one that was adopted in 2012.

N

uh that established our ability to be able to, on an ongoing uh way funded every other CIP cycle to allow us to do a sort of large-scale um uh natural Capital to deal with reforestation, large-scale reforestation, large-scale, invasive removal, storm water erosion in our Park system. That may not be part of the the primary system for erosion control and things like this, and so that is a program that is was funded during that CIP. For us to be able to um to tackle some of those issues.

I

And sort of to respond to them I mean it's not like. It's all we're all planned out exactly what's going to be done with it's responsive sort of to what we need, okay and.

N

That's partly why it's a program um so, for example, this year we started funding the um the emerging uses program and then the next cycle would be the natural resiliency. But for the immediate program Ram, which was version uses, we defined some of the pickleball program projects and things we're doing. When we get to the next CIP. We will Define a little bit farther. What the natural resiliency program will be, so the next CIP I would expect would have some specific project um references in it, The Boathouse Boathouse.

N

Currently we are still working with the National Park Service. We are working on a memorandum of understanding that is defining the terms and conditions for the agreement that we need to sign with the park service in order to lay out what our long-term sort of obligations as far as access to the property, who has a certain management maintenance rights of different parts of that project.

N

The Boathouse, access to the waters on Park, Service property, the building where I may have restrooms and storage, are on County property, and so there has to be there's what was known as a Cooperative management agreement. That needs to be signed. We are exchanging uh drafts with their attorneys and our attorneys are going back and forth right now. We are hoping that that will be concluding later this year, which we will be immediately moving towards our Cooperative management agreement, which the board would need to um to approve when we get there.

N

But our timing is such that we believe we will be able to get to begin some of our Master planning for The Boathouse later this year and when I say get to it. It may be our implementation of that, so the public side may be the year after in 2024, uh but that will allow us to lay out sort of what our use program might be there or different options for their use program to kind of establish different levels of cost.

N

Some of the phasing and some of the other needs as far as access to the site, both pedestrian and vehicular vehicular and some of the connections and things like that. Thank.

I

You cool I, think I first was lobbied about this in 1996 or seven. Thank you exciting to see it getting somewhere excellent.

A

A couple of low dollar questions here first, is: it relates to the parks that we, you know. Doctors run that we're doing or the the scoping and planning that we're doing on many of the uh many of the neighborhood parks. Are we thinking about anything different in terms of signage or uh kiosks or facilities in light of the post-covered world, to either advise people about how to safely play or to provide opportunity for wipes and and hand sanitizer and those sorts of things as permanent features of our parks?.

N

So we have um uh begun to look at I shouldn't, say not be good. Almost every project there's a conversation about you, know: Community signage boards and kiosks, and so we always have a conversation about what's appropriate and where it's appropriate both for um the access to be able to provide some management operations of them. uh You know they make sure the message messages are appropriate and they don't get torn apart and things like that.

N

um I'm not. We have not really gotten down the road of looking at providing permanent wipes and things like that. I think that's sort of a little bit of a global conversation. We need to have with some of our partners in our operations, side from Parks and natural resources and how that might be done. I, don't see why it could not be part of the conversation. I haven't. No. We have not made any significant changes in that way. Yet. Okay.

A

And in terms of the community fitness center equipment, I love that we proactively replace stuff one of the most frustrating things in any Community Center, not in Arlington, but in other places that I visited or getting your site set on using a particular apparatus and to find out that it's broken. And then you go back week later and you still see that broken sign on it. So I love it it's terrific, but mindful that we are doing it proactively.

A

What is our plan for disposing of it? Assuming that it still does have some useful life? Mindful of the adage that one man's trash is another person's treasure.

N

So I may need to um ask for a correction on this. If I'm incorrect, most of our equipment, I believe is, is a lease situation. Yes, I'm seeing yeses from from the gallery, so got it uh when something is um needs to be replaced. We are it's done through the leasing company and the contract that we have. They come in and replace it.

A

M

A

I've got a copy at it for the budget book for you in a future years, just to make sure that's, that's clear. Okay, all right any other questions for Mr Beach!

A

Terrific! Thank you so much. Thank you.

I

B

Okay: next up, we are going to turn to Public, Safety capital and I. Think calling in from a secure location would be Jeff, Bergen, Jeff.

P

Good afternoon and yes good afternoon, um my name is Jeff Bergen and I'm. The financial officer for the Department of Public, Safety, Communications and Emergency Management and I'm, proud to represent our Public Safety agencies. Today from the police, fire Sheriff Public, Safety, Communications and Emergency Management organizations I'm joined on teams by some of our our members of our agencies, as well as some of our leadership with you here today and subject matter experts, if you have any questions at all, um I'm excited to present not only our projects but also our Capital process.

P

We feel we have one of the more Innovative approaches in the region when it comes to the combination of both Public Safety uh and Public Safety technology, and this is in large part due to our Public Safety Information Technology Program managed by Mary Paxton, who has team members who focus on it.

P

Applications, infrastructure and project management for our critical Public Safety Systems provides great expertise and Consulting level service across all the public safety agencies, but where I think this program is even more impactful, as you can see on, the screen is in our governance, Sports structure, where we have a deputy, County manager who convenes Public, Safety Chiefs, as well as the county CIO, to discuss our strategic Investments around Public, Safety and technology.

P

These items can include our regional collaboration on systems joint purchasing agreements with Council of governments, as well as the long-range communication planning and systems to name a few I think having this approach has led us to the creation of Industry standard refresh cycles for our core systems, many of which I'm going to talk about today, and some of them were up for replacement, fy24 project implementation schedules and management to ensure that our projects are managed on time and Regional collaboration and I think those are some of the huge benefits of this program. Next slide.

P

For our last uh 10-year CIP that we did, we really stopped thinking of our Assets in terms of departments and really started to look at the programs that they represented, as our Public Safety Systems, often cut across departmental lines and provide value across the public safety Enterprise. So this really helped us with the prioritization of these projects. As a group, we renamed our buckets into six program areas to better demonstrate the impact of that investment.

P

I won't go through all these, as you can see on the on the slide, but these are our six areas and some of our notable inventory in there, but we're able now to focus on what helps to improve Public Safety in areas like Public Safety Communications, whether that be replacement of our radios or our new 911 phone system. If we're looking at improving our Public Safety facilities, we may be looking at our fire station alerting system and when we're looking at our it applications and Hardware.

P

That could be uh something like our mobile data terminals, as well as our records Management Systems next slide.

P

When we're also looking at our core systems and our inventory, we start to realize that these do have regular refreshment Cycles. So, as a result, we feel like we're having a lot of accomplishments and work underway on an annual basis and we're also feeling like we're, making a good debt on that inventory so kudos to our psit team for for managing that, and some of the successes that you see up here are how we have utilized our prior Capital funding to great success in almost every single one of these cases.

P

These achievements are not new programs but they're, the constant refreshment of that core of our core systems, and that's really helped our First Responders on a day-to-day basis having the tools that they need next slide and when we're looking at our fy24 projects. uh This is just another slice of our inventory. It's about 10 of our 10-year CIP total to continue that overall refreshment of our core systems.

P

This year, our Public Safety radio project represents new radios for police sheriff and dipsum. This is one year, one of a three year replacement plan to replace over 1400 radios. We do that over a three year period of time due to the large size of the inventory, so we don't cause too much disruption to our Public Safety uh program and our Public Safety Communications.

P

Next is our fire defibrillators. Those will also be replaced in fy24. These items have a seven year useful life and fire will be able to purchase and deploy those in fy24 and our fire apparatus replacement program represents the continuous refreshment of our fire vehicles. I know we talked a lot about that during our general fund budget discussion.

P

uh This has been a great program and allows us to ensure that we're operating safe and reliable equipment on a regular basis- and lastly, is our e-7 system, which is funded through, uh like a user generated five dollar fee. It's replaced when the revenue received can cover the cost of that system.

P

Next slide and again, this is kind of our our investment in fy24. One of the things that we're really proud of is that, on an annual basis, our our investments are similar each fiscal year and that's not an accident. The governance board and psit has spent a considerable time ensuring that our projects, both in scope and in dollars, represent a smooth investment cycle each year, and we have found that that's given a really good path towards success in terms of implementation of the projects to be on time and on budget next slide leave.

