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From YouTube: County Board FY19 Budget Work Session - April 6, 2018
Description
To view the agenda, go to http://arlington.granicus.com/ViewPublisher.php?view_id=2
B
Good
morning,
everyone
and
welcome
to
our
joint
work
budget
session
for
fiscal
nineteen.
Thank
you
all
for
joining
us.
You
know
we
have
a
good
number
of
staff
from
both
the
county
and
and
public
schools,
as
well
as
some
residents
joining
us,
and
a
few
Commission's
will
hear
from
soon
it's
nice
to
see
you
all
here.
Thank
you
for
for
coming
over
to
the
county
office
buildings
with
such
a
flurry
of
activity
in
early
2018,
including
Reed
school
Career,
Center
working
group,
the
future
of
J
fact
it's
easy
to
forget.
B
B
So
certainly
our
annual
budgets
are
among
the
most
important
things
we
do
and
I
think
that
is
felt
especially
acutely
during
times
like
the
year
that
we're
in
and
the
future
that
we
are
facing,
where
our
needs
are
outstripping
our
revenues,
and
it
makes
these
conversations
especially
important,
so
I'm
glad
to
have
the
opportunity
to
have
this
one.
Today.
B
With
that
context
in
mind,
we
have
this
opportunity
for
the
county
board
to
learn
a
little
more
about
the
school
board,
as
proposed
budget
as
it
comes
together
as
well
as
have
an
opportunity
for
the
school
board
to
learn
a
little
more
about
the
overall
circumstances
of
the
county
budget,
which
we've
asked
our
manager
to
prepare
to
present
today.
So
we'll
have
a
couple
of
presentations
to
get
us
started.
I
know
dr.
Cannon
and
has
one
for
us
about
the
school's
budget.
B
Our
manager
will
have
some
some
comments
to
share
about
the
his
proposed
County
budget,
and
then
we
have
an
opportunity
to
welcome
some
of
our
citizen
leaders
who
have
pretty
expert
informed
opinions
on
our
budget
too.
In
the
case
of
the
partnership
for
children,
youth
and
families,
because
of
the
work
they've
been
doing
to
analyze
the
budget
and
context
of
the
youth
risk,
behavior
survey
and
our
out-of-school
time
counsel
and
our
T
Network
Board
are
experts,
of
course,
because
they
are
living
it.
So
we
are
really
glad
to
have
them
joining
us
today.
B
So
after
those
presentations,
we'll
have
an
opportunity
for
conversation
about
everything,
we've
heard
quest
of
one
another
and
mutual
efforts
to
surface
all
of
the
information
that
we
need
to
make
informed
decisions
about
our
budgets.
So
with
that
welcome
again
and
I
will
turn
things
over
to
dr.
Kenan.
C
Excellent,
thank
you
very
much
miss
crystal
and
good
morning,
everyone
morning
on
behalf
of
the
full
school
board.
We're
certainly
pleased
to
be
here
this
morning.
You
may
know
that
we
were
at
our
school
board
meeting
just
last
night,
adopting
our
school
board
proposed
budget,
so
we
are
bringing
it
to
you
fresh
first
thing
this
morning.
I
do
want
to
beg
your
indulgence
for
a
couple
of
points
in
the
PowerPoint,
where
things
might
have
changed
a
bit
last
night
as
we
went
through
our
process,
so
there
may
be
some
things.
C
I
have
to
tell
you
verbally
that
are
a
little
bit
different
in
the
PowerPoint
sort
of
getting
this
all
together
very
quickly.
First
I
want
to
thank
the
superintendent
as
well
as
his
staff
and
miss
Peterson.
Our
finance
director
and
I
think
her
staff
are
here
as
well.
They
have
worked
tremendously
hard
to
help
us
get
this
budget
put
together.
Our
school
board
has
spent
a
lot
of
time
digging
in
and
sharing
and
I
know,
they've
been
communicating
a
bit
with
you
all
as
well.
C
To
make
sure
you
understand
our
pressures
and
the
concerns
we
have,
but
you
know
our
our
basic
commitment
to
ensure
that
our
schools
stay
strong.
That's
the
goal
here
today,
so
I'll
go
ahead
and
start
telling
you
about
our
budget
all
right.
Okay,
let's
get
the
PowerPoint
up
there.
We
go
so
I
thought
to
set
the
context.
It
might
be
helpful
to
first
start
with
a
document
that
we're
all
familiar
with,
which
is
our
revenue
sharing
principles.
C
You
all
know
that
this
is
a
long
time,
commitment
that
the
school
board
and
county
board
put
together,
I,
don't
know
when
it
first
started
at
this
point,
but
year
after
year,
for
many
years,
the
school
board
and
County
Board
have
agreed
to
share
revenues
in
a
certain
way.
Our
current
principles
were
adopted.
Actually
in
2015.
This
is
actually
the
document
it's
one-page
signed
by
mary
hines
and
dr.
emma
violence
sanchez,
so
that
was
2015
in
the
fall
in
2016
as
well
as
this
last
fall
2017,
our
board
leadership
agreed
to
continue
with
these
principles.
C
This
is
not
a
document
that
needs
to
be
readapted
every
year.
We
just
agreed
to
continue
with
these
principles,
so
I
thought
it'd
be
helpful.
It
is
very
short
just
to
remind
all
of
us
what
we
have
agreed
to.
The
opening,
of
course,
is
a
preamble,
but
it
again,
you
know,
sets
the
stage
for
what
we
believe
about
on
the
importance
of
education
in
Arlington.
High
quality
pre-k
through
12
education
is
an
essential
component
of
a
diverse
inclusive
urban
community.
C
There
are,
then,
four
bullet
points
in
our
agreement.
The
first
two
here
are
I
think
the
most
the
relevant
ones.
For
today,
revenue
sharing
provides
a
transparent,
predictable
and
flexible
framework
for
both
the
county
and
schools.
Budget
development
processes,
and
this
is
where
we
get
to
the
formula.
Essentially,
the
amount
of
the
transfer
to
ApS
will
initially
be
based
upon
the
same
percent
of
local
tax
revenue
transferred
to
ApS
in
the
counties
last
adopted
budget
as
budget
deliberations
continue.
C
C
So
a
little
more
context.
You
probably
have
all
seen
this
graph
before
this
shows
over
50
years
of
our
history
of
student
enrollment
in
Arlington,
Public
Schools.
You
can
see
that
we
have
had
growth
for
more
than
10
years
now
steady
growth,
and
you
can
also
see
that
at
this
point,
student
enrollment
that
our
student
population
is
larger
than
it
ever
has
been
in
Arlington
County
and
we
are
continuing
to
grow
as
I
think
you
all
know
at
this
point,
I
believe
our
county
and
school.
C
Those
who
work
on
the
projections
our
planners
are
in
agreement
that
we
are
headed
toward
at
least
32,000
students
in
Arlington.
Right
now
we
have
27,000
and
our
projections
for
this
coming
year,
where
respective
to
this
budget
is
28,000.
Students
stop
me
if
you
want
any
clarity
as
we
go.
Of
course,
there
will
be
time
for
questions,
so
I
thought
it'd
be
helpful.
You
know
it's
it's
it's
easy
to
share
snapshots
and
I
did
bring
you
all.
C
A
handout
are
little
quick
facts
which
has
a
little
bit
of
our
statistics
as
well
as
on
the
the
blue
side
of
this
page
are
a
number
of
sort
of
accomplishments
and
such
and
I'm
just
gonna
hand
these
off
to
you
to
look
at,
but
I
thought
it
would
be
really
helpful
today
to
just
step
back
and
think
more
about
the
big
picture.
Trends
themes.
What
Arlington
Public
Schools
is
about
what
we
believe
is
a
county
in
terms
of
what
our
schools
are
about.
These
are
my
personal
bullet
points.
C
I
think
any
school
board
chair
might
share.
You
know
what
we're
about
a
little
bit
differently,
but
I
think
I
hope
these
are
themes
that
that
my
board
pretty
much
agrees
with
as
we
go
and,
of
course
we
can
discuss
this
as
well.
Obviously
sustain
population
growth
that
you
just
saw.
We
have
become
a
majority-minority
school
system.
We
are
now
about
45
percent
white
students,
and
the
statistics,
in
fact,
are
on
the
handout
I
gave
you
throughout
our
modern
history,
particularly
in
our
post-civil
rights
era.
C
Inclusion
has
been
a
prior
in
a
variety
of
ways,
continues
to
be
something.
We
talked
about:
consistently
diversity
and
inclusion.
In
fact,
both
came
up
several
times
in
our
school
board
meeting
just
last
night,
but
you
all
know
that
there's
a
long
history
of
commitment
to
inclusion
in
Arlington
public
schools,
strong
core
academics,
of
course,
are
just
we
consider
that
just
the
basic-
and
we
continue
to
be
strong,
of
course,
in
our
core
subjects.
C
It's
you
know,
and
we're
very
happy
to
be
here
this
morning
with
the
partnership,
who
has
really
been
an
innovator
in
this
conversation
for
many
many
years,
but
we
as
a
school
system
also
recognized
that,
in
order
for
our
students
to
achieve
and
be
ready
to
take
on
the
world,
however,
they
choose
to
when
they
graduate.
They
need
a
set
of
assets.
They
need
to
be
healthy,
safe
and
supported
every
day
in
school,
and
so
we
are
committed
to
both
that
educational
piece,
as
well
as
ensuring
that
healthy,
safe
environment
for
all
of
our
students.
C
Of
course,
the
core
of
how
we
run
our
great
schools
are
our
teachers
and
we're
very
proud
of
our
core
of
excellent
teachers.
Many
many
of
them
have
advanced
degrees.
They
continue
to
improve
themselves,
and
even
in
this
budget
process,
we
heard
from
teachers.
You
know
fighting
for
their
professional
development
and
opportunities
that
we
were
looking
at
hard
during
this
budget.
They
came
to
us
consistently
and
argued
that
they
need
professional
development
opportunities.
They
believe
in
our
grow.
C
The
planning
factors
are
something
I
think
you
all
are
a
bit
familiar
with
the
way
we
keep
our
class
sizes
consistent
across
schools
and
at
a
certain
size,
and
the
way
we
ensure
consistency
across
all
of
our
schools
is
a
document
of
planning
factors
that
really
tell
us
for
a
certain
number
of
students.
We
need
a
certain
number
of
teachers.
We
need
a
certain
number
of
special
education
teachers,
certain
number
of
PE
art,
etc
teachers.
C
So
our
schools
are
staffed
according
to
formula,
and
we
call
those
planning
factors
and
that's
again
how
we
also
get
to
how
we
define
our
class
sizes,
but
it's
a
way
that
we
can
ensure
consistency
across
all
of
our
schools
that
they're
all
resourced.
In
the
same
way,
one
thing
I
want
to
mention
is
the
expansion
of
the
instructional
days.
So
you
all
know
that
we've
been
talking
a
bit
about
flesh
the
foreign
language
in
elementary
school.
Over
the
last
ten
years,
we
have
been
expanding
all
of
our
elementary
schools
to
full
day
every
day.
C
Ten
years
ago,
most
of
our
schools
had
an
early
release
Wednesday,
so
we've
actually
expanded
our
services
in
our
school
system
by
two
hours
in
across
all
elementary
schools
in
the
last
ten
years,
and
that's
an
important
point
to
make
again.
As
we
talk
about
our
budget
and
the
pressures
we've
had,
we
have
actually
been
increasing
our
services,
not
only
because
we
have
more
students
but
in
fact,
because
of
the
different
opportunities
we're
providing
as
well
as
straight
up
the
increase
in
the
instructional
day.
C
Finally,
as
our
student
enrollment
has
been
expanding,
we
have
been
building
and
that,
of
course,
also
puts
pressure
on
our
operating
budget.
Our
capital
improvement
plan
has
over
five
thousand
seats
planned.
We
need
to
get
up
to
that
thirty-two
thousand
seat
system
at
some
point,
but
at
the
moment
we
have
about
twenty
six
thousand
seats
in
our
systems,
so
we're
we're
definitely
behind
and
building
to
catch
up
to
where
our
student
population
is
at
the
moment.
C
So
just
to
summarize
them.
This
is
the
last
ten
years
of
enrollment
growth
and
you
can
see
that
we
are
headed
toward
28,000.
This
is
the
projection
for
next
year,
the
budget
that
we're
talking
about
FY
2019.
Ten
years
ago.
Ten
years
ago
we
were
at
19,000.
So
that's
an
increase
of
9,000
students
and
here
over
those
same
years,
is
the
trend
in
our
per
pupil
cost,
and
you
can
see
that
in
fact,
ten
years
ago
we
had
a
higher
per
pupil
cost
than
we
are
showing
you
today.
It's
you
know
waiver.
C
C
So
that's
another
piece:
yes,
okay,
so
in
getting
to
this
budget
as
you
do,
we
provided
a
superintendent
with
board
direction
in
the
fall.
We
asked
him
to
continue
to
support,
of
course,
our
high
quality
27,000
student
school
system,
but
also
develop
strategies
to
ensure
long-term
sustainability.
Knowing
that
we
are
growing,
we
need
to
make
sure
that
we
can
continue
to
support
our
schools.
C
Even
even
with
that
growth
we
identified
what
we
thought
were
our
main
cost
pressures
as
we
go
into
this
budget
season,
which
were
that
growth,
as
we
have
more
students,
we
just
plain
need
more
teachers,
our
debt
service.
We
knew
that
our
debt
service
was
going
to
go
up
quite
a
bit
and
I'll
show
you
that
number
in
a
minute,
and
we
knew
we
wanted
to
continue
to
give
our
staff
their
step
increase
and
continue
the
the
compensation
for
them.
C
This
is
what
we
asked
him
to
be
considering
a
budget
to
us.
That's
consistent
with
our
mission,
vision,
core
values
and
strategic
plan
to
continue
an
emphasis
on
the
whole
child
to
provide
that
compensation
step
increase
to
continue
to
support
our
growth
if
possible,
continue
our
growth
and
whole
child
initiatives.
I'll
show
you
a
little
bit
more
about
what
those
are
I
think
you're
familiar.
This
is
the
psychologists,
social
workers,
substance
abuse,
counselors
counselors
for
English
language
learners.
C
C
C
So
here's
a
listing,
then,
with
the
numbers
of
what
the
major
cost
drivers
were
in
our
budget
so
and
I've
mentioned
these
in
words
and
now
here
the
numbers
remember
that
I
just
said
that
our
increase
in
our
revenues
from
you
and
the
state
were
16
million
enrollment
growth
again
just
the
teachers-
and
you
know
just
expanding
the
system.
Almost
six
million
dollars
step
increase
almost
ten
million
dollars
compensation
for
our
bus
drivers.
This
was
another
three-year
initiative.
C
When
we
did
a
market
study,
we
found
that
our
bus
drivers
were
vastly
underpaid
and
we
have
a
shortage.
This
is
a
but
we
have
a
lot
of
vacancies,
we're
having
trouble
filling
those
positions.
So
this
is
the
third
year
of
the
rollout
of
catching
them
up
to
market,
so
two
million
dollars
in
compensation
for
our
bus
drivers.
Next
the
growth
and
whole
child
initiatives
that
I
just
mentioned-
psychologists
social
workers,
counselors
I-
forgot
to
mention
that
Arlington
tech.
C
The
development
of
that
new
program
is
also
part
of
those
initiatives
that
this
is
the
third
year.
