►
From YouTube: FY19 Budget Work Session (CIP) - June 5, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
A
B
B
We
are
glad
to
have
this
opportunity
to
do
a
deep
dive
in
a
couple
of
these
major
areas
of
capital.
Expenditure
for
the
county
in
the
coming
years
and
I
feel
like
I
should
make
just
a
comment
to
orient
us
to
the
series
of
work
sessions.
We
will
do
a
few
of
these.
We
just
had
one
last
week
with
the
school
board
counterparts
a
joint
work
session.
B
We
will
also
have
an
opportunity
to
dig
into
general
government
facilities
as
well
as
Parks
and
Recreation
and
an
upcoming
date,
and,
of
course,
anybody
who
might
be
watching
at
home
and
interested
in
following
along
can
visit
our
CIP
web
page,
where
they
can
find
the
dates
and
the
live
streams
or
the
video
recordings
of
all
of
these
meetings,
as
well
as
opportunities
to
give
comment
to
the
board.
So,
colleagues,
we
will
jump
in
I
think
to
these
areas.
Mr.
C
And
so,
if
we
can
start
I'm,
probably
going
to
do
a
very
short
introduction
with
each
of
them
for
technology
services,
a
theme
here
that
I
think
you'll
see
repeated
and
a
number
of
the
conversations
we're
going
to
have,
which
is
that
the
difference
from
two
years
ago
to
now
is
that
and
mr.
Belcher
will
talk
about
it.
There
have
been
a
number
of
things
that
we've
identified
that
come
up
in
the
last
two
years.
C
I'll
give
you
an
example:
one
would
be
our
data
center
modernization,
which
is
we
have
two
data
centers
in
the
county
and
we're
trying
to
look
at
a
different
way
of
providing
service.
For
that
this
is
an
issue.
That's
just
come
to
our
attention.
We
need
to
spend
some
time
and
figure
out
how
to
do
that.
We
don't
have
money
in
the
10
year
CIP
that
answers
the
question,
because
we
don't
have
all
the
analysis
done
yet,
but
Jack
will
talk
a
little
bit
about
some
of
the
challenges
we
have
with
that.
C
But
that
is
a
question
for
the
later
years
of
the
CIP,
but
we
have
a
pretty
strong
program
for
the
first
couple
of
years
and
we'll
be
talking
about
the
investments
we
make
in
desktop
technology
and
how
that
might
be
changing
and
then
we'll
move
on
to
public
safety
in
law
enforcement
and
go
into
some
more
detail.
So
with
that
helpful
introduction,
Jack
thank.
D
You
for
having
us
here
today.
We
have
a
series
of
projects
here
and
like
to
look
at
them
holistically.
The
goal
is
to
create
a
platform
that
drives
digital.
It
makes
this
faster
and
smarter
both,
and
so
they
were
all
integrated
and
so
between
this
over
the
Harley
hotels,
that
manager
of
business
relationships
to
deliver
the
presentation
and
then
we'll
be
open
for
questions.
E
E
We
now
have
the
county
schools
on
our
network
and
we
will
be
supporting
that
enterprise
system.
Refresh
is
so
all
the
large
systems
that
the
county
is
is
using
our
treasurer
assistant
for
revenue
collection,
our
financial
system,
our
HR
system
that
falls
into
our
CIP
and
then,
as
Mark
was
talking
about.
There
are
constantly
changes
in
technology.
Things
are
constantly
moving
forward,
so
we're
trying
to
assess
and
look
at
what
we
have
and
build
on
the
infrastructure
that
we
have
today.
So
what
have
we
done
in
a
CIP?
E
So,
as
I
just
talked
about,
we
have
now
connected
connect
Darlington
with
schools.
The
next
phase
will
I
think
there's
a
discussion.
That's
gonna
be
coming
up.
We
had
a
broadband
Commission
that
we'll
be
talking
about
what
the
next
phase
of
connect
Darlington,
but
the
main
thing
for
you
to
know
it
at
schools
is
connected
and
we
are
all
on
the
same
network
and
we'll
be
supporting
them.
The
different
refreshments
that
we've
been
working
on
PC
replacements,
or
we
call
them
endpoint
because
it
doesn't
have
to
be
a
PC,
doesn't
have
to
be
a
tablet.
E
E
The
Wireless,
which
also
is
another
huge
piece
for
us
being
able
to
work
efficiently
and
that
both
the
CHP,
the
building
that
we're
in
now
and
Sequoia.
We
have
completed
both
of
those
buildings.
There
is
Wireless
everywhere.
There
should
not
be
any
dark
spots
where
you
can't
access
wiles
and
you.
We
can
now
support
the
number
of
different
wireless
devices
that
we
have,
because
everybody
has
more
than
one
and
then
we
have
started
the
implementation
of
the
revenue
collection
system
and
then
the
enterprise
payment
system.
E
The
timing
of
that,
because
of
the
work
that
the
treasurer's
office
we've
started
it
and
we're
putting
a
pause
on
it,
we'll
begin
it
again
and
next
year
the
next
slide,
how
we're
paying
for
what
we're
doing
so
you'll
notice
that
most
of
our
funding
comes
from
master
lease
with
20%
is
coming
from
pay
go
and
then
a
small
percentage
is
coming
from
previously
or
approved.
Funds
was
challenging
for
us
in
technology.
E
Is
that
the
way
the
world
is
going
in
a
way
a
lot
of
the
technology
when
they're,
looking
at
it
from
more
of
an
operating
fund
and
a
lot
of
our
funds
right
now
are
coming,
obviously
out
of
the
CIP.
So
how
do
you
look
at
the
model
that
the
vendors
are
providing
and
still
being
provide
the
services
that
we're
doing
key
considerations
for
what
we're
doing
this
year?
So
recognizing
that
we
need
to
maintain
what
we
have?
E
We
said
we
have
spent
a
lot
of
effort
and
a
lot
of
funding
to
create
a
very
solid
advanced
infrastructure.
We
need
to
make
sure
we're
maintaining
that,
in
addition,
as
things
are
evolving
and
moving,
we
need
to
make
sure
we're
building
upon
it.
So
are
we
invested
in
the
architecture
that
we've
created?
We
need
to
make
sure
that
we're
aligning
everything
that
we're
doing
so.
This
gets
to
the
next
one,
which
is
applying
rigor
and
new
initiatives.
So
there's
a
lot
of
great
ideas.
People
have
a
lot
of
fabulous
ideas.
E
We
need
to
make
sure
that
we're
supporting
what
we've
already
invested
in.
So
if
there
are
different
needs
across
the
department,
how
are
we
consolidating
them
into
one
that
meets
everybody's
need,
which
might
mean
that
not
everybody
gets
exactly
what
they
want,
but
in
the
overall
I
think
it's
probably
better
for
everybody,
and
the
support
of
it
is
better
than
we
can
build
upon
it
more
in
the
future.
E
One
thing
I
want
to
highlight
is
the
hardware
and
application
refreshment
that
is
the
funding
source
for
our
treasurer
system
or
our
ERP,
so
which
is
our
prism,
finance
and
HR
systems.
The
big
gap
there
there's
two
things
that
make
that
up.
One
is
the
a
system.
The
money
that
was
received
in
the
prior
year
was
four
million
dollars
and
we'll
be
rolling
by
those
six
men
I'm
sorry,
six
million
will
be
rolling
forward.
E
The
other
aspect
is
there
was
nine
million
dollars
in
funding
for
our
ERP
system,
but
as
Mark
Stockman
I'll
talk
about
a
little
bit
later,
we're
pausing
and
let's
look
at
what
we
actually
think
we
need.
There
is
an
aspect
that
we
still
need
to
do
an
upgrade,
and
so
we'll
talk
about
that
in
a
second.
But
those
are
the
two
big
things
that
make
up
the
difference
in
citizen
service
as
an
engagement.
E
This
is
a
new
effort
for
a
new
focused
effort
for
us,
I
should
say
on
looking
at
what
do
we
need
to
do
to
make
sure
that
we're
flooding
the
citizens
from
a
customer
relationship
management
from
a
CRM
system
and
trying
to
do
an
assessment
of
what
that
means
in
the
future
and
I
think
the
others
are
around
the
same.
The
emergency
communications
actually
has
worked
that
had
the
differences
work
that
had
happened
and
last
year
and
this
year
for
the
radio
system,
and
this
is
the
remaining
amount
for
the
Refresh
in
the
out
years.
E
So
what
are
we
doing
in
the
near
term
in
detail?
So
a
large
bulk
of
our
fund
goes
towards
maintenance
capital,
so
I
don't
want
to
get
into
the
detail
of
the
hardware
or
replacing,
but
basically
we're
having
to
always
have
to
refresh
our
network
you're
constantly
having
to
replace
equipment
and
update
equipment.
That's
an
ongoing
effort.
That's
always
going
to
happen.
Security
is
constantly
being
challenged.
E
The
money
that's
going
to
be
spent
there
as
two
main
focuses.
One,
is
for
a
technical
upgrade
of
our
ERP
system.
So
the
current
ERP
system
that
we
have
will
not
be
supported
after
a
certain
date.
It's
the
date
is
2022.
So
what
this
does
is
allows
us
to
upgrade
and
keep
us
current
and
supported
through
the
2022
and
beyond
2022,
and
then
the
ACE
upgrade
is
the
refreshment
of
the
revenue
collection
system
and
then
also
implementing
an
electronic
payment
portal.
D
E
E
So
when
you
think
about
our
systems
within
des,
they
have
a
system,
that's
tracking
water
mains
called
cartograph
well,
in
order
to
be
a
mobile
worker,
they
need
to
be
able
to
connect
and
the
way
that
they're
doing
is
hardware
that
we're
putting
in
place
that
allows
them
to
be
able
to
do
that
and
then
also
the
work.
That's
happening
on
the
CHP
that
bozeman
this
renovation.
The
work
that
we're
doing
related
to
mobility
is
going
to
complement
the
work.
That's
happening
with
the
CHP
renovation.
E
So,
as
Mark
was
saying,
there
are
a
number
of
things
that
we
we're
know
and
we're
looking
at.
You
don't
see
them
in
the
CIP
right
now.
But
what
we're
trying
to
do
is
do
the
research
and
make
sure
that
we
understand
what
are
the
investments
that
are
going
to
be
needed
further
out
in
the
future.
One
of
the
big
ones
as
Mark
was
talking
about
the
data
center
modernization.
So
when
we
built
the
data
center
20
years
ago,
20
years
ago,
it
was.
D
E
About
data
center
30
years
ago,
when
you
think
about
data
center
today,
the
image
is
very
different
when
you
think
about
a
data
set,
we've
come
a
long
way,
so
it's
not
that
we
were
behind
and
we've
been
trying
to
keep
up.
But
now
we
have
an
opportunity
with
the
CHP
renovation
to
look
at.
Where
do
we
want
to
go?
And
then,
honestly,
when
you
look
at
what
we
can
do
within
this
space
for
a
data
center,
we
do
need
to
look
at
something
as
something
else.
So
what
we're
going
to
be
doing
is
studying.
D
Know
I
think
the
thing
I'm
gonna
do
it's
a
it's
in
a
leased
building
and
we've
been
revived
by
consultants
that
got
a
group
that
it's
at
risk.
When
anytime,
you
have
a
leased
building,
you
don't
have
the
support
and
security.
You
need
from
a
traditionally
thought
datacenter,
so
the
recommendation
is
to
get
away
from
the
standard
center.
Also
we're
looking
at
from
the
perspective
of.
Should
we
be
in
the
data
center
business
at
all.
You
know
the
idea
of
having
staff
supporting
servers
and
refreshing
and
maintaining
them
housing
them.
D
When
I
first
came
to
County's
a
good
idea,
the
maturity
of
the
internet
and
what's
happening
in
terms
of
what
they
call
a
cloud
colocation,
it
makes
sense
that
maybe
we
get
out
of
that
business
and
when
you
get
out
of
a
business
like
that,
then
we
can
devote
our
resources
something
else
and
have
somebody
else
take
care
of
the
those
data
centers.
So
we're
actually
thinking
not
only
of
vacating
the
current
one
we
have
its
in
leased
building,
but
actually
getting
out
of
one.
D
E
We
have
to
maintain
those
manually.
Well,
there
is
a
table.
You
could
do
that
electronically.
So
is
that
something
that
how
do
we
do
that,
so
that
we
can
be
more
efficient
and
you
make
sure
that
those
computers
are
kept
up-to-date
so
that
there's
secure
and
that
the
people
who
are
going
to
be
using
them
are
getting
the
Windows
10,
so
they're,
not
using
Windows
7
right?
So
you
want
to
make
sure
that's
up-to-date,
we're.
D
And
then
we
moved
to
tablets
and
then
now
we
have
this
device,
there's
more
power
in
this
device
than
the
computers
we
put
in
10
years
ago,
and
we're
running
a
pilot
right
now
with
a
fire
department,
other
departments
to
see
if
this
could
substitute
for
a
desktop
and
so
what
they
walk
in
now
they
do
they
work
and
feel
they
come
in.
They
plop
it
into
a
cradle
and
then
the
screen
pops
up
everything
that
they
would
have
on
a
desktop,
and
they
can
do
just
about
everything
they
could
do
on
a
desktop.
D
So
that
begs
the
question:
do
we
need
to
keep
doing
PC
refreshment
as
a
capital,
expense
and
then
to
go
back
to
the
earlier
discussion?
We
had
about
moving
to
someplace
else,
to
put
our
service
or
whatever,
there's
no
reason
why
the
operating
system
could
not
exist
here,
but
in
the
cloud
and
so
what
we
do.
We
call
it
virtual
eyes
the
desktop,
and
so
that
creates
all
kinds
of
other
efficiencies.
We
peer
the
devices
we
update
them,
it's
all
done
somewhere
else
and
they
just
provide
an
update
to
us.
D
As
you
see
in
Microsoft
now,
you're
using
Microsoft,
Office
and
I'm
sure
there
were
days
you're
committing
you
say
well,
I
didn't
see
that
before
and
what
they're
doing
it,
my
updating
and
managing
behind
the
scenes
when
they
send
you
files
I
know
some
of
you
may
have
noticed
that
there's
a
scan
that
goes
on
and
you
say,
waiting
scan
completion
of
scanner.
What
Microsoft
is
doing
is
they're
scanning
for
malicious
software
and
viruses.
We
just
do
that
in-house.
We
don't
have
the
resources
to
do
it.
E
I
said
looking
at
this
things,
but
also
taking
into
account
what
are
the
costs
and
how
are
we
making
sure
that
we're
using
the
money
that
we
have
most
efficiently?
So
we
talked
a
little
bit
about
prism
earlier
and
we
said
that
we're
going
to
be
doing
attack
what
that
gets.
You
is
keeping
us
current
with
the
version
that
they
have
and
that
will
give
us
some
more
life
out
of
our
current
system,
but
we
also
we
want
to
be
able
to
do
things
that
are
transformational.
E
Jack
said
the
phone
didn't
exist
when
our
original
system
was
implemented,
we
want
to
be
able
to
take
it.
Take
advantage
of
the
mobility
some
of
the
analytics
that
we
don't
necessarily
have
built
into
a
system
today,
because
when
that
was
originally
built,
it
wasn't
there.
We
want
to
take
advantage
of
that.
So
what
we're
going
to
be
doing
is
a
study.
Where
do
we
want
to
go
in
the
future?
D
What
I
said
up
front
being
able
to
be
faster
and
smarter?
We
have
we
put
a
lot
of
time
and
effort
in
building
these
systems
up
and
I
think
we're
getting
the
information
we
should
out
of
it
and
the
speed
and
at
the
time
we
should,
and
without
that
you
can't.
You
don't
have
the
data
to
make
informed
decisions,
and
so
that's
why
it's
important
for
us
to
really
address
this
and
update
these
systems.
The.
E
Last
one
is
of
the
citizen
service,
as
an
engagement
make
sure.
Well
everything
that
we
do
is
supporting
the
services
that
we're
providing
and
how
are
we
making.
So
the
information
that
the
citizen
is
asked
accessing
and
the
information
we
have
about
them
is
consolidated
and
or
as
organized
as
possible.