P

That may be it for our Public Safety Capital um and any questions that that you all may have thank.

A

You very much Mr Bergen. We appreciate it any questions. Miss Garvey.

I

Yes, sorry, one um in years past we used to hear a lot about Public, Safety, radios and I. Don't know if these are the same ones and the um attempts to try to go as a region and buy it or with other um uh jurisdictions in order to save money, because we were kind of over a barrel with the with these radios is where's. That is that still happening? Are we coordinating with others? Did it fall apart?.

P

I know with all of our person we do coordinate with with our other partners in the region. um I will defer to Stuart Sands in terms of our are working with other Regional Partners in terms of uh getting those prices down in terms of the radio themselves for interoperability.

P

Stuart. If you can answer that.

H

Yes, currently, we are uh using a contract that is uh a national capital region contract and it gives us a discount off of the price of Motorola. I know that the uh Council of governments is looking to put a contract on the streets in future years to do it as a regional purchase uh program. But right now we are on a program where we have a reduction in price.

I

Thank you sounds like we're, coordinating and trying to get the price down as much as we can as a region, and that's great thanks.

A

Yeah, thank you for surfacing that question. I mean anybody who does the math recognizing that they're, probably a few different devices that we're including in this, but that comes to an average price of about two two thousand bucks, which seems ridiculous until you find out that that's actually what these things cost in the real world and um you know appreciate the efforts to drive down costs as much as possible. Any other questions all right, I think we're ready to move on. Thank you very much, Mr Bergen.

A

B

So I actually did want to note something. As far as on breaking news. I just got a note from the You Know Chief of Police that there have been a bank robbery down at the Wells Fargo in Clarendon with a hostage situation, but it's been resolved appropriately. There's one person that had to get transported a woman, who's pregnant who is being looked after, but the suspect is in custody. I just wanted to. Let you know that, since that was breaking news.

A

Thank you for letting us know thanks to the police, for resolving the situation, presumably without any significant injury to anyone and second bank robbery within a week, I believe in Arlington all right.

B

So I think up next is the Department of Technology services.

B

And I'm going to turn it over to our director noren Lee and he will begin the presentation.

Q

Thank you: Mrs Swartz good afternoon, chairman board members I'm Norman Lee, the director Department of Technology services and I'm, joined by my senior leadership team, Richard Archibald, all your hartel David Hurley, who is coming in Via teams, I'm Lee, Solstice, Gilbert, Pizano, Jeff, Taylor and Jonathan Manley first slide. Please.

Q

So the mission of DTS is customer service Centric and incorporates four key principles: security, stability, sustainability and innovation. Next slide.

Q

So I like to highlight some of a few of our key accomplishments this year, starting with the network upgrades of the courts police building from a one gigabyte Network to a 10 gigabyte Network, which has resulted in improved network speed and capacity in the realm of PC Replacements, we've completed 755 plan device, Replacements with 91 of them being laptops and nine percent being desktops for devices that needed replacement due to incidents we place, 147 of them with 76 percent of those being laptops and 24 being desktops in terms of our connect Arlington accomplishments, we successfully deployed the fiber Network to both the Animal Welfare League of Arlington and the temporary fire station 8., both locations, Operate Now, on a 10 gigabyte connection in the area of unified Communications and life cycle.

Q

Refresh we've kicked off two major projects: the telephone system upgrade project and the Enterprise finance and HR System modernization project, we'll delve into details of these initiatives later in the presentation. Finally, we're excited to announce the partnership of the treasurer's office. We've successfully completed the deployment of a new online payment solution for non-traditional requests. This includes foia requests for the Arlington County for the county, attorney's office and police, in compliance with Virginia state guidelines which mandate that jurisdictions provide an online payment option for foia requests by July 1st 2023.

Q

so overall, we're very proud of what we've accomplished this year and excited to continue delivering on ongoing projects. Next slide.

Q

Projects underway some key projects currently underway, starting with the network bucket, we have various Edge refreshes underway, while in unify Communications bucket, we are undertaking two courtroom upgrades to support body, worn cameras as well as updates to conference rooms in the remaining 55 rooms throughout the county. The equipment needed for the completion of these projects have been delayed due to supply chain issues, but we anticipate receiving the necessary equipment later this summer, including the projects by fall of this year.

Q

Regarding connect Arlington projects, we will begin undergrounding fiber at Taylor Elementary in Jamestown Elementary in May of 2023 and at Cardinal Elementary in Claremont Elementary in June of 23..

Q

We are also expanding the connect Arlington fiber Network to two additional locations: the art, bus operations and maintenance facility in the neighborhood and the DHS group home on 1212 South, Irving Street. Both locations will operate on a new high-speed, 10 gigabyte connection, looking at what's underway for the life cycle refresh program, we're currently assessing the feasibility of moving the existing Enterprise Records management system on base to the cloud, we anticipate providing more updates later this summer.

Q

Additionally, as mentioned on the previous slide, we've kicked off the finance and HR System modernization project, we're expected to have the financial services component of prism in the cloud up and running in the summer of 2024, followed by the HR component in the fall of 2024.

Q

Q

Dts CIP projects underwent Equity review last summer to consider potential impacts on racial Equity, from public impact to staff impact to incidental impact. We use the framework developed by the County chief Equity officer to assess the benefit and or burden of budget request proposals on marginalized communities.

Q

This process raised awareness and provided a fresh perspective for integrating racial Equity considerations into project development and implementation.

Q

The Broadband study being led by cphd, will provide further insight into Community needs and make recommendations for the county to consider for further action and development. This all will help raise the awareness of racial Equity considerations in our department next slide.

Q

We would like to share with you a list of our Capital asset inventory, which includes both hardware and software components. While we will not go into detail about each asset, we would like to highlight some exciting news. As a result of our migration to the cloud, we will be able to significantly reduce the number of telephone system handsets by 3284 for a projected net Savings of 788 thousand.

Q

This number is based on the results of a telephone system, study and assumption on staff usage. Additionally, we anticipate that the number of servers and hosts maintain on-premises in our physical locations will decrease, and we will have more precise details on the exact numbers as we get closer to the end of FY 24.

Q

next slide. Please.

Q

We'd like to provide you a high level overview of our funding sources, although the big number of seven million dollars is noted, it is only this only includes the prison project, the upgrade to the HR and financial system going into the cloud. A significant portion of our projects are funded through short-term financing and pay as you go dollars next slide, we'd like to share with you a high level breakdown of our proposed budget allocations for the fiscal year 2024..

Q

Our proposed Investments represent our dedication to enhancing our services in the coming year, totaling just under 15 million, we'll Begin by delving into the details, Investments of the following slide next slide. Please.

Q

For network is part of our Network program for the physical year 2024 we plan to upgrade and replace end-of-life Network equipment. This includes upgrading 39, routers, 164 switches and firewalls, as well as improving security devices across the county. We will also be upgrading 11 sites across the county to 10 gigabyte connections and implementing Wi-Fi upgrades throughout the area. We anticipate these upgrades result in significant improvements in Wireless connectivity.

Q

Our continued investment in this program will ensure that our Network infrastructure remains up to date, reliable and secure next slide.

Q

Currently, we will operate out of three data: centers trades, Bozeman and equinix fy24 will Mark the end of our last major server Hardware refresh cycle. As we approach the end of this cycle, we will be shifting our Focus towards investing more in cloud services and less in physical Hardware.

Q

While this is the last large-scale Hardware refresh that we will see, our storage needs both on premises and in the cloud continue to grow at an average rate of 70 17 percent annually, mainly due to the number of documents required to maintain next slide.

Q

Workforce, modernization in FY 23, the county, procured, fewer laptops and desktops than planned due to a reduction in the device. Modernization account this affected device availability and configuration support. While there was short-term impact, the county may be able to extend the useful life of devices without impacting our users.

Q

The reduction in budget also prevented proactive, Replacements and added a significant backlog of work. Frequent configuration support with the plan of 2.9 Million in fy24 DTS expects to return to many structural aspects of the fy23 spend plan and reduce the backlog next slide.

Q

The County's current phone system was installed in 2008 and needs to be upgraded to keep Pace with modern phone systems and communication methods. A study conducted in 2022 found that a new cloud-based system could lower costs and increase utilization by combining various voice communication systems.

