►
Description
Retired County Manager Barbara Donnellan remembers her three decades serving Arlington County Virginia and her final five years as County Manager. Ms Donnellan was interviewed by Library Director Diane Kresh and Chief Information Officer Jack Belcher. The interview was conducted on August 25 2015 in the studios of Arlington TV.
A
A
Forward
to
having
a
nice
chat
with
you
about
your
illustrious
career
and
what
stands
out
is
major
accomplishments
and
maybe
at
the
end,
where
you'd
like
to
go
next,
but
we
like
to
start
at
the
beginning.
So
please
state
your
full
name.
Tell
us
a
little
bit
about
your
roots
where
you
grew
up
and
then
what
brought
you
to
Arlington.
B
B
Did
with
bras
and
I
was
like
okay,
st.
John's
will
get
its
name
in
there.
I
got
my
masters
and
undergraduate
from
st.
John's
and
went
to
work
for
the
city
of
New
York
under
the
Koch
administration.
Before
that,
I
worked
for
geraldine
ferraro,
who
was
running
for
congress
and
I
did
an
internship
while
I
was
in
college
and
met
my
husband
doing
that
work
as
well.
He
moved
to
Washington
and
we
dated
for
a
number
of
years.
B
I
just
said
what
the
you
know.
Well,
you
know
why
not,
let's
just
you
know,
try
it
so
I
sent
in
an
application
and
I
got
an
interview
which
was
really
funny
because
it
was
just
for
a
budget
analyst
job
in
Arlington.
So
before
I
got
married,
I
came
down
here
and
I
interviewed
and
went
back
up
and
got
married
and
came
back
and
had
a
second
interview
and
I
really
thought
that
there
was
no
way
I
would
have
gotten
hired.
It
was
a
very
strange
interview
process
to
be
candid,
but
Tony
Gardner.
C
B
A
B
We
decided
to
work
on
camping
because
we
wanted
experience-
and
you
know
politics
and
and
how
to
do
that,
and
we
worked
on
Jerry's
campaign
from
day
one
when
she
started
to
run,
for
she
was
running
against
the
incumbent
Democrat.
So
it
was
a
really
hard
campaign,
the
first
campaign,
so
my
husband
and
I
worked
through
all
of
her
campaigns.
We
took
a
leave
of
absence
from
here
to
work
on
the
presidential
and
the
vice
presidential
campaign,
and
we
had
she
considers
our
kid.
Her
kids
and
we're
very.
A
B
A
B
A
B
B
Can
remember
the
night
election
of
in
1984
and
I
said
what
I
can't
believe
people
didn't
go
in
and
just
pull
the
right
lever
and
she
looks
at
me.
She
goes
barber.
Do
you
read
the
polls
just
so
you
know
she
knew
exactly
what
was
going
on
a
t-shirt,
a
part
where
you
got
to
read
the
polls,
but
it
was
a.
B
It
was
a
great
lesson
and
an
opportunity
to
work
with
politicians
who
she
really
believed
in
what
she
did,
and
you
know
having
worked
for
the
prosecutors
in
New,
York
and
stuff
like
that,
so
she
was
a
first
woman
in
her
graduating
class
room
for
them
to
go
to
law
school.
So
there
was
an
awful
lot
of
legacy
that
she
had
in
her
own
right
and
she
was
a
really
interesting
woman
and
a
very
good
friend
of
ours.
So.
B
A
B
Did
as
a
matter
of
fact,
I
think
I
had
the
way
I
characterized
the
six
different
careers
in
the
county.
I
was
a
senior
analyst
brought
on
to
do
metro.
We
had
just
opened
metro
at
that
point
in
Arlington
went
as
far
as
ballston,
and
this
is
1983
and
we
had
all
of
a
sudden.
Allenton
was
getting
some
serious
bills.
A
B
C
B
Of
a
generational
thing,
the
library's
I
stayed
in
for
about
eight
years.
The
library
director
left
I
became
acting
library
director
for
a
year
and
that
was
so
fun.
I
have
to
tell
you.
It
was
probably
one
of
the
most
lovely
experiences
in
the
county.
It
was
just
being
library
director,
so
I
am
vu
some
days.