So
when
you
think
about
it,
when
it
wouldn't
be
great,
if
you
called-
and
we
were
able
to
tell
you-
these
are
the
different
things
that
you
have
with
the
county
and
that
you
could
see
all
of
those.
E
D
How
do
we
provide
better
citizen
service
so
when
someone
comes
in
and
they
want
to
get
some
information
from
us,
we
want
a
one-stop
I
just
left
a
meeting
and
with
the
one-stop
islands
and
what
we're
talking
about.
How
do
we
define
a
customer
experience
so
that
it's
it's?
You
can
navigate
it?
You
can
get
what
you
want
when
you
want
in
the
time
you
want.
There
are
traditional
models
setting
up
with
the
coddle
of
3-1-1.
D
It
used
to
be
the
model
we
have
a
bank
of
people
looking
at
screens
and
calls
come
in
and
they
they
move
it
around.
This
morning,
I
was
talking
to
the
head
of
who
came
to
visit
us
ahead
of
Amazon
mobility,
and
he
was
talking
about
what
they're
doing
with
voice
recognition
and,
basically
the
whole
concept
of
Alexa.
You
know
Alexa
works,
you
ask
the
question
in
response,
and
so
now
they're
developing
a
capability.
They
call
it
thick
three-on-one
and
what
it
is
you
it
learns
from
you.
D
It
asks
you
ask
it
a
question
and
says
this
is
a
would
be
after
you
called
last
week.
Above
most,
you
still
want
that
month,
but
I
want
a
lot
of
mulch
delivery.
Go
up.
Would
you
like
something
else,
and
it's
able
to
understand,
learn
and
record
what
you've
done
so
that
the
manager
in
other
department
heads
they
were
doing
service
can
look
at
it
and
say:
okay,
I
understand
the
profile
of
this
person,
what
they're
doing
and
how
can
I
serve
them
better.
D
That
doesn't
involve
people
that
involves
computers
that
are
smart
enough
to
understand
what
you're
saying
in
voice
recognition.
So
we're
really
looking
at
this
and
my
recommendation
is
that:
has
it
I'm
hesitating
investing
and
putting
up
this
Bank
of
staff
looking
at
screens
to
be
able
to?
You
know
to
follow
up
phone
calls
coming
in,
and
we
need
to
be
smarter
about
that
and
can
be
faster.
E
The
last
saw
is
really
how
we're
time
together
what
we
are
investing
in
today
in
our
CIP
and
what
we're
looking
to
try
to
invest
in
the
future.
So
well
as
we
continue
to
invest
in
the
network
infrastructure
and
the
storage
infrastructure
and
the
in
the
PC
and
end
point
replacement
infrastructure
we're
thinking
about
what
does
it
mean
to?
E
Are
we
creating
a
foundation
for
our
data
center
service
and
what
do
we
actually
need,
and
how
do
we
make
sure
that
that's
supported
and
what's
the
right
path
for
us,
we're
looking
at
the
in
investments
that
we've
already
made?
If
you
know
what
are
those
next
level
of
I
guess
efficiencies
that
we
can
that
we
can
maintain
and
that
we
can
get
to
by
expounding
upon
what
we've
already
done,
we're
looking
at
in
the
system
with
the
modernization
of
our
ERP?
E
What
are
the
needs
that
we
have
and
how
do
we
need
to
make
sure
that
and
then?
Finally,
as
I
said,
a
lot
of
what
we're
doing
is
critical
to
how
we're
providing
the
services
of
the
for
the
citizen
making
sure
that
were
considering
that
and
all
the
things
that
we're
doing
and
all
the
efforts
we're
making.
Thank.
B
F
D
Staff
of
timing
or
the
effort
I'll
tell
you
that,
but
it's
they
enjoy
every
moment
of
it,
though
this
next
one
we're
doing,
is
on
the
future
of
work
and
I
think
this
is
probably
one
of
our
most
exciting
because
it
touches
on
so
many
themes
that
are
in
the
community
today.
Christian
Dorsey's
volunteers
are
just
you
come
and
introduce
the
discussion,
but
it
has
to
do
with
education.
How
we're
preparing
people
to
get
get
jobs?
D
The
a
Gregorian
revolution
will
offer,
but
will
people
on
farms
that
went
away
manufacturing
that
went
away
in
2000
B
labor
services?
Latest
statistics
did
not
have
a
category
for
information
systems
technology,
in
other
words,
there
was
no
category,
they
weren't
tracking
it
at
that
time.
So
this
whole
discussion
that
we're
doing
is
again
is
forming
a
the
opportunity
for
the
community
to
hear
what
may
be
possible.
We
have
a
leader
from
Vice
President,
Virginia
Tech.
Coming
we
had
the
head
of
North
America
and
South
America
Gartner
attending
it.
D
We
also
have
somebody
from
the
FCC's
doing
something
all
connected
to
health.
Talking
about
health
care
and
the
revolution
is
taking
place
with
that,
and
so
it
it's
really
going
to
be
an
interesting
discussion.
What
we
we've
been
doing
with
this
is
not
to
come
up
with
any
conclusions,
but
to
say
these
are
the
Gant
guideposts
we're
seeing
coming
out,
and
hopefully
they
will
be
of
information
to
you
when
others
have
come
after.
You
would
say
that.
Maybe
we
ought
to
think
about
this
when
we
start
making
decisions.
D
We
do
this
at
actually
just
how
to
hide,
and
we
like
it
so
much.
My
staff
or
Mark
asked
me
so
how
much
money
you're
putting
into
this
and
reality
they
do
it
after
hours.
They
just
love
the
ability
to
meet
the
community.
Talk
to
the
community
we've
had
an
extraordinary
group
of
people
come
to
it.
Yeah
yeah.
F
That's
very
obvious,
thank
you,
I!
Do
yes!
So
so
what
tell
me?
How
tell
me
how
the
managers
technology
CIP
component?
What
are
the
consequences
of
this
for
the
managers
open
data
committee?
I
know
that
you
know
it
started
off
with
a
bang
and-
and
it
seems
like
it's,
you
know
kind
of
on
on
an
even
keel,
but
not
particularly
ratcheting
up
and
I
know
mr.
D
Know
like
we
had
a
meeting
actually
last
night
that
open
data
committee
met
last
night.
The
she
has
stepping
down
he's
got
a
hint
to
a
full
time,
but
he's
going
to
continue
to
participate.
There's
a
lot
of
interest
in
seeing
progress.
I
know
the
Duke
banks
of
the
Civic
Federation
wants
a
discussion
in
October
presentation
to
discuss.
You
know
what
is
happening
in
what
we've
done.
They're
generally
very
pleased
with
the
work
that's
been
done
to
date.
D
We've
made
a
lot
of
progress
in
Vitoria
data
detailing
where
that
information
is
making
it
available
we're
getting
into
data
analytics
with
something
called
power
bi
which
something
comes
out
of
service.
We
have
it
as
part
of
the
Microsoft
Office
link
and
we
bought
a
Enterprise
license
so
that
staff
can
start
utilizing
that
it's
a
very
simple
way
of
doing
Danny
analytics
on
the
information
we
have
in-house.
So
a
lot
of
informative
information
is
coming
out
of
it.
I
think
it's
making
progress
so
I
think
the
future
is
bright
for
what
we're
doing
with
that.
D
The
whole
issue
of
privacy
is
coming
up
now.
Another
question
of
there's
a
concern.
We
want
to
make
sure
that
we
have
a
privacy
policy
to
protects
information
that
we
have
and
it's
not
just
being
given
away,
and
so
we're
working
on
that
and
what
they've
done
is
set
up
two
sub
groups
to
work
on
those
things
so
I,
it's
it's
it's
progressing,
I,
don't
think
it
ought.
Anyway,
it's
stagnated.
D
D
F
If
I
could
just
have
a
follow-up
on
that,
it's
at
some
point
in
writing.
Mr.
manager,
that
would
be
helpful.
Okay.
My
last
question
is:
there
was
a
letter
to
the
editor
not
long
ago
about
you
know
an
allegation
that
that
we're
not
where
we
need
to
be
on
the
whole
5g
initiative,
which
is
LA.
You
know
taking
a
lot
of
jurisdictions
by
storm.
What
can
staff
say
to
that?
Well,.
C
Before
Jack
responds
on
that
and
I'm
bringing
Jim
up
here
too,
which
was
that
not
that
I
spend
my
days
reading
oral
now,
but
aural
now
went
and
referenced
back
the
letter
from
John
Kenney
that
was
sent
a
few
weeks
ago
and
I
never
recommend
this
to
anybody.
But
actually
this
is
one
time
where
I
would
read
the
comments
on
are
now
because
they
point
out
that
the
assertions
made
by
mr.
Kenney
have
absolutely
nothing
to
do
with
the
connectivity
we
offer
as
a
jurisdiction
if
Amazon
were
to
choose
us
with
our
dark.
C
G
That
is
the
crux
of
it.
You
all
recall
that
last
summer
you
actually
approved
an
update
of
our
policy
and
right
now
we
have
applications
for
permits
to
install
that
technology
in
the
county
des
is
working
with
those.
You
know,
as
we
speak,
so
I
think
you
know.
Mr.
mr.
Kinney
was
misinformed.
He
got
some
of
this
information
confused
and
so
you
know
and
Jack
anything
had
anything
else,
but
the
five
G
is
not
related
to
the
fiber
other
than
five
G
providers.
G
D
In
fact,
as
I
said
this
morning,
we
met
with
a
head
of
mobility
and
intelligence
cities
smarter
than
our
quad
from
Amazon,
and
we
talked
just
about
that
and
he's
a
big
advocate
for
5g
as
well
as
certainly
Amazon
would
be,
but
he
too
recognizes
is
based
on
the
fiber,
because
it's
the
backbone
you
needed
and
5g
is
not
it's
a
way
of
communication
methodology.
It's
not
yet
perfected.
So
it's
not
really
something
you
could
get
off
the
street
today.
D
D
This
connect
Darlington,
it's
there
and
what
you
do
is
we
put
these
devices
on
poles
and
they
broadcast
at
5g
wireless,
but
we're
not
in
the
business
of
doing
that,
we're
in
the
business
of
providing
space
on
the
streetscape
too,
but
to
do
it
and
backhaul
if
that
was
interested
to
them.
In
fact,
the
Amazon
folks
were
saying
to
us
today.
Just
today
that
the
variance
person,
what
we're
doing
with
connect
Darlington
because
of
what
that
might
mean
for
them
being
able
to
feel
applications
going
forth
in
the
future.
D
H
D
So
we
have
to
go
through
a
replacement
of
that
and
it's
how
we
talked
about
when
we
got
the
enterprise
license.
It
did
not
incorporate
those
those
sites
outside
of
the
county
itself,
in
other
words
the
employment
center.
The
libraries
and
those
devices
are
pretty
much.
The
department's
themselves
have
to
go
through
a
process
of
we
would
place
the
device,
but
in
terms
of
me
place
in
the
office
system,
on
top
of
that,
it's
they
do
it
by
one-off
and
so
we'd
like
to
adieu.
D
It's
we're
in
a
process
now
of
negotiating
our
Enterprise
license
again
for
Microsoft
and
we'd
like
to
extend
that
coverage
to
those
devices
as
well.
The
idea
of
being
the
sort
of
a
digital
include
a
digital
equity
aspect,
because
somebody
go
into
employment
center
and
they've
working
at
a
device
you'd
like
them
to
be
able
to
access
the
latest
version
of
word
and
the
latest
version
of
Excel,
not
the
one
that
we
had
two
years
ago
three
years
ago,
but.
D
H
And
then,
when
you
were
talking
about
looking
at
for
our
servers
and
moving
to
the
data
center
into
the
more
sort
of
cloud
based
model,
I'm
gonna
ask
kind
of
question,
because
it
goes
with
the
last
question.
I
just
asked,
and
so
in
general,
your
impression
of
the
trends
and
information
technology
and
the
industry,
our
costs,
sort
of
per
user
per
seat
kind
of
costs
going
down
going
up.
H
Staying
about
the
same
so
as
we
start
to
centralize
in
the
cloud
and
as
we
move
towards
the
convergence
of
technology
like
you
were
describing
where
you
know
eventually,
everybody's
you
know
might
be
carrying
around
on
their
watch
or
their
cellphone
is
gonna,
be
kind
of
their
their
device,
and
everything
else
is
just
a
screen
or
a
keyboard
or
means
of
input
our
cost.
What
would
you
characterize
your
understanding
of
kind
of
what
we
should
expect
as
we
move
through
this
CIP
in
the
in
terms
of
those
kinds
of
costs?
My.
D
Painful
experience
is
always
saying
to
my
executive
leadership
that
it's
gonna
save
you
money
in
reality.
It
never
does
so
I
recognize
that,
and
so
you
have
to
look
at
it
from
the
perspective
of
your
shifting
costs.
Initially
we
had
the
gut
and
folks,
as
I
said
come
in,
did
an
exhaustive
analysis
of
what
we're
spending
today
to
support
the
two
data
centers.
We
have
what
it
would
take
to
migrate
out
to
it
I
somewhere
else,
either
it's
being
out
of
Ashburn
or
somewhere
else
in
the
country
to
be
able
to
support
that.
D
And
so
what
happens
is
an
initial
bump?
You've
got
to
take
the
things
you
have
a
map.
If
equipped,
when
you
have
a
move.
In
some
cases,
we've
got
equipment,
that's
on
hospice
care.
It
was
developed
years
ago
and
we're
hoping
it
will
die
sooner
than
later.
So
we
can
go
get
something
new,
but
we
have
to
understand
how
we
take
care
of
those
devices
once
you
move
them
to
that
the
cost
come
precipitously
down
and
becomes
predictable
over
time
and
then
you'll
have
another
up.
D
You'll
have
upgrades
over
time
when
you
need
more
storage
because
we're
doing
video
or
because
different
type
of
devices
are
coming
up,
but
not
being
in
that
cloud
affects
so
many
other
efficiencies
and
economies
across
the
board.
It's
like
I'm
Internet
access.
Today
we
pay
a
fee
for
Internet
access
for
500
megabits.
Just
keep
that
number
in
mind
to
get
to
the
antenna
internet.
D
If
we
go
to
the
cloud
have
a
connection
to
say
Ashburn
that
has
that
we
can
reduce
that
cost
by
sixty
percent
of
monthly
in
terms
of
cost,
with
paying
and
double
speed
at
which
we're
accessing
services,
and
that's
because
we're
already
low
co-located
in
a
place
like
that.
There's
also
a
staff
shift
that
takes
place.
I've
got
staff
on
board
who
I'm
hiring
FTEs.
D
We
pay
benefits
to
who
are
responsible
for
the
care
and
feeding
of
those
devices,
and
that's
will
go
away
because
that
now
it's
somewhere
else
and
somebody
else
is
caring
and
feeling
for
those.
And
so
when
we
need
an
upgrade,
we
just
call
them
and
say
by
the
way
the
treasurer
was
running
a
big
tax
collection
and
we
want
to
upgrade
that
so
the
automatically
provides
storage
we
need
and
soon
as
we're
done,
they
down
okay
to
bring
Italian.
So
it's
a
made
at
very
very
attractive,
and
it's
now
myself.
D
If
we
look
around
the
region
there,
other
the
other
CI
is
doing
the
same
thing.
I
know
in
Prince,
William
County
they
made
the
same
discussion
took
place.
There.
Fairfax
is
doing
that
Montgomery
County
they're
thinking
moving
one
of
the
data
centers
to
cloud.
What
I'm
proposing
is
that
and
it's
a
leap
of
faith,
but
we
make
thing
who
make
an
effort
to
leapfrog
out
and
get
rid
of
our
data
centers
totally.
And
so
what
will
happen
then?
Is
the
staff
class
somewhat
change?
We
have
contained
a
subscription
model
for
the
devices
to
be.
D
How
is
the
kid
for
somewhere
else,
but
so
it's
leaving
capital,
but
now
we're
talking
about
staff
resources
that
could
be
either
repurposed
or
delegated
to
somewhere
else.
Oh
and
maybe
not
do
that
type
of
task,
so
I
think
all
the
time
what
Gardner
was
suggesting
to
us
and
we've
got
the
data
to
show
this.
Is
they
predicted
one?
