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A
Welcome,
ladies
and
gentlemen
in
person
and
joining
us,
and
a
particular
welcome
to
our
colleagues
from
arlington
county
public
schools.
We
are
joined
by
the
school
board,
the
superintendent,
some
other
staff
and
I'm
sure
dr
cannon,
and
will
want
to
announce.
We
are
delighted
to
have
you
it's
really
nice
to
be
around
a
table
together
for
the
first
time
in
two
years.
A
At
this
point,
and
I
think
that
we
will
actually
have
a
relatively
brief
session
today,
because
our
colleagues
on
the
school
board
of
course
adopted
last
night
and
I
think
are
probably
have
talked
about
their
budget
as
much
as
they
need
to
for
at
least
until
the
end
of
spring
break.
But
we're
glad
to
have
you
here
so
that
we
have
a
chance
to
learn
a
little
bit
more
about,
what's
included
in
your
recommendation
and,
of
course,
to
share
a
little
bit
about
what
we
are.
A
Rather,
the
manager
has
proposed
and,
of
course,
some
of
the
things
that
we
are
working
on
as
we
head
towards
budget
adoption
on
the
26th.
So
without
further
ado,
our
sincerest
welcomes
we're
so
glad
to
have
you
and
I'll
turn
it
over
to
dr
cannon
for
comments.
B
Absolutely
thank
you
so
much
and
yeah.
Let
me
say
on
behalf
of
the
school
board,
we
are
thrilled
to
be
here
and
it
has
been
over
two
years
like
so
many
things.
It's
really
wonderful
to
see
you
all
in
person,
so
we
are
here
today
to
first
present
our
budget
to
you
and,
as
you
mentioned,
we
just
adopted
this
our
proposed
budget
last
night.
We
will
finalize
our
budget
on
may
12th.
B
I
know
you
know
that
we
still
don't
know
what
our
state
revenues
will
be,
and
there
may
be
a
few
other
adjustments
that
we
make
along
the
way
and
a
couple
of
items
that
we're
still
talking
about.
But
for
the
most
part,
what
we
adopted
last
night
was
overwhelmingly
what
the
superintendent
proposed
to
us
as
his
budget
and
there's
an
important
reason
for
that.
A
lot
of
hard
work
and
thought
was
put
into
it.
B
We
are
laser
focused
this
year,
of
course,
on
our
students,
their
academic
progress,
their
well-being,
focusing
on
our
students
means
also
prioritizing
our
staff,
and
that's
what
you
will
see
in
this
budget
is
a
lot
of
new
investments
and
investments
in
needs,
and
let
me
be
clear:
this
is
not.
You
know
a
budget
with
lots
of
sort
of
fun
things
that
are
sort
of
nice
to
have
for
a
school
system.
B
This
is
a
budget
with
needs,
but
needs
that
have
been
very
carefully
identified
to
make
sure
that
all
different
types
of
students
we
have
in
our
system
are
getting
the
supports.
They
need,
as
you
know,
we're
coming
out
of
the
pandemic,
so
those
needs
are
greater
than
ever
and,
as
you
also
know,
because
you
face
the
same
thing-
we've
we've
faced
two
very
difficult
budget
years,
so
we
have
to
get
through
those
budget
years.
B
As
you
recall,
we
did
have
to
use
a
lot
of
one-time
funds
to
get
through
to
continue
investing,
because
that
was
so
important,
but
we
are
now
trying
to
build
back
toward
a
point
where
we're
a
little
more
sustainable,
we're
not
there
yet
and
you're
going
to
see
that
as
well.
But
again,
I
think
that
we
have
a
terrific
budget
that
addresses
our
needs
in
in
new
ways
and
is
also
getting
us
back
to
that
point
where
we
will
be
sustainable
going
forward.
So
I'm
really
proud
of
where
we
are.
B
C
C
So,
if
you
complete,
thank
you
bring
up
the
slides.
Can
you
please
go
to
slide
three?
C
C
You
can
see
on
the
slide
here
this
year
we
were
given
clear,
more
specific
budget
direction
to
think
about
what
is
it
that
should
be
brought
forth
in
the
budget,
and
you
can
see
that
student,
academic,
success
and
well-being
was
a
key
part
of
this,
making
sure
that
we
were
investing
in
our
staff
and
looking
at
the
compensation
that
was
needed
and
also
our
strategic
plan
goals
and
ensuring
that
this
was
aligned
to
those
again,
not
just
bringing
needs-based
but
being
really
tied
into
these
priorities.
C
We
also
are
beginning
the
process
for
collective
bargaining,
so
we
wanted
to
make
sure
that
we
put
the
resources
for
that
next
slide.
Please,
as
we
built
the
budget,
we
worked
very
closely
again
on
those
priorities,
but
I
will
say
that
one
of
the
main
ones
that
you'll
see
in
the
funding
was
our
compensation
for
our
employees.
We
embarked
upon
a
compensation
study
and
through
this
budget
process,
I'm
very
proud
to
say
that
we're
able
to
recommend
and
the
school
board
adopted
the
funding
of
the
full
compensation
study.
C
We
have
many
many
other
requests
that
we
know
are
important
for
our
school
system.
However,
we
made
sure
to
prioritize,
and
so
there
are
other
things
that
are
not
reflected
in
this
budget
that
are
necessary
to
the
school
system's
success,
long
term,
but
prioritization
I
mean
you
hear
that
word
over
and
over
again
my
presentation
was
key.
C
So
our
fiscal
year
23
budget
totals
74.2
million
dollars,
which
is
an
increase
of
6.8
percent
over
last
year,
and
that's
based
upon
governor
northam's
proposed
budget
and,
as
dr
cannon
said
a
moment
ago,
we
are
still
awaiting
the
state
final
revenue.
Currently,
the
senate
budget
that
was
passed
would
provide
us
a
little
over
one
million
additional
dollars,
while
the
house
bill
that
was
passed
would
provide
us
a
little
over
three
million
less.
C
So
we
are
waiting
to
see
what
that
might
look
like
moving
forward,
and
obviously
it
does
have
the
increase
of
seven
percent
we
receive
from
the
county
transfer
next
slide,
please.
So,
as
I
talk
through
what
is
in
the
budget,
I'd
like
to
provide
a
few
of
the
highlights
connected
to
each
of
the
priorities.
Next
slide
shows
priority,
one
which
is
really
our
academics
and
student
well-being
as
a
key
part
of
what
we
need
to
invest
in,
and
we
had
a
focus
on
literacy
and
math
this
year
next
slide.
C
So
you
can
see
on
this
slide
that
funding
for
priority
one
one
key
element
was
to
reduce
our
class
size
and
provide
reductions
at
the
elementary
and
high
school
levels,
the
elementary
level
it
was
two
students
less
and
at
the
high
school
one
and
for
our
middle
school
students,
we're
able
to
now
put
in
place
a
middle
school
teams,
model
and
funding.
Why
is
that
important?
C
It
is
an
opportunity
for
now
at
our
middle
schools,
to
be
set
up
in
a
way
that
all
of
the
teachers
around
the
core
subjects
are
serving
the
same
students
so
that
they
can
have
a
close
opportunity
to
get
to
know
the
students
and
their
families
and
provide
not
just
academic
success,
but
social
emotional
learning
and
meet
the
needs
of
students.
So
it's
a
really
important
research
based
proven
strategy
for
use
in
middle
schools.
C
C
We
had
some
particularly
at
yorktown
and
h.b
woodlawn
that
are
not
the
same
amount
of
resources
we
were
giving
to
our
other
high
schools.
You
can
also
see
here
we
have
a
policy
director
which
we
feel
is
very
important
for
us.
As
we
are
learning
more
and
more
about
some
of
the
changes
we
need
to
make
sure
all
of
our
policies
are
properly
aligned,
and
then
we
do
have
expansion
of
a
partnership
coordinator
that
the
school
board
put
in
last
night,
and
so
the
total
investment
in
this
area
is
0.4
million.
C
Next
slide,
please
is
our
priority
3,
which
is
probably
again
the
largest
part
of
our
budget.
That
you'll
see,
because
this
is
the
area
where
we
spend
a
lot
of
time,
really
understanding.