As
you
know,
and
from
library
director
I
became
a
tax
policy
specialist.
You
might
ask
my
credentials
for
that,
but
I
would
go
too
deep
on
that.
B
C
B
It's
interesting
because
you
know
I
majored
in
politics
and
government
and
its
low
state
and
local
government
and
public
administration
was
my
major
field,
and
so
I
always
wanted
to
do
government.
You
know
there's
some
people
that
are
born
that
go
into
government
and
say
well:
I
want
to
run
a
local
government
that
had
never
been
my
objective.
B
As
a
matter
of
fact,
when
Ron
Carlee
left
one
of
the
requirements
the
board
gave
me
for
acting
was
that
I
was
not
allowed
to
apply
for
the
job
and
I
thought.
That
was
a
little
odd.
At
first
but
I
didn't
want
the
job
so
at
the
fine
you
know
this
is
great,
because
it
actually
gave
me
a
lot
of
freedom
to
do
the
job
in
such
a
way
that
you
really
felt
like
I'm
going
to
do.
B
The
best
I
can
make
changes
and
I'm
going
to
do
whatever
has
to
be
done
to
make
it,
as
you
know,
productive,
a
time
that
I
can
make
it
thinking
it
would
be
a
couple
months.
It
went
on
seven
months.
That's
a
long
time
to
be
acting,
and
so
we
kind
of
had
a
conversation.
I
had
a
conversation
with
the
board
that
you
really
need
to
hire.
A
B
A
B
You
know
I
think
I
felt
I
was
a
generation
after
like
the
Jerry
Ferraro's,
that
I
think
really
broke.
The
glass
ceiling
I
knew
I
was
the
first
county
manager,
but
I
as
a
woman,
but
I
didn't
I,
didn't
think
of
it.
That
way,
I
just
felt
like
I
was
qualified
and
they
felt
I
could
do
the
job
and
I
felt
like
do
the
job
and
I
was
going
to
do
the
best
I
could,
while
I
was
here
when
it
hit.
C
B
A
A
B
Different
things,
I
have
always
tried
to
emphasize
the
importance
and
the
fairness
between
men
and
women
and
and
how
you
can
be
anything
you
want
to
be,
and
I
was
very
fortunate.
I
was
the
youngest
of
seven
children
and
my
parents
do
you
know
really,
and
my
father
particularly
said
you
can
do
anything
you
want
to
do
and.
C
B
Sky
is
the
limit,
so
I've
always
had
that
belief
that
you
could
work
hard
and
do
whatever
you
want
to
do
so
for
me
personally,
at
first,
it
didn't
feel
any
different,
but
the
people
around
me
made
me
value
it
in
a
different
way
than
I
had
done
that.
So
yes,
it
was
important
and
I
think
it
is
important.
My
whole
philosophy
behind
it
was
don't
screw
it
up.
That's
all
because
they're
going
to
be
checking
you
left
and
right
to
make
sure
that
you
do
a
good
job
is.
A
Like
exactly
exactly,
we
were
talking
earlier
about
your
relationship
with
staff
and
I.
Think
Jack
and
I
would
agree
that
you
are
beloved
by
arlington
county
staff,
and
yet
you
had
to
make
some
pretty
tough
personnel
decisions.
I
want
to
talk
a
little
bit
about
the
tension
between
liking
people
and
connecting
people
as
well
as
you
do,
but
having
to
make
the
tough
call.
B
B
I
had
a
lot
of
friends
in
the
organization
and,
more
importantly
and
I
think
Bob
Brosnan
had
said
this
in
his
discussion
and
it's
true
one
of
the
reasons
I
stayed
here
as
long
as
I
did
is
because
of
the
talent
that
we've
been
able
to
attract
and
retain
here.
We
have
always
been
an
organization
that
has
been
able
to
get
really
bright
people
to
come
here
and
when
you're
working
with
talented
people
that
bring
you
good
ideas
and
challenged
the
norm
and
make
you
think
differently,
you
want
to
be
there.