This
is
a
sound
thing
to
do
and
jurisdictions
like
Arlington
should
be
considering
it
too
that
over
time,
we've
got
a
predictable
than
spend
rate
in
terms
of
what
you're
spending
for
this
type
of
equipment.
D
That
is
scalable
so
when,
for
instance,
I'm
going
around
I
haven't
staffed
right
now
for
the
next
18
months,
upgrading
Windows
10
on
a
desktop.
If
I
had
everything
in
the
cloud
today,
then
I
would
call
them
up
and
say:
could
you
make
a
change
and
then
put
that
down
and
then
it
would
be
done?
You
saw
that
happen
in
security.
Not
too
long
ago.
A
couple
months
ago,
I
asked
mark
I,
said:
I
need
help
ones
on
security
and
they
need
you
to
put
in
this
capability.
It's
gonna
cost
a
certain
amount
of
money.
D
H
Said
mr.
Belcher,
the
the
kind
of
analysis
that
you're
talking
about
in
terms
of
the
the
ROI
on
moving
to
the
data
centers
and
and
and
just
in
general
approach
to
technology,
is
that
kind
of
announcer
that
we
expect
to
come
like
back
through
our
attack
until
IIT,
Advisory,
Committee,
etc
that
so
the
community
would
have
opportunity
to
because
we
have
a
lot
of
folks
in
this
community.
As
we
all
know
who
are
in
these
fields
and
there's
it's
like
medicine,
there's
different
opinions
on
everything
about
what's
the
right
approach
and
how
to
do
that.
D
I
have
not
shared
that
document,
and
yet
we
have
fact
I
have
to
brief
mark
on
all
the
details
of
the
head
in
terms
of
what
the
what
it
looks
like
before
we
go
forward
it,
but
no
I
would
think
that
that
would
be.
Something
is
educational
just
to
look
at
that
and
to
see
the
numbers
and
they
broke
it
out
on
a
seven-year
investment
ROI.
He
said
seven
years.
What
would
happen
because
reason
I
asked
that
you
got
a
refreshed
equipment,
some
point
time.
So
how
would
we
do
it?
Move
right,
be.
H
H
Enough
I
wouldn't
expect
you
to
thank
you
appreciate
that
I
had
one
more
questions
a
little
bit
of
a
follow-up
I
think
this
should
be
fairly
quick
on
what
mr.
Vyse
that
I
was
asking
about
the
FOIA
request.
So
when
we're
talking
about
the
the
citizen
engagement
aspect
of
it
of
this
CIP
that
that's,
it
doesn't
say
it
in
there,
but
this
is
referencing.
The
open
data
portal
is
that
correct?
Is
that
funded
here?
What
our.
A
D
C
C
H
Then
I
think
I
can
take
this
answer
later,
but
I
would
like
sort
of
a
reconciliation,
then
of
page
d7,
the
citizen
services
engagement,
because
the
narrative
there
sounds
an
awful
lot
to
me
like
opened
a
report
on
the
last
sentences,
as
the
county
looks
to
implement
a
CRM.
So
I
just
want
to
understand
what
this
this
300k
and
2021
is.
D
E
The
study
with
the
hope
of
understanding,
that
is
what
our
goal
is,
is
that
looking
at
the
CRM,
but
also
than
the
data
that
you
would
have
to
be
able
to
better
respond
to
the
customer,
so
I
think
originally
was
looked
at,
trying
to
combine
it
all
into
one.
But,
as
I
said,
the
funding
that
we've
gotten
is
to
do
this
study
to
figure
out.
How
do
we
get
there
sure.
I
Yeah
I'll
just
continue
on
this.
What
I
think
I
heard
was
you're
you're,
taking
a
pause
on
a
number
of
things,
not
just
the
CRM,
but
a
number
of
things
that
you're
studying
to
figure
out
what
we're
gonna
do
is
that,
yes,
thank
you,
which
is
a
little
makes
me
feel
a
little
better
that
we're
not
doing
it
now,
but
we're
at
least
thinking
about
when
we're
gonna
do
it.
How
long
will
that
study
take
good,
which.
I
The
CRM
or
any
of
these
kind
of
ones
that
you're
looking
at
mean
are
you
thinking
in
a
year
there'll
be
sort
of
look
like
like
when
we
actually
see
the
CIP
is
two
years
out,
but
in
another
year
well
we
have
a
good
sense
of
what
it
is
we
want
to
do
and
how
much
that's
gonna
cost,
and
then
we
can
start
figuring
out
how
we
do
it.
The.
C
The
analysis
on
the
data
center
is
something
that's
underway
and
okay,
as
a
matter
of
fact
and
I,
we've
had
this
conversation
before
with
the
joint
facilities
Advisory
Commission
we
talk,
there's
a
little
I
always
tend
to
interject.
When
then
we
have
information
technology
needs.
So
this
is
something
that,
over
the
next
six
months,
we'll
hopefully
we'll
have
a
better
sense
of
what
the
trade-offs
are
involved
in
and
we
can
factor
that
into
our
long-term
plans.
Okay,.
I
Thank
you,
I
assume
jurisdictions
everywhere
are
going
through
the
same
thing.
In
other
words,
we
put
systems
in
30
years
ago,
20
years
ago,
and
they
kind
of
and
all
of
a
sudden
they
they're
they're,
really
not
cutting
it
at
all,
and
we
need
to
make
a
major
change
and
we're
not
sure
what
to
do.
Is
there
anybody
who's
kind
of
like
really
out
out
in
front
and
like
they've
kind
of
done
it
I
mean
there's
some
models
out
there,
where
they've
got
some
CRM
systems
that
are
working
really
well.
D
Parts
of
the
country
were
in
conversation
with
a
whole
question
of
data
centers
with
the
Galveston
Texas
and
things
that
they're
doing
they've
already
made
that
jump,
they
vote
and
other
cities
of
contemplating
or
have
done
abortions
done
it.
So
we've
talked
to
them
in
terms
of
those
types
of
best
mark
best
practices.
What
does
it?
What
are
the
true
costs
and
how
do
we?
How
can
we
do
it
here?
D
How
could
we
begin
here
see
Rama
doing
the
same
thing,
we're
talking
to
other
folks
in
the
region
who
have
done
things
like
that
or
in
outside
the
region
in
the
in
the
nation
itself,
so
we
participate
in
number
groups
week.
The
cannot
under
over
a
state
the
kana
systems
got,
and
it
gives
us
say
that
again
got
the
the
GA
RT
India.
They
were
our
consultant
CEOs
it.
He.
D
J
I
D
Was
not
being
it's
a
cultural
thing
here,
I,
don't
think
it's
I
mean
it's
not
a
technical
issue,
that's
cultural!
If
I
can't,
if
I
can't
see
that
server
down
the
hallway,
is
it
really
safe
somewhere
else
and
somebody
could
maintain
it.
You
know
if,
when
we
get
to
the
point
where
we're
really
we
have
plan
on
money
to
do
it,
I
really
would
encourage
it
Cosi.
We
take
you
up
to
a
larger
data
center
of
an
ashram
and
show
you
what
that
works.
D
You
have
to
go
through
seven
layers
of
security
before
you
can
walk
in
the
door
and
then,
when
you
walk
in
everything,
is
pristine
clean.
You
can't
bring
anything
with
you
in
the
management
that
we
have
one
generator.
They
have
sixteen.
We
have
two
ups
as
they
have
thirty-two,
and
so
you
think
about
the
opportunities
that
are
there
through
something
like
that.
Thank.
I
D
I
Now
I
know
what
now
a
lot
of
some
people
do.
Thank
you.
I!
Don't
want
to
take
up
any
more
time
on
my
time,
but
I
would
like
to
have
at
another
time
a
briefing
on
security.
I.
Don't
think
we
want
to
talk
about
that
here
anyway,
and
I
would
love
to
be
able
to
just
sort
of
sit
down
and
just
be
able
to
bounce
that
around
some,
like
what
ifs,
and
what
are
we
thinking
about?
I
B
Have
just
one
question
actually
about
the
funding
sources
on
page
d2
regarding
it
looks
like
actually,
the
majority
of
our
IT
program
is
funded
through
short
term
finance
and
I
wondered
if
whether
our
team,
here
or
perhaps
mr.
county
manager
or
a
member
of
DMF
could
just
walk
us
through
a
little
bit
about
what
short
term
finance
is.
Does
this
link
back
to
the
master
lease
section
of
the
operating
budget
that
we
had
a
conversation
about
and
also
give
us
a
sense
of?
C
J
So
I'll
start
and
ask
Jason
jury
on
the
details,
so
recalled
it
back.
During
the
conversations
on
the
budget,
we
mentioned
that
there
was
the
potential
that
we
wouldn't
be
able
to
use
the
same
master
leased
vehicle
that
we
have
been
using
in
prior
years
in
part,
because
it
wasn't
clear
that
that
kind
of
instrument
would
be
available
in
the
markets,
and
so
we
had
some
conversations
and
and
thankfully
led
by
Jason.
J
We
borrow
the
assets
are
put
up
that
we
purchase
are
put
up
as
collateral
for
us
to
make
the
debt
service
payments
associated
with
that
we
pay
them
off
or
on
a
shorter
timeframe
than
is
typically
the
case
with
borrowed
funds,
and
then
we've
retained
the
assets,
and
so
what
Jason
tried
to
model
was
something
that
would
mirror
that
kind
of
structure.
Without
the
use
of
a
master
lease
vehicle,
so
I'll
ask
him
to
talk
a
little
bit
more
about
that,
but
thankfully
he
was
able
to
do
that
because
it
you
know
it
looked
like.
K
So
to
answer
about
about
how
he
hits
of
10%,
that's
only
our
general
obligation,
debt
and
revenue
bonds.
That's
a
long-term
debt,
the
short
term
this!
These
vehicles
are
not
part
of
that
that
10%
and
in
terms
of
debt
service,
general
expenditures.
In
regarding
what
we
are
looking
at
in
terms
of
this
kind
of
synthetic
master
lease
we
we
worked
with
our
financial
consultants
pfm
to
look
at
you
know
what
are
our
options
and
are
they
advantageous
of
the
county?
So
we
don't
have
pledged
that
collateral.
K
There's
a
lot
of
back-end
work
with
documentation,
invoicing,
tracking
those
those
those
expenditures.
So
we
wanted
to
find
something
as
more
streamlined
and
efficient,
but
that
was
comparable
in
cost,
so
we're
looking
at
short
term
a
mix
of
short
term
lines
of
credit
for
a
couple
years
with
banks,
as
well
as
taking
it
out
with
short
financing
through
either
the
same
banks
or
different
banks
at
different
periods
in
time.
So
it
may
not
be
every
year
given
how
much
we
actually
spend
year
to
year.
K
We
may
leave
it
in
the
short-term
line
of
credit,
but
we'll
be
looking
to
to
pursue
that
pursuing
that
method
and
in
doing
the
financing.
So
it's
a
little
bit
fluid
it's
gonna
depend
on.
You
know
what
how
how
much
we
end
up
spending
between
us
it'll,
be.
You
know
us
the
schools,
if
there's
any
utilities
or
any
other
short-term
financing
needs
but
it'll
be
dependent
upon.
You
know
what
we
end
up
doing
year
over
year
and.
A
K
K
Know
as
we
as
we
end
up,
locking
in
it'll
be
structured
based
on
the
assets
that
are
within.
So
if
we
finance
a
seven-year
useful
life
asset,
a
two-year
useful
life
we'll
be
structuring
the
repayments
of
those
assets
at
the
same
terms,
it'll
just
be
within
that
short-term
financing.
So
if
it
was
a,
you
know
a
three
million
dollar
asset
for
three
years.
We
pay
off
a
million
dollars
a
year.
Okay,.
B
So
the
upshot
of
all
of
that
I'm
just
trying
to
make
sure
I'm
unfollowing
the
master
lease
system
where
we
back
the
debt,
with
the
collateral
of
whatever
we're
purchasing,
is
no
longer
available
to
us.
We're
pursuing
a
short-term
line
of
credit
that
will
vary
in
the
length
of
the
the
credit
instead
and
it's
not
part
of
our
10%
correct.
K
Right
there
is
a
risk
that,
with
master
lease,
also
that
a
lot
of
with
moving
towards
a
lot
of
its
technologies,
more
soft
costs
versus
hard
costs
that
it
would
be
things
that
typically
don't
go
under
a
master
lease
program
way.
This
gives
us
a
lot
more
flexibility
in
terms
of
what
can
what
can
be
financed.
K
B
It
sounds
like
I
think,
sir
owed
to
you
for
a
fairly
significant
body
of
research
to
guess
using
this
tool.
Thank
you.
I!
Don't
have
any
further
questions
on
the
the
technology
and
information
technology.
Thank
you
for
the
good
work
and
for
the
wide-ranging
discussion
and
I
think
we'll
turn
next
into
policy.
C
Yes,
so
I'm
gonna,
ask
Mary:
Paxton
is
coming
up
here,
but
while
she's
getting
settled,
I
did
want
to
address
one
point
that
mr.
Getchell
raised
in
one
of
his
questions,
which
I
think
is
a
conversation
which
I
would
encourage
the
board
to
continue
to
have,
which
is
that
you
know
technology
as
it
comes
online,
and
we
had
this
conversation
when
the
treasurer
was
here
about
two
or
three
years
ago.
You.
C
Invested
in
these
new
payment
systems
shouldn't
we
be
able
to
realize
savings
and
that
on
the
personnel
side
and
is
what's
the
cost
curve
looking
for
in
technology
and
I
can
say
that
the
cost
curve
I
think
is
actually
you
know
flat,
maybe
going
down
a
little
bit.
But
what
what
tends
to
happen
and
Mary
will
give
you
examples
of
this,
which
is
that,
as
we
are
able
to
do
things
a
little
bit
more
cheaply
the
demand
for
those
kinds
of
techniques
for
services
and
to
add
things
to
technology
that
we
never
did
before
increases.
C
So
there
are
things
that
we're
doing
right
now
on
public
safety,
IT
that
we
never
even
conceived
of
doing
two
years
ago
or
four
years
ago.
So
that's
where
the
savings
end
up
going
into
additional
kinds
of
services.
In
the
conversation
we
have
what
the
treasurer
was.
You
have
a
much
more
efficient
way
of
handling
payment
processing.
C
We
also
gave
him
a
home,
is
gonna
have
to
come
up
here?
He's
the
come
on.
Dave
he's
the
director
of
the
emergency
communication
center
and
one
thing
that
I
think
not
all
of
you
are
familiar
with,
which
was
I
think
it
was
three
years
ago
or
four
years
ago
we
took
all
the
the
disparate
information
technology,
personnel
and
all
our
public
safety
agencies
represented
here
and
had
them
all.
C
What's
the
word
I'm
looking
for
consolidated,
I
was
gonna,
say
congealed
and
that
didn't
really
sound,
very
right,
consolidated
under
Mary
Paxton,
who
actually
she
reports
to
chief
far,
but
she
actually
reports
to
a
group
that
you
see
right
over
here,
which
is
are
the
head
of
the
departments
and
they
work
collaboratively,
and
so
now,
when
there's
service,
that
needs
to
be
done
by
the
sheriff,
for
example,
which
also
participates
in
this
or
the
police.
They
have
someone
who
shows
up
who
might
be
a
fire
department
employee.
L
Thank
you,
I'm,
going
to
probably
echo
quite
a
few
issues
that
Holly
expressed
about
the
challenges
that
we
have
around
IT,
because
they're
very
similar,
but
I'm
gonna
speak
specifically
to
the
public
safety
projects.
Similar
to
DTS
are
probably
our
biggest
issue.
Right
now
is
maintaining
the
existing
applications
that
support
mission-critical
operations
and
make
sure
that
they're,
reliable
and
resilient
to
support
those
operations
on
a
daily
basis.
L
L
That's
our
the
trunk
lines
that
are
coming
into
the
9-1-1
center
and
the
equipment
that
super
that
manages
that
traffic
that's
being
replaced
right
now,
Public
Safety
mobile
and
portable
radios
they're
at
the
tail
end
of
replacing
the
radios
fire
defibrillators
were
replaced
last
year,
the
MDT's
or
the
computers
that
the
field
officers
use.