How
do
we
have
the
proper
compensation
for
our
employees
so,
on
the
next
slide,
you'll
see
that
again
we
were
able
to
fully
fund
our
compensation
study
and
all
the
recommendations,
and
I
want
to
pause
and
remind
a
couple
of
the
highlights.
The
compensation
study.
C
One
of
the
key
elements
of
the
compensation
study
was
to
ensure
that
all
employees,
not
just
teachers,
all
employees
and
our
the
scales,
would
be
in
the
top
three
in
northern
virginia
area,
and
so
we
looked
across
and
had
a
consultant
make
sure
that
our
salary
scales
were
in
the
top
three.
We
had
some
in
the
very
bottom.
Some
were
already
in
the
top,
depending
on
the
range
and
some
were
in
the
middle,
but
we
did
not
want
to
be
at
the
bottom
or
the
middle.
C
C
Another
important
element
was
many
of
our
employees
were
leaving
arlington
public
schools
to
go
to
our
surrounding
school
systems,
who
had
been
with
us
for
some
time
because
they
had
not
received
their
steps,
which
meant
that
they
were
stopped
on
the
salary
scale
and
did
not
get
the
compensation
for
the
years
that
they
had
been
serving.
In
arlington
public
schools,
yet
when
they
would
go
to
a
surrounding
school
division,
they
would
get
their
years
of
service
which
would,
in
some
cases
provide
them
fifteen
to
twenty
thousand
dollars
more
just
by
leaving
us.
C
C
We
also
are
beginning
the
process
for
our
collective
bargaining,
and
so
we
have
two
positions
that
are
needed
for
that
and
that's
in
our
collective
bargaining
office.
That's
a
director
of
labor
relations,
as
well
as
an
assistant
to
that
person,
and
then
additional
funding
that's
been
restored
for
our
nationally
burdened
nationally
board
certified
teachers.
So
you
can
see
36
million
investment
in
this
area
next
slide
talks
a
little
bit
more
about
what
I
was
just
saying
a
minute
ago
and
and
going
a
little
bit
more
detail
on
this
slide
about.
C
Because,
again,
this
is
the
largest
single
investment
you'll
see
in
this
budget,
and
it's
really
really
important
that
again.
Everyone
understand
why
this
is
a
key
element.
We've
got
to
place
the
value
of
our
budget
on
our
employees
to
show
them
that
they
are
who
we're
committed
to
keeping
to
help
us
retain
and
recruit.
Just
last
saturday,
we
had
a
hiring
fair
virtual,
hiring,
fair
hundreds
and
hundreds
of
employees
prospective
employees
signed
up
and
we're
very
excited
to
want
to
come
here,
and
we
began
offering
many
contracts
already
to
those
vacancies.
C
Please
please
to
just
found
out
today
that
many
of
those
were
also
for
psychologists
and
social
work
vacancies,
and
this
year,
we'd
had
some.
So
it's
already
paying
off
by
people.
Seeing
that
this
is
an
important
element
for
us.
You
can
see
here,
I'm
not
going
to
go
to
all
the
details
here,
but
I'll
just
highlight
that
for
our
teacher
administrator
and
professional
scales
you
can
see
the
average
pay
increase
is
about
6.8
percent
and
for
our
support
employees.
It's
9.5
percent
next
slide,
please
so
our
fourth
priority.
C
C
We
also
have
increased
funding
to
maintain
our
system-wide
operations
and
our
safety
is
really
important,
so
we've
included
five
additional
ftes
for
school
safety
coordinators
at
our
schools
and
the
washington
liberty,
annex
or
formerly,
the
education
center
is
now
going
to
be
opening
in
the
fall.
So
we
do
have
funding
that's
needed
for
that
two
and
a
half
custodians,
an
additional
assistant
principal
so
you'll,
see
in
this
area
about
9.8
million
dollars.
So
those
are
our
priorities
and
I
wanted
you
all
to
see
how
we
aligned
our
investments
directly
to
those
priorities.
C
C
Since
2005
you
can
see,
there's
been
an
increase
of
46
percent
from
our
enrollment,
even
though
we've
had
a
little
dip
since
2020.
There's
still
been
that
large
increase
and
while
we've
seen
that
increase
and
roman
is
projected
to
level
off
with
only
a
slight
growth
to
peak
in
2024,
but
of
course
this
is
something
that
we
have
to
watch
more
closely,
because
this
is
contingent
upon
what
we're
seeing
coming
out
of
the
pandemic
with
some
dips.
C
C
There
are
a
variety
of
new
positions
that
are
very
important
that
are
directly
investing
in
our
students
and
you
think
about
it,
not
from
the
priority
perspective,
but
from
the
perspective
of
our
students,
that's
76,
ftes
and
8.3
million
dollars
that
will
go
with
positions
that
are
directly
providing
services
to
students.
These
are
things,
as
I
said
earlier,
like
supports
for
students
with
disabilities,
as
you
can
see,
additional
staffing
for
social,
emotional,
mental
health,
as
well
as
some
instructional
resources
and
additional
adoptions
for
curriculum
that
are
very,
very
much
needed.
C
C
Next
slide
is
how
you
look
at
this
big
picture
from
supporting
our
schools.
11.9
million
or
106.4
of
the
investments
are
directly
in
our
schools
and
I
will
say,
of
the
106
directly
supporting
schools.
I
should
say
because
of
the
106.4
total
new
positions.
94.4
are
physically
in
schools,
the
other
are
supporting
schools
from
central
office.
So
that's
89
of
these
investments
are
directly
school-based
positions.
C
The
next
slide
is
looking
at
it
from
the
perspective
of
supporting
our
school
operations
and
again
there
are
much
much
more.
We
need
to
do,
but
here's
some
important
ones
that
were
immediate
needs
and
those
total
9.1
million
or
nine
positions-
and
I
mentioned
some
already
that
are
critical,
like
our
safety
security
to
restoring
1.5
million
of
our
mcm,
which
was
a
reduction
previously
and
an
increase
in
our
debt
service
of
1.5
million.
So
I
did
a
very,
very
high
overview
of
our
presentation
and
I'm
hoping
to
ask
any
questions.
C
I
wanted
to
take
away
again
priority
priority
priority
investment
in
our
students
and
in
our
staff
was
what
drove
this
budget,
and
it
is
something
that
we'll
continue
to
do
moving
forward,
and
I
want
to
thank
mr
schwartz
for
his
partnership
as
we
develop
the
budget
and
the
close
partnership
that
we've
had
working
together
and
think,
of
course,
my
staff
that
are
here
with
me:
leslie
peterson
assistant,
superintendent
of
finance
and
our
chief
operating
officer,
dr
mayo.
Thank
you.
A
Well,
thank
you
so
much
dr
duran
as
well
as
dr
cannon.
We
are
going
to
pause
briefly
before
we
get
into
questions,
because
we
have
the
chair
of
our
partnership
for
children,
youth
and
families,
megan
mac
with
us
today
to
share
some
recommendations
from
this
entity
which
is
jointly
appointed
by
both
of
our
boards
and
certainly
focuses
on
an
area
that
I
think
is
of
high
concern
to
all
of
us,
which
is
the
ongoing
well-being,
both
social,
emotional,
physical
and
safety
of
our
of
our
young
people.
A
A
Happy
to
sacrifice
and
as
chairmak
takes
your
seat
I'll
note
as
well.
We
are
in
receipt
of
a
really
thoughtful
letter
with
some
recommendations
from
our
teen
network
board,
which
is
a
pretty
extraordinary
group
of
young
people,
and
it
needs
no
qualifier
leaders
in
our
community
who've.
Given
us
some
reporting
on
both
of
their
work
and
some
recommendations
for
our
budget
considerations.
So
without
further
ado,
ms
mack,
we're
so
glad
to
have
you
welcome.
D
D
The
partnership
is
committed
to
equity
that
all
county
residents,
regardless
of
race,
ethnicity,
country
of
origin,
sex,
gender
identity,
sexual
orientation,
ability,
socioeconomic
status
or
other
characteristic
have
access
to
the
opportunities
they
need
to
live
healthy,
successful
lives.