A
B
I
wanted
to
use
your
thinking
on
it
and
you
come
back
to
me
with
something
and
that
allows
people
to
engage,
there's
nothing
worse,
for
a
manager
to
go
back
and
say
here's
what
I
want
you
to
do
and
how
to
do
it
right
and
let
me
check
these
ten
boxes
and
I've
had
bosses
that
have
done
that
and
it's
so
demoralizing
that
I
never
wanted
to
do
that.
I
really
felt
like,
oh
god.
B
Let's
do
something
different
here,
so
I
think
that
just
being
respectful
and
fair
and
treating
people
with
how
you
want
to
be
treated
and
so
I
have
had
the
fortunate
relationships
with
many
staff
here
and
but
that
as
I
was
talking
to
you
were
a
little
bit
earlier.
That
does
not
stop
you
from
having
to
do
the
right
thing.
We
have
to
discipline
staff
if
someone's
not
doing
their
job,
and
you
have
to
tell
them
you
know.
Most
of
the
time
is
interesting.
B
One
of
the
lessons
they
teach
you
in
disciplining
employees,
it's
self-awareness,
is
to
make
them
aware
of
some
of
their
own.
You
know
false
and
once
you
do
that
people
and
almost
take
ownership
for
it.
So
it's
really
not
my
problem,
but
it's
your
problem.
Well,
let
me
explain
to
you
how
that's
impacting
the
organization
when
you
kind
of
transfer
that
back
to
the
employee,
though
there's
a
whole
different
ownership
that
happens,
and
so
that
makes
it
a
little
bit
easier
on
you
as
a
manager.
Let's.
C
A
C
Participate
in
some
of
the
most
innovative
and
imagine
projects
counties
ever
undertaken,
you
mentioned
the
Boston
garage
and
then
you
care
for
the
idea
to
put
a
ice
rink
on
top
with
those.
Can
you
talk
a
little
bit
about
this
seems
to
be
a
dichotomy
here
you
you
brought
up
as
a
finance
person
who
wants
to
make
sure,
certainly
predictability,
yet
you're
out
there
doing
these
things,
that
imaginative,
innovative
out
of
the
box
and
it's
just
I've
interested.
C
B
B
I
do
enjoy
it,
but
the
only
thing
I'm
certain
about
has
changed
and
change
happens
all
the
time
and
what
I
learned
as
I
got
older,
particularly
with
the
ice
rink,
in
particular
with
economic
development,
which
was
an
area
wasn't
always
comfortable
with,
but
I
had
to
learn
to
become
more
comfortable
with
it
was
that
you
adapt.
What
you
think
is
absolute
in
your
world,
whether
it's
the
finance
to
what
is
a
possibility
and
how
it
could
happen.
B
The
biggest
challenge
I
had
on
the
ice
rink
was
we
had
so
many
what's
known
as
interested
parties,
we
had
so
many
people
that
had
a
vested
interest
in
the
property
to
bring
all
of
those
people
along
to
say
it's
okay,
I
mean
I.
Can't
I
could
spend
three
hours
just
telling
you
that
one
deal
to
be
perfectly
candid.
Just
to
give
you
an
idea,
the
land
is
owned
by
federated
nav.
What
used
to
be
made
company
in
hex?
B
B
The
point
parking
lot,
which
is
a
separate
building,
was
not
allowed
to
have
a
garage
underneath
it
because
those
people
were
to
park
in
the
garage
we
allowed
and
negotiated
them
to
put
a
garage
underneath
that
building,
so
that
the
county
could
have
the
eighth
level
opportunity
to
put
the
ice
rink.
Now,
who.
B
This
could
ever
figure
out
or
happen,
but
all
these
things
had
to
happen
over
years
of
time
to
even
allow
for
the
opportunity
for
the
ice
rink
on
top
and
then
I
was
afraid
for
the
county's
sake,
but
we
were
going
to
get
stuck
with
this
boondoggle.
So
I
said
to
the
caps
you
got
to
bring
your
headquarters
here.
You've
got
to
bring
your
offices
here,
we
weren't
really
allowed
to
own
an
office
building,
but
we
made
them
do
that
so
that
I
had
them
have
an
investment
here
and
bring
their
offices
here.
B
So
there
was
fascist
to
this.
This
was
not
just
a
single
dealer.
There
was
layers
and
layers
and
layers
of
work.