Those
have
been
replaced
this
year
and
the
fire
records
management
system.
That's
in
progress
right
now.
L
So
how
do
we
pay
for
this?
Because
all
of
these
projects,
majority
of
our
projects,
are
five
to
seven
year
lifecycle.
The
majority
of
the
funding
is
short-term
finance
or
master
lease.
We
also
have
30%
in
the
auto
fund,
that's
specific
to
the
replacement
of
fire
apparatus.
We
have
a
small
amount
in
revenue
bonds,
which
is
new.
This
is
something
that
funding
will
be
going
to
the
computer-aided
dispatch
replacement,
as
well
as
the
associated
networks,
the
Ezzie
net.
L
That
will
support
next
generation,
9
1
1,
so
the
next
slide
just
shows
a
breakout
of
the
10
year
summary
of
funding
over
10
years
for
each
of
the
agencies,
you
can
move
to
the
next
slide,
the
first
project
fire
breathing
apparatus.
This
is
350
units
of
apparatus,
that's
used
to
produce
breathable
air
for
our
first
for
our
fire
personnel
fire
station,
alerting.
That
is
a
system
that
we
are
replacing
in
10
fire
stations,
the
toning
system
that
is
integrated
with
CAD
that
allows
the
alarms
to
go
off
in
the
fire
stations.
L
This
is
a
forklift
upgrade
it's
a
major
upgrade
that
will
give
us
additional
functionality
in
the
fire
stations.
It's
increasing
the
capability
to
zone
alerts
so
that
only
certain
personnel
that
need
to
be
alerted
based
on
what
the
event
is
and
what
apparatus
goes
out.
Those
folks
will
be
alerted
in
the
station.
We
can't
do
that
as
well.
Now,
there's
only
I
think
32
zones
were
shifting
to
64,
so
it
allows
us
to
alert
personnel
in
a
much
more
discreet
level.
L
Cad
replacement:
this
is
the
replacement
of
the
computer,
a
dispatch
system
itself.
This
is
the
cog
in
the
wheel.
This
is
a
system,
that's
collecting
information,
as
it
comes
in
from
the
public
on
the
nature
of
an
event
and
pushes
that
information
out
to
public
safety
personnel
about
what
type
of
incident
is.
It
is
any
other
information
they
may
have
about.
What
type
of
response
is
required?
L
L
The
ECC
radio
system-
this
is
the
simulcast
upgrade.
This
is
part
of
the
base
station
upgrade
for
the
radio
system.
This
is
going
to
allow
us
to
have
a
single
signal
over
a
single
frequency
to
be
distributed
at
the
same
time,
so
that
we
can
broaden
the
geographic
area
of
how
radio
signals
are
available
in
in
the
area
in
a
wide
geographic
area.
L
L
We
try
to
put
together
a
picture
of
where
we
are
with
different
systems,
so
you'll
see,
the
green
boxes
show
that
we
have
completed
those
the
yellow
are
in
progress
and
the
red
are
planned
for
19.
So
this
is
what
we're
looking
at
right
now.
Really,
the
biggest
issue
is
so
much
of
these
systems
are
interconnected,
that
the
challenge
is
staging
the
replacement
of
these
systems,
so
that
is
impactful
to
any
one
entity.
L
Unfunded,
the
only
project
that
was
unfunded
and
also
this
is
the
only
project
and
the
10-year
CIP.
That
is
a
new
functionality.
This
is
real-time
monitoring.
This
is
the
ability
of
the
detention
center
personnel
to
be
able
to
to
have
a
picture
of
who
is
in
the
detention
center
in
any
given
time
it
could
be
County
personnel,
it
could
be
lawyers
chaplains,
vendors
maintenance
personnel,
but
should
there
be
a
lockdown
situation,
this
system
allows
them
to
know
who
is
in
the
detention
center
and
where
they
are
right.
L
C
Just
wanted
to
add
one
thing
which
is
I'm
not
disagreeing
with
the
point
that
Mary
made,
but
it's
a
little
bit
of
a
nuance.
We
we're
not
adding
any
new
systems,
but
next
gen
911
has
capabilities
that
our
current
9-1-1
system
does
not.
As
a
matter
of
fact,
I
was
quizzing.
You
intently
on
this
story,
I
think
it's
either
uber
or
lyft.
Now
has
this
app
where,
if
you're
in
an
uber
or
lyft,
you
can
hit
this
911
button
and
it's
going
to
go
to
a
dispatch
center
and
it's
gonna
say
where
your
car
is.
C
What
the
make
is,
what
the
license
plate
number
is,
with
all
sorts
of
details
and
I
turn
to
Mary
and
I
said.
That's
great.
We're
gonna
have
that
in
Arlington,
and
she
said
yes,
when
we
get
next
gen
9
1
1,
so
there
will
be
additional
functionality
and
David
Mulholland
can
speak
to
that.
But
as
far
as
a
new
kind
of
thing
that
we've
never
done
before
that
you're
correct
and
the
keeping
track
of
people
in
the
detention
center
is
really
the
only
one.
H
Thank
you,
I
think
I
just
need
to
be
set
straight
on
something
so
forgive
me,
but
because
I'm
scratching
my
head
so
on
on
page
d-10,
where
there's
a
the
overview
of
everything,
but
the
total
there
is
for
all
of
these
fire
police
sheriff
and
Department
of
Public
Safety.
There's
fifty
three
point:
four
million,
but
you've
got
here
on
slide.
Three.
The
total
of
seven
is
76
million
and
I'm.
Trying
to
crosswalk
these
back
together
is
am
I
missing.
Something
I.
H
H
G
It'll
have
additional
value
in
the
future
when
we
move
to
things
like
not
to
get
into
another
whole
area
of
discussion,
but
what's
called
firstnet,
which
is
where
we're
gonna
have
the
capability
of
moving
data
and
video
those
kinds
of
systems
will
also
have
value
there.
So
really
it's
a
fundamental
right
today.
It's
about
our
ability
to
the
responders
to
be
able
to
communicate
from
inside
a
building.
H
G
On
the
fact
that
we're
not
going
away
anytime
soon
from
using,
what's
called
land
mobile
radios
right,
the
voice
function
that
we
need
to
communicate
during
an
emergency.
Despite
the
advances
in
video
and
data
are
not
going
to
fundamentally
change
that,
you
know
the
need
for
us
to
still
communicate
by
voice
during
a
crisis
right.
H
So
I
just
want
to
actually
know
from
my
colleagues
and
for
the
manager
that
I'm
not
at
all,
prepared
or
suggesting
that
it's
not
the
right
thing
to
be
doing
and
what
we're
doing,
but
I
think
it
I
had
often
felt
that
it
just
was
sort
of
flying
under
the
radar,
and
we
weren't
necessarily
aware-
and
we
should
have
full
visibility
and
awareness
that
when
we
have
conversations
in
the
community
about
what
are
we
asking
developers
to
do
that?
This
is
a
very
substantial
investment
that
they're
making
on
behalf
of
larger
public
safety.
H
G
End
mr.
Koch
I
would
observe
that
was
since
we,
since
you
all
approved
that,
and
we
have
been
asking
developers
to
do,
that,
we
actually
give
the
developers
who
do
install
those
systems
a
plaque
to
put
in
their
Lobby
a
good
question
for
people
that
enter
the
building
would
be
where's
your
plaque.
Do
you
have
that
kind
of
a
system
that
is
going
to
keep
me
and
my
family
safe,
while
I'm
an
occupant
of
your
building.
C
A
guy
just
want
to
interject
for
one
second,
because
I
do
have
an
answer
to
mr.
gotshall's
question.
The
difference
between
the
two
numbers
has
to
do.
The
number
that's
in
the
book
here
quotes
just
technology
and
the
number
in
the
slides
and
includes
technology
plus,
mostly
fire
department.
The
the
vehicles
and
defibrillators
are
in
a
follow
on
page
and
that's
how
you
get
to
the
total.
I
I
The
sort
thing
you
come
in,
they
give
you
something
and
it's
like
down
into
the
system,
what
it
is
and
then,
wherever
you
wander,
you've
got
a
little
BB,
B
beeps
right
exactly
alright,
thank
you
and
then
the
the
CAD
system
I
think.
That's
it.
Some
of
these
systems
are
they
connected
with
other
jurisdictions,
or
is
it
just
here
a
very.
L
Good
segue,
we
talked
a
little
bit
about
CAD
and
then
something
called
the
Ezzie
net
and
the
SE
net
is
a
network
of
networks,
that's
being
built
with
state
funding
that
will
connect
Public,
Safety
access
points
across
a
geographic
area
and
allow
for
us
to
seamlessly
not
only
share
data
but
increase
the
resiliency
of
our
network.
So
should
any
one
circuit
go
down,
you
could
reroute
traffic.
It
also
allows
us
to
pass
data
in
instances
where
we
have
situations
where
we
have
mutual
aid
events.
But,
yes,
you
can
connect
piece
up
that
way
and
then.
I
L
I
L
I
Thank
you
and
then
on
any
of
this
I
think
this
is
not
the
same
as
the
radio
purchasing
that
we've
been
trying
to
get
together
with
other
jurisdictions
to
do
or
they're
any
ways
we
can
cooperate
on
these
systems
or
you
know,
are
we
doing
that
to
try
and
you
know,
get
a
larger
contract
so
that
the
systems
will
be
cheaper
for
everybody?
Well,.
L
We
always
look
at
other
contracts
that
are
available
with
these
systems
to
see
if
we
can
get
the
best
the
best
price,
but
we
are
talking
about
the
potential
to
regionalize
our
computer-aided
dispatch
and
get
into
a
partnership
with
other
jurisdictions
to
potentially
use
the
same
use.
The
same
core
system.
How
that
implementation
would
occur
could
occur
in
different
ways,
but,
yes,
you'll
be
sharing
a
system.
Okay,.
I
B
F
Going
back
to
mr.
gotshall's
line
of
questioning
and
his
reference
to
in
building
wireless
and
and
and
and
and
and
public
buildings,
mr.
manager,
I,
think
earlier
you
you,
you
made
a
just
a
very
passing
reference
to
where
the
school
system
is.
Could
you
develop
that
a
little
bit
and
and
let
us
know
how
is
the
school
system
doing
now-
all
the
school
buildings
at
all
levels
with
respect
to
in
building
wireless
and
emergency
communications?
What's
your
perspective
on
that
I.
C
And
I'm
gonna
encourage
any
of
the
Chiefs
or
Dave
if
they
have
more
detail
on
this.
I
know
that
for
every
project
that
has
there
been
a
lot
of
schools
built
in
the
last
four
years
and
a
lot
of
additions
any
time
there's
been
an
addition
or
new
cans.
Struction
the
in
building
wireless
functionality
has
been
added
to
that
and
that
the
schools
were
looking
to
go
back
and
David.
C
M
N
J
B
One
question
about
a
relatively
small
amount
of
money,
but
on
page
D,
15
of
the
budget
workbook
there
were
some
references
to
expenditures
on
scans,
magnetometers
and
others,
and
I
was
just
wondering
how
a
15,
not
five
I,
was
just
wondering
how
the
the
I
think
200,000
that
we
approved
for
the
body
scanner
and
then
sheriffs
over
in
the
jail
fit
into
that
landscape
of
funding.
I.
C
L
C
B
Any
further
questions
on
IT
equipment,
public
safety,
capital
future
all
right,
seeing
none
I
think
we
can
move
on.
Thank
you
for
the
time.
Thank
you
for
coming.
Taking
the
time
away
from
your
departments
to
be
with
us
thanks
Mary.
C
So,
madam
chair,
next
we're
gonna
be
joined
from
some
with
some
staff
from
the
Department
of
Environmental
Services
Mike
Collins
is
going
to
be
joining
us
to
do
a
review
of
the
utility
fund
and
the
proposed
CIP
investments
and
I
know.
I
pointed
out
for
those
of
you
who
are
following
at
home.
The
pages
that
we're
looking
at
here
are
pages
f1
through
f12.
The
propose
managers
proposed
CIP
book
and
also
mr.
Collins
is
going
to
be
handing
out
a
sheet
which
is
going
to
actually
help.
O
Good
afternoon
so
we'll
be
talking
about
the
utility
fund
now,
and
so,
as
you
all
know,
the
utility
fund
is
an
enterprise
fund
which
funds
our
potable
or
our
drinking
water
system
and
our
sanitary
wastewater
system.
We,
we
utilize
master
plans
to
guide
capital
investment
in
the
system,
which
includes
a
water
master
plan,
a
sanitary
sewer
master
plan
and
also
a
solids
master
plan
for
the
water
pollution
control
plant,
which
is
being
recommended
for
adoption.
O
Concurrent
with
this
CIP
on
the
drinking
water
side,
you'll
find
that
our
proposed
funding
is
focused
upon
three
infrastructure
groups
or
our
systems,
which
is
our
water
distribution
system.
Our
storage
sites
are
three
storage
sites
and
five
pumping
stations,
and
also
on
source
water,
reliability
and
quality,
which
encompasses
both
the
Potomac
watershed
and
our
primary
water
supplier,
which
is
the
Washington
aqueduct
on
the
wastewater
side,
you'll
see
that
our
funding
is
essentially
programmed
towards
either
our
sanitary
sewer
collection
system
or
our
water
control
pollution,
water
pollution
control
plan.
O
We've
developed
this
proposed
CIP
with
a
couple
of
principles
or
key
considerations
which
that
you
can
see
on
the
screen
up
there
and
which
we
believe
are
in
concert
with
managers
guidance
specifically,
we've
focused
on
investing
and
maintaining
the
infrastructure
that
we
have
ensuring
that
we
have
sufficiently
resilient
and
redundant
systems
and
also
utilizing
technologies
to
ensure
that
we
fulfill
our
mission
in
an
efficient
and
effective
manner
one.
So
this
slide
here
is
just
a
quick
summary
of
our
infrastructure
assets
and
performance
to
provide
some
context.
O
So
since
the
last
CIP
was
adopted,
we've
been
working
hard
on
a
number
of
initiatives,
including
continuous
rehabilitation
and
replacement
of
our
structure,
is
illustrated
on
this
map
of
our
water
system,
and
this
is
one
of
the
handouts
that
we
gave.
You
we've
got
a
complimentary
map
of
our
sewer
system,
progress
later
in
the
presentation
or
on
the
other
side
of
that
handout.
So
we've
we've
also
in
addition
to
our
rehabilitation
and
replacement
projects.
We've
also
conducted
a
number
of
inspections
of
some
critical
large
diameter,
water
and
sewer
mains.
O
These
include
the
four
mile
run
and
spout
run
trunks
and
specifically
our
spouts
run.
Trunk
main
exceeds
a
hundred
feet
in
depth
along
the
I
66
corridor
and
under
and
west
of
Rosslyn
we've
done
large
mains
in
Rosslyn.
We've
done
the
36
inch
pre-stressed
cut
cellent
pre-stressed,
concrete
cylindrical
pipe
along
glebe
Road,
we've
done
our
Nelson
tunnel
under
I
66,
which
is
a
interesting
facility.
That's
about
65
feet
deep
there
near
Kirkwood,
some
interesting
stuff,
so
we've
also
completed
the
first
phase
of
our
gravity.
O
One
transmission
main
this
project
was
specifically
accelerated
to
proceed
or
coincide
with
the
Arlington
public
schools.
Construction
at
the
Stratford
site.
We'll
talk
a
little
bit
more
about
that
later
in
the
presentation
and
lastly,
we've
kicked
well.
We've
also
kicked
off
our
utility
billing
system
replacement
with
a
go
live
date.
That
is
just
about
twelve
months
from
now,
we've
completed
our
solids
master
planning
process
at
the
water
pollution
control
plan
and
again
this
up
more
about
that
in
a
couple
minutes.
O
O
O
So,
as
we
discussed
a
minute
ago,
the
water
sewer
water
sewer
revenues
were
restricted
only
for
provision
of
service
to
our
customers.
This
slide
illustrates
actually,
could
you
go
to
the
next
one
Karen.
Thank
you.
This
slide
here
illustrates
our
projected
debt
service
obligations
over
the
course
of
the
CIP.