This
coming
year
will
be
the
third
year
of
that
school.
It
is
continuing
to
grow
it
had
between
thirty
and
forty
students
in
year,
one
it
had
about
a
hundred
thirty
students
has
130
students
this
year
next
year
were
projected
to
go
to
almost
three
hundred
students,
or
perhaps
more
so
it
is
a
successful
program
that
is
growing
at
a
growing
rate,
we're
very
proud
of
it.
C
We
need
to
continue
to
invest
in
it
and
provide
the
teachers
and
and
supports
for
that
new
program.
There
were
some
additional
investments
that
were
necessary
again
to
support
our
growth.
These
are
primarily
in
our
HR
department,
as
well
as
our
budget
office.
This
just
is
a
simple
fact
of,
as
our
system
has
grown
as
you've
seen
with
so
many
students
and
then
so
many
teachers
there's
a
lot
of
hiring.
C
That
goes
on
there's
a
lot
of
support
that
needs
to
happen
so
that
we
can
retain
the
teachers
that
we
recruit,
and
so
we
needed
a
few
more
investments
in
those
offices
and
finally,
debt
service
and
yeah.
This
is
where
we've
really
taken
the
biggest
hit
that
we
will
take.
If
you
see,
if
you
look
at
our
capital
improvement
plan
this
year
is
the
year
the
debt
service
really
hit
us,
that's
an
increase
of
nine
million,
and
it
might
even
be
a
bit
more
than
that,
as
we've
made
some
adjustments.
C
But
as
you
can
see,
that's
a
total
of
32
million
dollars
that
that
is
really
all
our
basic
budget
needs
that
we
identified
upfront
and
with
the
16
increase
that
we
got
again
from
you
in
the
state
that
leaves
us
16
million
dollars
short.
So
the
superintendent
faced
a
situation
of
needing
to
close
a
gap
of
16
point
five
million
dollars.
I
really
do
want
to
express
my
appreciation
for
the
superintendent,
putting
the
hard
work
and
his
staff,
of
course,
in
bringing
us
this
budget.
It
was.
It
was
not
easy.
C
He
made
it
clear
up
front
that
he
didn't
like
the
things
he
had
to
bring
to
us.
He
has
faced
some
criticism
for
that
which,
of
course,
really
should
go
to
us
for
asking
him
to
do
to
do
what
he
brought
us,
but
at
this
point
he
had
to
bring
us
16
million
dollars
in
cuts,
and
so
I'm
gonna
show
you
what
what
he
brought
to
us
first.
C
So
the
the
first
category
up
there,
the
changes
in
planning
factors
I
already
mentioned
to
you,
as
we
have
certain
numbers
of
students,
we
need
a
variety
of
teachers
in
our
school
building,
so
these
are
school-based
people.
This
is
really
the
most
painful
thing
to
do
is
have
fewer
people
in
the
school
buildings
supporting
our
students.
So
one
piece
of
the
the
reduction
was
increasing
class
sizes
in
grades
four
to
five:
it's
an
increase
in
class
size
of
one
middle
school
increase
of
0.75
and
in
high
school
point
five.
C
Now,
of
course,
you
we
all
know
that
the
children
can't
be
divided
like
that.
It
really
just
again
becomes
the
formula
and
how
many
teachers,
then
our
staff
staffing,
the
building.
There
was
a
Montessori
reduction:
Montessori
classrooms
have
assistance
in
every
classroom,
grades
pre-k
through
five
and
in
thinking
about
as
they're
headed
to
the
new
school.
C
At
this
point
we
have
foreign
language
and
Elementary
in
every
elementary
school
and
it's
a
90-minute
opportunity
of
Spanish
learning
and
two
again
for
the
reduction
that
was
going
to
be
reduced
to
sixty
minutes,
which
simply
is
a
reduction
of
the
number
of
less
teachers
that
are
needed
in
our
system
and
as
well.
There
was
a
reduction
in
some
clerical
staff
at
the
high
school
level.
C
The
superintendent
proposed
postponing
the
growth
initiatives.
So
it's
been
misunderstood
by
the
community.
Many
people
think
we
were
reducing
psychologists
and
social
workers.
We
actually
hired
twelve
two
years
ago,
six
and
six
twelve
last
year.
So
this
would
be
not
continuing
that
rollout,
not
hiring
the
eleven
more
that
we
are.
We
were
aiming
to
hire,
but
that's
postponing
that
as
well
as
some
councillors
for
English
language
learners,
and
then
there
were
a
reduction
of
fifteen
FTEs
in
the
department
of
teaching
and
learning.
C
C
There
were
some
change
reductions
in
professional
development.
The
a2
T
is
actually
assistant
to
teacher.
It's
a
it's
a
opportunity.
We
provide
to
our
instructional
assistants
to
get
to
the
point
of
being
certified
teachers.
So
that's
an
investment.
We
make
a
grow
your
own,
so
there
were
some
professional
development
reductions.
Some
employee
benefits
paid
parental
leave
is
something
that
we
started.
Two
years
ago
we
were
the
first
school
system
in
Virginia
to
have
paid
parental
leave
two
weeks
for
our
teachers,
and
we
have
found,
at
least
as
of
this
proposal.
C
It's
we're
finding
that
it's
difficult
to
sustain
that
it's
a
very
painful
thing
to
cut
and
we'll
talk
about
that
a
little
bit
more
at
the
end,
trans
patient
demand
management
has
also
become
difficult
to
sustain.
Teachers
are
taking
advantage
of
it
it's
great,
but
it's
going
up
to
over
$300,000
for
us
to
sustain
that
program.
It
turns
out.
We
just
learned
recently
that
there
may
be
an
opportunity
to
look
for
a
federal
grant
working
with
you
all
on
that.
C
Finally,
this
is
something
we've
done
in
years
past
as
well.
Mc
MMR,
miner,
construction,
major
maintenance
program
can
be
there
all
essentially
one-time
projects,
though
of
course
we
want
to
do
them
every
year.
So
it
should
it's
nice
to
have
it
as
an
ongoing
part
of
our
operating
budget.
But
in
order
to
balance
the
budget,
we
are
able
to
identify
those
as
one-time
projects
and
use
reserves
for
that.
So
that
obviously
helped
us
a
lot
in
getting
to
the
16
million.
C
Okay,
so
after
February
22nd,
of
course,
this
became
our
school
board
budget
and
we
really
dug
in
and
did
a
lot
of
things
we
had
five
work
sessions.
We
talked
to
our
employee
groups.
We
looked
into
many
of
our
departments,
especially
the
major
ones,
teaching
and
learning
human
resources,
information
services
facilities
and
operations.
We
met
with
our
major
advisory
committees,
the
Advisory
Council,
on
instruction,
the
budget,
Advisory
Committee
and
our
facilities
Advisory
Committee.
We
submitted
85
budget
questions
to
our
staff
and
got
lengthy,
detailed
responses
about
a
number
of
things
in
our
budget.
C
We
had
a
budget
hearing
and
just
on
just
this
week
we
had
our
final
work
session,
at
least
for
now
and
of
course
adopted
our
proposed
budget
last
night.
We
also
got
143
emails.
This
may
not
be
a
perfectly
accurate
number.
We've
been
transitioning
our
email
system,
but
we
got
a
number
of
emails
from
the
public.
Many
of
them
focused
on
arts,
education,
the
Montessori
program,
assistance,
the
Flex
program
and
the
assistant
to
teacher
program
that
I
told
you
about.
C
So
in
response
we
brought
a
number
of
changes
to
our
budget.
We
wanted
to
do
several
things.
We
looked
into
ways
that
perhaps
we
could
raise
a
little
more
money
through
some
of
the
ways
that
money
comes
into
our
system.
There
aren't
many,
but
there
are
a
few
and
then
also
things
that
we
could
dig
into
or
reduce
in
different
ways.
So
at
this
point
this
is
got
it
just
going
to
be
a
listing
again.
C
We
just
adopted
this
last
night,
so
I'm
just
gonna
sort
of
go
through
the
list
quickly
and
again,
we
can
go
back
to
anything.
You
want
to
talk
more
about.
We
added
a
higher
threshold
of
about
the
extended
day
program.
You
may
know
that
that's
a
sliding
scale
in
terms
of
tuition
and
fees
and
so
we've
added
at
a
higher
bracket
to
bring
in
a
little
more
revenues.
C
We
are
going
to
increase
our
building
use
fees
by
10%.
Many
many
many
people
use
our
buildings
for
free,
but
there
are
organizations,
political
and
other
things
where
there's
a
payment
involved
and
we're
increasing
that
by
10%.
So
that's
that's.
A
small
increase,
we're
also
talking
about
instituting
fees.
If
students
lose
or
damaged
their
personal
devices,
we
have
fees
for
textbooks.
We
have
fees
for
library,
books
and
other
things.
So
this
would
really
just
be
that
model.
C
C
Specifically
right
now
we
have
one
to
one
in
grades
2
through
12.
We
are
going
to
shift
to
a
shared
model
in
grades
and
we
have
shared
in
K
and
one
meaning.
There
are
devices
available
for
those
classrooms,
but
not
at
a
one-to-one
level.
So
we're
gonna
go
to
that
shared
model
in
K
through
2.
Now
one-to-one
now
will
be
grades
3
through
12.
In
addition
to
that
in
our
closeout
funds.
C
A
few
months
ago,
we
allocated
funding
to
do
a
study
of
our
device
program
to
take
a
look
at
how
it
they're
being
used
in
the
classroom,
and
you
know
what
what
the
benefits
are,
what
we
might
be
able
to
do
better,
so
we're
going
to
be
looking
at
that
program
more
carefully
and
then
get
recommendations
from
that.
Are
there
different
devices
we
should
be
investing
in.
You
know
what
kinds
of
programs?
How
should
we
you
know?
Do
we
need
more
professional
development?
C
As
we
looked
into
and
had
our
work
sessions
and
looked
into
our
different
programs,
we
found
that
there
was
a
savings
we
could
have
in
our
technology
expenditures
so
that
brought
a
nice
reduction
to
us
that
really
helped
us.
At
this
point,
we
reduced
the
funding
for
a
new
ApS
logo
and
we
reduced
the
funding
for
the
fees
to
apply
for
the
Baldrige
award.
C
C
Arlington
tech
continues.
I
said
it's
it's
continuing
to
grow,
but
it
turns
out
that
we
had
over
allocated
for
what
we
need
for
the
the
rate
of
growth
or
the
in
in
the
the
superintendent's
proposed
budget.
So
we
found
a
savings
there.
There
were
I,
think
20
FTEs
allocated
in
the
original
budget
and
we
needed
fewer
than
that,
and
we
do
have
that
listing.
We've
looked
carefully
at
it.
C
The
70,000
green
initiative
I
like
to
call
it
the
coffee
pot
allocation.
This
was
an
initiative
to
encourage
staff
and
teachers
to
not
have
personal
appliances,
coffee
pots,
microwaves
and
things
in
their
classroom.
It
does
take,
there's
an
energy
cost
to
that,
but
we
felt
that
was
maybe
a
little
too
harsh
to
really
mandate
getting
those
out
of
the
classrooms.
So
we
did
restore
that.
C
We
do
very
much
want
to
work
with
our
staff
and
teachers
develop
ways
for
them
to
have
incentives,
and
you
know
different
ways
of
getting
their
coffee
and
such,
but
we
didn't
want
to
just
do
it
abruptly.
We
want
to
work
with
them
and
and
and
implement
that
green
initiative.
The
professional
development
that
I
told
you
about
the
assistant
to
teacher
other
professional
development
opportunities.
We
felt
it's
important
to
restore
those
translation
of
demand
management
we
wanted
to
restore.
This
is
actually
a
lower
level
than
what
we
are
actually
will
have
to
spend
this
year.
C
So
we
are
probably
going
to
have
to
cap
that
opportunity
or
reduce
the
incentives
in
some
way,
but
we
did
want
to
have
that
back
in
our
budget
and
support
our
staff
with
those
incentives,
and
we
wanted
to
restore
the
way
of
department
chairs
get
a
release
period.
This
gives
them
time
to
do
their
work
as
chairs.
So
we
wanted
to
restore
that
there
were
a
number
of
adjustments
in
teaching
and
learning
I
think
the
main
restorations
we
made
were
to
restore
the
art
specialists.
C
C
The
Montessori
recommendation
has
been
adjusted.
Originally
it
was
13
a
reduction
of
13
instructional
assistants
by
working
with
the
principal
of
that
school.
We
are
restoring
seven
by
doing
a
straight
trade,
so
we
still
have
the
same
savings
of
650
K,
but
instead
of
reducing
by
13
assistants,
we
are
eliminating
the
flus
program
at
drew
Montessori,
and
also
a
reduction
in
the
teacher
allocation
for
art,
music
and
PE
that
restores
seven
assistants
to
that
program.
We're
also
going
to
use
one-time
funding
to
keep
two
more
assistants
in
that
program.
C
They
are
moving
to
the
new
building
in
next
year.
2019.
At
that
point,
there
are
different
sizes
of
classrooms.
They
may
be
able
to
there
as
part
of
drew
they're.
A
title
one
school,
which
limits
the
way
their
class
size
can
be
when
they
move
to
the
new
school
they'll,
have
more
flexibility,
there'll,
be
a
full
school
program,
so
when
they
get
there,
they
can
find
new
efficiencies,
but
we
wanted
to
bridge
them
over
by
giving
them
some
additional
assistance
in
this
budget.
We.
C
Wanted
to
reinstate
the
elementary
content
lead
teachers
for
science
and
social
studies.
These
are
the
folks
that
keep
up
with
the
curriculum,
keep
in
touch
with
central
office
on
on
curriculum
news,
and
we
wanted
to
reinstate
high
school
clerical,
but
we
didn't
feel
we
could
get
the
full
allocation
back
into
this
budget.
So
we
reinstated
that
by
half
that's
two
FTEs.
C
Finally,
as
our
sports
annex
our
student
population
is
growing,
we
found
that
we
needed
to
better
support
our
high
school
secondary
sports
and
activities.
This
includes
theatres,
all
sorts
of
things,
and
so
we
provided
additional
assistance
to
the
activity
directors.
These
would
be
stipends
that
actually
teachers
and
other
folks
in
the
building
can
help
to
support
those
programs
support
the
activity
director,
as
well
as
there's
a
half-time
assistant
activity
director.
So
this
would
be
another
person
in
the
building.
C
It
could
be
different
people
over
the
different
seasons
who
would
work
to
support
those
those
extracurricular
programs?
In
addition,
as
those
programs
grow,
we
will
be
taking
funds
from
contingency
from
a
contingency
fund
to
support
any
school
programs,
sports
programs
and
such
that
are
getting
big
enough,
that
they
need
additional
coaches
compared
to
the
allocations
they've
had
in
the
past.
This
is
the
one
change
that
we
made
last
night
in
this
in
in
this
slide.
It
shows
in
our
original
amendment
we
were
going
to
add
an
outdoor
learning
coordinator.
C
This
was
the
only
real
new
ad
that
we
put
in
compared
to
the
superintendent's
budget.
We
changed
it
last
night
to
an
additional
staff
person
for
the
outdoor
lab.
That's
a
program
that
very
much
we've
been
having
to
cut
back
the
opportunities
there
for
our
students,
high
school
students,
weren't
going
there
anymore,
environmental
science
and
such,
and
so
they
needed
more
staff,
and
so
we
we're
adding
an
outdoor
lab
person
in
this
budget,
and
we
got
to
the
point
where
we
could
fit
in
1.75,
psychologists
and
or
social
workers.