So
when
people
look
at
ballston,
mall
and
they're,
all
you
know
everyone
wants
to
renovate
into.
It
is
a
great
opportunity
for
us
to
reinvest
and
renovate
their
because
ballston
mall
helped
develop
Boston
to.
C
What
it
is
today
well,
looking
at
from
a
sports
perspective
having
and
having
kids
who
were
hockey
players,
they
have
a
bill
to
get
ice
time
right.
It
sat
in
the
afternoon,
which
is
what
you
negotiate.
It
yeah
and
it's
really
kick-started
the
hockey
program
and
all
in
Northern
Virginia
in
terms
of
sports
I
mean.
B
Was
a
great
thing
and
actually
the
truth
is,
and
people
don't
know
all
the
deal
of
it,
but
the
Washington
Capitals
pay
the
debt
service.
So
whatever
free
time
we
get
that
building
is
maintained
from
the
income
that
comes
into
it.
The
county
owns
it
and
the
community
gets
ice
time
and
the
hockey
teams
get
time
you
pay
for
it,
but
it's
better
than
driving
to
reston
or
somewhere
else
in
the
region,
and
it's
a
great
asset
for
this
community.
It's
been
fun.
Let's.
A
B
You,
twin
bridges,
was
the
first
marriott
hotel.
I
think
I
did
not.
I
think-
and
I
think
that's
that
I
think
that's
true.
You
might
want
to
check
me
on
that,
but
so
the
county
attorney's
office
was
the
lead
on
the
negotiation
with
the
county
manager
on
the
brownfield
I'm
going
to
say
it
that
way,
the
CSX
site,
which
is
now
long
bridge
park-
and
this
was
not
an
easy
job-
I
mean
it.
You
know,
I
think
it
was
Ron
Carlee
the
county
doesn't
do
easy.
B
The
complication
is
behind
half
these
deals
that
we
do
take
and
really
a
lot
of
work
and
what
happened
was
there
are
so
many
interested
parties?
This
wasteland
really
was
wasteland
outside
of
crystal
city,
but
waterfront
I
mean
views
of
DC
I,
think
it
was
Tony
Gardner
that
really
thought
about
it
and
said
this
is
land
to
get
a
hold
of,
and
he
really
felt
strongly
that
we
should
do
it
that
we
started
buying
property
all
around
him.
B
There
was
a
homo
tell
there
that
we
bought
and
a
few
other
things
and
I
think
one
of
the
theaters
was
down
there.
We
had
bought
that
property
as
well.
It
was
kind
of
a
mishmash
e
non
descript
area,
but
when
it
actually
came
to
the
land
exchange
to
get
the
first
phase
of
Long
Bridge
Park,
it
was
complicated
and
I
can
remember.
B
In
the
early
days
before
technology
we
would
have
conference
calls
and
there
was
either
25
or
30
lawyers
on
the
phone
just
sitting
there
and
I
can
remember
sitting
with
the
county
attorney's
office,
trying
to
negotiate
this
way,
because
everybody
wanted
to
reduce
their
risk
because
I
think
either
Exxon
or
somebody
and
CSX
train
rail
yards
and
oil
and
all
this
kind
of
stuff,
and
we
knew
we
had
done
the
research
and
knew
that
we
could
actually
utilize
this
land.
If
we
dealt
with
it
properly
and.
C
B
A
B
B
So
where
we
are
today
is
we
had
a
bond
referendum
and
we
build
four
fields
with
the
opportunity
for
more
fields.
When
we're
done
we're
going
to
cover
that
parking
and
put
another
field
up
there,
and
then
we
bought
the
monument
site
with
a
land
swap
so
that
we
could
then
take
the
Twin
Bridges
site
and
put
the
aquatics
facility,
connect
the
whole
thing
and
then
put
bike
paths
and
all
connects
to
the
major
trails
that
are
in
the
region.
B
This
is
a
huge
asset
for
our
community.
It's
a
huge
asset
for
this
region
and
it's
a
huge
asset
for
Crystal
City
in
Crystal
City.
You
have
to
understand.