We
thank
you
for
inviting
us
to
participate
in
this
budget
work
session.
D
D
D
According
to
the
findings
from
the
2019
youth
risk,
behavior
survey,
one
out
of
three
students
in
arlington
high
schools,
reported
feeling
sad
or
hopeless
for
two
or
more
consecutive
weeks.
During
the
prior
year,
six
percent
of
high
school
students
reported
that
they
attempted
suicide
during
the
reporting
period.
D
D
Lgbtq
youth
reported
higher
rates
of
depressive
symptoms
of
the
arlington
youth
reporting
depressive
symptoms.
Only
30
percent
said
they
received
the
help
they
needed.
Black
and
asian
students
reported
that
they
received
little
to
no
help
increasing
psychologists,
social
workers
and
counselors
will
support
arlington's
equity
goals
without
question.
Adult
supports
such
as
school
psychologists
and
social
workers
are
a
key
factor
in
mitigating
negative
experiences
in
the
life
of
a
young
person,
as
explained
in
our
2019
community
report.
D
Additionally,
37
percent
of
the
middle
school
youth,
who
reported
having
no
one
to
talk
to
if
they
were
upset,
also
reported
feeling
sad
frequently
as
compared
to
14
percent
of
students,
who
had
an
adult
to
go
to
moving
very
briefly
to
our
second
and
third
areas
of
focus.
Second,
is
supporting
and
retaining
public
health
professionals,
the
partnership
values
the
role
that
public
health
staff
have
played
through
the
pandemic
to
keep
our
communities
healthy.
D
D
D
In
summary,
we
hope
the
county
and
schools
will
not
make
reductions
that
will
directly
impact
student
well-being,
particularly
at
a
time
when
pandemic
recovery
is
impacting
our
youth.
Instead,
we
encourage
the
county
and
school
boards
to
grow
investments
in
these
areas
and,
finally,
as
you've
heard,
I
know
the
teen
network
board
was
unable
to
join
today.
The
partnership
supports
the
budget
response
memo
that
tnb
submitted.
A
Thank
you.
Thank
you
so
much
ms
mack.
If
you
perhaps
would
mind
staying
close,
that
would
be
great.
You
don't
have
to
sit
at
the
hot
seat
with
us
any
longer.
If
you
like
in,
is
there
any
questions
or
discussion
for
the
partnership?
We'll
have
you
available
and
then
we
can
instead
bother
our
manager
for
for
responses
to
questions
in
the
meantime,
too.
A
Okay,
so
I
think
we
have
this
next
period
for
conversation
among
county
board
members
in
particular.
If
we
have
questions
about
the
the
summary
of
the
budget
from
the
superintendent
or
other
items
for
our
colleagues
on
their
deliberations,
I'll
look
for
lights.
Mr
defranco,
would
you
like
to
start.
E
So
that's
that's
great
and
that's
not
saying
dr
duran
that
you
wouldn't
have
supported,
but
I
guess
is
there
context
that
you
might
be
able
to
share
regarding
the
psychologists
and
social
workers,
and
I
before
you
I
was
on
the
school
budget
committee
and
and
we
added
five
years
ago
we
added
a
lot
of
psychologists
and
social
workers.
So
I'm
not
predisposed
to
say.
Oh,
that's
necessarily
a
challenge.
There
might
be
context
to
be
helpful.
C
Sure
so
the
two
psychologists
and
two
social
workers
that
were
in
the
initial
proposed
budget
were
reductions
based
on
enrollment.
So
we
have
all
of
our
positions.
Of
those
natures
are
there's
a
planning
factor
for
the
number
of
students
and
that's
why
there
was
in
the
proposed
budget,
a
reduction
of
those
two
at
the
adopted
budget
by
the
excuse
me,
the
school
board
proposed
budget
they
adopted
last
night.
Those
four
positions
were
put
back
in.
F
B
You
know,
especially
with
the
partnership
here,
I'd
like
to
you,
invited
conversation,
I'd
like
to
give
a
little
more
context
to
the
whole
picture,
and
especially
regarding
the
advocacy
we
actually
the
school
board,
starting
in
2016
and
thanks
to
county
support.
Of
course,
through
our
budget
began
a
three-year
rollout
to
hit
the
point
where
our
psychologists
and
social
workers
would
be
at
a
ratio
of
one
to
775..
B
It
actually
took
four
years
to
complete
that
roll
out,
and
we
actually
sort
of
you
know,
took
some
aggressive
risks
to
get
there,
but
we
did
get
there,
but
we
are
now
at
one
out
of
775
for
both
of
those
and,
as
dr
duran
said,
with
the
reduction
in
our
projected
enrollment.
That's
that's
what
what
caused
that
that
adjustment?
I
think
we're
now
talking
about
the
question
of
we
in
fact
know
that
the
appropriate
ratio
is
1
to
500
or
700.,
so
we're
still
a
little
bit,
not
quite
at
the
optimal
ratio.
A
F
F
or
one
social
worker
for
250
students.
We
are
currently
in
compliance
with
vdoe
requirements.
The
one
to
770
got
us
in
under
that
bar
of
being
in
compliance
with
what
is
required
by
the
state.
However,
this
is
clearly
an
issue
that
is
at
the
forefront
of
our
attention
and
that
we've
been
talking
about
for
a
long
time
and
that
is
going
to
require
the
additional
investment.
F
Miss
peterson
during
the
work
session
on
tuesday
did
some
back
of
the
envelope
math
on
what
it
would
take
to
get
us
to
the
appropriate
ratios.
It's
in
the
range
of
eight
to
nine
million,
and
so
it's
a
non-insignificant
chunk
of
money
that
we
are
not
proposing
in
this
particular
budget,
but
making
you
all
aware
that
this
is
something
that
is
important
to
us
and
that
we
think
is
going
to
be
necessary,
especially
given
those
pretty
drawing
statistics.
G
So
in
in
continuation
to
that
thought
I
mean
for
me
the
the
formal
ratio
or
the
appropriate
ratio
or
the
you
know,
empirically
a
recommended
ratio
is
one
thing.
The
other
thing
is
a
six
percent
suicidal
students
is,
I
mean
to
somebody
who
doesn't
know
more
about
that,
but
it
sounds
pretty
important
to
me.
G
G
So
the
question
is
what
kind
of
resources
additional
resources
could
be
appropriate
on
on
from
from
the
for
the
panoply
or
from
the
toolbox
that
we
are
now
on.
The
county
side
are
dedicated
to
mental
health
response
that
could
be
useful
for
schools.
A
I
I
You
know,
there's
there's
a
depth
of
people
who
are
going
through
emotional
distress
who
may
not
necessarily
qualify
a
seriously
mental
ill
or
be
a
part
of
the
framework
by
which
these
standards
were
all
created,
but
nonetheless
present
at
need,
and
so
what
we've
identified
is
perhaps
a
nine
million
dollar
future
gap
to
get
with
standards
that
was
based
on
sort
of
pre
pandemic.
I
J
J
But,
of
course,
we
know
that
their
students
in
trauma
students
who
are
in
crisis,
that
that
is
a
24
7
experience
for
them
and
their
families
and
for
the
teachers
that
are
trying
to
support
them
in
their
classes
and
we're
hearing
from
staff
that
this
is
a
year
like
no
other
when
they
talk
about
what
they're,
seeing
with
their
students
we're
hearing
about
difficulties.
Families
are
having
getting
services
outside
of
school,
with
seeking
help
from
licensed
therapists
and
other
other
providers.
J
So
my
sense
of
this-
and
I'm
glad
we're
having
this
conversation,
is
that
this
is
a
this
is
going
to
be
a
multi-year
effort,
not
just
within
our
school
system
but
as
a
community,
and
I've
talked
with
a
few
of
my
colleagues
on
the
county
board
of
feeling
like
this
is
a
topic
that
I
think
is
is
is
a
is
a
high
priority
for
all
of
us,
and
and
I'm
hopeful
that
we
can
continue
this
conversation
and
think
about
a
two
or
three
or
four-year
combined
plan
and
collaboration
that
we
could
put
in
place
as
a
community
to
serve
these
students
and
address
these
very,
very
serious
needs.