As
proposed,
you
can
see
a
steady
base
of
general
obligation,
debt,
which
has
historically
been
used
in
Arlington
instead
of
revenue
bonds
as
a
general
obligation
that
derives
a
more
favorable
rate
return
than
revenue
bonds.
O
You
can
see
also
a
large
block
of
VRA
Virginia
resource
Authority
debt,
which
was
utilized
for
our
master
Plano
won,
and
the
important
thing
to
see
there
is
that
it
begins
to
retire
towards
the
end
of
this
ten-year
planning
cycle
and
the
large
capital
outlays
that
we're
going
to
be
talking
about
with
the
solids
master
plan
and
with
other
also
with
our
source.
Water
improvements
and
protection
have
been
timed
to
correspond
to
that
retiring
debt,
and
that
enables
us
to
avoid
sudden
rate
increases
or
funding.
Spikes
next
slide,
please.
O
So,
in
addition
to
responsibly
managing
our
debt
characteristics
of
other
considerations
drove
our
development.
Our
CIP
development,
this
cycle
is
we've
talked
about
earlier,
we're
focused
on
responsible
asset
management
and
have
implemented
a
new
software
system
to
track
our
water
distribution
and
sewer
collection
activities
at
the
plant.
We
continue
to
focus
on
preventive
and
scheduled
maintenance
or
making
deliberate
decisions
about
running
equipment
to
end
of
life,
while
ensuring
that
we
have
an
adequate
supply
or
inventory
to
replace
parts
or
equipment
without
any
impact
to
the
operations
I
mentioned
earlier.
O
The
principle
of
reliability
and
appropriate
redundancy
in
our
systems
and
our
source
water
is
among
the
most
important
of
these
systems.
We
have
programmed
in
the
CIP
funding
for
critical
process
improvements
at
Washington
aqueducts,
as
well
as
identifying
funding
for
redundancy
and
reliability
in
our
source,
water,
whether
that
is
incorporates
the
aqueduct
or
with
other
systems
or
a
combination
of
the
two
I
talked
a
little
talked
a
couple
times
now
about
the
recently
completed
solids
master
plan,
which
guides
our
recommendations
for
major
investment
at
the
water
pollution
control
plant.
We
are
specific
to
that.
O
We're
particularly
proud
of
the
robust
public
engagement
process
which
we
developed,
which
we
we
believe,
seemed
a
foreshadow.
The
recently
adopted
public
engagement
guide,
so
we
think
we
were
innovators
there.
Finally,
though,
not
directly
related
to
the
CIP,
it
is
worth
noting
that
will
be
taking
undertaking
a
cost
of
service
and
rate
study
over
the
coming
year.
We
expect
that
to
be
a
vigorous
and
a
consequential
discussion
with
our
community
as
we
evaluate
how
we
allocate
the
cost
of
service
amongst
our
diverse
customer
base.
Next
slide,
please.
O
So
this
is
a
summary
of
our
major
capital
programs
in
the
fund.
You'll
see
I
think
to
point
out
here.
Funding
requests
for
the
sanitary
sewer
and
control
plant
are
very
similar
to
the
FY
17
CIP,
the
water
distribution
and
water
server
maintenance
programs,
each
have
an
increase
of
approximately
40
million
dollars
and-
and
those
are
those
reflect
funding
proposed
in
the
out-years
four
key
investments
in
source,
water
and
reliability.
O
Next
next
slide,
please
so
this
slide
highlights
our
water
main
replacement
and
cleaning
line,
cleaning
and
lining
program
which
are
both
perennial
investments.
You
can
see
that
the
two
programs
combined
have
renewed
about
35%
of
our
water
system
over
the
last
20
years
and
again
at
the
bottom,
you'll
see
we're
achieving
our
goal.
That's
set
in
the
master
plan
of
one
and
a
half
to
two
percent
renewal
annually.
Next
slide.
Please
here
we
Illustrated
again.
This
is
the
map
that
you
the
map,
you
have
a
larger
version
of
this
map
and
your
handout.
O
O
Next
slide,
please
so
I
talked
earlier
about
our
gravity,
one
transmission
main
project,
which
we
accelerated
a
portion
of
to
coincide
or
precede
the
Stratford
school
construction.
The
remainder
of
the
project
will
provide
redundancy
for
our
single
elevated
tank
at
Lee
and
also
will
ultimately
improve
flow
and
pressure
through
the
Rosalynn
Ballston
corridor.
This
this
phase,
this
b1
phases
in
its
final
design
and
should
go
to
construction
in
the
next
couple
of
years.
O
I've
mentioned
a
several
times
today
about
source
water,
reliability
and
redundancy,
and
this
year
we've
proposed
funding
spread
out
over
the
10-year
period
to
address
that,
as
we
watch
communities
around
the
nation
suffer
the
consequences
of
either
inadequate
water
supply,
such
as
California
suffering
through
very
difficult
drought
or
water
treatment
challenges.
You've
certainly
heard
about
the
challenge
of
the
issues
in
Flint.
This
really
highlights
our
blessings,
but
also
our
responsibilities
to
prepare
for
a
changing
environment,
whether
you
take
that
formally
or
a
regulatory
environment
as
well.
O
Here
in
the
DC
region,
the
Potomac
is
a
relatively
reliable
water
supply,
but
Arlington
is
largely
reliant
upon
a
single
water
treatment
facility
right
now,
funding
is
proposed
in
this
CIP
for
an
in
it
for
an
initial
study
to
identify
opportunities
to
ensure
a
reliable
and
safe
water
treatment.
Supply
possibilities
could
include
additional
feeds
to
and
from
the
Dale
Collier
plant
or
connections
with
other
utilities
or
plants,
with
with
the
goal
of
ensuring
that
Arlington
always
has
a
reliable
and
high-quality
water
source.
O
So
this
slide
provides
a
short
summary
of
our
solids
master
plan
and
I'll
try
and
go
quickly
through
it,
because
you
guys
were
briefed
back
on
May
22nd
at
the
recessed
meeting
on
this
plan.
This
plan
does,
of
course,
we
are
recommending
this
plan
for
specific
board
adoption,
concurrent
with
this
CIP
in
July.
At
the
time
when
we
briefed
you
a
couple
weeks
ago,
the
board
reference
public
comments
which
were
received
regarding
this
plan.
O
We
have
posted
responses
to
those
questions
on
this
project
website
and
I
believe
that
you
all
hopefully
received
copies
of
those
responses
as
well,
but
quickly
the
sods
master
plan.
It
provides
guidance
for
replacing
our
obsolete
solids
handling
process
equipment
at
the
plant,
and
it
includes
three
phases
which
correspond
to
short
intermediate
and
long
term
improvements.
O
Again,
we
can
talk
more
about
that
and,
if
you
guys
are
interested
and
then
last
slide,
I've
got
is
looking
ahead.
So,
looking
ahead,
some
of
the
things
that
we
anticipate
is
an
uncertain
regulatory
environment,
as
mentioned
in
solids
master
briefing
a
couple
weeks
ago.
There
are
indications
that
restrictions
on
our
current
Class
B
bio
solids
process
that
that
restrictions
on
application
of
those
bio
solids
will
constrict
over
time.
We
are
also
awaiting
new
regulations
from
the
EPA
updating,
the
lead
and
copper
rule,
and
also
the
known
as
the
unregulated
contaminant
monitoring
rule
mentioned.
O
A
couple
diamonds
will
be
performing
a
cost
of
service
and
rate
study,
which
will
ensure
we're
appropriately
recouping
and
allocating
our
costs.
Our
current
model
in
the
proposed
CIP
here
anticipates
modest
rate
increases
over
the
duration
of
the
CIP,
but
the
study
that
we
intend
to
do
should
provide
additional
certainty
as
we
develop
the
FY
21
CIP.
And
finally,
we
will
continue
to
utilize
technology
dance
or
enhance
our
service.
O
We
will
be
undertaking
a
study
to
guide
our
investment
in
the
next
generation
of
water
meters
will
explore
district
distributed
sensors
in
our
to
monitor
and
diagnose
our
systems,
and
we
also
continue
to
work
closely
with
DTS
federal
agencies,
state
other
state
agencies
to
ensure
that
our
systems
are
secure
from
cyberattack.
That's
all
I
have
for
you.
C
C
If
anything,
we've
started
that
over
the
last
10
years,
and
so
we
don't
have
the
advantage
that
we
do
here
where
we're
going
into
a
system
that
already
exists
and
needs
to
be
refreshed.
So
I
know
you'll,
have
lots
of
questions
about
storm
water,
which
is
why
why
is
there
continuing
to
be
flooding
in
other
parts
of
the
county?
The
answer
is
that
we
don't
actually
have
that
infrastructure
in
place
or
the
places
we
do
have
it
isn't
as
robust
or
as
full
as
this.
So
I
just
wanted
to
draw
that
as
a
contrast.
B
I
I
Seems
teen
this
that
kind
of
has
to
be
if
we're
gonna
be
redundant
and
resilient
and
we
he
said
we
have
one
elevated
water
tower
I.
Guess
as
you
call
it,
and
my
understanding
is
I
used
to
think
that
those
were
for
storing
water
to
use,
but
actually
just
to
keep
the
pumping
system
going.
And
it's
not
really
that
we
don't
really
have
a
way
of
storing
much
water.
O
Bits
and
pieces
correct
there
and
some
kind
of
why
I'm
asking
mingle
together
you're
right
in
that
elevated
storage
tanks
are
more,
their
primary
benefit
is
to
provide
pressure.
They
do
have
storage
capacity,
but
by
providing
a
large
volume
of
water
at
a
tall
height,
they
provide
consistent
pressure
in
it.
So
we
can
then
pump
intermittently
you.
We
do
have
substantial
amounts
of
storage,
though
at
other
facilities.
Actually,
at
that
facility
too,
we
have
a
three
storage
sites.
O
O
I
I
O
J
O
I
B
Mr.
Getchell
indulge
me
before
I
go
to
him.
I
wanted
to
flip
on
the
regional
question,
which
is
to
say
I
know.
There
is
now
a
Council
of
Governments
study
underway
about
the
long-term
future
of
the
Washington
aqueduct
with
regard
to
its
ownership
and
management,
and
could
you
tell
us
where
or
how
that
might
show
up
and
our
anticipated
ten-year
spend?
We.
O
Are
we
are?
We
are
intimately
involved
in
that
study,
it's
a
very
dynamics
and
dynamic
and
complex
issue
with
a
lot
of
political
overtones,
we're
working
with
our
with
our
legislative
affairs
representatives
that
federal
level,
particularly
we're
working
with
our
partners
at
the
aqueduct
to
make
sure
that
we'll
make
sure
that
all
of
our
customers
are
protected,
and
so
as
for
how
investments
at
the
aqueduct
we
are
anticipating
there.
O
We
are
anticipating
that
the
aqueduct
is
not
likely
to
be
sold
to
a
private
entity
and
the
best
information
that
we
have
right
now
indicates
that
that
we
will
continue
to
receive
our
water
from
the
aqueduct,
and
so
we
have
programmed
out
for
improvements.
But
those
improvements
are
in
the
year
six:
seven,
there
are
large
improvements,
and
certainly
if,
if
the
situation
were
to
change
with
regards
to
the
aqueduct,
we
would
we
would
not
invest
so.
B
O
Is
correct,
that's
correct.
The
cog
study
is
looking
at
a
very,
very
high
levels.
It's
unknown.
There
terminate
a
screening
assessment
of
ownership
issues
at
the
aqueduct,
but
all
three
all
three
wholesale
providers
stand
together
that
a
sale
to
a
private
entity
is
not
in
the
best
interest
of
the
public
and
again
we
we
believe
that
that
is
not
likely
to
be
to
happen.
B
H
The
scope
of
the
project
increases
to
handle
the
infrastructure
that
is
underneath
those
sidewalks
and
everything.
So
that
way
we
only
dig
everything
up
once,
but
what
that
is
is
I
also
understand.
What
that
did
not
affect
is
that
has
the
the
the
scope
of
the
NC
project
grows
sometimes
very
significantly,
and
so
the
relationship
then
between.
O
I
think
you
you
have
your
your
perception.
There's
not
entirely
accurate
with
regards
to
expanding
the
scope
of
an
NC
project.
It
I
would
say,
that's
not
correct.
It
perhaps
may
extend
the
time
of
duration,
but
we
fund
the
improvements
to
water
ins
and
sanitary
sewer
through
the
utility
fund.
So
so.
N
Dave,
you
can
help
me
or
correct
me
on
this.
I
think
it
kind
of
depends
on
the
specifics
of
the
project.
So
in
some
cases
on
NC
project,
we
have
a
perfectly
functional,
curb
gutter,
sidewalk
and
storm
system
and
water
system.
But
then
we
choose
to
narrow
it
and
we've
got
to
move
the
storm
structures.
In
that
case
likely
the
NC
project
would
pay
for
it,
because
we
already
have
a
fully
functional
storm
system
on
that
street.
N
The
next
project
might
come
along
and
there's
no
storm
system
and
there,
and
so
when
we
do
a
complete
Street
and
bring
it
up
to
our
standards.
In
that
case,
the
storm
water
program
would
likely
contribute
to
that
project.
So
it's
kind
of
a
project
specific
and
it
it.
It's
probably
you
know
it's
so
you
know
we're
very
sensitive
and
we
were
discussing
with
ncac
and
I
tried,
make
those
points
of
how
we're
doing
those
in
making
those
decisions.
P
O
I
could
also
so
the
storm
it
more.
An
NC
project
more
frequently
triggers
an
impact
on
the
storm
sewer
system.
It's
more!
It's
less
common
that
it's
going
to
impact
any
meaningful,
have
any
meaningful
impact
on
our
sanitary
or
water.
It
will
require
us
to
move
a
fire,
hydrant
or
so
on
and
typically
NC
would
pay
for
that,
but
moving
a
fire
hydrants,
not
that.
H
H
O
Rarely
around
sanitary
or
to
any
meaningful
amount.
Now
again,
if
we
do
decide
we're
pretty
proud
of
how
quickly
we
can
move
and
replace
water
mains
if
we
do
decide
to
replace
a
water
main
and
again
more
often,
it's
going
to
happen
on
the
water
main
side,
because
we
have
a
trenchless
technology
for
sanitary
sewer
that
completely
rehabilitates.
So
we
rarely
need
to
or
want
to
dig
up
a
sanitary
sewer.
O
O
Aware
of
any
incidents
any
instance
where
a
NC
project
has
triggered
a
significant
investment
in
water
replacement
of
water
again,
if
we
need
to
put
in
a
new
Santa
storm
sewer
and
we'll
have
to
adjust
the
water
main,
you
know
just
a
little
lowering
in
a
ten
foot
stretch.
That's
already
dug
up
that
would
be
picked
up
by
the
NC
project,
but
that
is
not
a
significant
cost
or
not
not
a
meaningful,
eek
I
would
argue
not
a
significant
cost.
I
did
want
to
mention
one
other
thing
with
regards
to.
O
You
said
how
does
that
affect
our
strategic
planning
of
how
we
replace
the
funding
that
we
have
on
our
water?
Main
replacement
is
a
program,
so
we
utilize
that
we,
we
utilize
that
as
we
see
opportunities,
whether
it's
an
opportunity
with
an
NC
project,
some
other
transportation
project,
stormwater
project
developer
projects.
So
we
really
utilizes
the
pot
of
that
as
a
pot
of
money
to
target
places
where
we
have
recurring
problems,
but
also
target
opportunities,
school
projects
as
well,
for
example,
but
we
we
utilize
that
to
respond
to
the
best
opportunities
very.
A
F
You,
madam
chair
mr.
Collins,
appreciate
all
your
work
on
slight.
If
we
could
go
to
slide,
14
am
I
in
this
context,
meaning
advanced
metering
infrastructure.
So
a
couple
of
years
ago
there
was
a
lot
of
you
know:
community
concern
about
apparent
spikes
in
people's
water
bills
and
the
county
was
very
aggressive
in
doing
an
investigation
and
and,
as
my
recollection
is
that
you
really
determined
that
there
was
really
no
particular
geographic
pattern
and
that
there
was
also
no
particular
pattern
with
respect
to
the
handful
of
companies
that
make
water
meter
equipment.