A
lot
was
going
on
at
the
same
time
when
you
think
about
it,
crystal
city
and
I'm,
going
to
go
into
Brock
here,
if
that's
all
right
to
strike
how
to
talk
about
that
in
2005,
I
didn't
get
much
of
a
summer,
because
Brack
had
happened.
B
All
right
so
the
Base
Realignment
and
area
closure.
I
believe
it
is
happens
periodically
when
the
federal
government
decides
we
have
to
relook
at
the
military
and
the
basis
that
we
have
and
what
we're
going
to
do,
and
so
we
had
already
gone
through
the
Navy
moving
out
of
Crystal
City
back
in
the
early
80s
is
my
memory
and
then
we
had
already
had
you
know
a
number
of
different
things,
but
we
don't
have
a
lot
of
basis.
B
We
have
Joint
Base
Henderson
hall,
really
in
Arlington,
so
we
weren't
thinking
in
bases
in
the
terms
of
bases
which
is
typically
what
brac
does.
This
was
a
different
brac
Donald
Rumsfeld
tried
to
come
out
with
a
brac
that
said
no
leased
space
for
the
federal
government,
and
that
was
a
very
different
thing,
because
crystal
city
had
evolved
as
space
for
the
federal
government
and
roslyn
good
part
of
Rosslyn
as
well
in
addition
ballston,
so
when
they
wanted
to
put
all
of
federal
space
in
paid
for
on
federal
property
to
save
money.
B
This
was
a
and
you
have
to
understand
that
it
wasn't
that
we
were
against
the
federal
government
trying
to
save
money.
Everybody
is
looking
for
ways
to
save
money,
because
you
want
to
do
the
best
that
you
can,
but
this
was.
This
was
not
class
a
office
space
that
a
lot
of
the
federal
government
was
in,
and
so
we
were
trying
to
figure
out
okay.
So
what
is
the
impact?
The
impact
was
the
equivalent
of
seven
base
closures.
B
It
was
like
seven
or
eight
million
people,
as
my
seven
or
eight
I'm
sorry,
I'm
not
going
to
give
you
the
right.
Never.
B
Sure
whether
my
drivers
are
affiliated
with
them
are
right
close
by
so
you
want
the
contractors
there,
because
those
are
private
sector
jobs
as
well,
that
are
supporting
the
federal
jobs
and
then
they
begin
to
question.
Well,
where
should
they
be?
So?
It
was
going
to
take
years
for
the
federal
government
to
build
out
enough
space
to
actually
move
this
many
people,
except
where
they
had
other
space
in
like
fort
hunt,
Alabama
or.
A
B
Meade
and
then
the
Fort
Belvoir
is
where
they
were
going
to
build
a
lot
of
the
buildings
and
move
a
lot
of
people
to
it.
So
it
didn't
happen
overnight,
but
it
happened
over
a
number
of
years
and
it's
still
happening
and
some
of
the
departments
have
renegotiated
to
stay
where
they
could
with
it.
But
we
lost
so
much
so
many
jobs
and
so
much
in
a
very
short
period
of
time.
Particularly
hard-hit
was
crystal
city.
B
You
have
rail,
you
know
you
have
the
Metro
that
goes
through
crystal
city.
You
have
major
highways
on
either
end
of
crystal
city,
and
so
we
could
work
with
these
developers,
which,
fortunately,
the
majority
landowner
was
one
developer
and
figure
out
and
say:
would
you
be
willing
to
take
this
building
down?
B
B
So
it
has
changed
some
of
the
speed
at
which
we
have
thought
development
would
happen,
but
now
we
have
the
plan
in
place
and
we
have
long
bridge
park
first
phase
built
and
we're
you
know
trying
to
help.
This
community
rethink
the
way
it
is
and
they've
gotten
a
number
of
plans
approved,
but
they
haven't
started
building
a
lot
of
the
plan
to
talk.
C
A
little
bit
you
mentioned,
we
talked
times
asking
the
question,
but
I
don't
with
staff,
and-
and
we
talked
about
that
to
some
degree
but
talk
about
how
you
move
within
the
circles
of
the
business
community,
the
ads
community
to
achieve
some
of
the
goals
you've
achieved
started
with
crystal
city,
maybe
move
into
the
Signature
Theatre
in
children.