K
L
L
One
is,
I
know
you,
you
have
planning
factors
and
and
they're
sort
of
structured.
You
know
how
many,
how
many?
What's
the
ratio
supposed
to
be?
But
do
you
look
at
each
school
because
I
suspect
different
schools
have
a
higher
population?
Who've
got
issues
mental
health
issues
than
others.
In
other
words,
it
probably
isn't
the
same
across
the
school
system.
I've
seen
nods
here
and
I
am
not
assuming
that
those
schools
that
have
higher
income
families
actually
are
necessarily
better
off.
L
C
Well,
the
ratios
are
are
not
looked
at
differently
school
by
school.
At
the
moment
they
are
based
on
enrollment.
However,
some
of
the
additional
central
office
supports
that
we
have
that
mrs
cadara
was
referring
to
someone
re,
adding
a
few
more
six
new
positions.
Those
are
looked
at
the
data
to
determine
which
schools
of
those
will
be
providing
support
to.
So
it's
a
combination.
L
Thank
you.
That's
that's.
Like
the
perfect
answer,
I
think
that's
a
great
answer.
I
had
one
other
question
along
these
lines.
If
I
might-
and
I
think
the
cooperation
is
good,
I
assume-
and
I
realize
I
don't
know-
that,
there's
coordination
between
social
workers
and
school
psychologists
and
our
dhs,
because
a
child
who's
having
a
hard
time
may
come
from
a
family,
that's
having
a
hard
time
and
is
that
coordination
happening
as
well
as
it
might.
C
We
have
each
of
our
schools
have
a
mental
health
support
team
which
has
social
workers
psychologists
as
well
as
our
counselors,
and
they
do
have
a
partnership
with
our
county
and
as
they
are
identifying
students
and
families
that
have
needs
that
go
beyond
what
we
can
provide
during
the
school
day.
With
the
resources
we
have,
they
are
partnering
with
the
dhs.
Thank
you.
J
On
that
comment,
I
do
think
that
there
is
an
opportunity
when
I'm
hearing
from
some
staff
in
our
school
system
there's
an
opportunity
to
have
dhs
services
provided
on
site
in
our
schools,
and
I
understand
from
at
least
a
couple
of
our
staff
members
that
perhaps
that
happened
with
greater
regularity
than
it
is
now,
and
so
I
would
just
put
that
forward
as
something
that
we
should
look
at,
so
that
if
we
can
eliminate
the
barrier
of
students
and
families
traveling
to
access
services,
I
think
that
we're
all
well
served.
Thank
you,
mr.
A
You
I
wanted
to
just
one
comment
myself
on
mental
health,
and
then
let's
do
it.
I
just
I
really
appreciate
the
conversation.
I
just
really
wanted
to
associate
myself
with
something
this
cadara
in
particular,
and
I
think
this
is
true
for
both
of
our
budgets
that
I,
I
think,
youth
who
are
sort
of
have
reached
a
clinical
state
tend
to
get
the
most
focus,
but
it
is
the
tip
of
the
iceberg,
and
I
really
appreciated
your
point
about.
A
It
is
actually
not
just
about
school,
psychologists
and
counselors,
and
there
are
many
youth-
and
I
know
we
always
see
this
right
with
the
the
youth
risk.
Behavior
survey-
that
the
partnership
always
helps
us
parse
right
that
there
is
a
whole
continuum
of
youth,
engaging
in
different
behaviors
that
that
we
may
want
to
try
to
redirect
them
from
or
support
them
at
difficult
times,
and
so
I
think
sometimes
we
can
fixate
on,
and
we
do
this
on
our
side
of
the
house.
So
to
speak,
to
where
we
look
at.
A
You
know,
irrespective
of
any
kind
of
diagnosis,
so
I
really
just
appreciate
the
effort
to
kind
of
complicate
that
picture
and
to
to
really
point
to
areas
throughout
both
our
budgets,
where
I
think
we
are
trying
to
meet
the
needs
of
a
community,
many
members
of
whom,
who
experience
some
kind
of
trauma
over
the
past
couple
of
years
in
particular.
So
thank
you
and
then,
mr
defending
please
share.
E
There's
a
you
know:
35
students
miss
diaz
torres.
You
had
talked
with
47,
it's
indelibly
in
my
mind
and
one
that's
crowd,
control,
so
class
size,
certainly
matters,
but
the
last
time
I
looked
at
research,
the
you
know
there
wasn't
a
lot
of
causation
as
to
student
achievement
through
class
size
and
so
that
first
bullet
of
your
four
or
five,
which
is
just
middle
school
and
is
broadly
bringing
down
the
size
of
classes.
E
I'm
not
here
to
say,
I
think,
that's
important
I'd
love
to
do
it.
It
does
bake
in
and
change
future
budgets
for
the
schools
and
the
county,
and
I'm
just
curious.
Has
there
been
updated
research
or
because
students
with
disabilities-
and
you
know
low-income
students,
students
of
color
there's
last
time
I
looked
at
our
achievement,
get
gaps.
They
were
still
significant.
Our
opportunity
gaps.
They
were
still
significant,
but
I'm
just
curious
of
that
decision,
because
there
may
have
been
more
updated
research
that
is
sort
of
showing
the
benefits
of
class
size
reduction.
E
C
C
We
just
had
a
moment
ago
about
the
number
of
students
and
the
needs
that
they're
having
social
motion
like
beyond
the
ability
to
score
money
for
standardized
assessment,
which
is
what
that
research
is
solely
about
about
the
ability
to
feel
safe,
welcome
to
understand
their
needs
to
know
their
families
to
know
each
other.
There's
been
a
lot
more
of
that,
showing
how
the
less
number
of
students
that
you
have
does
have
an
impact
on
academic
success
in
that
way,
so
not
correlated
again
to
a
standardized
achievement.
Score
to
your
point.
C
Those
research
studies
have
not
changed
much
the
middle
school
one
that
we
talked
about
is
research
that
is
strong
to
show
that
having
the
t
model
and
it
doesn't
talk
about
class
size
per
se,
but
the
team
model
does
have
a
major
impact
and
we
heard
the
statistics
about
the
middle
school
right.
They
were
very
great
large
numbers
of
statistics
of
students
at
the
middle
school
level
with
concerns,
so
the
research
around
the
middle
school
team
is
solid
to
having
students
have
the
same
group
of
teachers
who
get
to
know
them
their
academic
needs.
C
E
Sometimes
you
ask
a
question,
you
don't
know
the
answer
to
and
you
get
a
full
fully
satisfying
answer
and
I'm
just
super
grateful,
and
I
know
other
colleagues
on
both
will
be
interested,
but
I
don't
want
to
lose
summer
school
because
it's,
I
also
see
it
as
linked
to
some
of
the
learning
loss
that
we're
seeing
you
know
for
all
students
thanks.
B
Oh,
mr
defront,
I
wanted
to
jump
on
your
your
first
question
about
the
class
size
and
I'm
hoping
ms
peterson
will
fact
check
me
if
I
say
this
wrong,
but
just
want
to
make
sure
we're
clear
in
the
previous
budget
we
increased
class
size
by
one
I
think,
across
the
board.
So
our
high
school
reduction
by
one
really
just
puts
us
back
to
what
we
were
two
years
ago
and
elementary
going
decreasing
by
two
puts
us
back
to
where
we
were
a
few
years.
You
know
before
that
we
have
increased.
B
We
have
increased
elementary,
I
think
more
than
two
in
some
grades,
since
over
the
time
that
I've
been
on
the
board,
so
we're
actually
not
even
quite
back
to
the
class
sizes
we
had,
for
example,
when
I
joined
the
board,
and
this
of
course
we
don't
increase
class
size
ever
because
we
think
it's
a
good
thing
to
do.
We
increase
class
size
for
budgetary
purposes.
I
Thank
you
so
not
exactly
akin
to
our
last
conversation
on
mental
health,
but
I
was
thinking
inspired
and
miss.
Crystal
will
remember
this.
We,
we
honored
women
of
vision
this
past
week
as
part
of
our
commission
of
status
commission
on
the
status
of
women's
annual
event
and
one
such
honoree
tara,
mcgee,
who
runs
the
girls
outreach
program
which
provides
a
level
of
you,
know,
support
for
girls
who
are
at
risk,
not
just
those
who
are
court
involved,
but
those
who
display
similar
risk,
behaviors
and
so
she's.