F
O
O
What
it's
going
to
mean?
We
are
pretty
excited
about
advanced
metering
infrastructure.
It
has
the
promise
of
providing
very
of
providing
real-time
information
on
water
consumption
at
meters.
It
is
a
system
and
there's
many
different
techniques
on
how
you
can
do
it,
but
it's
a
system
where
meters
are
in
real-time
and
regularly
connected
back
to
our
utility
billing
systems,
so
that
we
can
see
what's
happening.
O
You
know-
and
it
may
be
in
increments
of
one
minute,
30
seconds
or
15
minutes,
but
we
can
see
what's
happening
happening
at
any
individual
meter
and
that
offers
the
promise
of
access
of
similar
or
that
exact
same
information
to
customers
so
that
they
can
monitor
what
their
water
use
is
doing.
It
has
the
potential
to
set
up
for
things
like
automated
notifications
through
email
text
or
something
else.
O
If
you,
if
the
meter
and
the
algorithms
detects
strange
water
usage,
that
would
be
a
tremendous
benefit
to
our
customers
and
therefore
to
us
in
being
able
to
identify
leak,
leaking
toilets,
leaking
service
or
some
other
unexpected
use
right
away,
as
opposed
to
in
a
worst-case
scenario.
Right
now
somebody
could
wait
70
70
days
and
be
oblivious
to
it.
So
that's
a
it's
a
really
exciting.
O
F
O
We
are
we're,
we're
anticipating
and
we're
working
on
a
scope
of
work
right
now
to
do
a
study
that
tells
us
what
is
that?
What
are
the
technologies
we
want
to
implement
in
our
next
metering,
because
our
current
meter
inventory
we
expect
to
hit
end-of-life
over
the
next
five
to
five
to
twelve
years,
and
so
we
want
to
begin
on
a
deliberate
replacement
schedule.
We're
gonna
we're
gonna,
be
asking
the
questions.
What
is
the
right
technology?
I
can
tell
you
we're
we're
very
excited
about
AMI,
and
we
expect
that's
likely
to
be
the
answer.
O
F
O
F
I
O
M
The
Nelson
Street
tunnel
is
a
tunnel
that
was
built
about
the
same
time
as
a
66
that
carries
a
36
inch
water
main
underneath
66.
It's
about
60
feet,
deep,
it's
70
or
80
feet,
deep
on
one
end
and
50
or
60
feet
deep.
On
the
other
end,
it's
a
deep
tunnel
that
goes
down
below
what
used
to
be
the
railroad
and
now
is
I
66,
and
it's
a
large
diameter
tunnel
that
you
could
walk
through.
It's
not
in
great
condition
right
now.
I
M
And
do
that
yeah?
It's
a
36
inch
water
main,
so
it's
pretty
big,
it's
as
big
as
one
of
these
tables
is
wide
basically,
and
it
stands
three
feet
off
the
ground
of
course,
and
the
tunnel
that's
in
is
about
nine
or
ten
feet
in
diameter,
so
walk
on
a
path
next
to
where
the
water
main
is
essentially,
and
it's
not
like
a
nice
little
clean
path
than
the
you
know
concrete
something
it's
it's
like
a
60-foot
deep
tunnel.
It.
I
M
I
B
A
B
Excellent
all
right,
well
I,
have
one
question
before
I
move
on
to
the
very
relevant
question,
given
the
rain
with
stormwater
I
wanted
to
ask
a
little
bit.
You
know.
We've
talked
at
length
about
the
the
water
pollution
control
plant
that
liquids
masterplan.
Now
we're
headed
into
the
solids
master
plan.
I
know
there's
been
extensive
community
engagement.
We
got
a
good
briefing
for
mr.
Schwartz
and
we'll
continue
one
of
the
things
that
I
find
myself
grappling
with
a
little
bit
is
the
cost
of
that
right.
B
We're
looking
at
200
million
dollars
in
the
CIP
just
for
maintenance,
no
major
changes.
This
is
one
of
our
most
expensive
public
facilities
in
the
county
and
I'm
I'm
wondering
you
know
when
when
we
do
schools
or
even
at
some
extent,
Community
Center,
certainly
parks
where
we're
a
repeat,
client
right,
we
get
to
see
those
at
scale
over
time
we
sometimes
engage
in
the
activity,
as
the
school's
auditor
is
doing
right
now
of
benchmarking
to
other
jurisdictions.
B
Whether
there's
some
context
you
can
give
me
now-
or
perhaps
this
is
an
item
for
follow-up-
about
what
what's
standard
for
for
jurisdictions.
Where,
where
do
we
fall
nationally
with
with
jurisdictions
of
our
size
who
have
their
own
plants
with
a
level
that
we're
spending
at?
How
do
we
know
that
we're
benchmarking
this?
It's
just
such
a
large
amount
of
money,
so.
O
B
B
O
And
we
can,
you
know
I,
don't
maybe
Mary
has
that
in
her
in
her
head,
she's,
very
smart,
but
one
other
one.
Other
I
think
misperception
that
could
be
could
be
taken
from
your
comments
as
and
that
we're
not
changing
anything
at
the
master,
we're
not
expanding
capacity,
but
what
we
are
doing
is
replacing
failing
equipment
and
more
particularly
taking
this
plant
to
the
appropriate
level
of
Technology
for
what
it
can
provide
and
other
benefits
and
resource
recovery.
We
talked
about
how
it
can
generate
beneficial
use
of
natural
gas.
O
O
Not
well
we're
not
well
we're,
not
expanding
the
footprint,
which
I
think
the
community
would
appreciate
and
we're
also
not
expanding
in
the
capacity
because
we
are
do
have
adequate
capacity,
but
we
need
to
not
only
replace
obsolete
systems,
but
it's
the
right
thing
to
do
for
many
reasons
to
take
it
to
an
appropriate
level
of
technology
and
Mary.
If
there's
anything
else,
you
wanted
to
say
about
why
we're
doing
these
things.
If.
B
I
could
just
absolutely
trust.
We've
seen
some
of
this
staff
work.
The
plan
is
solid.
It's
forever,
since
a
ton
of
community
input
I
don't
mean
to
challenge
why
we
would
do
this
upgrade
what
I'm
trying
to
get
a
sense
of
is.
If
we
were
another
community,
would
we
be
spending?
Is
this
just
what
it
costs-
and
this
is
such
a
huge
component
of
our
capital
improvement
plant
projects
and
plan
that
I
would
feel
remiss
to
not
have
some
sense
of
how
much
money
we're
spending
and
we're
at
benchmarks
out
high.
N
N
Particular
amenities
that
have
the
right,
Hill
and
grade
can
accomplish
a
lot
using
gravity
and
the
space
that
they
have
available
and
if
they
want
to
refresh
a
plant,
they
can
move
things
around
and
use
existing
available
land
and
do
things
much
more
cheaply
in
a
constrained
urban
environment
where
our
our
plants
ends
our
system
and
out
of
the
plant
and
it's
pretty
flat
down
there.
We
have
a
lot
more
to
do
with
a
lot
more
pumping
and
a
lot
more
existing
infrastructure.
N
N
N
Q
So,
just
to
reiterate
a
couple
of
those
points,
I
think
the
last
upgrades
we
did
on
the
liquid
side
were
a
fantastic
tool
to
keep
us
from
having
takes
being
the
the
overall
plant
for
the
the
next
20
30
40
years,
and
that
combined
with
the
the
wonderful
work
that
water
sewer
streets
is
doing
on
rehabilitating
the
sanitary
sewer
has
really
kept
our
flow
down,
which
means
we
won't
have
to
expand
the
plant
any
time
in
the
foreseeable
future.
So
that's
been
really
great.
Q
The
the
solids
master
plan
upgrades
that's
a
non
expansion
program,
so
that's
not
really
considered
capital
maintenance
on
the
capital
maintenance
side,
we're
talking
about
maintaining
our
very
expensive
equipment
to
continue
the
useful
life
and
to
ensure
that
it
continues
to
operate
properly.
We
do
have
a
certain
amount
of
redundancy
that
we're
required
to
have
per
our
permit
and
with
the
Department
of
Environmental
Quality,
and
so
we
have
to
continually
invest
in
our
current
equipment
in
order
to
ensure
that
we
meet
our
permit.
Q
Mike
mentioned
earlier,
the
the
run
to
failure
maintenance
strategy.
So
you
know
you
can
run
a
pump
until
it
just
dies
and
if
you've
got
another
one
in
the
warehouse,
you
can
swap
it
out
without
a
lot
of
impacts.
So
we
make
those
decisions
on
a
case-by-case
basis.
Based
on
you
know
the
knowledgeable
staff
that
we
have.
I
B
Q
I
Well,
I'm,
just
saying:
when
we
talk
about
it,
you
know
talk
about
that.
The
addition
which
you
didn't
cover
here,
but
you
we
have
before
in
the
briefing
there
the
addition
of
the
the
gas
maybe
to
power
the
buses,
that's
really
cool,
to
come
up
with
that,
the
solids
that
we
can
then
use
to
for
fertilizer
or
whatever
that
we
can
saving
truck
trips
and
all
that
so
I
think
that
that's
that's
important
to
put
up
and
the
rates.
I
That's
really
important,
I,
believe
our
rates
are
a
lot
lower
than
the
district,
I
think
and
probably
a
lot
of
places
and
that's
something:
yeah
they're
having
a
hard
time
trying
to
figure
out
how
to
equitably
get
people
to
cover
those
rates,
so
I
think
for
our
residents,
probably
focusing
a
fair
amount
on
the
run.
The
rates
is
a
really
good
way
to
go,
because
I
think
our
rates
are
really
pretty
pretty
good.
Thank
you.
O
Sure-
and
it
is
for
why
we'd
be
you
know,
upgrade
without
a
resident
would
be
paying
for
you
know,
even
if
we're
not
expanding
the
capacity,
it's
really
two
reasons.
One
is
because
we
have
to
maintain
and
operate
and
replace
equipment.
That's
failing,
but
I,
think
more
important
and
more
compelling
is
because
we
have
to
make
sure
that
we
can
continue
treating
as
regulations
change
and
evolve
as
technology
improves.
What
DEQ
appropriately
expects
us
to
do
improves,
and
so
we
want
to
stay
ahead
of
that
and
achieve
what
we
can.
A
B
C
And
I'm
gonna
take
a
a
bit
of
my
prerogative
here,
because
I
don't
think
that
to
meet
you
have
you
met
with
all
the
board
members
before?
Okay?
Oh
there's,
only
four
of
them
here
so
you're
gonna,
so
I
we're
gonna,
start
I'd
like
actually
Demetri
McBride,
to
just
take
a
minute
since
she's
new
to
the
board
to
explain
her.
You
know
where
whence
cometh
and
her
perspective
on
things,
which
I
think
will
actually
you'll
find,
will
provide
some
interesting
perspective.
As
we
have
the
conversation
about
storm
water.
B
R
Thank
you,
I!
Don't
want
to
take
up
too
much
of
your
time,
because
I
know
that
we're
at
the
end
of
the
day
and
LinkedIn
does
it
all
for
you
I'm
very
happy
to
be
now
starting.
My
seventh
week
with
the
county.
I
came
here
from
Los
Angeles,
where,
by
contrast,
it
never
rains
but,
and
that
presents
its
own
problems
before
that
I
was
in
the
San
Francisco
Bay
Area
and
then
in
Sarasota,
County
and
Florida
that
actually
in
terms
of
storm
water,
has
very
very
similar
challenges
and
aspirations,
as
Arlington
does
so.
A
R
Was,
although
when
they
kept
on
saying
get
close,
you
could
see
a
burning
I
was
like
I
can
see
it
from
here.
That's
fine,
okay,
without
further
ado,
before
we
start
actually,
if
I
can
take
one
more
minute,
I
would
like
to
thank
Greg,
Emmanuel,
Mike
moon,
DMF
and
the
county
manager
for
taking
time
and
really
supporting
with
us
and
working
through
all
of
this
with
us.
We
we
understand
that
this
is
a
landscape
of
constrained
resources
and
it's
been
a
Herculean
task
to
bring
the
CIP
and
its
totality
to
you.
R
R
This
course,
service,
delivery
of
the
stormwater
management
program
and
CIP
is
broken
up
into
two
distinct,
yet
interfacing
and
interrelating
program,
components
or
or
categories,
one
is
infrastructure,
the
others
regulatory
compliance,
the
infrastructure,
section
and
programs
sub
program
works
primarily
with
dealing,
as
you
can
imagine,
with
the
infrastructure,
with
repair
replacement
remediation,
also
with
dealing
with
one
of
the
critical
problems,
which
is
the
under
capacity
of
the
system.
The
existing
system
and
also
projects
that
reduce
risk.
R
The
regulatory
compliance
is
primarily
driven
by
federal
and
state
regulation
on
the
Chesapeake
Bay
pollutant
reduction,
as
well
as
the
state's
ms4
permitting
process.
That's
a
little
misleading,
because,
while
those
are
two
drivers,
those
two
initiatives
really
encompass
an
entire
suite
or
or
catalog
of
programs
that
go
arrange
from
actual
physical
CIP
engineered
projects
to
what
we
call
program,
enforcement
and
regulatory
or
policy
based
programs.
Those
cover
things
such
as
redevelopment,
construction,
monitoring,
biohazard
or
chemical
spills.
They
also
monitor
they
enforce.
R
So
what
is
the
system?
And
we
have
a
brief
snapshot
here?
It's
overly
simplifies
it,
but
essentially
you
have
over
32,000
assets
in
this
system.
That
includes
450
miles
of
pipe,
and
it
includes
32
miles
of
streams,
and
you
may
ask
yourself:
why
are
you
including
streams
in
your
stormwater
management
system?
It's
because
this
was
the
area's
natural
ecosystem
services,
its
natural
system
for
managing
its
stormwater.
It
was
90
miles
originally
roughly
it's
down
to
32.
How
that
happened.
Is
this
next
icon,
which
43
percent
of
the
county
is
covered
by
impermeable
surfaces?
R
Obviously,
that
your
asphalt,
your
concrete
your
infrastructure
in
your
buildings?
This
means
that
there
is
a
tax
on
the
system.
It
has
a
lot
of
work
to
do
and
it
has
a
lot
of
challenges.
So
what
is
the
condition
and
risk
snapshot
of
those
challenges?
The
50
percent
of
your
system-
and
this
goes
back
to
what
mr.
Schwartz
mentioned
earlier
under
the
utilities
program.
50
percent
of
this
system
is
60
to
80
years
old.
Some
of
it
is
newer,
some
of
it
believe
it
or
not
as
much
older.
R
We
now
have
approximately
17
miles
of
the
system
that
is
under
capacity
or
really
compromised
significantly
in
terms
of
its
ability
to
handle
severe
storms.
You
have
six
miles
of
streams
which
are
still
working
for
you
with
the
built
infrastructure
that
are
experiencing
severe
erosion
and,
as
a
result,
you
get
more
than
a
hundred
complaints
on
an
annual
basis.
We
work
very
closely
with
utilities
to
have
a
rapid
response
to
those
so
right
now
the
program
is
really
looking
at.
R
R
The
program
has
been
incredibly
productive,
very
aggressive,
and
it
has
an
enormous
number
of
achievements
behind
it
in
just
three
and
a
half
years.
These
were
done
primarily,
but
not
exclusively,
through
a
focus
on
amplifying
and
magnifying
the
impact
of
the
investments.
This
was
primarily
but
not
exclusively
done
through
intra
departmental
collaborations
that
ranges
from
everything
from
transportation
to
utilities,
to
facilities
to
the
neighborhood
conservation
projects
we
were
talking
about
earlier.
It
also
involves
external
public/private
partnerships
as
well
as
aggressive,
but
responsible
policy
implementation.
R
So
this
is
not
an
exhaustive
list
by
any
imagination,
but
some
of
the
highlight
and
accomplishments
is
the
prior
timeline
showed
you
a
total
investment
today
two
completed
projects
in
the
neighborhood
of
15
million
over
six
million
of
that
was
used
to
complete
four
of
the
ten
high-priority
infrastructure
and
capacity
projects
that
were
identified
in
the
master
plan.
They
respond
again
to
drainage
and
flooding
complaints.
