►
Description
Arlington County VA Community Facilities Study Committee meeting #6 featured presentations on the Public Spaces Master Plan by Jane Rudolph, Director of the Arlington County Dept. of Parks & Recreation, and a Land and Facility Inventory by George May, Deputy Director for Facilities and Engineering, Arlington Dept. of Environmental Services. Recorded on April 22 2015 at Wakefield High School.
A
What
I'd
like
to
do
now
is
invite
the
first
speaker
to
come
forward.
Jane
Rudolph
is
the
I
still
call
her
new,
although
she
will
she's
been
here
more
than
two
years
now
and
the
department
director
from
Parks
and
Recreation,
and
brought
a
wealth
of
experience
which
has
been
good
for
Arlington
and
therefore
good
for
all
of
us.
B
B
So
what
is
the
public
spaces
master
plan?
It
is
one
of
the
ten
elements
of
the
county's
comprehensive
plan
and
it
deals
with
all
of
our
open
spaces
and
our
public
spaces,
and
we
are
in
the
process
of
updating
it,
and
it
relates
to
what
we're
doing
here
in
this
group,
and
so
we
thought
that
would
be
a
good
idea
for
me
to
give
you
just
a
little
overview
so
that
we
don't
have
any
confusion
about
what
these
all
these
different
plans
that
are
sort
of
happening.
B
We
see
a
lot
of
what
you
all
are
doing
is
going
to
inform
the
public
spaces
master
plan,
but
I
just
wanted
to
give
you
a
little
background
tonight.
So
in
1994,
the
county
created
its
first
at
that
point
called
open
spaces
master
plan,
they've
readapted
it
in
2005
and
changed
the
name
to
public
spaces
master
plan
because
it
wanted
to
make
sure
was
really
focusing
on
public
spaces,
our
department
property,
but
also
federal
state
other
other
things
and
we've
been
guided
by
that
plan
up
until
now,
but
in
oh
and
I
should
also
mention.
B
B
So
in
2013
close
up
funding,
we
receive
five
hundred
thousand
dollars
in
the
board,
which
is
really
exciting.
So
was
the
first
time
our
department
was
able
to
hide
it
Eric
consultant
to
help
us
guide
us
through
the
creation
of
this
plan.
So
we
are
currently
in
the
process
of
hiring
that
consultant.
We've
done
all
of
the
consultant
interviews
and
we're
looking
to
finalize
a
contract
with
one
of
the
firms,
so
that
will
be
coming
online
really
soon
and
the
public
spaces
master
plan
needs
to
do
sort
of
a
whole
lot
of
stuff.
B
But
really
what
we
need
to
do
is
hear
from
our
stakeholders,
which
is
going
to
be
we're
going
to
sort
of
give
up,
needless
plug
to
all
of
you
at
the
end,
to
stay
involved
and
also
to
understand
what
our
needs,
what
our
needs
now,
but
our
needs
in
the
future.
So
and
then.
Finally,
one
things
that
we've
heard
from
the
community-
and
you
apply
here
from
it
during
this
process-
is
we
need
a
classification
system
to
really
understand
what
we're
talking
about
plans
what's
a
neighborhood
park,
what's
a
community
park
what's
a
county
park?
B
B
So
this
is
our
timeline
and
we
are
currently
in
phase
one
moving
into
Phase
two
slowly.
We
put
our
RFP
out
the
board
authorized
the
county
manager
to
do
an
advisory
committee,
and
many
of
those
members
are
in
this
audience
because
we
invite
them
here
tonight
and
some
of
them
are
even
Toby.
Smith
is
actually
serving
sort
of
on
both
as
a
way
on
your
committee
and
ours
it
to
help
bridge
that
gap
there
he
is,
and
anybody
else
have
our
committee
here.
Can
you
raise
your
hand
so
come
on
Craig
raise
your
hand.
B
The
other
thing
that
we've
been
doing
in
our
phase
one
is
to
pull
together
the
preliminary
inventory
of
our
current
resources
and
that's
what
you're
going
to
hear
tonight
when
Lisa
Grandal
are
parked
development.