But
what
strikes
me
at
a
time
I've
been
with
you?
Is
you
move
with
ease
within
these
organizations
and
companies
and
businessmen,
and
you
can
put
them
at
ease?
C
B
So
you
ever
hear
the
story
about
the
duck:
who's
really
paddling,
underneath
the
water
and
doesn't
let
people
know
you
got
to
do
your
homework,
and
you
have
to
understand
what's
of
interest
in
value
to
the
people
that
you're
working
with
and
every
time
that
I
have
dealt
with
a
developer
for
the
most
part
and
I
would
say
that
that's
probably
we've
been
very
fortunate
here
in
Arlington
that
they're
pretty
straightforward.
You
know
everybody
wanted
the
fact
that
someone
wants
to
come
and
invest
in
my
community.
B
A
lot
of
money
I
want
to
understand
what
their
need
is
and
what
their,
what
their,
what
their
ultimate
goal
is
and
I
want
to
make
sure
that
they
understand
how
we
want
them
to
acclimate
to
our
community,
and
that
means
understanding
the
knee
to
the
community,
because
our
community
wants
the
development
and
wants
it
there,
but
they
want
you
to
be
a
good
neighbor
as
well,
and
so
you
know
it's
very
important
for
us
to
understand
a
what
the
community
needs
are
be.
What
the
county
things
is
a
reasonable
responsible
opportunity
here.
B
That's
why
we
do
so
much
planning,
because
the
plan
actually
thinks
through
some
of
that
they're
not
definitive
their
guide,
for
how
you're
going
to
do
things,
and
then
you
listen
to
the
developer.
Everyone
has
this
impression
that
developers
just
want
height
box,
whatever
it
hasn't
always
been.
That
way,
and
what
you
want
to
do
is
help
guide
that
developer
to
say,
you
may
not
want
that.
B
B
You
know
something
that
everyone
walks
out
of
the
room
and
is
really
happy
about.
I've
certainly
had
my
share
of
arguments
with
the
board
and
the
developers
when
we're
out
in
front
of
the
community,
and
we
have
to
talk
about
these
things
as
or
when
the
board's
taking
action.
There's
been
a
number
of
cases
where
I've,
actually,
you
know
been
on
the
opposite
side
of
one
party
or
the
other,
but
what
I
try
to
do
is
I.
Take
the
professional
staff.
B
I
have
them
give
me
their
best
advice
on
what
they
think
it
is
what
we
can
do
you
listen
to
what
the
community
has
to
say
and
very
often
there's
reasonable
solutions
to
a
lot
of
what
they
want.
And
then
you
talk
through
the
community
to
the
developer
and
the
thing
that
frustrates
me,
the
most
is
you
want
to
have
it
wrapped
up?
B
People
don't
like
that,
but
you
want
to
have
it
reasonably
wrapped
up,
because
you
don't
want
to
get
before
the
board
and
then
your
last
minute
negotiating
on
something,
because
that
almost
makes
us
look
foolish
I'd
much
prefer
having
an
understanding
of
this
is
where
we
are.
This
is
what
we're
going
to
do,
and
this
is
how
you're
going
to
get
there
but
know
that
you've
done
the
work
behind
the
scenes
it
isn't
that
you've
negotiated
the
deal
behind
the
scenes.
Is
that
you've
done
the
work
before
you
get
this?
That's.
B
Well,
it
made
me
Donnellan,
but
you
know
what
happens.
Is
you
build
a
trust
and
if
you
can
build
a
trust
with
somebody
who's,
not
necessarily
you
no
trust
in
government
per
se.
You
know,
I'd
have
to
say
that
the
one
thing
that
Arlington
historically
was
interesting
in
one
of
the
beginning
comments,
I
wanted
to
say
is
Arlington
historically
has
had
withheld
values
that
were
approachable
that
were
trustworthy,
that
we
can
talk
to
us.
I
mean
I,
can
remember
talking
to
several
businesses
that
had
come
out
of
different
jurisdiction,
saying,
oh,
my
god.
B
This
is
the
most
attention
I've
ever
gotten
from
a
government
in
my
life
and
I'm
like
well
we're
here
and
we're
here
to
help
you
and
to
help
figure
it
out
doesn't
mean
I'm
going
to
fix
all
your
problems.