C
This,
basically
with
with
the
amount
that
we
still
had
to
work
with,
and
I
am
almost
done
if
people
are
worried
about
time.
So,
as
I
mentioned
at
the
beginning,
we
were
also
worried
about
long
term
sustainability
and
things
we
can
invest
in
as
we
go
forward.
So
we
have
a
number
of
things:
we're
going
to
be
doing
a
budget
study
on
those
planning
factors
to
think
about
whether
there
ways
that
those
can
be
adjusted
a
little
bit
to
help
with
our
budget,
we're
always
looking
for
more
energy
efficiencies,
transportation
efficiencies.
C
C
We
have
the
opportunities
with
you
all
in
probably
a
variety
of
ways,
but
the
transportation
demand
management
was
one
that's
that
was
raised
recently
and
finally,
we're
gonna
continue
to
be
looking
at
our
instructional
programs,
we're
going
to
look
at
flesh
and
how
that
should
be
redefined.
The
state
legislature
gave
us
the
opportunity
to
think
of
recess,
as
quote
instructional
time,
which
simply
means
that,
when
there's
state
mandates
on
how
much
instructional
time,
students
need
to
have
in
elementary
recess
can
now
be
part
of
that
allocation.
C
They
don't
get
a
lot
of
recess
and
we
hear
that
from
parents,
so
this
might
be
a
way
to
that.
We
can
be
a
little
more
efficient
with
our
staffing
and
yes,
yes,
yes,
absolutely
Kari
Delaney
brought
that
bill
forward.
It's
really
exciting
and
it's
great
for
the
whole
child.
So
it's
a
win-win
and
other
other
programs.
We
have
exemplary
programs
in
all
of
our
schools
that
are
various
and
we
can
be
looking
at
those
overall
themes.
Then
that
I
hope
you
have
seen
you
know
we
are.
C
There
are
things
we
couldn't
do,
which
I'll
show
you
in
a
minute,
but
we
were
very
strongly
committed
to
supporting
our
teachers
and
staff.
As
I
said
at
the
beginning,
that
step
increase
was
always
there.
We
never
talked
about
not
providing
our
teachers
and
staff
that
step
increase.
We
really
emphasized
getting
once
we
looked
at
the
superintendent's
proposed
budget,
a
lot
of
the
things
that
we're
going
to
affect
staff,
morale
or
staffs
ability
to
improve
themselves.
We
wanted
to
get
those
back
in
and
we
really
worked
hard
to
do
that.
C
We've
done
our
best
to
continue
our
growth
and
whole
child
initiatives
at
the
core.
We
have
worked
to
maintain
our
strong
schools,
and
that
was
just
a
basic
and
we're
working
to
build
long-term
sustainability
into
our
budget
and
system.
Now,
here
are
the
items
that
I
want
to
share
with
you,
and
this
is
the
important
this
is
the
important
moment.
Yeah
shall
I
wait
till
you're
all
till
you're.
All
this
is
where
we
go.
What
do
our
teachers
do
to
get
everyone
to
eyes
in
front
everyone?
C
So
this
is.
These
are
the
items
that
we
were
not
able
to
fit
into
our
budget
and
I
have
to
tell
you
that
the
school
board
and
I
know
the
superintendent
we're
all
extremely
disappointed
if
to
not
be
able
to
do
any
of
these,
and
certainly
this
whole
collection,
psychologists
and
social
workers.
I
know
you
all
have
been
hearing
as
much
as
we
have
I
know
we're
gonna
hear
from
the
partnership
in
a
moment.
This
is
something
that
we
know
we
need
in
our
schools.
C
As
I
said,
we've
been
doing
the
rollout
at
least
we
had
we
fit
a
little
bit
in
so
we're
sort
of
continuing
that
rollout
at
a
much
slower
pace
at
this
point,
but
we
would
love
to
get
the
be
able
to
continue
that
rollout.
It
was
a
million,
but
we
got
a
little
bit
in
our
budget
now,
so
we're
looking
for
eight
hundred
sixty
thousand
dollars
for
psychologists
and
social
workers,
the
class
size
reductions.
C
We
talked
a
lot
about
these
reductions.
I
think
we
have
a
variety
of
opinions
across
this
community
about
class
size.
We
know
that
teachers
are
the
fundamental
support
system
for
students
that
teachers
will
tell
us
that
when
they
get
over
24
students
in
their
classroom,
it's
really
hard
to
get
to
know
them.
On
a
personal
level,
it's
hard
to
identify
mental
health
issues,
kids,
who
are
struggling
for
different
reasons.
C
We
need
to
keep
class
size
modest,
and
this
is
really
the
hallmark
of
what
Arlington
Public
Schools
is
about.
This
is
our
main
quality
indicator
right
now,
our
planning
factors
have
most
that
grades
4
through
12,
approximately
24
students
per
class,
except
in
high
school,
where
it's
now
going
up
to
about
26.
C
This
is
not
something
we
can
do
every
year.
If
we,
if
this
goes
through
in
this
budget,
it
simply
can't
be
how
we
solve
our
future
budget
issues,
or
we
will
truly
be
affecting
the
most
important
thing
that
we
do
in
Arlington
Public
Schools.
In
addition,
the
foreign
language
in
elementary
program
has
been
reduced.
This
is
something
that
many
people
worked
hard
to
implement
it's
something
that,
as
a
community
I,
think
we
believe
strongly
in
an
did.
We
have
a
goal
in
our
link:
public
schools,
for
students
to
be
proficient
in
two
languages.
C
So
reducing
this
program
is
a
change
in
what
we
have
been
offering
in
Arlington
Public
Schools.
Finally,
I
mentioned
parental
leave.
Earlier
our
teachers
and
staff
do
not
have
paid
parental
leave;
none
they
have
family
medical
leave.
They
have
you
know
the
opportunity
to
take
leave,
but
they
do
not
get
paid
for
a
day
of
their
leave
when
they
have
children
or
adopt
children
other
than
what
they
can
fit
in
with
sick
leave
or
personal
leave.
C
We
were
an
innovator
in
bringing
this
into
our
budget
two
years
ago.
It's
a
it's
a
real
disappointment
to
lose
it,
but
again,
with
the
constraints
we
have,
we
had
to
make
some
difficult
decisions,
and
this
is
this
is
where
we've
ended
up
so
I
do
hope
that
that
you
will
take
that
into
consideration.
As
you
look
at
your
own
budget
and
the
various
things
that
you
have
to
think
about
balancing
that's
our
list,
but
the
full
group
totals
about
five
million
dollars.
C
B
D
Thank
you,
madam
chair
members
of
the
county
board
and
school
board.
Welcome
I
am
going
to
walk
you
through
a
summary.
We
I
propose
my
budget
on
February
22nd,
which
is
six
weeks
ago,
and
we
are
about
two
weeks
out
from
doing
adoption.
So
we
are
3/4
of
the
way
through
we
had
11
work
sessions,
scheduled
I.
D
D
Okay,
so
when
we
started
out
back
in
February
the
gap
we
had
between
revenues
and
expenditures
was
somewhere
between
twenty
and
twenty-one
million
dollars,
and
that
was
a
particular
challenge
for
us.
The
reasons
underpinning
that
that
gap,
the
first
one,
is
that
we
have
currently
a
commercial
office
vacancy
rate
of
nineteen
point
four
percent.
D
We
have
a
very
highly
competitive
labor
market,
with
a
virtually
full
employment
in
the
economy
and
if
you
were
paying
attention
to
the
public
hearing
and
the
conversations
we've
had
with
the
board,
we
have
some
specially
especially
big
challenges
with
attrition
in
public
safety,
especially
with
police
and
fire,
and
we
will
have
to
we'll
talk
about
that
in
a
minute.
So
the
good
news
is
is
that
this
year
is
not
nearly
as
bad
as
next
year
will
be
we'll
talk
about
that
when
we
get
together
next
year,.
D
Solving
the
gap,
how
did
we
solve
that
20
and
a
half
million
dollar
gap?
We
took
approximately
50
individual
programs,
discrete
cuts
that
came
to
a
total
of
almost
eight
and
a
half
million
dollars
and
I'll
talk
a
little
bit
later
about
what
some
of
those
changes
are
fee
and
tax
increases,
which
included
an
increase
in
the
residential
utility
tax
and
the
biggest
cost
biggest
revenue
gained.
Here
was
a
proposal
to
increase
the
fees
on
parking
meters
and
the
hours
from
6
p.m.
to
8
p.m.
D
and
that
brings
in
somewhere
between
3
and
4
million
dollars
and
then
funding
realignments,
which
were
one
that
has
I.
Think
of
particular
interest
to
the
schools
is
I've
proposed,
reducing
the
level
the
tax
increment
financing
percentage,
that's
drawn
out
from
the
general
fund
and
dedicated
to
Crystal
City.
That
percentage
was
I'm
proposing
to
reduce
from
30
percent
to
25
percent,
and
then
that
frees
up
more
funds
for
the
general
fund
that
were
shared
with
schools,
budget
planning
to
proposed,
and
you
covered
some
of
this
in
your
presentation.
D
But
when
we
started
back
in
October
2017,
we
thought
we
were
gonna
have
a
difficult
year,
because
we
had
a
3.2
percent
increase
in
real
estate
assessments.
Unfortunately,
it's
one
of
those
years
where
we
actually
under
realized
what
we
had
hoped.
We
actually
had
a
1.9
percent
increase
in
real
estate
assessments.
The
gap,
the
combined
county
and
school
gap
back
in
October
was
around
30
million
and
then
this
additional
news
that
we
got
in
January
added
additional
pressure
of
about
nine
million
dollars
to
that
gap
so
places
in
the
budget.
D
The
were
places
in
the
budget
where
we
invested
and
and
added
some
additional
funds
that
weren't
there.
In
the
previous
years,
we
have,
over
the
last
two
and
a
half
years,
made
a
concerted
effort
to
provide
economic
incentives
in
very
targeted
cases.
Less
than
percent
less
than
ten
percent
of
all
the
economic
deals
that
the
county
is
involved
in,
involve
incentives
and
those
incentives
are
very
targeted
and
they're,
not
front-loaded.
D
In
other
words,
we
require
performance
on
the
part
of
all
the
recipients
of
these
incentives
before
they
receive
they're
their
first
payout,
and
so
we
wanted
to
make
sure
that
we
had
budgeted
for
that.
So
we've
added
somewhere
between
one
and
two
million
dollars
and
ongoing
funds
in
our
budget
to
account
for
that.
We,
as
you,
as
you
noted,
made
sure
that
was
important
to
invest
in
our
employees
and
specifically
I
some
of
those
cuts
that
I
made
actually
went
to
increase
pay
for
Public
Safety.
D
We
also
had
direction
from
the
county
board
to
make
sure
that
our
affordable
housing
investment
fund
was
at
least
at
the
level
of
what
I
had
proposed
in
fiscal
year.
18
and
so
I
made
efforts
to
do
that
and
also
change
the
mix
in
that
funding
source,
which
is
an
incredibly
important
priority
for
the
county
to
make
sure
that
more
of
the
a
have
funds
were
coming
from
dedicated
ongoing
sources
of
revenue.
D
We're
right
now
at
about
a
50-50
split
on
that
which
is
making
progress
towards
our
goal
of
making
it
all
ongoing
those
budget
reductions,
included
all
county
departments
and
included
almost
50
positions
of
which
almost
30
were
filled.
So
those
are
people
with
difficult
conversations
to
have
with
people
about
their
jobs
being
eliminated,
we're
working
very
hard
on
placing
all
of
those
individuals
we're
making
a
lot
of
progress
on
that.
We
haven't
completed
that
we
still
have
some
time
to
work
on
that.
It
depends
on
what
the
board
decides
to
do
with
final
decisions.
D
We
did
not
ask
for
any
cuts
from
the
courts
and
constitutional
offices,
given
that
my
focus
had
been
on
making
sure
that
the
services
we
provided
around
Public
Safety,
which
our
courts
and
constitutional
offices
do
and
revenue-raising,
were
held
harmless,
and
we
also
had
to
make
some
some
limited
reductions
in
our
nonprofit
partner
payments,
so
total
reductions.
Here's
an
example-
and
these
are
ranked
by
not
none
in
the
particular
order.
Except
to
say
these
are
our
most
significant
cuts.
D
Dollar-Wise,
we
eliminated
four
occupied
positions
in
the
department
of
public
parks
and
recreation
for
our
office
of
community
health
and
spread
some
of
those
health
requirements
and
obligations
and
expectations
to
other
program
staff.
We
have
reduced
our
employment
center
functions
at
the
Department
of
Human
Services,
with
a
full
employment
economy
and
the
number
of
visits
to
the
employment
center
dropping.
We
felt
that
was
an
appropriate
place
to
take
a
cut.
We
have
reduced
some
rebates
and
other
kinds
of
consultant
investments
that
we
have
in
the
arlington
initiative
to
rethink
energy.
D
D
Here
is
just
to
remind
you
because
I
know
that
I
know
the
school
board
knows
this,
but
we
thought
it
would
be
important
just
to
remind
you
that
in
the
fiscal
year
2019
budget,
the
increase
in
funding
for
with
the
additional
thirteen
point,
four
million
dollar
and
transfer-
shows
that
the
funding
to
Arlington
Public
Schools
is
growing
as
a
percent
change
in
the
general
fund
budget
by
2.8
percent
and
the
county
is
the
relative.
The
related
figure
for
the
county
is
1.8
percent
and
you
can
see
the
percentages
going
back
to
fiscal
year.
D
16
and,
let's
not
forget
my
favorite
year,
which
was
fiscal
year
16
where
we
went
up.
One
tenth
of
a
percent
in
schools
went
up
4.5
percent
revenue
sharing,
as
laid
out
by
dr.
cannon
at
the
beginning.
The
percentages
are
fixed
based
on
the
previously
adopted
budget,
and
you
can
see
for
fiscal
year
18
that
had
been
at
46
points.
6
percent
of
all
locally
generated
tax
revenue,
and
that
is
the
percentage
that
we
included
for
our
budget
in
fiscal
year
19.
D
D
D
So
again,
here
is
the
timeline
we
are
proposed.
Our
budget
in
February
we've
had
mr.
Stevenson
presented
information
to
the
board.
Last
night,
we've
gone
back
and
done
a
full
review
of
all
revenues
to
see
if
there
were
any
additional
ongoing
revenues
available.
We
do
not
have
any
additional
ongoing
revenues
to
at
this
time.
Our
business
professional
occupational
occupational
license
taxes
are
performing
a
little
bit
better
than
expected,
but
we
also
have
some
tax
refunds
that
have
have
shown
up
that
we
weren't
expecting
so
what
we
have
right
now.
D
There
are
no
miracles
that
are
being
delivered
to
us.
Unfortunately,
the
school
board.
You
duck
your
budget.
Last
night
we
had
our
two
hearings
this
week
the
County
Board
will
adopt
the
budget
at
the
April
21st
board
session,
and
you
can
see
the
rest
of
the
timeline
there.
So
that
concludes
my
presentation.
Thank.
B
You
very
much
mr.
manager,
I
think
that
context
is
I,
hope
helpful
in
terms
of
teeing
up
the
later
discussion
and
perhaps
putting
us
all
in
the
appropriate
frame
of
mind
for
the
out
years,
which
I
think
we
all
believe
are
perhaps
looming
even
larger
than
some
of
the
difficult
conversations
in
this
budget
before
we
get
to
our
conversation,
I
would
like
to
invite
our
commissioners
to
come
and
share
some
thoughts.