R
It
keeps
us
on
track
with
our
regulatory
compliance
and
in
fact
this
is
at
the
end
to
the
first
generation
ms4
permit,
and
we
are
just
a
wee
bit
beyond
attainment
for
that,
so
we're
already
into
the
compliance
for
the
second
generation,
the
new
cartograph
asset
management
system.
This
is
important
because
previously
you
had
your
system
fully
mapped
geospatially
in
GIS,
and
that
showed
you
where
it
was
located
and
gave
you
certain
data
about
it,
we're
on
the
pathway
towards
a
very
targeted
sharpened
implementation
plan.
R
That's
a
very
aggressive
and
very
attentive
asset
management,
as
well
as
a
risk
management
plan.
The
basis
for
that
requires
a
great
deal
more
data
in
a
system
that
you
can
really
start
doing
and
running
data
sets
and
really
you
know
just
synthesizing
that
data
to
help
you
sharpen
your
targets
and
really
again,
all
of
that
to
address
the
use
most
effectively
of
dollars.
So
in
the
past
two
years
again,
over
32,000
assets,
along
with
these
data
sets,
has
been
mapped
and
cartograph.
R
We've
created
resiliency
programs
and
Environmental
Quality
accomplishments
and
we're
maximizing
the
developments
in
or
the
opportunities
and
redevelopment.
Now
that
includes
construction,
monitoring
and
tracking.
It
also
includes
redevelopment
I'll,
take
this
opportunity
to
note
that
the
program
is
aware
that,
in
terms
of
redevelopment
of
single
family
lots
under
a
half
acre
that
there
have
been
some
questions
from
the
private
sector
as
soon
as
we
get
past
the
CIP
process
for
the
next
two
to
three
months,
we're
going
to
go
in
open
up
that
process,
really
look
for
efficiencies
and
streamlining.
R
This
is
just
a
couple
of
pictures
of
projects
that
have
been
undertaken
and
completed,
so
you
can
see
before
and
after
and
then
of
course,
the
golden
slide.
How
do
we
pay
for
it?
There
is
a
one
point:
three
cent
allocation
or
levy
per
$100
of
assessed
real
property
value.
Currently
this
totals
approximately
ten
point:
two
million
dollars
per
year.
80%
of
that
roughly
goes
into
operating
expenses,
twenty
percent
into
capital
investment.
R
By
way
of
explanation,
the
operating
expenses
really
include
investments
in
critical
personnel
that
includes
planners
reviewers,
on-site
field
personnel,
as
well
as
engineers
associated
with
the
permit
compliance
and,
again
that's
that
whole
suite
or
catalog
of
programs.
It
also
includes
the
movement
from
the
general
fund
to
the
stormwater
fund
of
programs
that
support
attainment
under
the
ms4
permit,
such
as
how
street
sweeping
in
tree
planting
the
financial
in
debt
management
policy,
which
helps
in
some
small
way.
We
contribute
to
help
the
county
maintain
its
triple-a.
R
Bond
rating
requires
that
we
maintain
a
constant
reserve
of
no
less
than
three
months
so
that
equals
roughly
1.5
million
dollars.
I'm
going
to
turn
this
over
to
Jason
Papa
Cosmo.
When
you
see
a
chart
of
the
funding,
you
will
note
that
there
is
a
fund
balance,
that's
being
carried
over
during
planning
and
engineering.
Those
are
very
long-term,
very
time-intensive
activities
and
they
do
a
slower
burn,
obviously
than
the
actual
construction.
R
If
they
say
static
on
this,
and
we
realize
it
may
fluctuate
we're
projecting
roughly
come
FY
21,
a
two
million
dollar
annual
investment
in
the
system
for
both
programs
combined
the
regulatory
and
the
infrastructure
yeah
that
will
be
in
a
single
or
daunting,
however,
and
before
I
turn
it
over
to
Jason.
I
will
come
back
and
tie
off
this
presentation
at
the
end,
because
des
is
really
dedicated
to
being
responsible,
responsive
but
also
highly
highly
strategic,
particularly
in
an
environment
that
may
stay
around
for
a
little
while
of
constrained
resources.
R
So
we
want
to
make
sure
that
we
come
back
to
you
with
more
accurate,
more
highly
defined,
more
granular
information,
but
we
also
want
to
be
responsible
to
the
board
and
to
the
constituents,
and
we
do
have
some
responsive
responsible
and
we
think
strategic
ideas
for
how
to
address
this
gap
so
I'll
turn
it
over
to
Jason.
Thank
you.
Okay,.
P
P
Watershed
there's
also
funding
proposed
to
repair
and
maintain
the
flood
control
project
and
lower
four
mile
run
to
bring
it
up
to
Army
Corps
of
Engineers
standards
for
both
condition
and
capacity
in
terms
of
system,
reinvestment,
maintenance
and
local
drainage,
as
we've
alluded
to
funding,
is
limited
over
the
life
of
the
CIP
and
we'll
talk
a
little
bit
more
about
that.
In
a
few
minutes.
P
We
recently
awarded
this
new
contract
vehicle
as
a
tool
to
accelerate
our
regulatory
compliance
progress.
Given
this
steep
compliance
climb
of
m/s
for
a
permit
which
I'll
touch
on
a
little
bit
more
in
a
minute,
this
vehicle
has
been
awarded
to
resource
Environmental,
Solutions
or
re
s,
and
it
provides
a
turnkey
delivery
of
regulatory
credits
by
completion
of
projects
on
private
properties.
So
the
first
project
that's
been
proposed
by
re
s
who
stream
restoration
on
the
Washington
Golf
&,
Country,
Club
property.
P
It's
currently
our
highest
ranked
project
for
credits,
primarily
due
to
the
extent
of
stream
erosion
on
the
property.
It's
pretty
severe
and
there's
also
with
the
newer
projects
that
were
able
that
were
undertaking
new
crediting
procedures
put
in
place
by
EPA
and
DEQ
that
we
can
now
take
advantage
of.
P
So
when
we
shift
to
a
summary
of
unfunded
needs,
I'm,
starting
with
infrastructure,
as
we
noted
earlier,
there's
a
gap
between
needs
and
available
funding
projected
to
emerge
after
FY
21.
After
this
point,
the
approximately
1
million
dollar
per
year
funding
level
necessitate
a
mostly
reactive
program.
P
Commitments
to
more
proactive
system,
reinvestment
and
capacity
improvements
will
need
to
be
deferred
until
funding
can
be
provided
and
we'll
dive
a
little
more
deeply
into
the
capacity
projects
that
have
certainly
been
an
area
of
extra
attention
lately
with
the
severe
storm
events.
There's
several
projects
where
we
do
intend
to
start
feasibility
and
conceptual
design
work,
so
we
can
maintain
forward
progress.
Then
we're
also
looking
more
closely
at
our
overall
priorities.
The
master
plan
priorities
and
data
we've
received
more
recently
to
establish
our
highest
priority
list
to
work
on
over
time.
P
E
E
P
P
B
P
Worst
of
them
absolutely
I
just
wanted
to
give
you
an
overview
of
the
criteria
we
use
to
prioritize
our
capacity
projects.
A
key
point
I
also
want
emphasize
here,
is
our
strategy
is
to
evaluate
in
scope
several
projects
at
once,
because
they're
all
complex
and
some
have
more
challenging
technical,
and/or
right-of-way
issues,
and
they
all
take
multiple
years
to
get
to
construction.
P
For
the
switching
now
to
the
regulatory
compliance
component
of
the
program,
somewhat
of
a
complicated
slide,
but
what
I
want
to
highlight
is
the
black
line
and
I
know.
Miss
Garvey
is
weather,
maybe
to
her
the
pain
of
her
brain
to
absorb
all
this.
But
the
black
line
is
showing
the
compliance
curve
established
by
Virginia
over
three
five-year
permit
cycles
to
meet
the
targets
for
the
Chesapeake
Bay,
and
you
can
see
we
are
here
so
we're
almost
at
the
end
of
the
first
of
those
five
year.
P
Permit
cycles,
in
fact
we're
starting
the
renewal
process
right
now
with
DEQ,
and
we
planned
ahead
to
keep
pace
with
the
curve
so
far
and
and
into
hopefully
most
of
the
next
permit
cycle.
But
after
that,
with
the
the
funding
limitations,
we
would
expect
to
fall
substantially
behind
that
starting
in
2023.
P
Epa
is
in
the
process
of
updating
its
targets
for
the
bay
and
we're
expecting
to
get
the
results
of
that
in
about
a
year
when
we
get,
we
periodically
get
updates
from
Council
of
Governments
cog
staff.
Those
updates
so
far,
don't
suggest
a
reduced
level
of
effort
as
an
outcome,
and
they
suggest
it's
possible
that
level
of
effort
could
need
to
be
increased.
That's
what
we've
heard
so
far.
P
We
can
come
back
to
this
as
needed.
I
know
it's
a
lot
to
digest
and
I
wanted
to
emphasize
as
well
that
our
program
doesn't
focus
just
on
the
regulatory
credits.
It's
really
a
multiple
local
benefits
program
and
so
funding
limitations
have
other
impacts
as
well
and
overall.
The
the
message
here
is
investments
in
stream,
valleys
for
infrastructure
and
safety,
and
environmental
improvements
in
the
out-years
of
the
CIP
will
be
reduced
substantially
or
deferred
until
funding
is
available.
P
As
a
main
example
of
some
projects
that
we're
not
able
to
to
commit
on
the
construction
side
at
this
time,
this
this
is
the
Gulf
branch
stream
restoration
project
and
the
plan
is
to
proceed
with
a
design
only
strategy
to
maintain
forward
progress.
It's
our
second-ranked
credit,
our
project
for
credits
and
there's
also
significant
infrastructure
damage.
The
arrows
in
the
in
the
slide
are
pointing
to
to
expose
sanitary
sewer
lines,
I
would
say
just
based
on.
P
We
look
at
the
old
plans
when
these
are
installed
back
in
whatever
this
might
have
been
the
30s
or
40s.
They
were
2
feet
below
the
stream
bed
at
the
time
and
then
all
the
development
that's
occurred
since
at
that
time
has
generated
significant
amounts
of
stream
erosion
that
continues
to
this
day,
so
they've
been
exposed
and
damaged
over
time,
and
when
we
do
our
stream
restoration
projects,
we're
not
only
addressing
all
that
sediment
but
we're
protecting
the
infrastructure
as
well.
P
Similarly,
another
project
that
we're
gonna
proceed
forward
with
design
only
Sparrow
Pond
project,
which
is
located
off
the
W,
no
D
trail
near
the
Long
Branch
Nature
Center.
This
is
another
high-priority
project.
It's
after
the
Boston
Pond,
it's
the
one
of
the
other
main
opportunities,
one
of
the
few
other
opportunities
we
have
that
we
can
treat
and
filter
stormwater
runoff
from
the
relatively
large
drainage
area.
P
And
I'll
touch
on
one
other
program
before
turning
it
back
over
to
Dimitra
to
wrap
up
funding
limitations
that
we've
been
discussing
also
significantly
reduce
opportunities
to
implement
what
we've
we've
started
to
call
blended
infrastructure
projects.
We
can
take
combined
green
infrastructure
projects,
which
are
one
of
our
program
objectives
with
traditional
infrastructure
projects,
and
we
can
partner
with
already
planned
streetscape
improvement
projects
and
it
helps
reduce
cost
and
improve
delivery
efficiency
by
doing
it
together
and
I
want
to
emphasize
as
well
that
the
ANA
stormwater
master
plan
talks
about
this.
P
These
projects
are
part
of
a
long
term
strategy
to
reduce
stormwater,
runoff
and
pollution
from
existing
developed
areas.
We
mentioned
that
43%
impervious
cover,
and
this
is
one
tool
along
with
efforts.
It
complements
our
efforts
to
make
progress
from
redevelopment
and
improve
community
resiliency
by
adding
absorptive
capacity
in
the
landscape.
So
with
that
I
will
turn
it
over
to
Dimitra.
R
In
terms
of
just
a
summary,
I
don't
want
to
be
too
repetitive
and
the
aging
infrastructure
obviously,
and
the
under
capacity
infrastructure
we've
seen
particularly
in
this
recent,
quite
volatile
storm
pattern.
What
can
happen?
It
can
happen
quite
quickly.
We
do
want
to
emphasize
that
these
are
very
complex.
They
are
also
very,
very
disruptive
projects.
R
They
some
of
them
will
be
going
through
neighborhoods.
They
will
be,
they
will
absolutely
need
substantive
easements,
and
even
then
there
may
be
some
extraordinary
measures,
so
they're,
complex,
they're,
disruptive
and
before
you
go
through
that
cost
and
that
type
of
disruption.
It
really
really
takes
a
kind
of
deeper
dive
into
detail,
so
there
you
have
more
reliable
information,
so
obviously
we
really
want
to
move
forward.
R
We
believe
that
we
will
have
our
full
risk-based
inventory
completed
with
the
additional
data
sets
by
20
the
calendar
year
2019,
and
that
will
help
more
substantively
inform
an
implementation
plan
in
terms
of
regulatory
compliance.
As
Jason
had
mentioned,
we
are
waiting
for
the
remodeling
on
the
Chesapeake
Bay,
based
on
the
current
assessment
and
presumptions
and
we're
also
waiting
for
the
second
generation
ms4
permit.
So,
there's
a
lot
of
information
that
really
will
come
and
rise
to
to
the
the
level
that
we
feel
comfortable
in
that
we
feel
we.
R
We
really
need
to
bring
it
to
that
level
of
granularity
in
detail
before
we
start
committing
ourselves
to
any
kind
of
estimates
on
on
the
20
FY
21
and
beyond.
At
this
particular
moment,
we
obviously
are
going
to
continue
to
work
with
the
county
manager's
office,
with
our
immediate
superiors
and
with
DMF
and.
R
Sorry
whoops
and
that's
it,
but
looking
ahead,
we
already
are
starting
to
open
up
these
discussions
with
DMF
and
with
Greg
and
Mike
and
the
county
manager's
office
about
what
are
the
solutions
it
doesn't
have
to
be
simply
hi
write
out
a
bigger
check.
There
are
other
financing
mechanisms,
there
are
other
financing
opportunities.
R
B
You
thank
you
for
that
final
note.
You
ended
on
I
have
a
question
about
that.
Actually,
then
I'll
turn
the
floor
over
to
my
colleagues
really
appreciated
your
your
comments
about
looking
for
alternative
capital
solutions
and
I.
Think
the
Ballston
pond
project
was
fallin
funded
in
part
by
developer
contributions.
To
for
that
is
that
right,
no.
B
That's
a
disconcerting
thing
to
read,
but
it
is
the
what's
changing
here
in
the
funding
picture,
is
that
over
the
last
three
and
a
half
years,
the
revenue
generated
the
funds
generated
by
the
stormwater
fund
have
been
sufficient
to
do
projects
to
date,
and
now
we
have
more
projects
than
we
have
the
fun
in
that
fund.
To
do,
and
in
order
to
do
them
would
need
more
contributions
from
the
general
fund,
pay
go,
etc
rather
than
we're
not
cutting
resources
is
that
a
correct,
characterization,
I
think.
R
I'll,
let
Jason
correct
me
if
I'm
wrong,
I
think
what
you're
doing
is
you're
catching
up
with
accumulated
funds,
because
in
the
very
beginning
and
remember
this
is
a
fairly
nascent
program.
It's
it's
been
fully
active
for
three-and-a-half
to
four
years.
So
what
you're
doing
is
you're
catching
up
with
that
spend-down
I
I
do
want
to
say
that
we
are
and
emphasize
that
we
are
going
to
continue
with
planning
and
those
are
going
to
focus
on
very
high
priority
high
impact
areas
such
as,
for
example,
Waverly
Hills.
That
is
a
very
complex
project.
R
It's
actually
three
articulated
projects,
so
we
are
going
to
move
forward
with
you
know,
first
and
foremost,
an
alignment
feasibility
study
in
that
area.
We
will
be
engaging
the
community
there
as
part
of
that
and
I
just
want
to
say
from
what
I've
seen
in
terms
of
disruption.
I
would
say
that
probably
brings
up
there
and
the
top
five,
so
it
is
complicated,
but
the
planning
is
going
to
go
on.