It
means
that
I'll
listen,
I
mean
and
that's
really
an
important
factor
for
what
a
role
that
we
can
play
so.
C
Me
be
giving
you
a
couple
of
a
couple
of
fast
balls
here.
You
better
go
get
out
of
the
park.
Let
me
throw
you
a
curveball.
You
said
earlier
that
somebody
once
said
that
Alton
does
not
do
the
easy
it
tries
to
achieve.
Instead
of
go
off,
and
in
recent
years
we've
seen
islands
and
set
that
goal
put
light
light
rail
into
the
community,
call
it
the
streaker,
let's
build
on
aquatic
zone,
let's
see
if
that's
possible,
the
dope
signature
Sarah
all
these
things
that
we
thought
the
community
supported
bag.
C
Okay
but
I
mean
to
you:
what's
happened
to
the
community
been
here
30
years
as
a
community
change
the
values
change,
because
that's
what
really
marked
us
is
different.
We
put
a
metro,
the
middle
right,
not
down
66,
put
it
right
down
into
agarra
and
created
a
vibrant
community.
You
build
the
kettle
Ice
Cube
plugs
yeah.
A
And
not
to
to
take
you
down
a
different
path,
but
I
was
thinking
too
about
in
a
dish
to
those
projects
and
how
you
approach
them
and
manage
the
relationships.
How
did
the
Arlington
way
and
the
philosophy
of
doing
business
in
Arlington
affect
some
of
these
decisions?
As
you
managed
the
board,
the
citizens,
the
Commission's,
the
developers.
B
Well,
I
will
tell
you
this:
it
has
changed
in
recent
years.
It
has
changed.
I'd,
say
in
the
last
six
years,
more
so
than
any
of
the
other
years.
The
community
we've
always
had
one
of
the
things
that
I
have
always
respected
about
our
lunch
ends.
We've
always
had
an
elected
body
that
had
the
long
view
that
always
wanted
to
do
the
best.
You
know
build
the
Metro
think
about
this.
B
I
mean
the
no
one
was
surprised
when
the
Metro
Carter
got
built
because
it
was
planned
and
people
showed
it
until
you
live
next
door
to
it
and
all
of
a
sudden
there
was
a
tall
building
going
next
to
you
and
you're
like
whoa.
Where
did
that
come
from?
Well,
we
had
planned
for
it.
It
was
going
to
be
happening
and
I
can
remember
no
one
was
more
disappointed.
I
remember
at
one
point
in
the
late
80s,
a
new
Tony
Gardner
where's.
All
this
you
know
ones
that
get.
B
When
is
the
revenue
going
to
come
because
you
know
I
was
in
finance,
he's
like
be
patient,
it
will
come
and
all
of
a
sudden
the
revenue
started
coming
off
these
buildings
and
things,
but
I
think
a
couple.
Things
happened
because
I,
I
think
the
people's
trust
of
government
at
all
levels
has
changed.
I,
think
it's
not
just
local
I,
think
that
the
federal
level
watching
Congress
and
how
its
inability
to
make
decisions
and
get
a
budgets
done
and
and
I
think
the
economy
has
changed
and
I.
Think
that
what
happens?
B
It's
interesting
so
I
think
that
what
that
there's
more
of
a
distrust
in
on
in
the
sense
of
you
know
challenging
us
than
we
have
been
challenged
before
we
have
one
of
the
biggest
things
happening
in
this
community
than
we've
had
in
decades,
and
that
is
growth
in
our
school
system.
There
is
so
many
children
coming
and
there
is
not
the
planning
fast
enough
to
meet
the
concerns
of
the
parents.
Now
remember
less
than
twenty
percent
of
our
families
have
children
in
schools.
B
So
when
you
look
at
the
number
of
people,
but
they're
very
vocal-
and
they
also
are
concerned
about-
is
my
kid
going
to
go
to
school
here
or
go
to
go
school
there
or
where
they
going
to
have
a
seat,
how
many
children
going
to
be
in
a
classroom,
because
that's
we've
been
known
for
good
government
in
excellent
schools,
and
you
know
that
is
something
that
we
as
a
government
have
always
been
working
with.