Q

The new system would provide an omni-channel experience for customers, whether someone calls them by phone. Whether someone sends us an email or visits our website and interacts with, say a chat bot. We should be able to help them, no matter which way they choose to contact us funding. Requests for two-year would enable the full implementation of the new system across the Enterprise, with dtsb in the first Department to transition by September 2023 a light. A timeline of department cutovers will be shared with the Enterprise by June 23..

Q

We expect full completion of the project by September 2025., which resolved reduction of physical desk phones of 3284 migrating most staff to soft phones. This result in a net savings, as previously stated, is 788 000 in capex spend next slide.

Q

A soft phone is basically it's it's on your computer you're. Basically, if your computer is your phone voice,.

I

Q

Like teams, yes, exactly or Jabber.

Q

We also oh I'm, sorry connected connect, Arlington our fiber Network that currently covers over 60 miles and connects over 100 structures in FY 24. We plan to implement several upgrades to enhance the Network's, resiliency and redundancy specifically, we plan to undergo aerial fiber at North, Glebe and Chesterbrook to migrate the risk of five to I'm, sorry to mitigate the risk of fiber damage from storms and to avoid the cost of pole, rent renewal, which is coming due in December.

Q

Additionally, we will create redundant fiber pass at Sequoia, Plaza and Alexandria to ensure that communication can still occur through alternate. Fiber paths is one it's. If one is damaged, these upgrades will increase the Network's, resiliency and redundancy, ultimately improving the reliability and availability of connect. Arlington next slide.

Q

Our aim is to modernize the County's core Enterprise financial and human resource system. We are currently in the design phase of the project. The next three months. We will see a quick transition to a configuration phase. The funding being requested will cover two year. Two of this two-year project, which includes testing, training and post, go live support.

Q

Key Milestones include the financial services component, accounting and budgeting being up and running by July, 1st 2024 and the HR component time, keeping and payroll by September of the same year. Next slide.

Q

We've concluded our preliminary assessment of the first application property search, which is intricate and interacts with multiple data sources. Our analysis focuses on identifying requirements for transitioning this application to the cloud and we are working with a vendor to support us in this process. The lessons we learn during the transition of this application will be beneficial in informing our Cloud migration strategy for the other on-premise applications. In year, two, we intend to accelerate our Cloud migration efforts to include the remaining 20 plus applications in our e-government application.

Q

Suite Arlington's, app inventory application consists of a total of 453 applications with 69 percent serving department-specific functions, 31 providing Enterprise level Solutions, not of these 51 percent are hosted in the cloud with their hosting Solutions, provided by Amazon web services, Microsoft, Azure and other vendor specific options.

Q

The remaining 49 percent are hosted on premise, located in Bozeman, Equinox or trades. It's part of our current CIP budget. We plan to migrate some key Enterprise applications such as prism, our finance and HR System e-government, Suite of applications and on-base Enterprise Records management system to the cloud next slide.

Q

So key budget considerations. In conclusion, the budget considerations for fy24 focus on three key areas: security and resiliency migrations to the cloud and Workforce mobilization to support these objectives. Several initiatives have been proposed, such as the upgrade and replacement of end-of-life network equipment, implementation of cloud-based phone systems and modernization of the HR Finance systems, Additionally, the county plans to accelerate its Cloud migration efforts to include the remaining 20 plus applications of the e-government application Suite.

Q

These initiatives will enhance the reliability, availability and efficiency of the County's operations, while improving the user experience for both employees and customers. The continued investment in these programs will enable the county to remain competitive, agile and responsive to changing business needs, ensuring that it can effectively address future challenges and opportunities. That concludes my brief.

A

Thank you, Mr Lee. Any questions from colleagues well stated I think we're all excited to see some of these things like prism come to fruition. How long have.

R

We been talking about well.

I

I think we've been talking about a long time. Christmas is supposed to be better now. um Ms.

A

I

Yeah, so how when we go to the cloud I assume things are um more, it's faster, it's more secure and is that correct, yeah.

Q

Well, so when you go to the cloud really, it's a it is more secure and it's given the option where you can access from anywhere at any time.

I

And if we need I know we're always trying to update programs and things, is it easier to do? We know? Sometimes it's we struggle with trying to get programs or applications that we have to be working better I mean not everybody's looking to be confused. I'm, probably misunderstanding:.

Q

So it depends on the cloud model that you go with so, for example, if you're going with software as a service where the entire application is hosted by the cloud provider, they're doing everything they're maintaining the back end behind it as far as updating the hardware, so we don't have to update the hardware. We don't have to update the software they'll. Do that whole thing, so it just depends on what level you go with, but in general we will no longer have to maintain the hardware for.

I

Everything that we put and we might go to so we I gather we're not we're at different levels, but at some point it seems to me it might make it easier for us to up things a little bit like you know, Apple, since we just hit the button and it all automatically updates. Whereas it feels like to me here we're often talking about trying to make our programs update them and get the work better, and we can't because it's so hard so.

Q

By migrating to the cloud, what it's going to do is free up resources where they're no longer doing the back end stuff, and they can now focus on enhancements and features to an application or a service.

I

Thank you. Thank you, good. That's what I wanted to hear I had one more question really quick. So is it possible that um something might happen in like for a while? We like couldn't get to the Cloud anymore. I mean something happened. I mean is that is that possible as soon as everything's on the cloud. So what, if all of a sudden, we can't get tooth out and back and forth because of I don't know whatever so.

Q

In general, there's going to be redundancy in place, there'll be different ways to connect, but they did there's always the chance of some type of significant outage where we would not have access to. If we don't have access to the internet. For example, we wouldn't be able to get to the cloud services that are being provided.

I

Yeah, thank you or even the cloud has trouble, but then we have backups I, understand, I, think I heard we have backup things here.

Q

We have backup connections, but if we lose connection to the cloud completely or we lose every all internet connection, which is the scenario that we played out in a tabletop exercise, then we would have to look for alternative means. So you would have a period where you may not be able to access the services.

I

Thank you all I wanted to hear. Was you played it out in a scenario and you you're planning you're planning for it in case? Thank you. We.

B

Played it out in a scenario with our executive leadership team and we're also going to give you the benefit of playing out of Center Ariel. What happened if County board members could not use the internet? Some call that a dream scenario: I, don't.

I

No, that that would be good. um Yes, I'd love that.

A

All right, Mr D for Auntie next.

L

um Thanks very much for all the work that um prison as well as the the phones, I, don't know what you'll do with the phones, but 2008 does sound long enough ago that um um just thanks for all the work connect to Arlington do we have a sense of when the study will be done not a month, but is it a quarter basis? I'm? Sorry, I! Don't want to slow us down I just like to this. Is one area I like to so Australia Hotel can talk I.

O

Can answer that question so we're working with cphd the needs assessment, which is the first phase, is just coming in refining it and should be sending it to the county manager very shortly. The next phase is the model evaluation. So what are the different types of models, whether it be infrastructure subsidies looking at that and how does it meet our needs? Is the next phase and then the final phases recommendations, so the so the first phase, the needs assessments that should be coming very shortly.

O

The next phase, the model evaluation, I'd, say a couple months and then we'll be looking at maybe September October for the recommendations. Okay,.

L

Sometime around there thanks very much yeah appreciate it.

A

Thank you, Mr Karen, Thomas,.

K

Thank you something very, very similar to Mr ferrantes. uh So during the pandemic, we have increased the availability of Internet services to certain communities and I see that you are really here on a program to replace uh uh everything you know for lack of a better work connected to connect Ireland at the 10g capacity. Does this include these?

K

uh You know these these routers and the the blast uh elements that we are making. uh You know Arlington Wireless public, publicly available internet here and in places where we made it available. You know outside of libraries and down in Arlington Mill. Does this include these yeah.

Q

So we have plans to continue to well not only the refresh of the hardware, but we're also expanding our footprint as far as giving more capabilities, whether it's wireless capabilities or connect Arlington projects that we have that are still going forward to expand those capabilities out to different parts of the community. So.

K

We are improving. Actually, yes, okay, that's correct! Thank you.

A

Welcome, thank you looks like that concludes the questions. Thank you. Mr Lee appreciate it. Thank you, sir all right. Thank you. Everyone.

A

Particularly when you dropped them.