B
Thank
you
very
much,
so
the
superintendent
manager
for
making
way
so,
let's
begin
with
a
partnership
for
children,
youth
and
families.
Actually
we
have
an
O'brien
who's.
The
chairwoman
of
that
body.
We
are
fortunate
as
well
to
be
joined
today
by
Renee
Madigan
of
the
out-of-school
time
counsel,
with
some
thoughts
and
Lydia
I'm
Baloo
and
Sophie
Bracy
of
the
teen
Network
board.
So
let's
do
partnership.
Perfect!
E
Thank
you
very
much
for
the
opportunity
to
present
our
recommendations
for
the
FY
19
budget.
I
have
just
handed
you
a
letter
from
the
partnership
that
outlines
our
priorities,
which
emerged
from
our
youth
risk
behavior
survey,
as
well
as
engagement
with
hundreds
of
youth
parents,
teachers,
school
counselors,
county
staff
and
others
over
the
course
of
the
past
year.
We
have
to
direct
budgetary
implications,
one
proceeding
with
the
planned
edition
of
eleven
school
social
workers
in
psychologists,
as
was
forecast
that
we
would
support
and
also
adding
an
ApS
substance
abuse
counselor.
E
Unfortunately,
the
YRBS
data
shows
that
Arlington
is
not
where
we
want
to
be
in
terms
of
youth
mental
health.
Some
numbers
cited
here
and
we
have
additional
from
our
where
BS
survey
you
know
a
third
of
12th
graders,
reduce
report
depressive
symptoms,
approximately
20%
of
8th,
10th
and
12th
grade
girls
hurt
themselves
intentionally
in
the
past
year.
E
This
is
not
a
school's
issue.
This
is
a
countywide
issue,
but
schools
are
going
to
be
a
key
part
in
addressing
it.
You
know
we
know.
We
know
that
if
we
look
at
the
mental
health
scape
across
Arlington,
we
need
to
make
sure
there
are
places
that
youth
can
be
identified
as
in
need
of
mental
health,
supports
where
they
can
receive
services,
and
we
need
to
make
sure
that
those
opportunities
are
distributed
equitably
nationally.
E
So
our
two
recommendations
when
developing
a
framework
to
guide
that
collaboration
and
an
accountability
plan
to
ensure
that
it
is
carried
through
and
again,
the
second
about
a
task
force
to
examine
information
sharing
and
data
sharing
between
the
county
and
the
schools.
We
believe
the
better
data
sharing
at
the
aggregate
will
lead
to
improved
policies
and
resource
allocation,
and
we
believe
that
if
we
can
share
information
about
individuals
while
respecting
their
privacy,
we
will
be
able
to
improve
services
for
those
individuals,
as
well
as
ensure
and
work
as
a
prevention
based
approach.
E
We
have
heard
from
people
in
the
school
health
office
about
hoping
that
they
would
be
able
to
collaborate
more
more
effectively
with
primary
care,
physicians
and
specialists.
We
have
heard
from
the
police
as
to
musings
as
to
whether
it
would
be
great
if
they
could
communicate
with
people
in
the
schools
when
a
child
has
been
involved
in
there
with
them
in
any
capacity
to
ensure
that
the
the
social
and
emotional
and
mental
issues
that
can
arise
from
that
or
addressed
in
a
timely
manner.
E
B
You
so
much
was
I
Ryan
and
thank
you
for
what
I
know.
Actually
this,
these
set
of
recommendations
are
presented
many
months
of
work
in
engagement
with
departmental
staffs
on
both
the
in
both
the
public
schools
in
Arlington
County
government,
as
well
as
the
community.
So
we
appreciate
it
very
much
chair
Madigan.
Thank
you
for
joining
us
sure.
F
I,
actually,
don't
have
much
so
after
reviewing
the
county
in
the
school
board's
budget
in
the
capacity
of
OST
chair
I,
reached
out
to
member
providers
to
hear
how
the
proposed
budgets
will
affect
them.
No
one
responded.
Therefore,
the
OSD
council
does
not
have
any
issues
or
implications
to
report.
Does
the
Commission
see
additional
opportunities
for
collaboration?
Consolidation,
retooling
I
would
like
to
say
I
support
what
what
the
partnership
has
just
said.
F
This
work
needs
to
be
done
at
all
levels,
from
systems
to
individual
staff
relationships
and
should
encompass
all
of
ApS
and
all
county
agencies,
including
DHS
libraries
parks,
recreation,
courts
and
police,
as
well
as
community
organizations.
Over
the
past
year,
the
partnership
has
held
dozens
of
meetings
with
ApS
teachers,
substance
abuse,
counselors,
social
workers
and
psychologists
and
administrators,
as
well
as
their
county
counterparts,
and
this
theme
of
fragmentation
and
lack
of
coordination
resonated
strongly
and
having
worked
on
the
whole
child.
I
think
this
is
integral
to
addressing
the
needs
of
the
whole
child,
the
second.
F
In
addition,
we
recommend
that
ApS
in
the
county
appoint
a
Joint
Task
Force
to
identify
framework
to
guide
their
collaboration
and
put
an
account
to
be
accountability,
plan
in
place.
So
that's
that's
it
for
us
and
we
are
not
gonna
ask
for
any
money
this
year.
We're
not
gonna
ask
for
any
staff.
This
year
we
recognize
that
cuts
need
to
be
made.
Thank.
B
H
A
senior
at
Washington
me
welcome
to
you
both
thank
you
good
morning,
County
and
school
board
members.
It
is
our
privilege
to
stand
before
you
this
morning
to
share
with
you
the
work
of
the
Commission
to
Argentine
Network
board.
We
are
the
T
Network
board
representatives
I'm,
not
the
Ronde
and
I've,
been
serving
for
four
years
now
and.
G
I'm
super
bracing
I've
been
serving
for
three,
although
we
are
a
fully
functioning
Commission.
The
Arlington
partnership
for
children,
youth
and
families
is
our
umbrella
organization.
We
work
closely
with
the
partnership,
the
ready
coalition
and
out-of-school
time
Council
for
providing
youth
Lea
license
for
their
work.
The
T
Network
board
has
the
honor
of
developing
and
promoting
the
community
youth
engagement
model
in
our
efforts
to
be
the
voice
for
the
youth
and
teens
in
our
community.
We
strive.
G
H
G
Peter
Pan
Relations
Committee
centers
around
creating
healthy
relationships
between
youth
and
minimizing
substance
abuse
through
prevention
campaigns.
This
committee
plays
an
active
role
in
the
annual
out-of-school
time
conference
and
have
prepared
several
presentations
for
the
conference
starting
in
2015,
and
it
can
continue
to
do
so.
They
are
also
heavily
involved
in
the
conference
planning.
The.
H
Communications
committee
has
extended
the
T
Network
boards
amount
of
community
outreach
by
redesigning
the
current
website
to
continue
to
increase
the
number
of
users
that
access
our
intent,
INSCOM
a
portal
for
community
involvement,
opportunities
and
recreational
activities.
We
are
also
active
on
Facebook,
snapchat,
Twitter
and
Instagram
and
YouTube
posting
about
job
openings
for
teens
and
community
events.
Alcohol.
G
Prevention
committee
has
increased.
Its
presence
in
all
the
middle
schools
are
on
Arlington
through
the
miss
Mythbusters
initiative
program
that
debunks
myths
about
high
school
and
demonstrates
how
to
truly
be
cool
in
school.
The
members
of
this
committee
attended
two
national
conferences
during
the
2018.
There
are
2017
2018
tmb
sessions.
Please
note
that
several
our
committees
aren't
our
standing
committees
and
some
are
flexible
based
on
what
we
find
our
peers
have
interest
in.
In.
H
G
Has
been
apparent
that
substance
abuse
has
been
an
increasing
issue
in
youth.
We
have
found
that
8%
of
ApS
students
have
used
vaping
products
on
school
property
and
11%
have
used
prescription
meds
without
a
prescription.
We
also
believe
that
substance
abuse
counselors
should
be
collaborating
with
psychologists
to
fully
assist
youth
with
substance
abuse
and
other
co-occurring
diagnoses
that
impact
their
well-being.
However,.
H
We
strongly
suggest
the
role
of
the
third
wave
of
psychologists
and
social
workers
not
be
postponed
and
be
fully
funded.
Given
the
current
political
climate,
our
peers
need
all
the
emotional
and
social
support
available.
Psychologists
have
become
an
important
outlet
that
others
cannot
fill.
Counselors
are
often
busy
with
schedules
and
other
meetings
and
have
having
another
option
who
was
available
for
help
is
crucial
for
the
well-being
of
the
youth,
especially.
G
H
G
Also
like
to
thank
Katie
crystal
and
Christian
Dorsey
for
their
continuous
support
and
interest
in
our
partnership,
we
look
forward
to
working
with
the
entire
county
and
the
county
board
in
the
future,
as
well
again
on
behalf
of
the
entire
to
network
board
in
our
youth
outreach
chief
Ron
Grayson,
who
is
not
here.
But
we
thank
you
for
your
invitation
and
meaning
to
this
meeting
and
we
look
forward
to
continued
working
relationship.
B
B
My
colleagues
can,
let
me
know
in
each
of
our
work
sessions,
to
attempt
to
focus
our
efforts
on
some
of
the
immediate
changes
in
the
fiscal
19
budget
before
us
and
also
provide
space
for
longer-term
conversations
and
questions,
but
to
break
those
up
to
ensure
we
have
a
full
understanding
of
each
budget
proposal
with
regard
to
fiscal
19
before
we
go
further
so,
broadly
speaking,
I
think
that
might
be
helpful
to
do
here
today
and
begin,
maybe
with
some
questions
or
discussion.
Of
course,
both
ways
for
with
regard
to
fiscal
19
changes,
cuts
investments.
B
We've
talked
especially
from
with
our
Commission's
on
whole
child
initiatives
on
the
school
side,
especially
school
psychologists
and
counselors,
and
fiscal
19
implications
at
class
sizes
and
fiscal
19,
instructional
implications
and,
of
course,
to
the
extent
our
school
bird
partners
have
questions
from
our
managers,
be
proposal
for
the
board
about
changes
and
impacts
to
fiscal
19.
Priorities
on
the
Arlington
County
government
side
want
to
provide
space
for
that,
so
a
couple
lights
already
on
we'll
start
with
mr.
Getchell
and
then
go
to
mr.
vice
that.
A
I
actually
have
just
one
very
quick
question
for
the
the
school
board
for
chair
cannon
and
dr.
Cannon
said
on
your
your
final
slide.
Actually,
the
items
not
funded-
and
you
said
it
totally-
it
tell
us
right
around
five
million,
and
the
question
is
is:
is
that
the
the
prioritized
list
is
that
list
in
order?
So
you
have
psychologists
social
workers
for
eight
hundred
sixty
thousand
at
the
top,
then
class
size,
two
point:
six,
four
million
Flass
and
then
parental
leave
is
that
in
is
there
an
order
to
that
list?
C
A
great
question-
and
we
spent
quite
a
bit
of
time
talking
about
that
ourselves
yeah.
Thank
you
for
putting
it
back
up
at
the
moment,
because
we
don't
have
the
funds
in
hand.
You
know,
as
you
know,
the
board's
voice
is
the
majority
of
the
board
when
we
vote
and
we
have
not
voted
on
these
items.
So
I
really
couldn't
say
with
any
certainty
that
there's
a
particular
order.
I
can
certainly
say,
as
chair
who's,
you
know
tried
to
gather
you
know
the
the
strongest
interests
across
my
board.
I
do
believe.
C
Psychologists
and
social
workers
are
a
very
strong
interest,
but
you
know
they
all
everything
up.
There
is
important,
so
I
could
not
say
if
we
had
a
certain
amount.
It
would
go
like
that,
but
I
think
it's
it's
fair
to
say
that
psychologists
and
social
workers
are
of
strong
interest
across
the
board.
I
Thank
you.
Thank
you,
madam
chair.
So
I
first
want
to
begin
by
thanking
the
school
board,
at
least
from
my
perspective,
with
your
vote
last
night,
five
to
zero,
with
the
integrated
option
at
Reed
school,
but
I
say
that
in
part,
because
it
also
does
set
us
up
if
that's
the
right
phrase
for
a
difficult
conversation
with
respect
to
our
mutual
CIPS
and
there's
a
funding
gap
there.
And
from
my
perspective,
we
have
to
work
together
to
bridge
that
funding
gap
and
I
look
forward
to
those
discussions.
I
I
Dorothy's
leadership
last
spring,
when,
in
our
adopted
budget
guidance
for
fiscal
year,
18
the
county
board
provided
as
follows.
Aps
budget
development,
the
board
directs
that
the
county
manager
engaged
the
Arlington
Public
Schools
Superintendent
for
the
purpose
of
having
ApS
provide
County
government
staff
with
a
balanced
quote,
anticipated
revenues
based
budget
that
it
that
can
include
options
for
supplemental
funding.
I
This
is
distinguished
from
an
unbalanced
need
space
budget
that
includes
options
for
reduced
funding
and
that
that
was
a
shift
and
I
think
that
our
County
Board
all
felt
unanimously
that
this
was
the
right
thing
to
do.
To
help
set
the
stage,
not
just
for
the
for
the
for
the
difficult
conversations
we're
going
to
have
this
year
or
that
we
are
having,
but
also,
as
our
manager
indicated,
the
headwinds
that
we
face
in
future
years
with
respect
to
compensation
challenges,
our
stubbornly
high
commercial
vacancy
rate
and
so
forth.
I
I
mean
just
on
the
county
side
alone,
we're
bringing
in
two
new
fire
stations
a
new
community
center,
an
aquatic
center
which
we
had
different
opinions
about
and
then,
of
course,
for
new
schools,
Wilson,
a
revitalized
Stratford
fleet
and
now
Reid,
and
we
know
we're
going
to
have
more
need
more
schools
as
well.
So
I
just
also
want
to
applaud
the
manager
in
the
school
board
for
coming
to
grips
with
this.
I
So
my
question,
the
single
biggest
driver
in
in
in
this
is
our
is
our
school
growth,
both
what
we
have
have
had
so
far,
as
well
as
what
the
out
years
are
anticipated,
and
so
my
question
actually
tutitu
both
to
both
dr.
Murphy
and
to
manager
Schwartz
who's
gazing
at
our
beautiful
photograph
over
there,
and
maybe
thinking
he'd
rather
be
somewhere
else.
I
Its
it's
a
little
of
both,
but
but
my
question
and
you
can
truncate
your
answers
to
accommodate
the
chair
if
you'd
like.
But
but
the
question
is
with
respect
to
demographic
projections,
you
have
your
DeMott,
the
school
board
has
its
demographers,
the
county
has
its
demographers
and,
as
part
of
our
planning,
exercises
or
activities
for
the
last
several
years.
When
a
site
plan
comes
in
for
a
new
residential
development,
we
say
it's
going
to
throw
off
X
number
of
elementary
school
students,
middle
school
students
and
high
school
students.
I
I
D
Answer
the
first
part
of
the
question:
the
estimates
yeah,
the
estimates
of
additional
school
students
have
been
included
in
because
it's
driving
the
budget
have
been
included
in
County
Board
reports
for
about
the
last
two
years,
and
most
of
them
are
for
projects
that
are
in
the
process
of
being
built
and
haven't
been
completed.