Division
chief
is
going
to
be
giving
a
presentation
on
our
inventory
and
that's
where
we
really
are
beginning
to
intersect
with
what
you
all
are
doing.
That's
where
we
are
today-
and
this
is
our
inventory
and
that's
really
the
baseline.
B
We
need
to
create
the
public
spaces
master
plan
so
and
then,
as
we
go
into
Phase
two,
we
look
at
updating
our
inventory,
which
we're
currently
already
doing
and
then
going
on
getting
a
needs
assessment.
What
do
people
want?
What
do
they
see
than
their
parks
today,
where
they
see
their
parks
going?
What
is
it
our
demand?
B
Looking
at
like
what
are
weightless
looking
like
what
what
do
people
want
to
do
and
do
that
and
then
move
forward
into
phase
through
which
is
trying
to
create
the
actual
plan
of
where
we're
going
make
those
policy
decisions?
I
do
want
to
note
that
this
is
an
update,
so
our
2005
plan,
which
you
can
find
on
our
website,
is
the
policy
document
and
contains
a
lot
of
really
interesting
stuff.
So
it's
an
update
to
that
plan.
So
things
are
not
we're
not
starting
from
scratch
here,
and
so.
B
Some
of
the
things
we're
going
to
be
looking
at
are
the
quantitative,
the
qualitative.
So
we
put
observation
you
know
we're
going
to
look
at
the
demographics,
the
same
things
you're.
Looking
at
we're
going
to
look
at
we're
going
to
put
out
a
cystic,
statistically
valid
survey,
we're
going
to
do
benchmarking
with
other
jurisdictions
around
here
and
also
go
nationally,
we're
going
to
qualitative.
What
do
people
want?
What
do
people
feel?
What
do
they
like?
What
they
don't
like?
B
We're,
also
going
to
observations
and
that's
where
we
really
want
to
bring
in
our
our
committee
and
other
people
to
go
out
and
see
what's
happening,
our
parks?
How
are
people
using
our
parks
what's
really
crowded?
What
doesn't
seem
to
be
used
so
I
think
it's
going
to
be
a
whole
sort
of
combination,
but
really
trying
to
find
that
fine
line
between
quantitative
qualitative
and
understanding
where
we're
going.
So
that's
my
plea
for
tonight
get
involved
when
our
survey
comes
out
and
if
you
get
it
fill
it
out,
send
it
in
give
us
your
input.
B
We
really
need
it
irena
lasik,
who
you
may
have
met
before,
because
she's
also
the
liaison
from
our
department
from
here,
is
our
staff
liaison,
who
basically
is
working
full-time
on
the
PSP,
but
also
all
those
folks
in
the
audience
who
are
also
on
our
committee
can
also
be
a
resource
for
you.
So
we
do
have
a
website
up.
We
just
put
it
up,
so
it
doesn't
have
a
lot
of
information
right
now,
but
it
will
so
I'm
just
really
pleased
to
be
here
tonight.
B
A
Thank
You
Jane,
the
now
we've
got
3
back-to-back
presentations,
one
from
each
of
a
major
figure
in
his
or
her
respective
department
to
talk
about
the
facility
is
associated
with
that
department,
so
I'm
going
to
introduce
each
of
the
three
of
them
and
then
just
let
them
come
up
and
succeed.
Each
other
George
may
is
the
deputy
director
for
facilities
and
engineering
of
the
Department
of
Environmental
Services
and,
as
you
will
hear
from
him,
he's
got
a
lot
of
he's
got
a
variety
of
facilities.
A
C
C
C
C
When
we
look
at
the
factors
the
county
uses,
two
major
major
citizens,
satisfaction
70,
those
16,
the
ones
that
are
in
blue
are
in
what
we
call
a
back
of
the
house.
They
are
there
the
services
that
the
county
and
the
population
benefit
from,
but
you
don't
go
to
them
too
use
them
every
day.
In
the
same
sense,
you
go
to
a
library.