B

Paging vijaysa Huffman and Sarah Crawford.

B

Oh, you drew the Short Straw.

B

I think we're going to start with with you myself right: oh Sarah, okay, over to Sarah Crawford, okay,.

S

Great thank you, um and, as mentioned, my name is Sarah Crawford and I'm joined in presentation by vijetha Huffman, our transportation funds manager. We also have a number of Des staff with us. Should there be any questions that arise, including Greg, Emanuel, Mike, Moon, Hui, Wong and Tyler Smith. With that we can launch into the presentation we wanted to share with you. The projects that are it will be in construction and calendar year 2023.. We have a number of projects that are in active construction at this moment.

S

Those are the light blue stars on the screen. We also have several projects that will be moving into construction and calendar year. 2023 and those are the black stars on the screen. I did want to acknowledge the concentration of blue in Pentagon, City and Crystal City. There is a lot going on in this area, not only our projects where we have our right-of-way inspectors and our construction managers on site, along with our contractors and their construction managers. We also have private development ongoing with their construction managers.

S

All this to say, there's a lot of activity, a lot of detours, a lot of challenges in the right of way. We acknowledge that, and we are monitoring this. It will be messy for the next couple of years, but we're hopeful for the future we're the right-of-way will be a lot easier to Traverse for those that are making their way through this area, hopefully by foot by Bike, by transit and also by car I'm. Shifting to the next slide, we wanted to focus on the neighborhood complete streets program.

S

When we look at equity in the transportation Capital program, the neighborhood complete streets program was established in 2016 to improve accessibility and connectivity on our neighborhood streets. The locations are nominated by community members. Anyone can submit a location for consideration and they are ranked using the guidelines that were approved by the board and now amended by The Neighborhood, complete streets. Commission I'll take a moment to review some of the projects that we've completed.

S

The program has installed tactical improvements, such as the red shading and the intersection to increase visibility of other users in the right-of-way other than cars. We've also partnered, with our Transit team, to install bus, shelters and sidewalk improvements in neighborhoods, as well as ADD sidewalks to some of our streets that don't have sidewalks one of the ways that the neighborhood complete streets program has included equity in their ranking is by adding this as a factor in 2022 and on the next slide.

S

We talk a little bit about the methodology for how the staff and the commission use equity as part of their consideration for selecting projects. As I mentioned before community members identify locations, those locations are first screened by presidents of sidewalk, as well as reported crashes, and if a minimum threshold is met, then they're evaluated for Speed and volume and again, if a minimum threshold is met, they are ranked by a number of other factors, including Equity.

S

When we're looking at Equity, we look at the title: VI census, tracts and locations are awarded Five Points if they're located in the census tract just speaking generally, if the point totals are out of 100, but we do look at the top 10 scoring locations every year to advance to the neighborhood complete streets commission and for this round, two of of the projects were elevated into the top 10 scoring locations because of the equity Factor.

S

The neighborhood complete streets commission considers both the quantitative and qualitative elements when evaluating locations to advance further funding hearing it Advanced six locations for consideration in June. There are three tactical projects that will be evaluated as well as three capital locations, one of which is located within an equity area.

T

On the next, several slides we'll be reviewing the projects. I'm. Sorry.

B

Carry it with you, okay,.

T

All right on the next several slides, we'll be reviewing the projects that are funded with bagel and Pago does support our transportation projects across our entire portfolio, but we do limit our requests to programs and projects that are not eligible for TCF and Tiff funding in really heavily focused on state of good repair. We have several examples here that you can see of projects funded with bagel and I actually want to draw your attention in particular to this Photograph.

T

Here it represents our West Glebe Road Bridge, which is currently in construction, and we have actually opened up two lanes of traffic last month and we are expecting to open the bridge all Lanes of traffic this summer, so we're very excited about this project, foreign, then moving on to the next slide.

T

Our total paygo request in the FY 2024 proposed budget is 4.4 million and we also have 10.8 million in Geo bonds total of 15.3, and there is a number of programs that you see on this page, but I'm going to highlight a few items here at the top of the page. You see our Paving program and Paving is heavily dependent on these two sources of funding. In fact, these are the only two sources of funding that we can use for our Paving program and the level of funding that you see here.

T

The 10.3 million that represents a roughly three percent increase year over year relative to our calendar year, 2023 Paving program, because the paving program goes across the calendar year and at this level of funding, we should be able to maintain our streets in the near excellent condition that they are in and they actually have a slide. That shows you, the payment condition index uh going down. Actually a few rows. Another item I want to highlight here is transportation systems and traffic signals.

T

The 400 000 that you see here in terms of a bagel request, is roughly 290 000 higher than what we have in our in our adopted CIP, and the reason for this increase in funding is because we have started a structural inspections program for our signal polls. This is consistent with a program that VDOT uses for their for their signal polls, because, as you can imagine, these polls are really heavy in terms of like the the Mast and the arm and all so from a safety perspective. It's critical that we have this.

T

We have actually started the program this year itself and we were able to leverage the vendor that we use for our Bridge inspections, because, as you know, we do structural inspections of our bridges as well. So this is really sort of an important new program that we have started related to our signals projects, and then another item I did want to highlight on this page. Is bus stops Ada the 250 000 that you see here?

T

This is also incremental to the funding that we have for this program in the CIP and the 250 000 is specifically to be used to hire a consultant so that they can do some site survey, work and compile an inventory of the remaining bus stops that remain to be made ABA compliant, because we believe that that is the first step for us to then determine a plan to accelerate making all the remaining stops. Ada Compliant, so I think those are the three items.

T

I really want to highlight on this slide, and then we can probably move to the next slide.

T

This shows a snapshot of our transportation system and all the assets that we have and suffice to say that the numbers here have stayed largely unchanged relative to a year ago, with the exception of e-bikes. So I did want to highlight that we have a thousand e-bikes across the capital Bike Share system, and this is much higher relative to a year ago, a year ago, that Dumbo is 325.. So it's an impressive growth that we have at e-bikes I think we can go to the next slide.

T

This shows our the pavement condition index uh that we calculate every year and I'm happy to report that our overall PCI is 83 in 2022, and this is actually a new high that we have achieved and at an 83 PCI the streets are near excellent. In terms of you know the definition used by the Army Corps of Engineers. It is important to note that the mild Winters in recent years have helped us. So this is something we do keep an eye on then go to the next slide uh sidewalks.

T

This is a new program that we started with this CIP that we adopted uh the F, the 2023 CIP. The county does maintain over 440 miles of sidewalks, and we have kicked off this program in FY 23, with the tripping Hazard Blitz that we have started where we have launched throughout the county and actually these photographs here show you sort of the before and after you can see here, the tripping Hazard and then with the Shaving that we are able to use actually for a number of these tripping hazards.

T

In some cases the shavings are effective, but for many many of these tripping hazards we're able to deploy the shaving and that takes care of the tripping Hazard. We have actually been able to resolve well over 9000 hazards to date, um and so we're well out of our way, hopefully to resolving many of the ones identified in the 2021 survey.

T

um Some of those are trickier, but we're hoping that by the end of fy24, all the ones that we identified in that survey should be resolved. This box here shows you to the projected spend for the program.

T

It is higher in FY, 22, you'll notice, that fy20 is higher than the other Heroes, and that is because of our tripping Hazard Blitz, and then once we get past that we do settle at about a million dollars a year and that's an annual you know, grows annually about three percent and then going to the next slide, so trust. Moving on now to Transportation Capital funds.

T

Tcf TCF has two components: uh we have the local commercial in industrial tax and we're expecting 25.7 million in FY 24, and we also have NBTA local, which is a 30 allocation, and on that we're expecting 11.6 million I think we can go to the next slide.

S

We wanted to highlight several projects that are funded in whole or in part by TCF. We do use TCF to leverage a number of external sources. Our art operations and maintenance facility is well under construction, which is incredibly exciting. We also have another project in transit: that's under construction, our transitway extension to Pentagon City, which will be constructed in phases.

S

We are anticipating bidding out that second phase this calendar year, although schedules are evolving due to private development schedules, shifting so stay tuned on that date, our Columbia Pike, multimodal project segment f, is under construction for the folks who may have traveled Columbia Pike recently west of George Mason, it is traffic, is flowing well, although slowly and we're, we really appreciate the patience of those who live around this site.