I
I
Are
there
ways
that
we
can
think
about
scaling
up
these
kinds
of
initiatives,
while
we're
still
waiting
for
the
capacity
and
the
ability
in
the
labor
market
to
attract
the
kind
of
clinicians
and
social
workers
that
we
desire?
Because
it
seems
like
there
might
be
an
opportunity
to
at
least
provide
some
help
while
we're
waiting
to
get
to
where
we
need
to
go.
A
I
would
actually
would
love
to
chime
in
on
this
one
area
of
collaborative
work
that
I
have
the
gift
of
having
some
visibility
into
by
dint
of
my
role.
Co-Chairing
project
piece
is
the
work
that
we
have
of
what
are
now
become
prevention
coordinators,
so
it
used
to
be
pretty
siloed
work.
We
had
folks
working
within
dhs
on
education
to
prevent
gender-based
or
dating
violence.
There
were
others,
maybe
working
on
the
the
sort
of
drug-free
programs
in
the
substance,
abuse
programs.
A
There
might
be
others
during
mental
health,
and
in
recent
years
there
has
been
an
effort
spearheaded,
I
think,
in
part
by
the
partnership
staff
right
so
that
the
fte
is
based.
I
think,
generally
within
dhs,
there's
a
data
coordinator
with
an
aps,
but
the
dhs
fds
to
to
bring
all
of
that
under
one
umbrella
of
prevention.
So
we
have
a
very
talented
prevention
coordinator,
ashley
blow
working
across
those
issues,
works
really
closely
with
the
project
peace
coordinator,
as
well
as
the
staff
from
dhs.
A
So
they
do
a
lot
of
parent
outreach
and
education
about
you,
know,
sort
of
the
whole
host
of
behaviors
and
the
services
that
are
available
to
young
people
when
they
experience
them.
So
I
don't
doubt
for
a
second
that
there
are
many
opportunities
to
do
more,
but
we've
also
made
some
progress
in
recent
years
that
I
think
it's
worth
calling
out.
F
I
can,
I
can
also
add
in
that
one
of
the
things
that
we're
doing
at
least
on
the
school
side.
This
is
not
necessarily
a
collaboration
piece,
but
some
this
was
mentioned
on
tuesday,
but
there
is
some
pretty
extensive
culture
work,
that's
happening
at
school
levels
and
they're
using
different
frameworks.
It's
restorative
classrooms,
second,
step
a
lot
of
different
trauma,
trauma-informed
ways
of
creating
a
school
community
and
teaching
norms
and
procedures
and
how
to
engage
and
how
to
be
productive
and
exist
in
a
community
with
others.
F
And
a
lot
of
that
does
include
that
peer-to-peer
connection
and
it's
happening
at
all
grade
levels
across
the
system.
It's
happening
in
different
ways
in
different
schools,
depending
on
what
their
culture
is,
what
their
focus
is
and
what
the
preferences
of
those
school
leaders
are,
but
it
is
happening
pretty
consistently
across
our
school.
G
Think
so,
please,
the
question
that
we
always
ask
how
how
certain
are
we
on
the
enrollment
projections
for
the
next
years?
A
The
answer
I've
always
heard
that
I
love
is
pretty
clear
for
about
five
years
and
then,
after
that,
it's
kids
who
aren't
born
yet
so
it
really
gets.
That's
our.
B
Pre-Pandemic
response
is,
there's
a
new
response.
I
mean
you
know,
there's
still
some
uncertainty
with
the
pandemic
right
I
mean
we
lost
the
some
of
the
things
you
hear.
Reid
and
earl
now
are
a
little
exaggerated
compared
to
where
we
actually
are.
We
are
a
thousand
students
below
our
peak.
We
peaked
at
about
28
000
students.
Today
we
have
about
27
000
students
and
the
general
projections
are
showing
us
modestly
increasing
for
a
few
more
years.
Well,
you
saw
you
saw
those
projections
and
then
the
uncertainties
continue
to
be
the
uncertainties.
B
I
think
we
have
a
really
good
relationship
with
the
county
with
getting
that
housing
information,
which
is
huge.
I
mean
that's
the
the
the
different
factors
right
now.
Are
that
piece,
of
course,
the
birth
rate
itself,
which
is
now
going
down.
It
was
going
down
nationally
before
it
was
going
down
in
virginia
and
then
northern
virginia,
but
that
is
that's
going
down,
but
then
the
big
unknown
becomes
that
sort
of
opt-in
rate.
What
do
we
call
that
we
we?
B
You
know
the
babies
who
are
born
to
arlingtonians
aren't
necessarily
the
exact
same
five-year-olds
that
come
in
for
kindergarten,
but
there's
there's
sort
of
a
you
know,
a
correlation,
and
it's
kind
of
that
factor
that
kind
of
can
change
over
time.
Now
it's
a
little
bit
lower.
It
was
during
the
recession
way
back.
It
went
up
because
people
started
opting
you
know
into
public
instead
of
private
and
then
it
kind
of
you
know
it
can
vary
for
so
many
reasons.
So
there's
there's
always
there
are
always
uncertainties,
but
we
use
a
three-year
rolling
average.
B
We
tend.
I
think
I
think
we
have
a
really
good
system
in
place,
a
really
good,
the
staff
that
we've
built
compared
again
to
what
we
had
when
when
I
started
on
the
board,
is
you
know
they're
really
on
top
of
this,
and
I
think
they're
going
to
catch
this
as
it
happens,
so
we're
not.
We
shouldn't
be
tremendously
surprised
at
any
point
in
time
I
mean,
I
think,
that's
what
we
want
to
avoid
is
a
major
surprise,
kindergarten,
capturing
kindergarten
capture
rate
right.
A
F
Yes,
yes,
and
I
I
will
just
mention
that
there
was
a
I'm
happy
to
look
it
up
and
share
it
with
the
group,
but
when
we
saw
our
projections
there
was
a
handy
chart
that
showed
our
error
rate
for
the
last
10
years
and
pandemic
years
aside,
our
error
rate
was
incredibly
small.
Our
accuracy
rate
was
in
the
high
ninety
percent
and
our
error
rates
were
between
one
and
two
percent.
Something
like
that.
F
C
Can
provide
that
follow-up?
I
don't
remember
the
exact
comparison.
Thank
you.
A
large
number,
of
course,
was
in
the
shifting
of
the
scale
that
was
critical
and
then
to
be
able
to
provide
everyone
one
step
next
year.
That's
a
big
bulk
of
it,
then
the
I
think
the
question
you're
asking
is
beyond
that
for
those
individuals
who
lost
steps.
What
is
that
number?
So
we
can
provide
that
to
you.
Thank
you.
A
Great,
thank
you.
Okay,
I'm
going
to
turn
now
to
our
manager
to
give
a
very
abbreviated
version
of
a
budget
presentation
from
our
side,
and
then
we
look
forward
to
any
conversation
discussion
there,
mr
manager,
over
to
you.
Thank
you.
M
Thank
you,
madam
chair,
and
welcome
to
all
school
school
board
colleagues
and
to
dr
duran,
dr
mayo
and
peterson
glad
to
have
you
here
a
very
short
presentation.
Today
we
have
the
slides
available.
I
hope
yes,
okay,
so
start
off
with
the
the
first
slide,
which
is
talks
about
the
total
proposed
budget,
which
is
close
to
one
and
a
half
billion
dollars,
and
you
can
see
that
we're
always.
M
I
always
am
very
proud
that
our
number
one
expenditure
is
the
school's
transfer
and
you
can
see
this
year
that
the
county
operating
budget
is
going
up
close
to
three
and
a
half
percent,
and
the
school's
transfer
is
an
increase
of
8.7
percent
and
that's
a
combination
of
the
ongoing
and
one-time
money,
and
so
we
make
an
effort
every
year
to
provide
those
funds
to
schools,
and
I
will
say
this
year,
one
thing
that
struck
me:
we
had
I'll
talk
a
little
bit
later
about
where
we
are
in
the
process.