Yet
so,
but
we
will
get
back
to
you
with
any
analysis
that
shows
if
a
project
has
been
completed,
the
number
of
schools,
students
that
have
been
generated.
D
B
I
K
And
I
think
your
question
is
right
on
target,
because
last
year
we
actually
made
a
change
with
our
planning
processes
and
we
developed
a
whole
office
separate
to
specifically
focus
on
this
recognizing
the
changes
that
were
coming
down.
The
road
with
our
projections,
though,
coupled
with
that
I
would
say,
the
collaboration
and
the
work
between
the
county
and
the
schools
has
become
much
more
intensified
and
also
much
more
sophisticated.
So
we
are
able
to
explore
things,
transfer,
information
back
and
forth
between
those
two
offices
and
there's
an
extensive
amount
of
collaboration
that
is
going
on.
K
Many
of
those
systems,
though,
are
being
put
in
place
and
I
think
we're
trying
to
put
a
little
bit
of
a
finer
point
on
looking
at
projections
and
how
those
things
you
know
unfold
I
do
want
to
remind
everyone.
We
are
talking
about
projections,
so
we
are
forecasting
for
the
future.
It
is
not
the
ultimate
crystal
ball,
you
know
with
the
exact,
but
we
are
watching
trends
very
very
carefully
and,
as
we've
seen,
things
have
been
flow
and
we
are
making
adjustments
that
you'll
probably
see
coming
forward
in
our
CIP.
B
And
as
we
know,
and
as
we
remind
ourselves
every
time
we
get
together,
it's
a
little
bit
spurious
to
indicate
that
it's
multifamily
buildings
that
are
driving
the
student
population
growth
in
this
community.
So
we'll
continue
to
have
that
conversation
in
context
of
the
CIP
and
probably
when
we
meet
next
to
talk
about
the
Career
Center
working
group
and
the
growth
in
the
high
school
student
population.
Questions
on
the
budget.
Let
me
go
to
mr.
Dorsey
and
then
appreciate
miss
Van
Doren's
note.
So
we'll
go
I'll
just
turn
it
over
to
UNIX.
Dr.
C
I
think,
as
a
first
round
since
we
just
presented
to
you,
we're
happy
to
take
County,
Board
questions
and
then
absolutely
everyone
wants
to
provide
either
a
comment
or
a
question
from
both
sides,
but
I
think
County
Board
questions
about
especially
our
presentation,
would
be
the
most
appropriate
next
step.
Excellent.
M
M
I,
certainly
think
that
you
could
probably
see
from
the
managers
presentation
that
you
were
not
walking
that
route
alone.
So
we
very
much
thank
you
for
that
and
understand
that
this
is
a
reality
that
certainly
exists
in
Arlington
and
elsewhere,
but
even
with
all
of
that
dire
news,
I
just
think
from
a
framing
perspective,
it's
important
to
note
that
there
still
is
growth
in
the
school
budget
and
that's
a
good
thing
I'm,
not
saying
that
that's
a
bad
thing
at
all:
you're
able
to
grow.
M
Your
budget
looks
like
roughly
and
a
half
percent,
which
does
allow
for
some
of
the
continuing
investments
in
the
things
that
are
priority,
and
you
know,
thankfully,
when
you
look
at
the
counties
increase
in
ongoing
funds,
that
not
that
you
apportion
it
this
way,
but
that
accounts
for
enrollment
growth
and
it
accounts
for
a
good
percentage
of
the
compensation
increase.
So
these
are
good
structural
things,
even
though
I
know,
there's
a
lot
of
doom
and
gloom
in
this
presentation.
M
But
I
do
have
a
question
about
class
sizes
since
I
know
that
that's
a
particular
sensitivity
and
pain.
Point
and
I
just
like
to
better
understand
for
myself,
because
it's
not
always
clear
how
planning
factors
and
budget
impacts
actually
marry
with
the
real
world
class
sizes
in
our
schools.
So
you
know
you
look
at
capacity,
utilization,
charts
and
there's
they're
all
over
the
place.
So
can
you
give
me
a
sense
of
how
you
project
this
increase,
or
this
decrease
in
planning
factor
will
result
in
actual
class
size
and
increases
in
the
school's?
K
Sure
we
get
this
question
often,
and
you
know
people
sort
of
equate
it
immediately
to
what
the
number
of
kids
that
are
in
a
class,
but
here's
the
real
impact
and
the
real
impact.
One
of
them
comes
really
at
the
end
of
the
day,
with
the
number
of
opportunities
or
courses
that
we
are
able
to
provide
students.
So
we
may
have
courses
that
are
making
up
that
are
relatively
small,
but
because
now
those
courses
are
not
going
to
be
able
to
make
up.
K
K
K
How
does
instruction
ultimately
happen
in
those
classrooms
and
how
our
teachers
managing
that
so
they're
making
sure
their
teach
touching
every
student
and
then
the
second
issue
is
what
opportunities
are
we
reducing,
because
we're
actually
shrinking
those
course
opportunities
that
students
are
provided
by
taking
this
step
with
the
class
size
reduction?
That
second
one
is
oftentimes
missed,
but
it's
really
a
hallmark
of
the
school
division
to
be
able
to
provide
different
opportunities
for
kids
of
their
interest
or
their
pursuits
beyond
the
k-12
continuum.
Okay,.
M
Can
you
put
a
little
bit
of
specificity
on
what
might
be
some
of
and
I
know?
This
is
all
subject
to
getting
closer
to
the
upcoming
school
year,
but
what?
What
might
that
mean?
Are
we
talking
about
core
classes
that
would
somehow
there
would
be
reduced
opportunity?
So
children
who
were
interested
in
core
academic
pursuits
would
find
limited
ability
to
find
space
on
a
class,
or
are
we
talking
about
the
Supplemental?
This.
K
Is
just
one
example,
but
I
think
there's
a
trickle
down
to
to
the
core
classes.
So
if
you
have
some
courses
that
are
upper
level
courses
or,
for
instance,
in
foreign
language-
and
these
are
just
examples
or
special
interests
area,
if
those
courses
are
not
offered,
it
doesn't
allow
the
child
to
explore
the
continuum.
K
You
know
one
two,
three
four
of
foreign
language,
but
as
a
consequence,
now
those
students
are
not
going
to
be
in
those
upper-level
courses,
so
they're
going
to
unfold
into
other
course
areas
that
may
be
core
areas
and,
as
a
consequence,
those
classes
will
be
larger
as
well.
So
it's
kind
of
a
domino
and
a
mate
a
little
bit
of
a
matrix,
but
I
will
come
back
to
the
fact
that
we
are
fortunate
here
to
offer
an
array
of
courses
that
I
really
believe
strengthens
our
instructional
program
and.
M
If
I
may,
madam
chair
just
one
last
one,
so
so,
given
that
just
from
a
non
education
person,
those
sound
like
not
desired
outcomes,
it
seems
like
that's
something
that,
as
a
school
system,
you
would
not
want
to
pursue
so
I
guess.
The
natural
question
is:
how
does
that?
How
did
that
make
it
as
not
part
of
the
core
program
that
you're
delivering
within
the
three
and
a
half
percent
growth
that's
available?
Why
is
that
something
that
was
put
as
a
primary
efficiency
versus
some
of
the
others?
K
Believe
you're
asking:
how
did
you
arrive
at
that
decision
to
put
that
up
as
a
recommendation
for
a
reduction?
Is
that
is
that
your
thank
you
question
essentially
yeah.
There
was
a
great
deal
of
dialogue
that
went
on
with
that.
We
had
discussions
with
our
school
principals
and
our
instructional
leaders.
You
know
there
was
a
broad
array
of
reductions
that
we
did
look
at
as
far
as
how
far
we
would
go
with
those
class
sizes,
so
you
will
see
at
the
elementary
level
we
just
elected
to
implement
it
at
grades.
K
Four
and
five
and
preserving
the
lower
elementary
grades.
Same
is
true
with
our
middle
and
high
school,
but
I
think
we
recognize
it
and
we're
faced
with
what
the
financials
we're
looking
like
this
year
and
how
we
needed
to
take
that
step
forward.
I
will
say:
is
this
sustainable?
No,
it's
not
because
then
you're
looking
at
so
a
dramatic
lead,
different
picture
with
much
larger
class
sizes.
N
Did
want
to
follow
up
on
that.
I
also
wanted
to
point
out
in
the
same
vein
that
dr.
Murphy
was
mentioning
or
how
it
affects
some
of
our
classes.
What
we
find
at
the
high
school
level
is
that
a
lot
of
our
general
education
classes
are
much
higher
than
some
of
our
other
core
classes
or
specialty
classes.
When
we
increase
at
the
high
school
level,
it's
not
like
at
the
elementary
level,
where
you're
able
to
uniformly
increase
uniformly
more
or
less
right.
N
You
may
have
twenty
four
kids
and
twenty
three
kids
at
the
high
school
level.
It
could
vary
from
26
kids
to
32
kids,
depending
on
on
the
class
and
you'll,
see
that
if
you
look
at
her
class
size
report
and
I
did
want
to
make
mention
that
all
of
the
cuts
that
we
received
are
very
hurtful
it,
it's
a
it
with
all
due
respect.
If
we
had
brought
your
needs
based
budget,
we
wouldn't
have
these
and
so
I
think
that
when
we
ask,
how
did
we
get
to
these
cuts?
I
I?
N
L
L
Actually
the
school
side,
the
federal
percentage
of
your
budget,
my
memory
is
it
used
to
be
higher,
am
I
remembering
wrong,
or
did
it
used
to
be
higher
I
thought
it
used
to
be
more
around
4%.
Do
you
remember
if
that's
hard
to
find,
then
it's
not.
This
is
not
obviously
not
a
big
deal
hide
chart
up.
Just
yeah
I
think
it
was
2.2
or
something
in
your
pie.
L
L
Actually,
if
there's
some
different
things,
you
can
do
with
class
size
and
the
use
of
your
buildings,
because
it
seems
to
me
that
devices
have
a
way
of
actually
really
changing
how
you
deliver,
how
we
deliver
education
and
that
that
could
affect
how
teachers
are
work
with
the
students
and
how
many
teachers
you
actually
needed
to
give
in
time
and
how
your
buildings
are
arranged.
Is
that
gonna
be
part
of
that
scope?
I
just
wondering.
K
You
know
I,
think
you're,
you
know
forecasting
or
foreshadowing
a
little
bit
of
the
future,
I'm
not
sure
we're
there.
Yet
we
have
made
a
system
change
as
far
as
how
instruction
is
being
delivered,
how
resources
are
also
being
delivered
and
adapting
our
teachers
to
that
delivery.
So
I
also
think
this
allows
us
to
personalize
learning
to
some
degree,
I
think
what
you're
talking
about
is
really
the
next
step
and
I
think
that's
something
that
we
can
consider.
K
The
state
has
allowed
us
the
flexibility
with
many
of
our
courses
to
not
meet
what
we
all
were
accustomed
to
with
140
hours
of
Carnegie
units,
so
that
flexibility
of,
perhaps
what
students
know
when
they
arrive
in
the
class,
advance
them
and
move
them
forward.
I
also
think
this
is
a
link
that
we
have
with
higher
education,
specifically
our
community
colleges
and
that
transition
between
high
school
and
then
post-secondary
education,
but
I
think
it's
a
little
bit
slower
transition
than
you've
described.
It
actually.
L
I
wasn't
thinking
you
were
actually
gonna
make
that
transition.
I
was
thinking
that
the
study
and
it
might
even
touch
on
it-
I
just
I-
guess
I'm
encouraging
you
to
do
abroad
to
make
that
study
pretty
broad,
because
there
are
a
lot
of
issues
there.
That
could
be
helpful
down
the
line.
I
don't
expect
it
to
happen,
one
in.
C
What
is
Garvey
if
I
could
respond
a
little
bit
to
that
as
well.
So
you
know
remember:
our
system
is,
of
course,
pre-k
through
12
and
I
think
you're
getting
at
you
know
the
independence
and
such
that
you
know
some
of
our
older
kids
are
ready
to
work
in
in
independent
ways,
but
we
are
very
much
of
a
people.
Business
young
students
need
teachers
and
I
think
we
want
to
be
careful
of
getting
into
a
dialogue.
That
sounds
like
we're
talking
about
devices
versus
versus
people.
C
I
think
the
study
at
this
stage
I
see
what
you're
saying
about
the
future
and
how
we
could
be
working
that
way
and
I
think
our
department,
teaching
learning
is
definitely
thinking
about
that.
This
study
is
really
going
to
be
more
about
what
types
of
devices
we're
using
how
we
use
them
in
the
classroom.
How
much
time
you
know
what
type
of
curriculum
it's
really
going
to
be
focused
on,
you
know,
are
our
students
at
all
levels,
including
elementary
and
and
how
the
how
they're,
using
those
those
devices
in
the
classroom,
certainly.
L
I'm,
just
suggesting
that
a
broader
one
and
I
believe
me
I'm
totally
about
teachers
and
students
and
I'm
not
beginning
to
replace,
but
I
must
say:
I
have
some
elementary
school
grandchildren
who
love
their
iPads
in
their
math
and
they're
doing
a
whole
lot
by
themselves
and
enjoying
it
too.
But
you've
got
to
have
the
teacher
thing
which
actually
gets
me
to
my
next
question
and,
and
my
last
one
for
the
moment,
have
you
all
recently
looked
at
the
relationship
between
class
size
and
overall,
a
staffing
one
time
years
ago,
I
think
it
was
Mary.
L
Maybe
you
know
three
children
per
adult
in
the
school
I
can't
remember
was
an
incredibly
low
number
and
I'm
not
saying
that's
what
you've
got,
but
it
was
a
very
sort
of
revealing
thing
and
I'm,
not
even
saying
that
maybe
we'll
make
some
changes,
but
it's
good
to
know.
So
there
is
I,
believe
a
relationship
between
class
size
and
overlay
staffing.
So
if
you
increase
class
size,
so
the
teachers
have
got
more
span
of
students,
you're
probably
going
to
expect.
You
may
need
more
overlay
staffing
of
people
to
kind
of
specialize
and
watch
the
kids.
L
C
C
In
fact,
the
focus
of
this
planning
factor
study
that
we're
doing
X.
Essentially,
that's
the
whole
point
of
it.
The
planning
factors
are
about
how
many
teachers
as
well
as
some
of
those
you
know
we
have
one
gifted
teacher
per
elementary
school
and
a
math
coach
and
you
so
that
that's
all
kind
of
laid
out
in
the
planning
factors
and
that's
one
of
the
things
we're
planning
to
study.
C
For
that
very
reason,
but
I
would
say,
I
mean
the
math
is
pretty
simple,
because
we
have
27,000
going
on
28,000
students
and
the
number
of
employees
in
ApS
are
about
approximately
4,000
some,
so
you
could
really
and
that's
not
not
all
those
folks
are
in
the
schools,
but
it's
it's
certainly
not
three
to
one.
It's
it's
more
like
seven
to
one.
Okay,.
L
E
B
To
the
other
side,
here,
I
wanted
to
ask
a
little
bit
about
this
psychologists
and
social
workers
and
and
just
wanted
to
commend
you
all
for
for
the
efforts
to
bring
down
the
kind
of
unfunded
number
to
get
one
or
two
more
in
and
I.