C
So
when
we
talk
about
what
these
services
are,
the
obvious
ones
at
the
county
and
the
schools
provide
are
just
that
schools,
libraries
parks
play
fields,
but
the
other
part
of
it
is,
as
I
said,
the
back
of
the
house,
our
water
systems,
our
Road
systems,
are
public
safety
services.
Those
are
the
other
areas
we
also
use.
You
came
here
on
either
a
city
street
or
a
county
street,
or
a
county
sidewalk,
and
sometime
today,
you're
going
to
use
the
county
water
system
on
our
water
side.
C
We
have
roughly
500
miles
of
water
mains
to
distribute
distribution
and
one
of
our
challenges
is
this
system
is
aged
over
half
of
it
is
more
than
50
years
old
and
one
of
the
growth
factors
that
we
deal
with
in
this
area
is
an
increasing
number
of
water
main
breaks.
Over
the
past
five
years
we
averaged
150
per
year.
Last
year
we
had
2208
and
in
the
first
three
months
of
this
year
we
had
128.
C
This
is
a
outcome
of
both
our
aging
system
and
the
fact
that
the
last
two
winners
have
been
unusually
cold,
which
is
a
major
contributor
to
water
main
failures.
We
have
a
big
water
distribution
system
in
a
also
a
very
large
water
treatment
system.
The
numbers
on
the
slide
are
not
inconsistent.
We
distribute
25
million
and
treat
30
million
because
we're
under
contract
to
portions
of
false
Church
in
Alexandria.
C
We
have
about
a
thousand
Lane
miles.
A
street
of
roadway
and
Elaine
mile
is
just
our
metric
for
measuring
the
scope
of
the
work
we
have
to
do
to
maintain
our
roads.
Wilson,
boulevard,
amala,
wilson,
boulevard
is
format
for
lane
miles.
A
mile
of
Kenmore
is
two
lane
miles,
but
all
of
these
need
a
continuous
attention.
We
have
a
tremendous
effort
to
repair
potholes
every
year
and
we're
we
pave
roughly
75
Lane
miles
in
the
last
fiscal
year.
C
So
far
this
year
we
have
repaired,
5100
potholes
and
we
hope
we're
close
to
the
end
of
the
cycle
to
recover
from
our
winter
season.
Our
snow
responses
are
all
hands
events
we've
work,
12-hour
shifts
until
we
are
complete
and
I'm
going
to
talk
more
about
our
need
for
assault
capacity.
As
some
of
you
are
aware,
we
had
a
shortfall
of
salt,
the
last
two
seasons,
and
we
need
to
be
able
to
accommodate
this
usage
that
we
have.
C
C
C
I'm
going
to
speak
in
a
few
minutes
how
we're
going
to
handle
the
infrastructure
that
goes
with
this
additional
growth
and
our
public
safety
area
or
two
factors.
We
have
police
operations.
The
90,000
calls
we
answered
last
year
and
our
community
outreach
our
reasons
why
we
enjoy
such
a
low
crime
rate
compared
to
some
of
the
other
jurisdictions.
C
We
run
fire
services
from
ten
stations
they
answered,
27,000
27,000
calls
last
year
and
because
of
the
extent
of
the
coverage
we
offer
and
the
training
we
give
to
our
firefighters,
we
have
a
class
2
rating
from
the
Insurance
Services
office,
which
is
an
agency
that
sets
fire
insurance
premiums
for
jurisdictions
and
municipalities
nationwide.
As
a
comparison
point,
Charlottesville
is
the
only
other
location
municipality
in
Virginia,
where
the
class
1
rating
as
another
point
of
comparison,
alexandria,
has
a
class
3.
Reading
those
27,000
fire
calls.
We
responded
to
last
year.
C
C
The
government
lands
which
takes
such
a
major
proportion
of
our
territory
include
the
cemetery,
the
Pentagon,
the
National
Airport,
the
Parkway
alone,
the
National
Park
Service
land
along
GW
Parkway.
From
the
state
side,
there
are
two
Northern
Virginia
parks
in
the
county
and
the
vdot
facility
down
by
Washington,
Boulevard
and
395.