M
We
spent
some
time
this
year
and
we
talked
about
these
slides
with
our
board
a
few
days
ago,
which
was
we
wanted
to
go
and
take
a
look
back
and
compare
where
we
are
as
a
county,
very
broadly,
between
fiscal,
14
and
fiscal
23.
So
that's
10
fiscal
years
and
it
gets
a
little
tricky,
sometimes
comparing
various
categories
of
spending,
but
you
can
see
that
for
the
county,
this
is
the
county
budget.
On
the
left,
you
see
the
pie
chart
that
talks
about
all
the
funding
we
have
proposed
in
the
fiscal
23
budget.
M
The
biggest
slice,
of
course,
is
the
transfer
to
schools,
and
then
you
can
see
the
next
biggest
slice
is
around
our
personnel
and
our
employee
benefits
and
contractual
services
are
the
next
smallest
amount
and
then
not
insignificant
amounts
of
money.
But
we
have
the
actual
operating
expenses
for
our
departments,
our
capital
expenses,
our
contribution
to
metro
and
then
also
our
ongoing
investments
in
the
affordable
housing
investment
fund.
M
But
on
the
right,
you
can
see
as
a
percentage
of
total
budget,
how
things
have
either
changed
or
stayed
the
same
over
the
last
10
years
and
for
the
most
part
I
would
say
that
things
are
fairly
consistent
over
the
course
of
time.
One
thing
that
we
you
do
notice
is
that
the
transfer
to
schools
is
a
little
bit
higher
percentage
and
the
things
that
have
dropped
a
little
bit
is
on
the
employee
benefit
side.
M
But
it's
interesting
because
I
know
that
we
feel
like
we
spent
a
lot
of
time
during
the
budget
season
and
the
rest
of
the
year
focusing
and
trying
to
hone
our
priorities,
but
I
would
say
that
at
least
speaking
from
the
county
board
how
budgets
have
evolved
over
the
last
10
years.
The
priorities
have
been
consistent
if
we
go
to
the
next
slide.
M
This
is
different
than
the
revenue
sharing
percentage,
because
the
revenue
sharing
percentage
is
talking
about
the
amount
of
revenue
that
you
share,
but
this
is
the
amount
of
our
total
expenditure
budget
that
goes
to
schools,
and
you
can
see
it
has
remained
fairly
consistent.
It's
ticked
up
a
little
bit,
and
I
you
know
have
said
this
many
times
we
had
the
opportunity
four
years
ago
when
we
were
in
the
process
of
in
the
competition
with
amazon-
and
I
said
it
as
early
as
recently
as
this
morning
when
I
was
talking
to
the
national
landing
bid.
M
M
The
number
one
priority
for
the
board
was
compensation
and,
along
with
that,
and
we
had
a
proposal-
a
four
and
a
quarter
percent
proposal
for
our
general
employees,
six
and
a
half
percent
for
public
safety,
our
other
priorities
included
housing,
the
environment,
focus
on
mental
health
and,
more
specifically,
the
follow-through
on
the
recommendations
from
our
police
practices
group,
which
had
been
impaneled
about
a
year
and
a
half
ago.
One
of
the
places
where
the
police
practices
group
made
a
series
of
recommendations.
M
The
county
board
adopted
in
the
fiscal
22
budget
was
to
move
to
a
new
response
model
when
it
comes
to
mental
health
crises
in
the
community
and
a
joint
department
of
human
services,
police
response
and
the
county
board
appropriated
funds.
For
that
last
year,
we
find
ourselves
almost
a
year
later
in
a
situation
where
our
priorities
remain
steadfast
in
that
area.
We
find
it
very
difficult
to
hire
the
staff
we
need
and
to
implement
that
model.
So
I
share
well.
M
I
know
dr
iran
I
talked
about
in
the
school
boards,
talked
about
the
need
for
increased
emphasis
on
investment
and
mental
health
services.
Saying
it
and
setting
aside
the
money
is
absolutely
a
prerequisite
actually
being
able
to
hire
the
people
and
implement
those
programs
is
a
very
difficult
set
of
processes
to
work
through,
and
I
know
that
we've
had
a
number
of
conversations
with
schools
about
their
approach
to
that
and
again
we
can't
do
any
of
that
without
the
people.
M
So
what
we've
done
since
the
proposed
budget
I'll
talk
about
that
in
a
little
bit
is
to
continue
to
focus
on
compensation
and
increasing
investments
in
that
we
also
continue
our
investments
in
equity-
and
I
said
all
of
this,
but
with
the
preface-
let's
not
forget
from
the
two
slides
before
above
and
beyond,
all
our
investments
is
schools.
That's
our
number
one
priority,
so
we
have
february
24th
on
this
timeline.
You
can
see
the
school's
budget
was
proposed.
M
In
march
and
april,
the
county
board
had
a
series
of
work
sessions
where
they
heard
from
all
of
our
departments.
We
heard
from
our
public
safety
police
fire
emergency
management
at
sheriff.
Our
department
of
environmental
services,
human
services
and
parks
and
recreation,
libraries,
our
planning
and
economic
development,
and
then
management
and
finance
technology
services
and
human
resources
and
throughout
those
work
sessions
there
were
two
themes
that
emerged.
I
think
the
first
was
really
again
a
focus
on
some
of
the
challenges
we
have
in
recruitment
and
the
second
and
something
that
I
haven't
mentioned.
M
Actually
this
year
is
to
stand
up
a
very
strong
wellness
program
for
our
public
safety
staff
because
of
the
stress
they're
under,
and
I
think
that's
something
that
we're
partnering
with
an
outside
organization
and
also
the
department
of
justice,
and
if
we
can
show
success
there,
and
I
think
we
will
it's
something
that
I
think
at
some
point,
maybe
next
year
or
the
year
after.
We
look
at
expanding
that
beyond
public
safety
because
of
the
stress
and
the
challenges
that
are
faced
there.
M
So
we
had
again,
as
I
mentioned
during
our
public
hearings
on
the
29th,
we
had
a
large
number
of
people
come
and
testify
talking
about,
for
example,
the
focus
on
the
environment,
the
need
for
additional
compensation
for
our
employees
and,
right
now
the
issue
is
with
the
board.
Yesterday
in
this
room,
I
provided
an
update
on
mid-year
and
third
quarter.
We
just
today
spoke
with
the
chair
and
vice
chair
of
the
school
board
and
have
updated
your
staff
on
the
fact
that
mid-year
and
third
quarter
there
will
be.
M
I
know
you
finished
your
budget
last
night,
you
thought,
but
there
will
be
additional
resources
available
to
the
school
board
and
we
will
be
communicating
with
you
about
the
specific
dollar
amounts
on
that.
So
the
pandemic
again
is
still
we're
all
sitting
here
and
we're
not
quite
pretending
that
the
pandemic
is
over,
but
it's
still
a
huge
focus
of
our
efforts
and
that
the
intersection
between
our
public
health
staff-
and
I
appreciate
you
all
mentioning
that-
and
also
the
partnership,
mentioning
the
role
of
our
our
public
health
staff.
M
I
know
that
dr
varghese,
whenever
he
was
tired
of
talking
me
to
to
me,
he
would
always
be
on
the
phone
with
the
superintendent.
Had
him
on
speed
dial,
and
I
I
did
want
to
say,
because
I
I
think
this
is
really
important,
because
our
community
doesn't
get
to
see
this.
I
really
wanted
to
give
a
shout
out
to
the
superintendent
and
it's
into
his
staff,
because
I
saw
it
on
my
side
where-
and
I
don't
mean
this
to
be
glib,
but
almost
any
decision
we
made
was
wrong.
M
Okay
and
we
were
told-
and
that's
okay,
because
we
were
going
through
a
new
set
of
circumstances
and
trying
to
deal
with
an
unprecedented
set
of
pressures,
and
I
think
I'm
really
proud
of
how
we
have
dealt
with
that
as
a
community
but,
more
importantly,
in
the
partnership
between
the
schools
and
the
county-
that's
not
to
say
it
was
perfect
and
god
forbid
we
ever
have
to
do
it
again.
A
lot
of
lessons
learned.
M
So
with
that
we
have.