R
F
You
so
I
appreciate
I,
appreciate
your
comments
about
the
Waverly
Hills
folks
and
and
so
just
to
reconfirm
you're,
saying
that
and
and
going
to
slide
15
when
we
saw
the
the
graphic
depictions
of
recent
flooding
for
both
Waverly
Hills
and
leeway,
overly
the
folks
at
Kensington,
20,
24th,
Street
and
so
forth.
There
will
there
is
designated
money
to
study
opportunities
for
a
fulsome
solution
to
those
two
neighborhoods.
Is
that
right?
Yes,.
P
F
F
F
R
Again,
I'll
rely
on
Jason
to
correct
me,
but
these
are
iterative
processes,
so
the
master
plan
is
a
huge.
It's
a
it's
the
foundational,
it's
the
core
of
your
program,
but
it's
a
conceptual
plan.
So
in
the
process
of
that
plan,
with
the
analysis
there
were
10
critical
infrastructure
projects
identified
for
those
have
been
completed
and
again
the
criteria
that
Jason
went
through.
Sometimes
it's
impossible
to
get
easements.
Sometimes
the
neighborhood
doesn't
want
you
to
take
down
trees
of
the
other.
R
Six
I
will
say
that
just
ended
couple
of
years
and
the
greater
data
collection
there's
been
a
couple
more
that
have
made
that
list
and
maybe
over
prioritize
the
six
that
are
still
remaining
so
again.
This
is
an
iterative
process
and
the
consideration
and
the
analysis
of
the
criteria
is
ongoing.
It's
not
static,
so.
F
R
F
So
a
more
elevated,
big-picture
question
slide.
19
forty-three
percent
of
Arlington's
of
Arlington
is
composed
of
of
impervious
surfaces.
Okay,
do
we
have
a
trend
in
a
trend
line
in
that
regard,
because
you
know
we
update
the
tree
canopy
periodically
and
it
looks
like
we're.
You
know
roughly
stable
over
the
over
the
over
the
previous,
what
five
to
seven
years
in
terms
of
tree
canopy?
What
do
we
have
a
comparable
statistic
or
look-back
in
terms
of
impervious
surface,
and
how
do
we
measure
that
those.
P
Are
all
good
questions
and
I
think
we
can
answer
that
a
couple
ways
so
there's
really
two
ways:
it's
it's
tracked
so,
first,
at
a
macro
scale,
through
our
geographic
information
system,
they're
mapping
sort
of
footprints
of
things
over
time.
You
know
building
sidewalks
roadways,
they
don't
get
every
little
thing.
You
know
lead
walks
to
homes
or
some
things
that
aren't
included
in
the
methodology.
But
you
can
you
can
track
that
over
time
and
we've
seen
that
creep
up.
I,
don't
have
the
numbers
in
front
of
me,
but
we
can.
P
We
can
provide
that
we've
seen
that
creep
up
and
then,
in
addition,
what
we
track
much
more
specifically,
are
the
increases
from
redevelopment
activities
that
we
regulate.
So
that
would
not
be
all
of
the
increases
you
might
see,
because
if
someone
puts
on
a
small
addition
or
they
put
in
a
driveway,
those
aren't
going
to
be
regulated
redevelopment
activities,
they're
not
going
to
be
tracked
through
the
redevelopment
process,
they
might
get
picked
up
in
the
GIS
update.
So
in
the
redevelopment
process
we
see
those
increases
as
well.
P
You
know,
on
the
average,
on
order
of
I
think
we've
run.
We've
thrown
give
me
summers
before
about
half
of
that's
from
single-family
homes
and
we're
seeing
about
if
you
look
at
it,
half
being
for
single-family
homes
and
together
we're
getting
the
footprint
of
the
Pentagon
added
every
three
to
four
years
from
redevelopment.
So
that's
another
way
to
look
at
it,
so
it
is
going
up.
Yes,
say
that.
F
B
P
Single-Family,
commercial,
so
singing
a
fan.
That's
that's
everything,
including
schools,
the
singing
of
families,
half
of
that,
so
every
seven
pervious
impervious
surface.
So
every
seven
years,
single
families
adding
the
Pentagon
and
when
you
think
about
schools,
single
families,
about
two
to
one
in
terms
of
schools.
So
schools
is
adding
about
25%
of
new
impervious
area.
Schools,
50%
and
the
rest
is
mostly
Commissioner.
P
F
That
that
would
be
terrific
and
and
then
my
final
kind
of
segue
is
I,
appreciated
your
slide.
Miz
McBride,
that
showed
you
know
a
number
of
options
as
to
how
we
might
grapple
with
this.
This
challenge,
but
I
didn't
see
anywhere
in
there,
and
maybe
you
were
just
concentrating
that
slide
on
funding
mechanisms
and
vehicles.
But
what
about
what
about
maintenance
and
and
what
about,
for
example,
somebody
showed
me
a
slide
at
open
door.
F
Actually,
the
other
night
of
an
existing
sewer,
you
know
bubbling
up
like
Oh
like
what
Old
Faithful
and,
and
so
the
question
was.
Are
we
doing
an
adequate
job
of
making
sure
that
there's
not
clogging
that?
There's
not
you
know
organic
waste
or
non-organic
waste
that
that
we're
not
taking
care
of
in
a
timely
manner
and
then,
second
of
all,
what
could
we
do?
F
Kind
of
bigger
picture
to
incentivize
folks
when
they
put
in
new
driveways
and
other
and
even
commercial
establishments,
to
be
more
environmentally
friendly
in
terms
of
semi,
pervious
surfaces
and
and
I
know
that
that's
part
of
the
equation
already,
but
I
think
it
would
be
helpful
to
have
a
you
know.
Kind
of
a
synthesized
and
responsive
answer
in
that
regard,
in
terms
of
you
know,
driveways,
even
sidewalks,
patios
and
and
so
forth-
is
that
possible
do.
F
P
I
think,
as
you
mentioned,
so
the
regulations
that
we
have
that
trick
kick
in
when
you
disturb
over
2500
square
feet
already
have
that
built
into
it
and,
as
you
alluded
to
right
and
it's
it's
a
handful
of
work
to
to
regulate
all
that
I
think
your
question
you
bring
up
and
we
do
have
other
mechanisms
like
our
incentive
program
or
stormwater,
lies
and
Center
program
that
we
provide
some
cost-sharing
on
that
front
for
certain
projects.
It
is
difficult
to
get
into
the
space
of
the
unregulated
overall
to
provide
incentives
there.
P
We
can
provide
technical
assistance
and
sort
of
outreach,
educational
materials
about
what
other
options
are
yeah,
absolutely
yeah,
and
we
definitely
do
that
and
the
stormwater
wise
program
gets
into
some
of
that.
But
there's
there's
going
to
be
a
body
of
work.
Someone
replaces
their
driveway
and
they're
just
going
to
do
whatever
is
most
expedient
to
them,
but
we
certainly
don't
overlook
the
educational
opportunities
to
try
to
reach
out
beyond
the
regulatory
sphere
and.
F
P
F
P
I,
don't
have
the
data
right
in
front
of
me
about
the
inspection
rate.
We
can
provide
that,
but
they
do
go
through
that.
The
system
in
that
way
sort
of
an
incremental
overtime
and
then,
if
there
are
issues
that
they
find,
they
clean
them
out
that
way,
but
like
any
system
like
you
saw
with
the
other
utilities,
it's
it's
a
level
of
service
question
mm-hmm,
you
inspect
one
percent
a
year.
Do
you
inspect
ten
percent?
What
is
it
and
each
of
those
has
a
cost
that
goes
with
it,
to
keep
up
with
that,
but.
F
H
H
H
We
I
lived
in
Greece
for
seven
years
as
a
child.
You
would
think
of
it
better
at
it.
I'll
work
on
it,
so
I'm
gonna
need
a
briefing
on
this,
because
I'm
actually
I
want
to
understand
how
it
is
that
for
the
regulated,
the
over
2,500
square
feet
of
of
new
development,
where
we
have
the
the
stormwater
management
requirements
which,
which
requires
I,
understand
that
you
actually
have
to
to
yield
a
10
percent
reduction.
H
When
you
use
your
devices
right
when
you
do
all
of
these
best
management
practices
like
the
impervious
driveways
and
the
all
the
gutter
downspouts
going
to
planters
and
all
those
kinds
of
things,
so
how
it
is
that
we're
still
adding
you
know
so
that
that
can
I
can
wait
for
a
briefing
on
that.
But
I
want
to
understand
all
the
math
on
that
and
how
that
works.
So
that's
point
number
one
and
then
my.
B
Main
thing,
I
would
just
say,
as
Miss
McBride
was
noting,
we
have
we're
setting
on
our
own
agenda
a
follow-up
work
session
once
we
get
through,
it
will
likely
be
after
a
summer
recess
on
stormwater,
and
particularly
the
kind
of
economics
of
stormwater
really
engendered
or
precipitated
by
the
conversation
we
had
during
the
the
operating
budget
discussion
about.
How
do
we
know
that
our
processes
are
actually
resulting
in
exactly
as
you've
just
described
right
without
that
the
the
burdens
were
posing
on
redevelopment
are
commensurate
with
the
games
that
we're
getting
so
not.
H
H
But
I
think
that
we
have
an
opportunity
here
because
going
back
to
your
slide,
where
the
the
the
cost
curve
of
compliance
outpaces,
what
we
can,
what
it
appears
that
we
can
certainly
under
our
current
level
of
funding
and
really
under
even
a
very
aggressive
funding
that
we
would
be
able
to
achieve,
is,
is
this
concerning
as
I
think
our
chair
noted
that
it's
it's
it's.
We
don't
want
to
be
in
that
kind
of
place.
H
You
know
how
much
money
does
someone
pay
if
they
tear
down
a
house
and
wanted
and
want
to
rebuild,
and
they
invoke
the
2,500
square
foot
regulatory
requirements?
To
me,
it's
much
more
important
that
we
are
focused
on
as
a
community.
What
are
we
getting
bang
for
the
buck
and
I
think
that
I
would
look
at
it.
As
you
know,
I
can
go
to
a
tailor
and
get
a
tailor-made
suit,
and
it's
going
to
fit
perfectly
and
all
that.
But
as
somebody
who
buys
my
clothes
off,
the
rack
I
know
that
you
can.
H
You
know
medium
and
and
and
38
regulars,
just
fine.
Most
of
the
time,
and
so
when
we're
looking
at
best
management
practices.
If,
for
example,
we
were
able
to
say
if
you
come
in
and
you're
willing
to
do,
the
stormwater
planters
with
for
all
your
downspouts
have
a
silt
fence
up
during
construction,
do
pervious
pavers
for
all
your
driveways
and
lead
walks
and
patios
and
and
all
of
those
things
that
you
get
there's
some.
H
We
can
come
up
with
the
way
of
calculating
that
we
are
getting
the
reduction
in
the
TDA
MLS
that
we
want,
but
we're
then
able
to
leverage
that
so
when
it
comes
to
extending
the
stormwater
wise
program
and
going
to
the
folks
who
are
unregulated
and
really
giving
them
the
opportunity
and
saying
and
saying
so,
you're
gonna
do
your
driveway
or
or
any
you
know,
making
more
money
available.
That,
then,
would
allow
them
to
go
to
pervious
pavers
for
their
driveway
and
to
add
plant
stormwater
planters
for
their
downspouts,
etc.
H
And
if
you
voluntarily
put
in
stormwater
planters
for
your
downspouts
and
pervious
pavers
for
your
driveway,
that
you
would
have
a
lower
tax
and
then
that
would
be
an
incentive
that
would
enable
also.
We
should
look
at
code
barriers,
the
the
code
barriers
that
exist
to
using
stormwater,
to
flush
your
toilets
or
do
laundry
I
think
most
people
most
people
in
Arlington
and
this
place
I
guess
primarily
to
the
single-family
homes.
I.
Don't
know
I
think
that
the
multifamily
have
the
equivalent
of
very,
very
large
sump
pumps.
H
You
know
all
basements
in
Arlington
virtually
are
wet
and
and
and
produce
quite
a
bit
of
water,
especially
in
conditions
like
we
have
right
now
and
it's
it's
it's
almost
impossible,
because
I
know
if
some
people
have
tried
to
be
able
to
use
that
water
in
any
way-
and
you
know
in
the
house
and
I
think
we
might
be
approaching
the
time
you
know.
Necessity
is
the
mother
of
invention,
where
we
need
to
crack
that
code
plan
intended
to
figure
out
how
we
can
make
that
happen.
Thank
you.
P
I
P
Any
municipality
that
has
a
separate
sewer
system
so
not
combined
but
separate,
like
we
have
and
the
first
phase
or
phase
one
was,
if
you
had
over
100,000
residents
at
the
time
these
were
promulgated.
Those
were
the
big
ms4
permit.
So
in
Virginia,
there's
11
phase
1
ms4
permit
T's
and
we're
one
of
them
there's
a
bunch
of
phase
twos.
They
were.
It
was
expanded
subsequently,
so
yeah
cities
and
towns
across
the
Bay
watershed
all
have
MS
for
permits
and.
I
P
I
P
Were
not
the
first
in
the
first
round
of
em
back
in
the
late
90s
when
it
came
time
to
do
the
bay
permits,
EPA
and
DEQ
were
having
trouble
with
the
Virginia
Beach
area
because
they
were
ahead
of
us,
but
they've
got
the
sea
level
rise
and
other
issues
I
think
it
was
just
more
difficult
for
them
to
contemplate
this.
So
they
skipped
to
us
because
they
felt
we
were
cooperative.
Okay,.
I
P
P
They
have
more
streams
than
we
do
and
they
really
have
aggressively
invested
in
stream
restoration
because
you
can
get
a
lot
of
credit
they're
significantly
farther
ahead
than
we
are
there
for
the
the
hardest
pollutant
to
get,
which
is
what
this
shows
a
nitrogen
they're
up
around
60%
already
so
we're
around
8
9
percent,
maybe
9
percent
they're
about
at
60
in
Richmond.
They
reported
to
me
that
they've
actually
achieved
it
already,
so
it
really
depends
on
the
level
of
capital
investment
and
what
you've
been
able
to
do.
P
I
Helpful
I
mean
where
I
was
heading
because
I've
heard
when
I
do
the
COG
thing
we
hear
about
national
things.
Is
that
nationally
everybody's
hurting
a
lot?
And
it's
there's
some
question
about
whether
there's
going
to
really
be
possible
to
meet
these
these
regulations
by
as
they
get
on
up
to
the
hundred
percent
but
and
I
was
assuming.
We
were
ahead,
but
we're
not
so
we're
gonna.
I
Do
it's
likely
that
we're
gonna
be
required
to
do
this
for
at
least
the
next,
the
next
level
for
sure,
right,
yeah
and
then,
as
we
get
up
closer
to
the
hundred
percent?
Is
it
getting
so
that
you
have
to
invest
lots
and
lots
of
money
to
get
just
a
little
tiny
bit
of
improvement?
Is
that
how
this
is
gonna
work
by
the
end?
If
we
get
up
to
the
end,
do
you
think
not.
P
Necessarily
I
think
the
big
variable
there's
a
couple
of
things:
the
low-hanging
fruit
I
mentioned,
Ballston
pond,
for
example,
or
sparrow
pond.
We
don't,
after
that,
there
are
no
other
there's
some
private
ponds
that
we
were
looking
at,
like
the
water
quality
credits
contract
could
give
us
the
ability
to
clean
credits
there
and
have
downstream
benefits.
P
B
Colleagues,
any
other
questions
well
so
bring
conversation,
but
nevertheless,
I
do
think
that
point
you
all
have
made
is
that
the
work
does
continue,
and
these
are
not
easy
projects,
I
think,
is
a
clear,
takeaway,
they're,
expensive
and
burdensome,
and
a
challenge
for
us
so
we'll
continue
to
carry
forward
and
we'll
look
forward
to
seeing
you
after
the
summer
recess
for
a
little
bit
more
of
that
detailed
discussion
that
mr.
Getchell
teed
up
well
for
us.
Thank
you.
Thank
you.
Mr.
manager,
I
believe
that's
the
final
Department
to
present
tonight
is
that
correct.