Think
we'll
look.
You
know
on
our
side
or
I
at
least,
intend
to
look
on
our
side
to
see
if,
if
we
can
help
address
that
to
any
extent,
but
I
really
appreciated
dr.
cannon
in
your
comment
about
reminding
all
of
us
that
this
is
not
removing
psychologists
and
counselors.
B
In
fact,
it's
not
even
not
adding
psychologists
and
school
counselors
because
there
have
been
24
total
added
over
the
last
two
years.
This
is
the
third
year
of
implementation.
I
know
we
always
run
the
risk
of
overly
quantifying
things
and
wanting
quantifiable
outcomes,
especially
for
something
that
can
be
as
hard
to
measure
as
mental
health.
But
is
there
any
insight
that
you
can
shed
for
us
about
the
impact
those
24
new
personnel
have
made
since
their
arrival
in
the
school's
over
the
past
two
school
years?
C
N
Come
back
to
it,
I
just
want
to
take
an
opportunity,
mention
that
you
should
note,
as
the
recommendation
was
her
substance,
abuse
counselor
as
well.
That
is
not
included
in
the
psychologists
and
social
workers
initiative
that
is
in
our
budget.
We
did
not
add
it.
We
do
not
have
a
placeholder
for
any
additional
substance,
abuse
counselors
recommendation
from
the
part
correct,
it's
correct,
so
I,
just
it's
in
the
distal.
If,
if
you
consider
that
recommendation,
we
do
not
have
that
anywhere
in
our
budget,
we
did
not
look
at
it.
Adding
substance
abuse
counselors.
They.
C
B
O
And
so,
while
Tonya's
looking
that
up,
I
just
wanted
to
mention
that
whatever
that
answer
is
it's
only
half
an
answer,
because
the
previous
two
years,
where
we
have
added
psychologists
and
social
workers,
they
have
been
allocated
at
the
secondary
level,
but
these
are
planned
to
be
allocated
at
the
elementary
level.
So
we
don't
have
you
know
any
kind
of
metrics
for
that
yet
because
we
don't
have
that
kind
of
allocation.
Yet
really.
B
J
Thank
you,
I
just
want
to
start
by
saying
and
commending
our
superintendent,
because
the
direction
that
you
gave
last
year
was
given
by
your
manager
to
the
superintendent.
I
was
personally
participated
in
that
session
and
he
did
a
yeoman's
job
in
making
that
happen
in
providing
us
with
a
revenue
neutral
budget,
which
was
fitting
within
the
allocation
that
you
mandated
to
our
staff.
J
That
was
a
very
difficult
task
and
I
I.
Don't
think
many
people
appreciate
how
difficult
that
was.
There
are
structural
changes
as
he
was
brought
about,
which
will
lead
to
efficiencies
in
the
future.
The
planning
office
that
he
has
put
into
place
was
done
within
allocating
people
within
the
school
system.
J
He
has
combined
two
departments
into
one
which
allowed
us
to
have
the
efficiencies
that
you
see
in
teaching
and
learning
the
Department
of
Student
Services
and
the
Department
of
teaching
learning
are
one
the
ability
of
our,
therefore
our
staff
to
better
strengthen
our
core
teaching
staff
so
that
they
can
provide
the
services
that
that
overlay
staff
did
in
the
past.
That
is
now
being
strengthened.
So
he
has
put
into
place
some
structural
changes.
I
worked
for
15
years
prior
to
this
kind
of
volunteer
work
in
restructuring
large
organizations.
J
It
is
a
very
hard
thing
to
do
to
change
that
battleship
and
he
has
laid
the
groundwork
to
make
that
happen
so
that
we
can
have
greater
efficiencies.
With
that
said,
I
was
the
lone
dissenter
on
our
vote
last
night,
because
I
believe
we
do
need
to
bring
you
a
need
space
budget
and
that
needs
based
budget
would
have
included
the
4.7
million.
It's
not
five.
It's
four
point:
seven
million
dollars
and
right
now
in
the
environment,
we're
in
300
thousand
dollars
is
a
lot
of
money.
J
J
You
are
increasing
your
need
for
our
tax
base
to
be
in
the
residence
sector
as
opposed
to
the
commercial
sector,
our
residential
sector
and
all
the
large
houses
and
increased
tax
revenue
that
we're
getting
comes
because
of
our
education
system,
and
that
has
come
over
decades
in
decades
of
growth.
What
we
were
trying
to
do
and
what
I
believe
that
four
point
seven
million
dollars
does
is
simply
maintain
that
system.
We
did
not
add
anything
new
when
we
say
you're
increasing
the
amount
by
3
percent.
Our
schools
are
growing
at
a
four
percent
rate.
J
We
can
always
pick
numbers
that
that
fit
what
we
want
to
say,
but
the
fact
of
the
matter
is
we're
absorbing
over
a
thousand
children
a
year.
The
people
who
are
paying
additional
taxes
to
come
into
this
community
are
doing
it
willfully
because
they
love
our
school
system.
So
what
is
at
stake
is
the
quality
of
our
education
system
and
also
the
equity
issue.
The
bottom
line
is
that
when
we
make
these
kinds
of
cuts,
it
falls
more
heavily
in
our
neighborhood
schools.
J
We
are
unable
to
create
more
option
schools
because
we
don't
have
land
and
we
don't
have
buildings.
It's
not
a
fault
of
the
option.
Schools,
it's
just
a
reality
if
we
have
to
add
additional
classrooms
with
more
children
in
them
that
happens
at
the
neighborhood
schools,
because
we
can't
add
them
at
the
option.
Schools
we
can't.
We
can't
do
that.
So
that
is
beginning
down
a
path
of
inequity
and
I'm
I
see
some
consternation.
I
am
more
than
happy
to
explain
that
yeah.
J
A
number
of
children
that
we
can
fit
in
a
school,
we
cannot
relocate
littles,
but
there's
a
certain
number
also
in
some
of
the
schools
that
let's
say
there
was
a
more
specific
answer
to
your
question
about
class
sizes.
Fourth
and
fifth
grade
is
where
we
intend
to
add
the
students
at
the
elementary
level,
all
middle
school
and
all
high
school.
When
you
do
that
at
those
schools
at
the
neighborhood
schools,
if
a
child
shows
up,
we
must
serve
that
child.
J
If
it
means
we
have
to
keep
adding
me
located
bowls
like
at
Long
Branch,
we
have
to
keep
adding
them.
Where
we
have
to
take
Park,
then
we
have
to
add
relocated
most.
We
have
to
do
that
at
the
option.
Schools
we
do
not
need
to
do
that.
We
cap
the
size
of
those
schools,
we
can't
add
more
students
and
if
you
try
to
do
that,
like
with
mountain
sorry
or
with
immersion,
the
students
at
the
fourth
and
fifth
grade
level
have
to
have
some
criteria
to
be
able
to
be
added
to
the
classes.
J
At
that
level,
we
have
maxed
out
the
size
of
those
buildings.
We
can't
just
add
you
if
you
have
26
kids
and
fourth
and
fifth
grade
at
Arlington,
traditional
school,
to
add
two
more
children
and
take
it
over
the
class
size.
We
are
not
going
to
add
or
relocatable
to
do
that.
We
we
just
simply
can't
do
it.
So,
therefore,
the
burden
falls
on
the
neighborhood
schools.
I'm,
not
saying
we're.
This
is
a
horrible
event.
That's
happening
tomorrow.
J
What
I'm
talking
about
is
the
path
we're
going
down
when
we
begin
to
increase
class
size
and
not
be
able
to
expand
opportunities
like
an
immersion
in
order
to
be
in
fourth
and
fifth
grade
an
immersion,
you
have
to
have
a
base
in
Spanish.
You
can't
just
take
a
child
that
shows
up
at
the
door
and
put
them
in
that
class.
J
It
puts
in
an
added
burden
because
we
must
serve
every
child
that
comes
to
the
door
of
a
neighborhood
school.
We
can't
say
no
as
an
option
school
can't
say
you
have
to
go
to
the
neighborhood
school.
We
have
to
serve
them,
so
it
puts
whether
we
like
it
or
not.
It
puts
a
greater
burden
on
those
schools.
I
want
to
step
away
from
that,
because
that's
just
an
indicator
of
the
future.
What
I'm,
trying
to
say
and
what's
at
stake
is
the
quality
of
our
education
programs.
J
When
we
increase
class
size,
we
are
reducing
the
amount
of
time
any
one
teacher
can
spend
with
those
children
again,
that's
the
hallmark
of
our
education
system.
We
made
an
investment
and
we
made
a
principled
decision
to
say
for
our
21st
century
economy.
We
needed
to
invest
in
foreign
language
training
for
all
of
our
kids.
By
not
fulfilling
that
commitment.
We
are
beginning
to
erode
our
investment
in
high
quality
schools.
I
would
really
like
us
not
to
be
doing
that.
J
I
would
have
preferred
to
have
brought
you
the
needs
based
budget
with
the
additional
4.7
million
dollars
in
it.
As
part
of
the
budget
I
appreciate,
how
are
you
all
working
I
appreciate
how
hard
we
have
been
noodling
over
this?
The
superintendent
has
tried
very
hard
to
make
it
work,
but
I
need
to
say
this
because
I
think
it's
part
of
the
base
of
our
economy
and
our
growth.
In
addition,
we
are
using
half
of
our
reserves
to
fund
our
budget.
Half
of
our
reserves-
that's
not
sustainable.
J
It's
just
simply
not,
and
I
would
suggest
that
we
need
to
eventually
reconsider
our
revenue
sharing
principles
and
we
need
to
consider
some
kind
of
an
investment
in
our
schools
so
that
we
can
maintain
the
investment
that,
over
decades,
we've
put
into
this
school
system
to
allow
you
to
continue
to
attract
people.
We
have
a
great
school
system.
This
budget
is
going
to
continue
to
deliver
you
a
great
school
system,
I'm
talking
about
the
path
that
we're
going
down
and
I
think
that
next
year,
we're
going
to
begin
to
see
that
and
I
hope.
J
When
we
come
back
here.
Knowing
that
I
know,
the
future
is
not
going
to
be
any
easier
that
we
talk
about,
how
we're
going
to
maintain
that
investment
and
that
you
see
that
we
see
that
as
a
hallmark
of
this
community
and
an
engine
of
your
tax
base,
we
we
have
to
do
that
and
I'm
very
concerned
that
this
is
a
first
step
down
this
path
that
we
can't
walk
back
from.
So
that's
my
caution,
I'm
feeling
like
henny-penny
I,
don't
want
to
be
that
person.
J
My
colleagues
believe
in
having
this
conversation
with
you
about
it,
then,
through
collaboration
we
can
get
there.
My
preference
would
have
been
to
give
you
a
needs-based.
Ask
and
I
will
always
be
an
advocate
for
that,
because
I
feel,
like
that's.
My
job
of
chief
education,
education
advocate
in
in
Arlington.
C
If
I
could
just
clarify
the
4.7
million,
is
the
total
of
when
I
put
that
slide
up.
It
was
the
first
three
items,
psychologists
and
social
workers
class
size
and
flesh
that
totals
4.7.
The
slide
I
shared
also
had
the
paid
parental
leave,
which
was
500,000,
so
the
the
total
of
what
I
shared
in
this
slide
was
about
5.1
5.2
million.
What
Ms,
Van
Dorn
is
defining
as
the
needs
based
budget
is
adding
those
three
to
create
a
four
point:
seven
million
dollar.
N
Thank
you
for
your
patience
had
to
go
through
85
question
and
and
I
didn't
have
them
in
laughs,
but
you
know
I
was
we
were
organized
but
not
organized
enough
to
put
them
in
order
numerical
order,
so
I
apologize
sex.
We
receive
them
at
different
dates,
but
I'm
just
gonna
go
to
percentage
increases
because
it
really
was
significant
and
I.
Think
it's
important
that
we
hear
that
for
psychological
assessments
from
fiscal
year
2015
to
twenty
whiskey
of
2015-2016
to
fiscal
year,
2016
2017.
That
will
be
the
comparison.
The
increase
was
thirty.
N
Two
percent
of
psychological
assessments,
special
education
eligibility
meetings,
went
up.
Twenty
three
percent.
504
meetings
went
up
twenty
eight
percent
counseling
as
a
related
service,
34
percent
counseling
as
a
related
service.
The
first
one
is
number
of
active
cases.
The
second
one
was
number
of
sessions
went
up,
44
percent
counseling
says
just
counseling,
not
as
a
related
service
went
up
28%.
N
Those
are
all
very
big
percentages
in
the
year
and
then
just
on
the
substance,
abuse
counselor
piece.
It's
important
to
note
that
in
fiscal
year,
2015-2016,
first-time
middle
schoolers
that
went
in
for
substance
abuse
counselor
was
65
in
2017-2018
it
was
a
hundred
and
nine
and
for
first-time
high
school
referrals
in
2015-2016
for
substance
abuse
counselor
was
four
hundred
and
six
twenty
seven
twenty
eighteen.
It
was
525
all.
J
N
But
I
think
it
is
both
I
think
that
our
need
is
there
and
we
now
have
the
ability
to
serve
them
better,
but
I
think
it
will
just
increase
year
after
year
as
we
bring
more
awareness
and
as
things
are
happening
in
our
country,
that
are
every
everything.
That's
terrible
has
a
silver
lining
that
is
now
bringing
a
more
focused
attention
on
mental
health.
Due
to
the
many
tragedies
that
our
countries
experiencing.
N
C
B
I
appreciate
that
and
I
think
that
you
know
the
live
question
is
one
of
as
you
do.
A
pretty
rapid,
rollout
and
I
think
that
rapidity
is
a
reflection
of
an
understanding
of
the
need
wanting
to
make
sure
we're
continually
checking
in
which
it
sounds
like
you
all
have
been
doing
in
spades.
So
really
do
appreciate
that
data.
Please.
P
Thank
you
so
much
I'm
so
happy
to
be
here
to
discuss
this
with
you
and
the
months
leading
up
to
my
opportunity
to
be
elected
to
the
board.
I've
had
a
lot
of
conversations
with
people
and
and
one
of
the
conversations
I
thought
was
most
important
was
about
our
ability
to
be
able
to
work
together
on
our
shared
priorities,
and
this
is
an
important
opportunity
for
us
to
do
that.
P
P
J
K
P
P
I
believe
that
our
strong
schools
helps
us
to
do
that,
and
so,
when
we
have
to
look
at
things
that
are
hallmarks
of
our
of
our
system,
like
you
know
a
lower
class
size
like
ability
for
all
of
our
students
from
kindergarten
beginning
at
kindergarten
to
be
exposed
to
Spanish.
Those
are
important
assets.
I
think
that
help
you
do
a
better
job
of
selling
Y.
P
Our
community
is
a
great
community,
put
your
business
in
and
when
we
have
to
start
hitting
on
some
of
those
things,
it
not
only
impacts
our
children's
ability
to
be
able
to
thrive.
It
also
impacts
your
ability
to
be
able
to
say
what
this
is
a
great
community,
and
so,
when
we're
looking
at
these
tough
budget
decisions,
it's
also
impacting
your
ability
to
be
able
to
get
to
your
bottom
line
and
be
able
to
to
sell
our
communities.
The
place
for
businesses
to
come
to
and
so
I
don't
believe.
This
is
just
our
problem.
P
I
also
believe
it's
a
it's
an
it's
impacting
you
as
well.