As
I
said,
we
finished
our
public
public
hearing.
The
county
board
is
going
to
focus
on
adopting
a
budget
at
the
april
board
meeting,
and
then
we
will
take
up
the
school
budget
and
I
did
want
to
say
before
we
get
to
the
last
slide.
It's
it's
a
shock,
but
for
the
first
time
in
four
years
we
will
be
sitting
down
and
talking
about
a
10-year
cip.
M
So
no
no
rest
for
the
exhausted,
and
we
will
be
back
here
again
to
talk
about
that.
If
we
look
at
the
next
slide,
I
know
that
all
of
you
want
to
know
where
you
can
go
to
get
more
information.
We
have
a
a
900
page
plus
document.
I
didn't
want
to
go
through
a
lot
of
the
details,
a
lot
of
material
available
on
our
website,
and
I
know
this
is
true
at
least
for
the
county
budget.
M
So
I
think
it's
it's
been
a
great
partnership
and
it's
been
believe
it
or
not
fun
at
times-
and
I
know
that
I
welcome
any
questions
that
you
might
have
I'm
available
here,
along
with
staff.
Thank
you.
A
Thank
you,
mr
manager,
so
I
think
we
can
throw
up
into
the
floor
to
questions
from
our
colleagues
on
the
school
board.
We
have
had
seemingly
endless
opportunities
to
ask
questions
of
our
manager
about
his
proposed
budget,
as
we've
really
begun
to
discuss
in
these
final
weeks,
but
this
may
be
an
opportunity.
If
there's
anything,
we
can
share
about
priorities.
The
board
is
considering
or
anything
to
build
on
the
manager's
presentation.
We'd.
Welcome
that.
F
I
will
I
will
get
us
started.
I
would
love
to
hear
more
about
these
plans
for
support
for
our
public
safety
officers
and
how
you
mentioned
that
there's
a
we
might
be
able
to
consider
expanding
it,
but
I
just
love
to
hear
about
what
are
the
supports?
That's
going
to
be
available
to
this
particular
population
that
is
experiencing
undue
stress
so
that
I
can
start
imagining
what
a
future
might
look
like
if
we're
able
to
potentially
expand
this
too.
M
So
thank
you
for
that
question
last
year
and
I
think
it
was
in
june
of
last
year
we
received
grant
funding
from
a
foundation
actually
out
in
utah,
where
there's
an
individual
who
made
it
his
purpose
and
left
a
fair
amount
of
money
where
they
provided
a
grant
to
our
police
department
to
work
on
setting
up
a
whole
suite
of
approaches
on
wellness.
M
Now
the
focus
on
employee
wellness
is
not
something
that's
new,
but
doing
it
on
an
empirical
basis
where-
and
we
literally
just
started
this
program
about
30
days
ago,
where
we
go
in
with
whether
it's
with
social
workers,
psycho
psychological
services,
training
in
a
way
in
in
public
safety.
You
know,
there's
always
the
issue
about
stigma
when
it
comes
to
approaching
mental
mental
health
services,
but
in
a
way
which
says
this
isn't
anything
that
you
need
to
to
be
afraid
of.
M
But
you
need
to
be
open
about
it,
and
we've
had
some
presentations
here
that
and
we've
hired
dr
lisa
cooper,
lucas
who's
on
staff
and
added
to
staff
that
are
working
directly
with
our
fire
police
and
emergency
management
to
go
beyond
the
level.
We
have.
M
The
crisis
intervention
training,
but
this
is
really
to
go
to
a
place
where,
what's
going
on
at
your
home,
what
we
have
a
number
of
times-
and
I
think
the
police
chief
talked
about
it
when
he
was
here
during
his
budget
presentation
and
he's
talked
to
me
about
it,
where
he
has
had
officers,
come
to
him
and
said
they're
having
suicidal,
ideation
and
they're
thinking
of
essentially
taking
a
gun
and
ending
their
lives.
And
that
is
such
shock.
M
I
was
on
a
phone
call
about
three
or
four
weeks
ago
with
we
got
in
touch
with
the
one
of
the
assistant
attorney
generals
of
the
department
of
justice
and
the
national
institute
of
justice,
who
now
want
to
work
with
us
and
make
this
as
a
template.
M
For
empirical
studies
across
the
country
and
we're
partnering,
potentially
with
george
mason
university
in
their
new
space,
about
creating
an
area
for
conversations
about
this
because,
as
I
said,
there
are
a
number
of
wellness
programs
in
the
country,
but
hardly
any
have
done
the
empirical
work
to
show
if
it
makes
a
difference.
It's
a
good
thing
to
do,
but
does
it
make
a
difference
and
do
we
have
the
right
suite
of
services
so
from
that?
I
don't
think
that's
exclusive
to
public
safety.
M
So,
with
this
outside
money
and
the
investments
the
county
board
has
made,
and
potentially
with
a
partnership
with
the
federal
government,
they're
very
interested
in
this,
because
I
think
at
the
end
of
the
day
we
see
in
this
room.
Sometimes
people
come
and
talk
about
defunding
the
police,
adding
money
to
for
the
police,
but
at
the
end
of
the
day,
having
a
having
mental
health
as
a
priority
of
your
police
officers
who
are
in
stressful
situations,
there's.
I
think
I
would
hope
everybody
would
agree
that
that's
a
good
thing
to
have
happen.
L
Ms
garvey
yeah,
I
appreciate
the
the
question
ms
diaz
taurus
and
you
know
all
of
us
on
on
this
side.
We
have
taken
ride-alongs
with
our
police.
You
learn
a
lot
about
the
county.
I
mean
it's
just
a
whole
different
view
of
arlington
county
and
I'm
sure
the
police
would
be.
You
know
very
pleased
to
have
a
school
board
member
come
along
too.
So
I
would
just
encourage
you
to
check.
J
Yeah
please,
let's
get
here.
This
is
just
also
a
follow-up,
a
note
of
appreciation
for
your
reference
to
secondary
trauma
that,
and
I
you
know
I
I
hear
and
completely
respect
the
area
of
focus
with
your
public
safety
workers
and
agree
that
that
there
are
opportunities
to
expand.
J
So
I'm
the
sister
of
an
icu
nurse
in
san
francisco,
who
had
to
take
a
medical
leave
of
absence
for
ptsd
for
covet
last
summer
and
our
health
care
workers,
our
front
line
workers,
the
trauma
that
they
experience
with
regard
to
moral
injury,
the
things
that
they're
having
to
do
to
maintain
safety
are
just
really
really
stark,
and
so
I
think
that
whatever
you
learn
in
in
this
in
this
program
for
public
safety,
it
would
be
interesting
for
us
to
think
on
the
school
side
about
the
ways
that
we
can
address
secondary
trauma
of
educators
in
our
schools
and
what
lessons
you
learned
that
we
could
apply.
J
I
would
be.
I
would
be
very
interested
to
hear
I
wanted
to
pivot
to
another
cheerful
topic
if
I
might
and
talk
a
little
bit
about
what
this
is
a
question
that
I've
gotten
on
the
on
the
school
board
side.
J
So
I'm
curious
what
conversations
you
have
had
about
it
on
the
county
side,
which
is
contingency
plans
for
knock
on
wood
covid,
you
know
continued
need
to
respond
to
covet
in
our
community
and
particularly
when
we
look
at
the
way
federal
programs
may
be
ending
or
sun
setting
covid
testing
for
uninsured
families
in
our
community.
I
just
would
would
really
appreciate
if
you
could
talk
a
little
bit
about
what
kind
of
what
kind
of
conversations
have
happened
on
the
county
side
and
what
what
members
of
our
community
can
expect
in
that
regard.
A
M
Right
so
part
of
the
allocation
of
funds-
and
I
know
the
schools
also
receive
funds
under
arpa
we've
set
aside.
We
continue
to
set
aside
chunk
of
funds
and
those
monies
are
available
through
2024
calendar
year.
2024.
M
we've
set
aside
allocations
to
make
sure
that
we
have
both
testing
and
the
equipment
needs
sort
of
met
through
the
future.
We
were
talking
a
little
bit
about
yesterday.