S

It will be great when it's completed, but it's a challenge when things are under construction, as we discussed and I also wanted to highlight a smaller project, um a safe route to school project that we recently completed, adding a sidewalk on 8th, Street, North.

T

Then go to the next slide. This is our budget summary for FY 2024 for TCF. On the expenditure side, we are anticipating 127 million in expenditures. It is a large number, but we do have several large projects like Columbia Pike segment. A and F will be fully in construction. It. Of course, segment f is in construction segment a starting any day.

T

Now we also have a number of large Transit projects that have been in design for many years but are moving forward so, for example, Crystal City East entrance East, Falls Church bus space, so we do expect next year to be a pretty big year from an expenditure standpoint. On the revenue side, we are anticipating between cni and NBTA local revenue of 37.4 million.

T

So, of course, the expenditure is covered in addition to the revenue, the new revenues, it is, of course, covered by our carryover balances, as well as some grant funding that we had, particularly on Transit projects, which do tend to have some fairly large grants on the staff stand from a staff standpoint, and this is just a number of fdes that are home costed to TCF. We have 41 and another metric that we do keep a close eye on so TCF does help to, in addition to funding capital projects.

T

It also covers the cost of operations and program Administration, and that is something that has been creeping up every year in the FY 24 proposed budget operations and program Administration will take up 31 of our new TCF revenues. That's almost a third, so that is something we do keep an eye on and and sort of monitor.

S

Now we're shifting to Tiff the Pentagon City Crystal City and Potomac Yard tax increment Finance District Tiff pays for a number of infrastructure improvements in this area, not only Transportation but also open space and other infrastructure needs as well. There's two projects on the slide that we we like to highlight Tiff is a lesser or a more modest funding source than TCF. So we leverage tiff with a number of external sources. We are completing the boundary Channel interchange project in partnership with VDOT, which is one of our delivery methods.

S

That's proving to be quite successful, particularly in this location, and we're also moving towards completion on the 12th Street, complete Street, which is a segment of the transit way that does not include Transit waste stations.

T

This is a budget summary for FY 2024 for Tiff on the expenditure side, we're anticipating expenditures of 11.8 million, and uh for this we do have our army navy complete streets projects that will be fully in construction next year.

T

Additionally, we have projects in the Crystal City board, for you that utilize stiff and then DPR also has projects, so a portion of that those expenditures relate to DPR projects on the revenue side, as Ms Crawford mentioned, Tiff is a much smaller source of funds than TCF and we're anticipating revenues of roughly 4.4 million and from a staffing standpoint. We have 6.5 ftes that are home costed to this fund.

T

On this slide, just we just want to give you a sample of programs that are funded by TCF and Tiff, and this just shows the 20 fy24 funding uh relating specifically to DCF and death. So it excludes any other sources of funding excludes grants, but just to give you a sense of how important this is by in terms of a funding source, uh particularly if you look at the top part of the space of the stable. These are many of our complete streets projects that are handled out of our tpcpm Bureau and Columbia.

T

Pike is sort of the top of the page. It is a huge user of tcfc and I. It does have some Regional funds, but really tcfc and I is by and far the largest funding source for Columbia Pike, uh Crystal, City, Paragon, City, Potomac, Yards streets, big user of Tiff and then after Tiff cni and then rosin Ballston, which actually has no grants on it. It is a big use of cni, it uses cni and aside from cni, it benefits from some developer contributions. Aside from complete streets, our Transit portfolio also uses TCF.

T

Now they do benefit from Grants, but TCF does help to provide a local match and it also fronts our grants, because Transportation grants are reimbursable after the fact. um Thank you, yes, I think those. Those are the main points here.

S

So in wrapping up the presentation, we wanted to leave you with some budget considerations that we think about as we're putting together the funding program. um As uh Miss Huffman mentioned at the beginning of the presentation we limit our pay go dollars to state of good repair and just those items that are not eligible for TCF. There may be constraints as we move forward on Pago.

S

That may help have us think differently about how we deliver some of our pilot, tactical or quick, build projects to ensure that we're being strategic with our use of The, Limited, Tif or pigo dollars and think a little bit more broadly for how we deliver our capital projects. Similarly, we do face ongoing budgetary pressures. It has been has been mentioned multiple times in the presentation. Inflation is a factor that we're watching closely.

S

This particularly affects our signals and street light projects, as well as the large Transit projects that Ms Huffman also mentioned as they move through various phases of design. Construction estimates can actuate and.

T

On Crystal City East, we actually have our independent cost estimator developing a cost estimate of what we expect. This project might cost us as an example yeah.

S

Yeah and the last two items on the slide relate to ongoing and about to start planning efforts that will help us to identify projects and initiatives that we will bring forward to you all in future, CIP and budget rounds, and with that we would be happy to answer any questions you may have.

A

Thank you. Let me applaud Ms Hoffman and Miss Crawford for the seamless coordination of the presentation like no no.

J

A

It was incredible all right, Miss Crystal, why don't you start us off.

J

Yeah um uh two questions or one question, and then one bucket of questions, so um first I really appreciated the spotlight on neighborhood, complete streets and then Miss Crawford. You were mentioning in closing right that the huge inflationary pressures on our different projects, one of the things I've heard from both our neighborhood complete streets, commission and then a kind of a theme from the um I will never not call it Arlington neighborhoods conservation. It is now Arlington neighborhoods. Is that the name.

C

J

Thank you. One of the things we hear from them as well is that projects that can be done with internal County resources, just work better and faster and more effective than those that go out to contractors.

J

um uh To what extent do you feel like that's been validated internally, and is there any opportunity for us to look to hire more to try to bring more of that in-house as we're seeing you know, our contracts um uh start to balloon.

S

Yes, we have validated that through the neighborhood complete streets program, one of the images of the completed project on the slide, the bus, shelter project and sidewalk improvements was completed with our internal staff and I. Think we saved about two hundred thousand dollars.

S

um So not only were we able to deliver the project, maybe a little bit faster, but we also did so a little less funding, which is fantastic as to the Staffing on that that would be I. Think beyond the transportation scope as we do use other members of the Des staff and water sewer streets. I do know that we also use on-call contracts as well. So that's another mechanism that might be available great.

J

By way of follow-up to maybe ask the water sewer streets Bureau, to give some insight about. um You know, I think we often talk about. Are we being a Pennywise pound foolish right?

J

Is there a way, maybe to make some upfront Investments um in more Personnel that could ultimately lead to more cost savings on these contracts that are going long, any thoughts you have or insights for grace for the mill it doesn't have to be now if follow-up makes more sense, um okay, I didn't want to put anybody on the spot, but it is it's interesting to know. That's been validated too um and then okay, so a handful of questions I think are relatively quick about Paving um uh Miss Heaven.

J

You had mentioned that um weather has been on our side with the payment condition index when we have uh just sort of less significant, um wear and tear on our roads. Because of that weather, do we proceed with um Paving other streets, or do we realize that as cost savings.

T

So I think at this point the streets are at a level in the in terms of this pavement condition index such that we actually have to invest to maintain them at this level, because if we don't put in a certain level of investment, then the streets would deteriorate back so certainly at 83 pavement condition Index. This is the highest that we have achieved and they are sort of in the at the near excellent level.

T

um But I don't know if others have any other insights and.

J

If I could put just a slightly different gloss on to clarify what I'm asking we've got about uh 10.3 million right in that program, if there are not reports of massive potholes, because it wasn't a snowy winter, are we just not spending down some of that 10.3 million? Or is there more protective work that it's being spent on? Instead This is sort of a specific question. There.

R

So we basically by checking the condition every year we account for both weather and other factors. So one thing that I've been noticing lately is it's not just the weather, it's the development and the construction right that also beat up the roads.

M

R

In you know, we try to get our development as part of our agreements to cover that road segment typically in front, but it doesn't cover that stretch over here and that stretch over here. So there's a lot of factors that come into the condition of our roads and by doing it doing it annually and adjusting our amount of investment to accommodate that condition and then, of course, the cost that goes with that. So there's a lot of there are a lot of variables that go into every Year's amount that we're.

J

Doing which would not be correct to say it's been a mild winter, so we can expect to have carryover in our bad budget.