So
as
you
continue
to
look
in
the
future
at
ways
to
meet
your
need,
I
guess
this
is
one
of
those.
Let's
not
cut
off
your
nose
to
spite
your
face.
Let's
continue
to
look
at
ways
that
we
can
continue
to.
Hopefully
have
us
not
go
down
this
path
in
the
future
and
if
there's
any
way
to
for
us
not
to
go
quite
that
far
now.
That
would
be
incredibly
helpful.
P
P
We
want
to
do
that
as
much
as
we
can
and
we've
tried
to
show
that
in
our
budget,
but
we
have
not
been
able
to
go
as
far
as
I
feel
we
need
to
go,
and
the
months
leading
up
to
me
being
elected
to
the
school
board,
I
had
the
opportunity
to
speak
to
a
group
of
students
and
when
I
said
you
know,
you
guys.
I
really
just
want
to
hear
from
you.
What
are
your
major
concerns?
One
group
of
students
told
me
that
we
are
stressed
out
mm-hmm.
P
We
are
seriously
facing
mental
health
issues
and
we
need
your
help
and
they
do
need
our
help,
but
they
also
need
your
help.
We
have
to
work
together
to
help
meet
the
needs
of
our
students.
We
heard
this
again
during
our
budget
community
meetings
from
our
students
who
talked
about
thoughts
of
suicide
that
talked
about
I
had
to
help
save
a
friend
who
called
me
as
their
last
resort.
P
These
kids
are
not
just
feeling
this
at
school
they're
feeling
it
at
home
when
they
go
home
to
their
families,
some
of
which
are
worried
about
whether
they're
gonna
be
able
to
stay
in
the
country.
Whether
they're
gonna
be
able
to
put
food
on
the
table,
whether
or
not
they
can
afford
to
make
their
next
rent
payment.
They
cannot
learn
when
they're
worried
about
these
issues,
and
it's
not
just
our
funding
problem
on
this
side
of
the
table.
So.
B
Ms,
o
Grady
I
would
strongly
encourage
you
to
spend
a
little
bit
of
time
with
our
Department
of
Human
Services
budget.
In
particular,
we
can
share
their
most
recent
budget
presentation
from
our
work
session
with
them
to
see
the
level
of
investment
that
this
the
county
makes,
over
and
above
what
the
school
does
not
only
in
staffing
the
partnership
for
children,
youth
and
families
to
deal
with
this
in
a
holistic
and
integrated
way,
but
providing
those
peer
specialists
and
mental
health
and
substance
abuse
and
the
whole
complement
of
services.
C
B
P
That
and
thank
you
very
much
and
I
would
acknowledge
and
thank
you
for
all
of
the
hard
work
then,
and
the
monies
that
you're
putting
in
I
guess
I'm
just
asking
if
there
is
any
way
to
be
able
to
find
any
additional
help
so
that
we
can
help
the
children
while
they're
in
school
and
spending
most
of
their
day
with
us,
it
would
be
greatly
appreciated.
Thank
you.
O
Thank
you.
I
want
to
associate
myself
with
all
the
remarks
about
the
need
for
the
psychologists
and
social
workers,
but
I'm
not
going
to
go
on
about
it,
because
I
think
a
lot
of
good
words
have
been
said,
but
I
do
want
to
come
back
to
a
topic
that
John
brought
up
and
provide
a
clarification
about
our
thinking
on
the
residential
structure,
student
generation
factor
and
that
and
then
I
want
to
ask
a
question,
and
so
our
enrollment
growth
doesn't
occur
consistently
or
uniformly
across
all
of
the
schools.
O
Nor
do
you
have
approval
Authority
for
all
development
because
of
the
difference
in
zoning
in
different
parts
of
the
county.
In
fact,
you
know
there
are
two
sites
very
close
to
here
that
have
very
different
physical
characteristics
will
have
unique
physical
characteristics
as
in
size
of
the
building
lammed.
B
O
Of
trailers
already
on
the
property
and
how
many
more
we
can
put
on
the
property,
because
we
have
a
facility,
optimization
study
where
we
have
said
here's
the
preferred
number
of
trailers
we
can
put
on
the
property.
Here's
the
maximum
number
of
trailers-
and
we
have
criteria
for
doing
that.
So
there
are
some
places
that
you
know
we
can
absorb
more
enrollment
growth.
O
There
are
some
places,
they're
gonna,
be
extremely
difficult
for
us
to
absorb
more
enrollment
growth,
which
brings
me
to
my
overall
comment
and
concern,
and
that
is
about
the
dollars
because,
as
Nancy
pointed
out,
we've
used
we've
drawn
down
our
reserves
by
half.
This
is
unsustainable
and
we
have
a
building
program
as
part
of
our
capacity
expansion
plans
that,
as
we
all
know,
gonna
take
big
bucks
and
we're
all
getting
close
to
our
limit
on
debt
service
and
where
we
see
enrollment
growth,
and
we
don't
see
it
uniformly.
O
B
I
might
suggest
that
information
would
be
most
helpful,
not
at
the
time
of
a
site
plan
approval
which
we
would
only
approve
a
site
plan
insofar
as
it
comports
with
our
adopted
sector
plans
and
general
land
use
plans,
and
so
having
that
information
and
seeking
to
better
integrate
it
into
our
general
land-use
planning.
We
have
talked,
for
example,
about
potentially
adding
a
school's
element
of
the
comprehensive
plan,
which
is
something
I
retain
an
interest
in.
O
Thank
you
I
realize
that
your
general
Land
Use
Plan
change
cycle
is
very
very
long
and
school
enrollment
changes.
You
know
happen
year
to
year,
I
mean
we
can
see
a
lot
of
growth
in
a
school
for
one
to
three
years
and
then
not
at
all.
You
know
the
next
year
again
on
the
individual
building
level.
That's
where
we
that's,
where
the
big
hiccups
come
in
our
projection
planning,
let.
M
Just
a
quick
response
to
that
and
then
some
little
bit
of
a
meta
comments
since
we're
nearing
the
end,
you
know
I
think
that's
interesting.
I
think
we
should
really
noodle
on
how
to
maybe
incorporate
some
of
those
suggestions.
Just
as
an
added
wrinkle
the
complexity,
it's
not
going
to
be
just
simple
to
implement
the
period
at
which
projects
are
approved
and
projects
are
built,
deployed
and
you'd
actually
have
the
generation
or
together
difference.
M
You
know
I
appreciate
the
sincerity
and
the
deep
passion
that
all
of
you
are
bringing
you
these
comments
about
the
sustainability
of
what
it's
taken
to
bring
this
budget
and
this
year,
and
some
of
the
concerns
that
you
have
about
the
future
and
I
mean
that
.
period.
The
next
sentence,
however,
is
that
we
have
a
budget
to
approve
this
year
and
the
reality
is
despite
what
anybody
may
desire.
Our
revenue
pot
cannot
grow.
M
It
is
what
it
is
and
at
the
end
of
the
day,
we
have
to
figure
out,
given
all
of
the
other
issues
on
the
table
of
which
we
haven't
even
gotten
to
the
point
of
knowing
whether
this
board
is
going
to
accept
all
of
the
managers
recommendations
or
what
that's
going
to
look
like,
so
being
a
realist,
we
don't
have
four
point:
seven
or
5.1
million
dollars.
That's
not
going
to
happen
so,
given
that
reality
is
disappointing
and
as
sobering
as
that
may
be.
M
The
question
for
us
as
policymakers
is:
what
do
we
do
at
various
stages
below
that
and
part
of
my
questioning
and
trying
to
understand
is
really
what
what
are
the
values
and
priorities
that
you're
bringing
into
the
into
this?
That
should
help
guide
what
we're
able
to
do
on
our
deliberate
events.
So
when
questions
are
asked
about
why
school
size
is
is
left
to
sort
of
the
end
and
not
more
integrated
into
the
core,
it's
not
a
criticism
of
how
you've
constructed
your
budget.
M
You
could
very
well
have
had
a
response
that
said
in
constructing
this.
We
had
as
a
core
value
the
maintenance
of
the
existing
staff
and
minimizing
layoffs,
and
that's
why
class
sizes
were
left
as
an
increment
till
the
very
end.
That's
perfectly
legitimate.
But
it's
important
to
know
that.
So
that's
what
these
questions
are
designed
to
elicit,
because
at
the
end
of
the
day,
knowing
that
we're
not
going
to
meet
number
the
question
is:
what
what
are
we
going
to?
M
What
are
we
comfortable
saying
that
we
are
going
to
forego
during
this
very
difficult
budget
year,
which
is
a
conversation
that
we
are
having
in
the
county
side
and
the
school
side,
and
to
the
extent
that
we
can
get
full
clarity
on
that
I
think
it
will
help
us
make
the
best
decisions
possible.
I
appreciate.
B
That
comment
I
am
cognizant
of
where
we
are
in
time.
Nevertheless,
I
did
want
to
at
least
provide
a
little
bit
I'm,
seeing
some
nods
that
it's
alright
to
stay
and
provide
a
little
bit
of
opportunity
to
talk
about
a
lot
of
what's
been
surfaced
in
terms
of
the
longer
term
right,
we
heard
dr.
cannons
presentation,
some
reference
to
strategic
initiatives
and
this
efficiency
studies.
We
know
this
is
a
set
of
conversations.
We've
been
actively
having
with
our
manager
about
the
long
term,
particularly
in
light
of
diminishing
or
at
least
not
keeping
pace
revenues.
B
The
partnership
give
us
some
really
interesting
recommendations
about
a
framework
for
collaboration,
potentially
a
task
force
for
information
sharing.
I
think
we've
already
covered
the
long
term
trends
in
growth
piece,
but
you
know,
and
as
we
prepare
for
debt
service
and
capital
planning
conversation,
there
is
a
lot
of
long
term,
stuff
and
I.
Think
for
us
to
cut
off
this
conversation
before
at
least
allowing
a
little
bit
of
space
to
discuss
it
would
would
be
no
benefit.
So
let
me
go
first
to
mr.
Getchell
and
then
I
know
miss
Garvey
and
mr.
Vyse.
A
Absolutely,
that
is,
that
is
a
core
principle
that
we
all
share,
but
on
the
other
hand,
we
also
have
to
make
sure
that,
among
lots
of
lots
and
lots
of
competing
goals
and
ideals
that
we
are
meeting
and
holding
fundamental
as
miss
Van
Dorn
said
this
fundamental
value
of
that
a
strong
educational
system
is
the
very
core
bedrock.
That's
that
drives
the
economic
engine
and
the
community
fabric
of
this
county,
and
so
I
want
to
make
sure
that
we
we
have
this
a
further
conversation.
After
April
21,
we
adopt
our
budget
schools
adopted
their
budgets.
A
Moving
into
next
year,
preparing
for
what's
to
come,
that
we
have
a
conversation
about
the
right
way,
I'm
all
ears
on
that
of
how
to
how
to
make
sure
we're
doing
that.
Right.
I
also
wanted
to
very
quickly
comment
on
mr.
Grady's
playing
about
about
what
schools
and
as
a
community
we
are
facing,
because
this
is
the
other
theme
that
I
think
is
going
on.
A
We
talked
about
this
last
night
and
the
other
day
at
our
budget
hearing
that
for
better
for
worse-
and
rather
we
like
it
or
not,
we
are
now
in
a
national
climate
under
leadership
that
is
fundamentally
altering
the
way
that
we
are
funding
social
services
and
all
kinds
of
services,
and
we
are
right
now
in
a
full-employment
economy
and
basically,
essentially
we're
in
you
know
good
times.
That's
not.
The
economic
cycle
is
not
going
to
run
forever.
A
So
we
have
it's
a
double
headwind.
We
have
fundamental
structural
issues
on
a
local
issue
on
a
local
basis
and
we
also
have
the
degradation
of
services
and
support
for
the
most
vulnerable,
our
community,
from
a
national
level
that
are
going
to
come
that
all
fall
down
on
us
because
as
a
community,
we
know
that
we
all
with
that.
A
We
want
to
make
sure
that
we're
supporting
the
most
vulnerable
and
that
we
are
doing
that
so
I
think
we
have
to
really
really
be
eyes
wide
open
again
to
what's
coming
in
front
of
us
and
I.
Think
that
I'm
saying
this.
We
all
know
this
and
I'm
saying
that
that
the
broader
community
can
understand
that
this
is
well
we're
wrestling
with,
and
we've
got
to
be
prepared
to
make
the
choices
that
it's
going
to
take
to
meet
these
needs.
Thank
you.
Let.
I
You
and
I
will
keep
my
remarks
brief
or
being
reminded
at
the
time.
Mr.
guts
well
I
appreciate
your
your
your
comments,
because
I
do
think
that,
unfortunately,
at
least
for
the
foreseeable
future,
we
have
entered
into
a
new
normal
and
we're
all
going
to
have
to
come
to
grips
with
it
on
both
sides
of
this
table.
Mr.
I
Goldstein
I
really
appreciated
your
comments
regarding
the
geographic
differences
with
respect
to
school
enrollment,
we
can't
say,
while
we
can
say,
certainly
given
your
and
of
course
you
have
boundary
challenges
too,
and
we're
hearing
a
lot
about
that
on
our
it's.
It's
it's
so
nice
to
be
able
to
say.
Please
talk
to
your
school
board
member
about
that,
but
at
any
rate,
you
know
we
realized
that
you
know
when
you
look
at
the
map.
I
There's
no
doubt
that
in
certain
areas
of
the
county,
the
school
generation
factors
are
coming
exclusively
from
single-family
homes
and
in
other
areas
of
the
county.
It's
a
mix
and
it's
maybe
more
tilted
towards
multifamily.
So
I
do
think
that
we
really
need
to
get
a
better
grip
on
that
and
I'm
just
wondering
you
know.
We
talked
about
how,
in
the
site
plan
processes
we
talked
about
earlier.
You
know
that
we
we
have
those
projections
and
I'm
wondering
mr.
manager.
Is
there
a
way
and
maybe
we're
doing
it
now?
I
Are
we
sharing
building
permit
data
with
the
schools
so
that
the
school
system
knows
in
in
the
single-family
neighborhoods?
You
know
a
two-bedroom
Rambler
is
being
torn
down
for
a
five
or
six
bedroom
house
and
chances
are
you
know,
there's
gonna
be
three
or
four
children
in
that
house
for
a
while
can
can
that?
Can
you
my.
D
I
Right,
great
and
I
look
forward
mr.
Goldstein
to
the
conversation
that
I
think
we
need
to
have,
and
you
know,
from
a
broader
perspective,
it's
about
managing
our
growth
and-
and
you
know
one
week
when
we
have
proposals
to
up
zone
up,
you
know,
increase
the
general
land
use
plan
intensity
of
a
particular
area.
L
Garvey
yeah,
thank
you.
I
know
we're
winding
up
here,
I'll
be
quick,
so
thanks.
Thank
you
again
up
to
two
themes
that
seem
to
come
out
here
towards
that
unsustainable,
that
settled
and
they
need
to
work
together.
God
said
a
whole
lot,
so
those
are
kind
of
two
themes.
I'm
thinking
a
crisis
is
a
terrible
thing
to
waste.
L
I
appreciate,
Ms,
Van,
Doren's
comments.
I
think
that
was
very
helpful.
I
also
want
to
appreciate,
which
we
haven't
said
it
not
only
is
the
quality
of
schools
attracting
view,
but
the
school
system
you
all
actually
work
very
hard
when
we're
bringing
big
businesses
like
Nestle
and
smaller
ones.