We
have,
unfortunately,
you
know,
we've
set
aside
a
chunk
of
money
that
turns
out
that
we
now
are
continuing
to
get
fema
reimbursement.
So
some
of
that
money
that
we
had
set
aside
under
arpa
is
coming
back
and
so
that
that's
that's
a
good
news
story
and
we
have
we're
trying
to
integrate
some
of
the
not
yet.
We
have
the
testing.
M
We
have
a
vaccination
program
we
have
had
for
years
in
our
public
health
clinics
and
through
the
schools,
integrating
the
cova
vaccines
into
that,
and
we've
actually
pulled
back
a
little
bit
on
what
we
have
at
walter
reed
and
looking
to
do
that,
a
little
bit
less,
perhaps
at
arlington
mill,
depending
on
what
happens,
but
to
make
that
more
part
of
the
normal
course
of
business.
But
we
are
ready-
and
I
know
that
county
board
members
yesterday
had
a
little
bit
of
a
surprise
tour.
We
have.
M
We
still
have
a
warehouse
filled
with
large
amounts
of
equipment
and
material
ready
to
go
that
we
have
stocked
up
on
in
case
there's
another
push
in
the
pandemic.
But
you
know
at
the
end
of
the
day,
we
are
hoping
that
some
of
those
issues
will
be
handled,
but
that's
much
more
on
the
sort
of
you
know:
testing
and
vaccination
side.
We
have
a
series
of
issues
we're
going
to
need
to
look
at.
M
I
think
the
pandemic
has
uncovered
some
very
serious
social
needs
in
the
community
on
an
ongoing
basis,
whether
in
in
housing
and
some
in
food
and
some
other
areas.
That
I
think
we've
been
made
aware
of
some
things
that
perhaps
shame
on
us
that
we
weren't,
quite
as
aware
of,
and
I
think
that
the
federal
funds
will
go
away
and
we'll
have
some
policy
issues
to
look
at.
A
A
You
may
have
seen
our
public
safety
teams
identified
an
opportunity
to
to
ship
a
tremendous
amount,
two
pallets
worth
of
protective
gear
kit
and
supplies
to
ukraine,
which
was
a
pretty
incredible
opportunity,
but
just
being
in
that
warehouse,
our
public
information
officer
for
emergency
services
was
sharing
that
you
know
the
things
you
don't
even
think
about
what
it
looks
like
to
have
a
million
band-aids
stored
for
the
vaccine
operations
of
the
scale
we
were
seeing.
A
So
it's
maybe
a
little
disconcerting
that
we
ever
had
to
stand
up
in
operation
of
the
size
of
the
global
pandemic.
But
it
was
reassuring
to
me
to
know
that
those
teams
and,
to
some
extent
those
materials,
remain
excellent.
Mr
dorsey
newton,
another
one,
okay.
B
Yeah,
I
first
let
me
just
say
I
I
feel
like
we've
identified
the
big
topic
right.
It's
very
clear
that
this,
as
we've
all
said,
mental
health
and
well-being
is
something
that
we're
going
to
have
to
be
talking
about
in
a
variety
of
ways
going
forward.
So
it's
kind
of
I
feel
a
little
awkward,
even
raising
a
different
topic,
because
I
think
we
should
really
that
that
should
be
the
focus.
B
But
just
one
thing
I
did
want
to
just
touch
upon
and
and
it's
one
of
your
pie
charts
mr
schwartz,
I
feel
like,
if
I
just
give
you
the
topic
and
ask
you
to
just
talk,
we'll
get
some
insights,
but
the
topic
is
debt
service
and
the
pie
chart
the
pie
chart
that
showed
sort
of
the
overall
spending
and
the
total
debt
service
it
looked
like
with
schools
and
county
together
was
five
percent,
and
our
limit,
of
course,
is
10.
B
So
I
wonder
if
you
have
any-
and
I
know
ours
is
eight
percent,
so
that
must
mean
if
you
average,
that
out,
you
guys
are
well
below
that.
Let
me
just
ask
you
to
talk
a
little
about
debt
service
and
the
upcoming
cip
and
and
what
this
looks
like.
I
won't
try
to.
M
M
H
M
Yeah,
but
what
five
percent?
Let
me
speak
to
that,
because
I
know
that
there's
interest
in
the
community
about
that
as
we
approach
the
cip,
which
is
that-
and
this
is
this-
is
a
topic
that
just
keeps
on
giving,
which
is
that
we
have
a
standard,
our
financial
policy
at
the
county
level.
At
the
county
level,
I
mean
all
county
expenditures
which
include
county
and
school
expenditures.
Together,
that's
what
the
financial
rating
agencies
look
at.
The
ten
percent
policy
is
ten
percent
of
your
general
fund
budget
across,
and
so
that
includes
everything
that's
spent.
M
M
So
it
may
be
when
you're
going
through
and
doing
your
calculations,
you
try
to
hold
that
internally
to
10
and
we
try
to
hold
it
to
10.
But
you'll
look
back
year
over
year
over
the
last
10
years,
there's
been
sharing
among
that
at
the
end
of
the
day,
it's
the
overall
capacity
that
matters,
and
so,
as
we
approach
the
cip
and
a
little
bit
of
a
preview
we
haven't.
M
Even
you
know
next
month
we're
supposed
to
be
proposing
that
we
have
a
big
project
coming
up
with
the
career
center
and
that's
been
included
in
the
cip.
The
one
thing
that's
changed
since
last
year
between
last
year
and
this
year
is
barcroft
and
the
county
went
ahead
and
provided
a
line
of
credit
of
about
150
million
dollars.
That's
a
change,
and
that
will
be
that
will
have
an
impact
on
what
that
ratio
is,
and
so
we
will
never
get
over
the
10
percent
when
we
propose
it,
and
so
that
is
there's
not.
M
A
E
Sorry
I'll
just
be
real.
It's
since
we
started
on
cip.
I
do
think
that
there
are
operating
concerns
if
you
guys
get
the
new
york
times
the
count
of
cases
and
it's
not
cases,
but
it's
hospitalizations
and
fatalities
that
are
key.
Arlington
is
for
the
first
time
high
in
virginia
as
far
as
cases
and
and
higher
than
the
nation,
which
is
very
rare,
very
rare
for
us.
E
So
I
think
your
questions,
your
comments
about
you
know
it's
good,
that
we
have
the
millions
that
we
have
in
our
set
aside
as
contingencies
to
address
kovid,
because
emotionally
we're
all
done
with
it,
but
I
think
that
the
realities
of
the
numbers
don't
dictate
that
we
know
we're
done
just
yet
and
we
have
to
meet
that
moment.
Keeping
people
healthy
and
safe,
as
you
guys,
students,
healthy
and
safe
and
keeping
everyone
healthy
and
safe,
is,
is
huge
and
there
are
a
lot
of
different
ways.
We
can
try
to
do
that.
A
A
All
right,
so,
unless
there
is
anything
else,
I
I
think
dr
cannon
summarized
it
well,
when
you
said
I
think,
we've
really
hit
on
the
beating
heart
of
the
issues
that
cross
that
cut
across
all
of
our
functions
and
that
I
think
our
community
needs
us
to
prioritize
now.
So
this
is,
of
course,
only
the
tip
of
the
iceberg
of
ongoing
conversations
and
future
ones
both,
and
would
you
like
to
have
the
last
word.
B
Last
word:
I
said
this
last
night
at
when
we
did
pass
our
proposed
budget,
but
the
reason
this
meeting
is
short.
The
reason
that
you
know
there
aren't
fireworks
and
all
sorts
of
other
things
happening
is
because
of
the
revenue
sharing
agreement,
the
certainty
that
that
brings
to
our
budget
process.
B
If
you
see
what's
happening
in
other
localities
where
school
boards
are
bringing
their
needs-based
budget
without
necessarily
knowing
in
advance
what
they
might
get
you
know,
what
we
have
here
is
really
really
helps
us
with
a
nice,
stable
process
and
and
gives
us
the
chance
to
put
together
a
really
solid
budget.
So
we
really
want
to
thank
you
for
that
ongoing
agreement
that
we
have
and
yeah-
and
we
appreciate
being
here
and
thank
you
all
so
much
for
this
good
work
session.