C
When
we
look
at
the
facilities
in
our
inventory,
we
operate
out
of
a
hundred
and
five
major
buildings.
The
county
owns
87
of
those,
the
largest
ones,
are
the
two
adjacent
to
the
courthouse:
the
detention
center
and
the
courts
police
building.
We
lease
18
buildings,
the
two
largest
leases
we
have
are
the
courthouse:
Plaza
administrative
offices
and
the
buildings
in
the
Sequoia
pop
complex
on
Washington
Boulevard,
where
our
human
services
operations
are
located.
Overall,
we
have
around
two
and
a
half
million
square
feet.
Twenty
percent
of
it
is
leased.
C
We
are
always
in
the
process
of
working
to
upgrade
facilities
and
manage
our
properties
right
and
how
we
are
doing
a
number
of
projects
that
were
authorized
in
a
capital
improvement
plan.
The
Board
adopted
last
summer
and
we'll
go
through
a
few
of
those
in
north
arlington
and
a
lot
at
26
and
old
dominion
across
the
street
from
mariemont.
We
have
an
aged
salt
storage
facility.
Anyone
who
drives
past
there
or
examines
this
photograph
can
pretty
easily
tell
this
building
is
beyond
the
end
of
its
useful
life.
C
We
are
going
to
start
a
program
here
in
another
month
or
so
to
develop
the
design
concept
for
how
large,
if
a
facility,
we
should
have
to
provide
us
an
adequate
inventory
in
ed
services
on
the
north
side
to
improve
our
snow
services
in
that
area
of
Arlington.
Right
now,
when
we
have
a
snow,
plow
or
a
truck
in
north
arlington
to
do
snow
services
at
the
end
of
each
12-hour
shift,
that
driver
goes
back
to
the
Trade.
Center
gets
the
vehicle
refueled
and
gets
another
driver
and
returns
in
north
arlington.
C
Another
initiative
we
have
about
to
start
is
looking
at
moving
fire
station,
eight
further
north
from
its
location
on
lee
highway
and
determining
if
we
have
a
feasible
site
to
relocate
our
office
of
emergency
management
and
emergency
operation
center
I'll
speak
in
a
few
moments
on
our
fire
station
work
of
the
rationale
for
moving
fire
station
aid.
The
other
part
of
it
is.
We
have
an
open
item
from
the
911
post,
9-11
task
force
that
the
county
needs
a
larger
emergency
operation
center
and
we're
still
seeking
the
right
place.
To
put
it.
C
This
process
with
the
community
will
identify
if
there's
an
option
to
move
it
someplace
in
north
arlington,
the
lubber
run.
Community
center
is
also
another
project,
we're
undertaking
to
replace
that's
one
of
the
oldest
community
centers
in
Arlington,
and
it's
clearly
the
demand
has
outgrown
its
footprint.
We
are
starting
a
community
process
with
the
first
meeting
next
week
to
work
with
the
lubber
run
users
in
local
community
to
define
how
they
perceive
their
needs.
This
is
a
joint
undertaking
by
both
des
with
parks
and
a
lead
to
develop
the
programs
back
to
transit.
C
We
have
a
lot
of
roughly
one
point:
eight
acres
in
south
arlington
violence,
a
30
second,
between
EADS
and
route,
one
where
we
know
stage
our
art
buses
and
we
have.
We
currently
can
park
57
buses
there
we're
about
to
undertake
a
construction
program
to
add
a
building
that
will
allow
us
to
do
light,
maintenance,
worst
buses
and
refuel
buses.
This
will
uncouple
us
from
our
need
to
take
the
buses
to
LaMotta
every
night
between
two
and
five
a.m.
C
The
other
area
of
dealing
with
growth
is
at
the
Trade
Center.
We
have
a
parking
structure
we
built
about
six
years
ago.
That
has
two
levels.
The
first
level
houses
stores
are
heavy
equipment
on
the
off
shift.
Hours
in
the
second
level
provides
160
spaces
for
staff
parking.
The
staff
growth
has
because
caused
an
overflow
there
and
we're
now
having
to
park
staff
vehicles
in
areas
we'd
rather
use
for
staging
our
operations.