R

Okay, we will just you know, and it's not just Paving, it's also those other things. Sometimes we might reallocate if we if we went a little bit better condition, we might say okay, now now this year, let's go after uh some of this problematic segments that that that are more expensive when we do full depth repair, for example, okay,.

J

R

Can allocate between the different things we're doing.

J

Okay and then just the last question then I'll yield, so why a three percent increase is that because cost of materials are going up, uh General.

T

So two percent is the inflationary factor that has been used in the CIP. Now, arguably, it has actually been sort of lower than it should be relative to the inflation. In fact, when we do our CIP this year, it'll be interesting to see. You know we'll probably have some discussions internally on what may be appropriate, but the adopted CIP as similar to Prior adopted cips used a three percent inflationary factor and.

J

Does that come the increase in three percent comes both from Pago and bond sources or it.

T

It does come from both Pago and from Bond sources, and and Paving, just uh you know, is impacted in aside from General. Inflation is also impacted by oil prices. ah Thank.

I

A

Right, Miss, Garvey.

I

Yeah I'd, just like to say early on the paving project, was one of my most satisfying experiences when I first got on the board, because people were complaining about the roads big time and then we put money in and a couple of years later people started stopped complaining I mean you could see. You can't always see you put money in the budget and it just get the results so that that was great, I'm glad we're keeping them up.

I

um One comment: I was so pleased to see the study for the ADA Compliant bus stops. Thank you very much that something that's been kind of nagging at me. Every budget I used to ask questions and I just never got responses that made me feel very comfortable. So thank you, I'm really appreciating that we're going to be looking at that and hopefully getting most of our stops compliant, so people can get around without having to call Star things like that. Thank you um question not exactly in transportation, Columbia Pike I drive up and down there.

I

Yes, it's kind, but it's actually running fine. The trees, when are the are the trees going to get replanted. We're going to put in more trees, I hear more about the trees than the road. Yes,.

S

I know and I realize that's kind of a stark element that is very responsible to folks right at the bat. But yes, they will be replanted, um I, don't recall the exact number, but I believe we are replanting more than we are taking down and they would be installed following completion of construction. So just to provide a detail on that. At this point we are providing the underground vaults through which we can route the utilities. Then we route the utilities, then we complete the streetscape improvements and then the vegetation entries would be installed.

I

So probably a few years.

S

I

Okay, all right, thank you. Well, at least I can reassure people that eventually they'll come.

S

They're coming maybe.

I

It will be it, maybe it will be better and they won't be too small when they start out. Thank you.

A

Mr Karen Thomas thank.

K

You I have to say that I've heard a lot about the trees in Columbia Pike, the previous segment. We had the replacement of the trees and they're gorgeous. They are actually very good. So uh that's that's something to be able to to show to people who are, you know, rightfully, be concerned concerned about that so I have a different. uh You pointed out that we're inspecting traffic signal as a big, the big masts, and so there is a on slide 77. There are four hundred thousand dollars uh earmark for that.

K

If I read it correctly correct, so what is going on? What is wrong with uh the signals is that the regular maintenance is that something extra it's.

T

Just really quick just to clarify I'm. Sorry, thank you to clarify the Pago request for signals is 400 000, but the it increased by 290 000.. They we already had a bigger request for 110 000, make a signals. Although. Our signals program is funded by multiple sources of funding.

T

There is an element that is state of good repair for which we have to use Pago, so we do typically have a bigger request for just state of good repair for signals, but the incremental 290 000 is specifically for structural inspections and by doing those structural inspections, we will be consistent with V Dot V Dot as the structural inspections as well just to ensure that you know structurally. This the signal poll is is sound because of the weight of that you know of the pole and all of that.

K

Yeah I I understand so this is I. What I'm after is I I try to elicit is that a regular inspection that we have to do or is that something special? If.

S

We're adding that regular inspection to our inventory, it's state of practice um across other jurisdictions that maintain their own signals to ensure that we understand where our deficiencies are and where our vulnerabilities are. So we know where to program the next replacement dollar.

K

So that was not part of the regular program before and now it's part of the regular program correct so, okay, great the the issue is that I I mean I I'm, not a very big friend of these signals because of the structural issues and the huge colossal you know, structure I understand in some places they are more than adequate I. Just uh it does. Will this uh kind of help us decide whether in some places we shouldn't use them and use just different supports for the signals.

U

uh I I think I understand your question. uh Just first of all, I think that's different from what we're asking for here, which is inspection for existing structure, that we want to check if it's still structurally sound and this new method, you know, started with VDOT introducing this we're trying to meet up with the same standard. So it's like your Bridge inspection program and I understand. Your question is more on the infrastructure design side. You know: do you design them in a Slimmer fashion or you know, make them more blending with the environment.

U

Our internationally I will say our intern actually pay more attention. You know than your typical um roadway agencies, for example along Columbia Pike. We actually have very specific style color and things like that defined, and we also you know we do ask for a different finish on our signal posts. So they're not so you know intruding to the environment and things like that. Are there additional things we can think of and I will say we're open to suggestions.

K

Thank you. What I was thinking is there, are, you know, other other places where I mean the these uh the signals, this type of support for signals is associated to you know uh wide Road, Suburban communities, uh sections that are really oversized for our conditions and uh the the idea was to see whether this is a place where we can get some input or some. You know, data that says.

K

Oh look, uh you know after several years this is already a structure that may need Days, A, A, A change or a support or an extra, uh and uh that would be a more expensive proposition than, for example, having a different type of support like, for example, just two poles and two two signals on that.

K

We have had this conversation in several places, including Columbia Pike in front of 5500, for example, where there is a huge Arc supporting two signals where I could imagine, you know easier, easier ways to do exactly the same unless expensive ways, because you know the foundation of one of these things is, you know, probably what 100 200 000 or something like that right.

U

That are your point and without belaboring this conversation, just one thing uh to highlight. There are some benefit of using the mass arm design because you can actually have sensors and other equipment mounted on those, for example, instead of digging a loop in the lane, which is our traditional way of know, if there's a vehicle, we can now actually Mount the camera on top so that it's all censored that would reduce a lot of your replacement cost.

U

When you have construction, when you have equipment, uh um when you have other company coming in, you know digging a trench in the past, we always have to replace just saying that is sort of one of the benefit that may be hidden from The public's eye, because they only see the signal heads.

K

I'm open to to everything, I've seen this Mass being populated with more stuff over time, so the.

I

Signs and all that, yes, some places right.

A

Can we move to Mr deferenti, or are you still okay? Thank you. Mr D Franti.

L

Thank you, Mr chair, um I have a um just a couple of items: I, don't know that they're questions um I will want to reach out on the bus, stops I think that their same group there's 88 bus stops and sidewalks, and so after the budget I want to get a little briefing on that um I appreciate it. The 250 000 is great. I am eager on that I guess I would just say um you guys have probably gotten the glory. There's a question for me for down the road of leasing: electric buses I'll.

L

Just you know, I know that's been a lot of time, but I wanna I, don't think that's because it's it seems like it would fit in Pago, even though capital is where we fund most of our buses. But that's just something I wanted to mention out loud I know. We have work to do and a budget possibility on headways on Columbia Pike. So maybe colleagues or anyone had like a succinct sense of the different buckets of funding and where we are on headways I'm, going to try and do that, but I wouldn't object.

L

If one of you knew where a description of that was and I could go to it and then I guess one question of our our work on bus stops, are we I think it's eight total? Are we at six that are actually operational? I haven't been down recently on the Pike to see how many have actually been set up or or if, if you have any sense on that thanks the.

U

The last report um I got, which is last Friday, is we have um one bus stop near Columbus um Columbus, Street yeah? uh We are, you know almost at the final stage of wrapping up. We have another one near Glebe, which we can't turn it on yet because of the nearby construction of the building, we actually finished the bus. Stop all the rest are open. Okay,.

L

Great thanks very much.

E

A

Thank you so, anyway, with that I'm going to reserve uh my questions for writing. They're, not extensive! So don't worry, but since we still I think do have another handful of slides left in the presentation. I want to make sure I move us along, but thank you very much. We appreciate it.

B

So it's sort of an emotional end to our budget work work sessions when Jason freeze arrives on the same Jason.

B

So we're going to do that, you know he's, please, please don't be changing.