The
school
system
actually
does
a
lot,
so
you're
really
sort
of
an
arm
almost
of
our
economic
development,
and
we
appreciate
that,
obviously,
all
of
our
fortunes
rise
and
fall
on
how
well
all
that
goes.
So.
Thank
you.
L
I
think
what
we're
talking
about
difficult
choices,
I
think
it's
a
little
different
to
some
extent
when
we
say
difficult
choices.
It's
like
the
way
we've
been
doing
things
we
do
this
and
we
do
this
I
think
what
we're
looking
for
and
hanging
towards
is
doing
things
differently
and
I
think
we
need
to
be
working
together
to
bring
this
community
through
a
really
important
conversation
about
what
our
schools
are
gonna,
be
like
in
the
next
twenty
to
forty
years
and
what
our
community
is
gonna,
be
like
in
the
next
forty
to
forty
years.
L
The
same
theme
all
around
the
county.
I
think
organically
everybody's
coming
up
with
this
need
to
think
about.
Where
are
we
going
and
I?
Think
we're
really
well-qualified
right
now,
I
think
we've
got
two
really
solid
boards.
Everybody
tells
us
to
work
together
more
and
we
are
working
together
more
than
I've
ever
seen
before
and
we're
gonna.
L
J
You
crystal
before
we
and
I
just
want
to
extend
an
invitation
I'd
like
to
extend
an
invitation
on
April
19th.
That's
our
last
meeting
talk
about
structural
changes
in
the
ED
Center,
we'll
be
moving
to
this
syphax
Center
after
that
are
following
board
meetings
we'll
be
there.
So
we're
gonna
take
a
historic
photo
on
April
19th
at
4:30
of
our
you.
J
C
Yeah
miss
crystal
I
know
that
you
know
when
we
said
nine
to
11.
We
all
assumed
11:30,
so
we're
we're
fine
on
this
side
and
and
I
did
have
board
members
who
wanted
to
make
closing
comments.
Mrs.
Van
Doren
just
made
hers.
I
know
we
have
more
and
I
think
you
might
have
a
couple
more
questions
and
make.
M
M
It
can
sometimes
you
know,
be
a
little
contentious
and
Balai
the
true
partnership
that
we
have
and
I
view
this
as
a
true
partnership
and,
as
you
all
know,
I'm
I'm
also
a
client,
so
I'm
someone
who's
who's
very
satisfied
with
the
services
overall,
but
in
trying
to
meet
the
immediate
needs,
as
we
think
about
it.
We've
talked
about
your
investments
in
psychologists
and
social
workers
in
our
mutual
and
shared
concerns
on
mental
health.
We've
also
made
investments
on
the
county
side
substantially
and
I
earth
the
question
immediately
and
to
think
about
for
long-term
collaboration.
M
Do
we
truly
think
that
we're
maximizing
those
investments
that
we've
both
made
separately
toward
the
shared
goal
of
making
sure
we
meet
the
needs?
I
would
hate
for
us
to
think
that
budgetary
decisions
should
should
prevent
us
from
doing
the
work
of
figuring
out
what
assets
we
have
on
the
ground
right
now
to
meet
the
needs
that
you're
experiencing
I
have
a
suspicion
that
we
haven't
maximized
it
so
I
encourage
all
people
who
can
to
figure
out
how
to
do
that
immediately.
B
Is
a
fantastic
point
and
actually
gets
a
question
or
suggestion
for
reaction.
I
from
our
staff
I
was
interested
in
I.
Think
really
strongly
associate
myself
with
the
perception
that
you
have
mr.
Dorsey
that
some
of
this
is
maximizing.
The
existing
resources
and
improving
coordination
and
I
just
want
to
highlight
the
the
partnership
through
children,
youth
and
families,
through
their
conversations,
have
suggested
us
that
one
of
the
biggest
barriers
to
that
is
probably
information
sharing
and
so
I
am
really
attracted
to
the
recommendation.
They
have
put
forward
about
creating
a
task
force
around
information
sharing.
B
You
know
whether
there
are
technical
improvements
to
get
our
systems
that
track
provision
of
services
speaking
better
to
each
other.
Whether
there
is
our
more
mo
use
template
language
for
agreements,
I
know
we
talk,
often
at
both
project
peace
and
with
the
partnership
about
how
we
have
a
lot
of
people
in
this
community
doing
prevention,
whether
that's
on
domestic
violence
and
sexual
assault,
mental
health
issues,
substance
abuse-
all
of
those
things
are,
of
course
interrelated,
and
our
children
who
are
at
risk
for
any
of
those
issues,
are
often
at
risk
for
all
of
them.
B
B
You
know
I'm,
not
I,
don't
think
any
of
us
would
be
prepared
to
set
up
the
structure
of
something
today,
but
it's
a
really
important
suggestion
that
I
think
is
surfaced
by
all
of
the
work
they've
done
to
identify
some
of
the
barriers
to
maximizing
the
resources
that
have
been
invested
and
I'd
like
to
see
us
pursue
it.
You
know
I
think,
as
nearly
every
one
of
us
has
said,
this
is
a
top
priority
for
this
community
for
your
board.
B
For
ours,
as
we
think
about
supporting
our
youth
during
times
of
stress
and
increasing
issues
with
mental
health,
addiction
and
so
on,
so
that
was
my
long-term
point.
The
only
other
thing
I
want
to
just
just
suggest
is
to
commend
the
school
board
for
some
of
the
long-term
planning
that
you
referenced
dr.
cannon
in
your
presentation
that
are
underway
around
energy
and
transportation
uses,
as
well
as
things
like
planning
factors
and
instructional
programs.
B
I
know
we
don't
particularly
possess
the
expertise
to
help
on
the
instructional
programming
and
the
school
staffing,
but
there's
certainly
a
lot
of
county
expertise
on
the
issues
of
energy
cost
savings
and
efficiency
transportation
as
dr.
cannon
and
eluded
thinking
about
additional
funding
streams
that
might
be
available
to
us
and
so
forth,
so
wanted
to
commend
you
all
for
that
work
and
to
suggest
you
know
those
are
some
continues
areas
for
support
as
well.
Let
me
I
know
you
all
have
some
thoughts
and
closing
comments
as
well,
so
I'll
go
back
to
you,
dr.
C
J
You
thank
you
for
having
us
here.
Thank
you
for
the
collaboration
and
I
think
that
there
is
an
innate
tension
and
I
think
it
needs
to
be
there
and
we
need
to
keep
the
conversation
going.
I
think
that
mr.
Dorsey
and
Miss
crystal
have
I
do
think
that
collaboration
is
important
and
I
think
the
model
I
wanted
to
answer
your
question.
The
model
we
put
into
place
with
the
Joint
Committee
on
transportation
choices
and
the
arlington
committee
and
transportation
choices,
I
think,
is
a
better
model
and
here's.
J
Why,
when
we
have
a
pressure
on
our
staffing
when
we
create
commissions
or
task
force's,
we
by
necessity
create
the
need
for
staffing
for
them,
and
then
that
staffing
has
to
work
with
the
other
staffing.
So
we
took
a
risk
in
creating
a
Joint
Committee
on
transportation,
choices
which
meets
monthly
and
the
two
staffs
work
together.
Closely
and
I
have
been
attending
those
meetings
as
an
observer
and
the
amount
of
synergy.
The
amount
of
sharing
is
amazing.
J
In
terms
of
improving
transportation
for
our
kids,
so
I
would
suggest
that,
rather
than
creating
another
layer
that
we
asked
our
staffs
to
put
together
what
they
would
want
and
then
what
we
did
with
the
Arlington
Committee
on
transportation
choices
is:
have
it
meet
quarterly
to
run
the
monthly
meeting
suggestions
by
that
quarterly
meeting,
so
that
that
a
committee
that
citizen
level
committee
is
advising
and
bouncing
ideas
off
of
and
it
works.
You
know
an
example-
is
a.
J
We
were
going
to
do
a
try
to
really
reconsider
our
bus
system
so
that
we
can
maximize
the
use
of
each
buses
each
bus
we
have.
We
were
going
to
postpone
that
and
the
advisory
committee
said
no.
You
have
to
do
that
now
and
we
they
pushed
the
staff
pushed
and
they're
going
to
do
that
this
summer,
so
rather
than
buses
wending
to
the
neighborhoods,
to
pick
up
kids
they're
going
to
be
bus
routes.
That
is
a
fundamental
again
structural
change
that
we
need
to
get
at
to
maximize
the
use
of
our
bus
services.
J
So
we
can
decrease
our
transportation
costs
so
that
be
the
staff
was
working
together
and
the
citizens
were
advising
staff.
It
has
worked
really
well
and
it
was
a
bit
of
a
risk
but
I'm
saying
it
worked
well,
we
haven't
had
to
add
staff
to
do
it
and
it
maximizes
what
we
already
have
and
it
would
get
at
the
questions
at
us.
Mysteriously
I
think
we
have
a
lot
that
we
could
be
benefiting
from
and
I
do
think
in
the
human
services
area.
J
N
Mr.
Latta
I
just
want
to
thank
you
all
for
the
opportunity
to
be
here
and
echo
mr.
Dorsey
and
miss
Van
Doren's
comment
on
the
tension.
I
think
that
in
the
work
that
we
do
as
leaders,
we
push
and
pull
each
other
to
greatness,
and
it's
true
that
push
and
pull
that
we
end
up
and
better
better
places,
and
so
I
I
appreciate
that
tension
in
that
debate,
but
I
am
also
I,
think
miss
Garvey
said
it
best.
We
I
think
the
ten
of
us
are
really
a
great
team.
N
I
have
great
relationships
with
everyone
here
at
the
table.
I
feel
I,
hope
it's
echoed
and
I
do
also
want
to
take
the
opportunity
with
that
same
tension
in
mind,
I
want
to
mention
that
it's
very
difficult
for
me
to
feel
that
the
way
we
have
set
up
our
budget
reductions
and
what
we're
not
putting
in
is
is
a
reflection
of
values.
I
think
it's
a
reflection
of
cost,
the
reductions
that
we
have,
that
we
can't
meet
our
highest
each
class
size
level
is
about
a
million
dollars
right,
just
just
right
under
a
million
dollars.
N
The
last
reduction
cuts
as
well.
All
of
our
other
cuts
are
almost
all
under
$300,000,
so
we
really
dug
deep.
We
really
made
a
lot
of
small
small
cuts
to
get
to
our
budget
gap,
and
so
when
you
find
a
million
dollars,
you
can
either
replace
one
of
five
great
big
costs
or
you
can
replace
10,
and
so
how
do
you?
N
C
C
So
much
has
already
been
said,
so
I
won't
belabor
the
the
basics.
You
know
we're
struggling
with
long
term
vision
as
well
as
the
realities
of
this
budget.
I.
Think
you
know
this
morning
has
this
has
been
a
terrific
joint
work
session.
I.
Think
it's
a
real
demonstration
of
how
hard
everyone
at
this
table
is
working.
C
We
have
staff
in
this
room
who
have
worked
incredibly
hard
to
make
this
morning
possible
and
I
know
they're,
probably
people
who
are
gonna
tune
in
and
watch
this
work
session,
which
just
shows
how
hard-working
this
whole
community
is
and
how
many
people
are
deeply
and
invested
and
engaged.
So
just
really
want
to.
Thank
you
all
the
bottom
line
is
it's
taken
a
lot
of
hard
work
to
get
here,
and
you
know
it's
it's.
C
What
is
how
we
know
our
schools
and
our
community
will
stay
strong
because
there's
there's
a
great
deal
of
work
going
into
it.
Miss
crystal
I
may
be
pre-empting,
but
thank
you
we're
gonna
do
at
the
end,
but
just
want
to
say
thank
you
to
our
superintendent
and
our
staff,
County
manager,
for
a
terrific
presentation.
It's
really
helpful
and
of
course,
I
know
that
you
have
a
lot
of
folks
who
contributed
to
the
work
that
you're
doing,
and
you
know
we're
all
really
really
interested
in
this
continued
collaboration.
C
I
really
want
to
thank
the
partnership
for
their
advocacy.
I
think
we're
all
on
the
same
page
about
this,
and
this
has
been
a
really
nice
message
to
bring
about
the
importance
of
youth
and
I,
really
like
how
mrs.
O'grady
talked
about
it.
You
know
the
students
are
in
our
schools,
many
hours
every
day
and
and
across
the
week,
which
is
why
we
sort
of
bear
the
responsibility
for
issues
like
substance,
abuse
and
mental
health
and
such,
but
it
isn't
a
school
only
issue
and
I
think
that's
been
a
really
great
message.
C
That's
been
shared
this
morning
and
I
do
hope.
We
can
do
more
on
that
and,
as
a
very
last
word,
I
want
to
thank
our
leaders
of
the
T
Network
board,
who
are
simply
the
best
illustration
of
how
wonderful
our
schools
are,
how
we
know
that
our
future
is
bright
and
how
we
know
that
Arlington
will
stay
strong.
So
thank
you
to
you,
ladies
for
coming
today
and
but
that
I
just
want,
on
behalf
of
the
whole
school
board.
It's
a
pleasure
to
be
here
this
morning,
looking
forward
to
our
continued
work,
absolutely.
B
So
I
could
not
do
a
better
job
on
this.
Thank
you
is
especially
dirty
Network,
Board
of
partnership,
our
out-of-school
time
advisory
group
and
this
staff
who've
done
a
really
tremendous
job
in
really
difficult
circumstances
and
I
think
that's
the
biggest
takeaway
that
this
is
a
budget
where
we
have
not
only
struck
the
once
we're
cutting
into
the
needs
and
it's
painful.
We
have
felt
that
pain
acutely
on
our
side,
and
we
know
you
all
are
dealing
with
it
as
well.
B
We
know
from
personal
experience
that
that
is
excruciating
right,
because
you
are
cutting
into
needs
as
well
as
wants
and
I
think
you
know,
as
we've
talked
about
today,
you've
been
very
clear:
a
balanced
budget
is
not
balancing
the
needs.
It
means
there
are
priorities
that
are
going
unfunded,
I,
respect
that
there
are
differences
of
opinion
about
whether
that
is
sort
of
the
right
way
to
do.
B
A
budget
I
would
suggest
and
I
think
as
Ms
talento
described
the
difficulty
in
those
trade-offs
the
importance
and
part
of
the
reason
this
board
felt
strongly
and
so
appreciated.
Your
efforts
to
do
the
balanced
approach
is
that
it
better
respects
the
in
Gritty
of
the
school
board's
leadership
in
making
those
Connor
and
making
those
trade-offs
and
having
those
conversations
rather
than
the
county
board
seeking
to
do
it
again
recognize
that's
not
going
to
be
universally
agreed
upon,
but
we
are
very
appreciative
and
I.
B
Don't
my
colleagues
have
done
a
nice
job
of
highlighting
that
and
I
just
want
to
speak
for
all
of
us
when
we
say
that
this
is
a
process
that
reflects
the
healthy
distinctions
between
us
and
we
think
respects
the
integrity
of
the
school
board's
leadership
on
making
those
choices.
So
beyond
that,
thank
you
thank
you
again
or
staff
and
to
our
manager
our
process.
As
he
indicated.
It's
not
done
more
conversations,
lie
ahead
and
again
appreciate
the
members
of
our
community
who
have
tuned
in
today,
who've
come
today
who
have
given
us
so
many
comments.