C
We're
looking
at
three
areas,
our
parking,
our
fire
services
and
our
storage
needs
we
need,
and
when
we
talk
about
parking
for
our
art
transit
the
vehicles,
we
have
two
issues
when
we
rebuild
the
facility,
where
we
now
just
park
buses
on
an
empty
lot
and
loose
capacity,
we're
short,
roughly
19
spaces
when
we
look
at
future
art
growth.
Part
of
it
is
planning
to
take
over
some
additional
wall,
matta
routes
in
the
county,
and
the
reason
we
want
to
do
that
is
we
pay
ramada
to
operate
bus
service
in
the
county.
C
Now,
when
we
run
art
buses,
the
cost
is
half
of
what
the
county
pays.
Lamotta.
So
there's
a
big
payoff
for
us
to
do
that,
but
as
we
grow
the
fleet
to
some
90
buses
in
2020
or
short,
an
additional
number
of
bus
parking
spaces,
the
other
issue
is,
as
I
mentioned,
the
facility
we're
going
to
build
will
allow
us
to
do
light
maintenance,
but
anything
more
elaborate
than
changing
a
tire
or
a
bulb
or
putting
fluid
in
a
vehicle
is
going
to
require
enough
a
different
maintenance
facility.
C
We
don't
have
the
capacity
and
the
one
rebuilding
to
do
that
right
now
we
have
a
contract
that
service
outside
of
the
county
and
we
have
to
deadhead
buses
there
to
have
them
maintained
and
then
bring
them
back
and
put
them
back
in
service.
We
would
like
to
have
a
facility
in
the
county
where
we
can
serve
as
buses
and
have
the
footprint
to
park
toes
x246
buses,
and
to
do
that,
we
need
two
to
three
more
acres
of
land.
C
C
C
So
these
the
study
says
the
ten
stations
we
have
now
really
need
to
go
to
eleven
to
meet
our
needs.
This
next
map
shows
the
existing
conditions
with
our
ten
stations.
The
red
dots
are
the
stations.
The
dark
green
area
on
the
map
is
where
we
can.
We
show
a
response
within
four
minutes.
The
lighter
green
is
when
it
takes
up
to
six
minutes
to
get
there,
and
the
two
white
areas
outlined
in
red
is
where
the
response
time
is
greater
than
six
minutes.
C
The
study
that
was
done
suggests
we
look
at
relocating
three
fire
stations:
fire
station
number
8
from
Lee
Highway
further
north
to
improve
our
coverage
and
shiftings
of
two
stations
in
south
arlington
and
adding
a
third
station
air
force
station
in
third
in
south
arlington,
fourth,
overall,
to
provide
better
service
at
the
westin
of
columbia.
Pike.
And
if
you
look
at
the
difference
between
the
two
maps,
the
dark
green
area
is
increased
substantially
and
virtually
all
of
our
service
areas
are
within
our
six
minute
response.
C
The
last
area
in
our
that
we
wanted
to
respond
to
in
the
charge
is
the
need
for
storage.
Right
now
we
have
a
rather
ad
hoc
or
opportunistic
approach
to
storage
of
major
County
equipment.
I
mentioned
our
major
vehicles
are
stored
at
the
Trade
Center.
We
store
police,
emergency
response
vehicles
and
police
sign
trailers
in
temporary
places
in
buildings
that
are
eventually
going
to
be
replaced
with
the
expansion
of
the
Jeanne
Jeanne
park
and
the
parks
master
plan.
C
We
store
our
far
logistics
equipment,
including
the
equipment
to
charges,
fireman's,
air
firefighters,
air
bottles
in
old
fire
station
5,
which
is
adjacent
to
the
Aurora
hills
community
center.
All
of
these
areas
are
ripe
for
redevelopment.
If
we
had
some
place
else
to
move
these
services,
we
also
are
faced
with
a
need
to
increase
storage
and
modes
in
the
trade
center.
Our
water
sewer
streets
staff
need
the
additional
inventory
to
respond
to
the
increasing
number
of
water
breaks,
one
of
water
main
breaks.