B

Take your time to get your slides.

V

There you go there, we go and uh and I'll try to be brief. I know you all have been here for two hours, an hour two and a little over two hours.

I

V

Yeah, so somebody go over both Debt Service, then I'll, move on to Metro and then stop for questions. So the last two parts of the presentation, so um Debt Service. We can go to the next slide.

V

Just as a reminder for y'all. Last year we did approve a new 10-year CIP, which covered fiscal years 2023 through 2032 and for County and schools that totaled uh 4.4 billion dollars.

V

Now um this CIP is a little bit more in the moderate side size in terms of you know how many projects we find us both on our side and the school side, um but it did, you know, still remain within our debt and our debt affordability uh constraints, but it did have over the next 10 years a little bit higher debt service growth plan, not just in 24, but in some of the out years as well. Just to remind you all so in fiscal 2024, the total debt service that is budgeted is 79.5 million dollars.

V

This is an increase of 2.4 million dollars or about three percent over fiscal 2023.

V

To compare this to where we were last year in the CIP, when we were projecting out fiscal 24, we're actually about three and a half million dollars lower than forecasted, and the reason for that is that we deferred the fiscal 20, uh the last year's Bond sale. We um you know with the rates go going on and mobile market volatility.

V

We had the ability to actually look internally to some of our existing debt, uh Capital funding, Bond funding and shipped around some of the some of those some of those funds to fund the existing needs and then defer the remaining projects into this year's upcoming Bond sale, which will be in in May or June of this year. So that amount will actually um will actually have some near-term debt, Debt Service savings, but once we do get back on track and issue all those projects, we will see debt.

V

You know start to creep, come back up and come back in with our original projections. So.

V

For 2024, in terms of the total debt, we plan to issue we're looking right now issuing about 95 million dollars of of debt in June of this year, May or June of this year for County purposes, and this includes things such as we saw just earlier in the presentation for Paving um some of our contributions to the Metro Capital program parks and Facilities maintenance, Capital, there's some projects that the courts police building some improvements there, the Arlington neighborhoods program, shortbridge, Park and others.

V

This number will hopefully come down just slightly more in the process right now, where we're finding sumo's cash flow needs of the projects, and so since we'll be issuing a late, May, we're still kind of finalizing. Does the project need it now, or can it actually wait until next year for the issue, and so they can save us just a little bit more on on that debt service?

V

One one thing to note here: um if you look look below the the middle Orange Line uh the amount that's shown budgeted for AF of 9.6 million dollars. So, as you all are aware, we recently about a year and a half ago financed a 150 million dollar loan um to a developer for the Barcroft acquisition. This was secured by a variable rate line of credit.

V

uh While we work through a master development of financing plan and then in the future, it will be taken out with permanent, fixed rate financing, but as of right now, it's still a variable rate and I'm sure you all are aware that variable rates have gone up. uh You know they're more in line with historical levels, but not the absolute. You know less than one percent or to give an example of our line of credit.

V

It was at um you know, 0.4 a year ago substantially, you know um a number you'll probably won't see again, so that has increased, and so what we have here is that it's increased 5.7 million dollars over last year.

V

So if we go to the next slide, we just want I just want to show you. One of our ratios is the main ratio. We always look at in our in our in our CIP and also in our budgets and it's, but it's not our only ratio. We also have a debt to income ratio, a debt to assessed value and also total growth over the life of our Capital program. But this is the one we usually you know deem is the most important.

V

So, as you see over the 10 years, we stay within the 10, but you see that over the entire life, even going out to you know years, eight and eight nine 2030 and 2031 we're very close to that 10 and just what I wanted to note here is that while we do have a little bit of savings, you know um it's a little bit lower than CIP in terms of what our debt service is. We still have a pretty robust Capital program and we still expect that we'll be.

V

Rather, you know tight in terms of what we can afford over the next 10 years at what we had in the CIP is really still where we're projecting our affordability.

V

So I'll stop there I guess on death service. Stop there we'll talk, ask any questions you have and then we'll move on to Metro any.

A

Questions about overall debt, Services yeah.

J

Performance, a quick one about um really trying to understand where that that bar Croft Debt Service is hitting us so that 5.7 million you were describing that as ahif Debt Service is, that is that Debt Service being paid out of the ahif, correct, okay, um and so our. We anticipate that as sort of an ongoing Demand on the ahif.

V

It well right and until we fix it out, we won't know the permanent what that structure will be, but when we start amortizing the debt and then we fix it out, we'll know specifically what it will do year by year. But as of right now, the entire amount is funded from the ahif program. Okay,.

J

And so um when the the manager has proposed uh I'm, sorry I should have the number more readily at hand. It's something like thank you for for um ahif this year, so that the idea is um it's eight and a half the Delta between eight and a half and the 5.7 million is sort of the amount that's available for new would be available for new projects or allocations.

B

As far as investments from um from the general fund- and we sent you a table uh yesterday, it talks about the estimates we have from developer contributions and repayments to the fund, but your your statement is correct about what would be available. Thank.

J

I

Two questions um so looking out, um you know with this bar graph, which is, which is great I, assume now we're you're, making guests about what the interest rates are going to be in the future. Right, as you calculate that.

V

Correct so we the way we budget our Capital program. We, you know, we assume a. We have a five percent coupon on our bonds and so as of right now we do not have any intention on changing what those projections are that we have in the CIP. We do show you know in the out years we do show that rates will increase, and so, while rates have increased now, rather substantially they're still within Municipal Bond rates aren't at five percent, still they're still saying the low threes.

V

um When you average out, we issue bonds over a 20-year life, and this average one year two year three year to 20 years, will probably be this year still lower than four percent higher than three percent, but that's well below our budgeted five percent.

V

So as of right now, we don't expect to change anything in our CIP and what we have uh determined was our affordability, but should things continuing you know higher and higher beyond what we hear from our you know: different banks and underrators that give us information we may have to revisit in our next CIP, but as of right now we don't have any intent on doing.

I

That thank you yeah, because we I get it it's over a long period of time and then I thought. It was really interesting that one of the charts that you had I think was chart e, so you've got the ratio of tax, supported, General obligation, debts to income, and it's interesting, although this chart goes the other one goes up like that, it actually goes down so I assume you're, assuming we're getting more income. That's.

V

More just based on on the growth and right the growth on income levels within within the county, because it's it's debt to income.

V

um We assume I, think it's is it 2.2 percent or two point: I, don't know it's it's lowest it's around three percent or less, but with that growth in income, it's greater than the growth in say the the amount of total outstanding debt um versus that is the income of.

B

V

Projected income.

B

In the residence right income of our residence.

V

So it's reported.

I

V

Yeah, so that's that's where that number comes.

I

From very interesting.

V

It's comparing from an individual what portion of say their income. Do we have about of outstanding debt.

I

Yeah: okay, interesting: it's a little reassuring to have these other bar charts that show we're not quite up against it as much as we see.

V

It's that one still is on the higher side, um but it you know it does get better in the out years, but in the up in the first couple years,.

I

V

So so that is one we also have to monitor, say that is the second most important one uh that we have Beyond The Debt Service um yeah service to.

I

Expenditures, thank you and thank you for clarifying what income we were talking about.

A

Thank you, Mr Karen, Thomas,.

K

Thank you um so again for uh The Debt Service of Barcroft, uh just for me to understand it better. So the uh this year uh we uh there is a proposal you are proposing to use uh uh to significant part, Columbia Pike Tiff funds to uh to pay for that that service this year and so next year. If I'm not wrong, correct me if I'm wrong, there will be also some Tiff uh kind of effective money coming in. So this uh you know I.

K

If we are we, assuming that, we are going to be using that, in addition to ahif to pay for for this.

V

Debt Service correct right, so the Delta the difference between that that existing Tiff money now the the one time and then the going forward, the Delta will be coming from the AF fund.

K

And that would be that is Debt Service, not supported by that's the that's part of debt service. Not not. They have that service. Okay, gotcha got it that that was what I was trying to understand. Thank you. Okay,.

A

I think you can move on to Metro. Okay,.

V

So if we go, um if we bring back up the presentation uh to Metro, if we go to the next slide so with Metro, uh we have a I guess relatively good story for Transit uh for fiscal 2024. With all things considered. uh As you all are aware, Metro's operating budget is primarily funded by three Revenue sources. Those are passenger revenues, non-passenger revenues like parking and advertising, and then the remaining Gap is funded by local jurisdictional subsidies, which is where Arlington comes into their to their budget.

V

Passenger and non-passenger revenues in the past would make up usually about half or a little bit over half of their annual operating costs. Post-Pandemic ridership has remained substantially below this uh for fiscal 24 projected total revenues are only 509 million dollars, which is about 22 of their total 2.3 billion dollar budget.

V

Fortunately, they still have some remaining Federal relief funding of 561 million of that which will be used to help address that Revenue shortfall covers most, but not all of the gap for fiscal 24., um Metro's, 2024, jurisdictional subsidies cover the remaining 54 of that budget or 1.26 billion dollars for all jurisdictions, not just Arlington, so those subsidies are based on each jurisdiction's. Relative share of the bus, rail and Paratransit systems. Arlington share is usually about six to seven percent of that total jurisdictional subsidy and that's the same for 24. and so in fiscal 24.

V

Total gross subsidies is before we use. Other revenues is 86 million dollars, which is an eight percent increase over fiscal 23.. This increases, above what you all probably you know heard of you know ramada's cap on subsidies of of three percent annually, and it's over that for two reasons. The first one is that the three percent is done on a jurisdiction level, but at the state so DC Maryland and Virginia not to the sub not to Alexandria Arlington loud and Fairfax, not down to that sub level.

V

It's just at the higher level, but then there's recalculations within within Virginia, uh based on the Bus and Rail mix, as so the pieces. So so sometimes these jurisdiction may be higher than three percent, sometimes lower in fiscal 24, Arlington's a little bit higher. um So that's the first reason why we're over three percent? The second reason is that in the 2024 budget for Metro, they have a couple uh uh enhancements to service on both the Bus and Rail System and those are considered exclusions.

V

So those are above the three percent cap, and so it's trying to bring Rogers back to the system uh trying to- and you know, increase Service. As you know, people start coming back, but obviously comes a little bit of a cost, so that was an extra 24 million dollars total, but that increased us. That's. Why we're at eight percent year over year versus normally you know, say three and we've been a little bit higher so like three to four percent.

V

So on the revenue side on what's what we're using the fund fund Metro we're able to increase our annual use of State Transit Aid, as well as gas tax revenues.

V

um So we um we've actually we're receiving more revenue from this from the state and we're also getting a little bit higher in terms of gas gas tax revenues. So this is just a re-baselining, which is it's good, we're getting it because it's helping to solve this Gap that we have in in fiscal 2024..

V

um We also include funding. We have a bus, fareless bus, fareless pilot program, that's for Arlington Public, School students and that will be funded through this year through the use of some arpa funds, and so what that means is when we get to the general fund and what that's supporting that we're able to keep the annual increase for Metro down to a rather modest two percent worth 47.5 million dollars over fiscal 23..

V

So if we go to the next slide, um this is more of the scary news which is looking forward, but while 24 we've solved it through these those federal funds that were still exist at Metro to help solve their budget Gap um fiscal 2025, none of that Revenue will be remaining it'll, be all used up, so so with the ongoing low ridership revenues. Initial projections at- and this is a few months old- so it's out maybe located but Metro- showed a 2025 subsidy of 525 million dollars a gap of 525.

V

and if that was to hold true- and they were to actually put that in next year's budget, given that we're about six to seven percent, um you know we could be. We could I mean we may be a little higher, but I projected that we were about 45 million dollars a potential subsidy impact from that increase, depending on where it falls at between Bus and Rail and other components. So a few things from that you know ridership does look to be doing better than what they have in their budgets.

V

So it's hopeful that that will bring in some more Revenue. um Also. You know there could be typically Metro goes to budget different budget cuts or fine savings internally within departments, and then there could also be some service adjustments at Metro, and then there could also be a potential that Federal funding. um You know there could be an increase in federal funding that Metro receives or uh availability of them to use. Federal funding typically used for Capital to be used for operating, so you know that's a potential thing.

V

That is nothing yet, but if that becomes available, that could be another place that they could have. They could help solve this Gap. So as of now, we're really just watching this, and you know, while I said this year, you know was a good storage that we're really a little worried about the next few years, 25 and the Gap. If, if it's not from a ongoing Source solved, it will trickle down into the future fiscal years. So that's what we're really watching carefully at this time.

V

So with that, I'll stop with Metro and open up to any questions. Thank.

A

You Mr Freeze any.

V

L

Sure so the I want to understand that 45 million bullet I mean we all in different levels of concern. It's coming and we're concerned about it, but um that's 45 million. In addition, beyond the first slide that you suggested that's.

V

That would be the annual increase right. So, in addition, because.

L

Seven or eight, you know the estimate of a cent in increase. That's a lot of sense I'll, just you know, but I just was I know it's come in the right direction and I'm actually hopeful that it'll come more in the right direction. Once the service issues are sort of more fully addressed, but I just wanted to see if I actually understood that. First of all, that's Crystal well.

J

I just wanted to clarify too, though, to know that um a double-edged sword though it is the three percent cap does mean we're not going to get a bill for 45 million dollars more. uh There are going to be pretty major governance, questions to be had with wamana and our peer jurisdictions uh in which Arlington will participate. So um we obviously have a huge challenge here. I am somewhat optimistic uh because we've done it before.

J

On the capital side, uh it was very, very difficult to catalyze attention from um all three jurisdictions, and yet it was done uh so not to be glib about it, but I, but it is possible. I I just wanted to clarify. We will not simply be handed a bill for an additional 45 million dollars. I think we're going to have a lot of big governance questions between now and then.

A

Yeah I mean for sure you're talking about uh 50 increase in the overall bill, which is not just us. It's everybody throughout the system. So clearly, this is that's a number that will not be realized cap reasons, just capacity reasons, so um I think it would be great if you could be in more touch with us regularly. Let's not make this just an annual thing to really get a sense of where things are going with thinking about this, because it's it's a huge huge financial hurdle. That's that's coming, as you say, very quickly,.

V

A very unpleasant surprise to hold that until next year, yeah I think we'll be watching that well.

I

I think we hear about it at nbtc, um and my memory is when Walmart is the only transportation system that has this kind of funding mechanism. Is that correct I mean most places are fund have different ways of funding their Transit a.

V

Lot of other entities have found other sources or more permanent sources. Like you know, New York has has more. You know different revenues that aren't just they do have some local Subs that still exists, but a lot of it comes from other. You know tolls and other places, so they have, they have more.

V

um You know more sources to pull from, whereas we we are more Reliant just on the local jurisdictional subsidy, I'm, not sure about San Francisco um borrow some of the others, but yeah we are. um You know that is one of the difficulties in terms of solving these gaps. Sometimes, is that if it's all on the jurisdictions, we have competing, you know issues, and you know the impact to us of 50 million dollars on the county. You know what is that, maybe six seven cents or more on the tax rate. It is a substantial.

V

You know, impact to the residents of the county, yeah.

I

Well, you know I I, don't know if I'm optimistic we're going to have to figure it out we're about to go over cliff but- and we may get over that Cliff or really I mean it's kind of like we're playing a game of chicken in the region with lamada, I, think and so it's fascinating to see and um appreciate, updates, I. Think as they say, nvtc will be doing.

O

It watching a train wreck literally yeah.

I

Yeah so we'll see have to figure it out, we'll all have to work together and that's a little dicey. Yeah thank.

V

You the regions, work together in the past, so I think.

I

I think we'll.

M

Get there eventually but it'll, be.

V

It will be probably a difficult year, yeah.

I

Yeah but there's nothing like having to do it to survive. That's true. Indeed,.

A

All right, thank you, Mr Freeze, thank you, Mr manager, anything else to uh conclude our work session.

B

Today, nope Tech concludes our.

A

Presentations this evening, well, thanks to you and the entire staff team that was a very efficiently uh conducted work session that covered nearly 100 slides. So thanks to everyone that was terrific and colleagues, we are back on uh Thursday afternoon. If there are any wrap-up questions so be sure to get those together so that we can request any information and get any more work from staff to help with our consideration of this year's budget, that work session will be at three o'clock P.M on Thursday till then Happy sixth night of passover. We are adjourned.

A