C
The
trade
center
itself,
located
in
next
to
shirlington
village
on
south
arlington
mill
drive,
is
our
principal
area
for
infrastructure
support.
If
you
look
at
the
map,
you
can
sense
that
it
is
constrained
by
residential
development
in
shirlington
village
all
around
it.
We
need
to
find
a
way
to
increase
our
capacity
to
operate
there,
not
only
for
the
county
services,
but
schools
also
has
their
major
maintenance
functions
located
there,
as
well
as
the
school
bus
parking.
C
One
of
the
things
that
we
looked
at
was
the
possible
opportunity
of
moving
out
two
of
the
non
trays
related
functions.
We
have
there.
We
have
a
police.
Impound
lot
were
police,
the
police
stores,
vehicles
that
are
needed
for
investigations
and
impossible
evidence,
and
if
our
training
academy
for
both
our
recruits
andrey
qualifying
firefighters
on
an
annual
basis,
if
we
were
able
to
find
an
alternate
location
for
the
police
impound
lot,
we
would
free
up
an
acre
that
we
could
use
for
additional
storage
and
lay
down.
C
What
I'd
like
to
leave
you
with
is
a
wrap
up
of
what
I've
covered,
firstly
in
if
you
look
at
the
amount
of
land
that
we've
identified
as
need
in
the
very
near
term,
to
match
our
continued
growth
on
areas
of
transit,
on
moving
fire
stations
and
creating
space
in
the
trade
center
by
moving
the
impound
lot
and
dealing
with
our
other
storage
needs.
We're
looking
at
a
significant
increase
in
land.
C
The
fire
station
relocations
require
one
and
a
half
to
two
acres,
each
those
are
primarily
end
up
in
residential
areas
because
that's
where
the
service
goes,
but
we
would
need
9
to
12
acres
of
land
suitable
for
industrial
use.
If
we
wanted
to
respond
to
these
needs,
if
we
presume
business
as
usual
in
our
current
practice
of
seeking
dedicated
land
for
each
county
facility,
we
are
limited
for
those
nine
to
12
acres
for
the
criteria.
C
C
C
One
option
is
on
here
in
the
lower
level,
in
the
lower
role
in
the
Greenland
building
over
the
right
of
way.
That's
an
expensive
option,
but
it's
one
way
to
create
space
and
the
example
that
I
can
cite
is
the
number
of
years
ago,
V
dot
built
a
three
level
parking
structure
over
I
66,
just
north
of
the
washington
lee
high
school.
Now
that
created
space
and
nerves
actually
meant
to
be
a
play
field
on
top
of
it.
But
it's
not
the
easiest
solution
implement.
C
So
what
I'd
like
to
leave
you
with
is
the
reality
for
us
to
maintain
our
service
levels,
we're
going
to
need
land
to
site
facilities
to
deliver
those
services
in
the
dilemma
we
have
from
the
facilities
in
the
yes
side
is
we
don't
have
the
same
constituencies
who
are
advocates
of
let's
build
more
warehouses
in
the
same
sense
that
many
folks
would
like
to
see
more
schools
and
more
parks?
And
so
that's
that's
the
dilemma,
sometimes
where
the
guy
left
at
the
back
of
the
room.
C
A
We
may
not
do
it
on
that
date.
Second,
quick
thing
is
there.
There
is
obviously
very
obviously
some
overlap
between
what
we
are
doing
as
a
study
group
and
what
other
parts
of
the
county
in
them
in
the
public
spaces
master
plan
and
in
the
normal
day-to-day
work
that
the
county
does
in
its
long-term
planning
its
its
overlap,
but
we're
informing
ourselves
about
what
is
going
on.
A
It's
not
conflict
in
any
sense
and
we're,
particularly
in
the
parks
and
rec
area,
dealing
at
a
sort
of
30,000
foot
level,
whereas
I
think
Lisa
will
is
about
to
tell
you
they
are
getting
into
a
much
more
find
green.
Look
at
a
future
master
plan
for
parks
and
recreation,
which
is
going
to
take
them
better
part
of
two
years.