Schools
on,
but
I
think
that
that
built
a
certain
sense
in
the
community
as
well
as
well.
B
We're
not
sure
we
like
the
way
this
process
is
working
and
we're
not
sure
that
we
know
how
you're
going
to
make
those
decisions
so
I
think
that
began
to
build
some
distrust.
I
think
the
ability
to
spend
money
on
high-profile
projects
became
an
issue.
Now
it's
funny,
because
I
grew
up
in
the
Arlington
that
we
would
never
consider
renovating.
You
know
building
a
new
building
as
a
matter
of
fact.
If
we
could
get
another
year
on
a
roof
we'd,
let
it
go
for
another
five
I
mean
we
really
lived
in
the
time.
B
We
didn't
make
investment
in
our
buildings
that
it
wasn't
until
recently
and
I'll
get
Mary
Hines
a
plug
on
this,
because
she
really
pushed
the
CIP
and
said
you
know,
let's
do
some
renovations
and
let's
make
an
investment
in
infrastructure,
and
that
made
a
difference
in
how
we
approach
things.
But
you
know
the
ice.
Rink
was
probably
the
first
major
building.
In
a
long
time,
I
mean
we
did
Arlington
Milson
sin
and.
A
B
Done
long
bridge
park
since
then,
and
we're
now
going
to
open
our
homeless
shelter
in
a
couple
months,
and
we
have
the
aquatics
facility
and
just
to
clear
that
up,
the
only
musing
aquatics
facility
is
not
built
is
because
the
bids
came
in
too
high.
The
fact
of
the
matter
has
been
improved
by
the
general
electorate
twice
and
the
bill.
We
hired
experts
to
give
us
an
estimate
on
what
the
cost
would
be
prior
to
putting
it
out
to
bid.
We
were
as
surprised
as
they
were,
and
then
we
try.
B
You
know
we're
holding,
holding
them
accountable
to
go
through
line
behind
to
say:
where
do
we
mess
up
here
and
the
difficulty
with
that
particular
project?
Is
we
added
in
a
really
efficient
heating
and
air
conditioning
into
that
system
which
pools
don't
are
not
known
for
doing
and
I
think
there
was
so
much
ambiguity
on
what
that
could
actually
do
that.
The
bids
came
in
much
higher
because
people
didn't
know
what
they
were
gambling
with,
so
that
could
be
tightened
up,
and
that
could
be
something
that
could
happen
in
the
future
as
well.
B
So
the
streetcar
had
an
entity
that
was
kind
of
against
it.
The
aquatics
facility
came
in
higher
than
where
it
was
so
I
just
share
these
things,
because
people
like
whoa
now,
where
are
you
spending
all
your
money
on
the
difficulty
with,
and
one
of
the
difficulties
for
me
with
the
streetcar
was
two-thirds
of
the
money
was
coming
from
elsewhere?
That
was
not
easily
transferable
to
schools
or
capital
projects
or
anything
else.
It
was
to
be
built,
built
and
spent
on
transportation,
particularly
for
that
project.
A
B
I
think
that
those
are
the
things
that
are
on
10
also
historically,
has
been
known
for
is
you
know
you
do
the
right
thing,
but
you
also
need
to
bring
people
along
with
you
and
that's
the
Arlington
way,
and
if
you
can't
bring
the
people
wrong
wrong
with
you,
then
you
need
to
step
and
pause
and
look
at
it
again
and
maybe
update
it
and
I
think
that
that's
probably
some
of
the
things
that
are
happening
today.
It's
sort
of
you
know
what's
at
what's
going
on
and
how
people
are
looking
at
things
well,.
A
You've
been
talking
to
about
the
general
erosion
of
trust
in
government.
We
see
it
certainly
at
the
national
level
we've
experienced
at
the
local
level,
but
then
how
do
you
get
things
back
on
track?
I
mean
what
when
do
you
blow
the
whistle
and
say
okay
new
day,
one
going
forward
and
what's
the
role
of
the
manager
yeah.
B
B
I'm
going
to
give
you
three
in
the
three
projects
to
you've
talked
about
another
one
that
I
can
even
bring
up
for
that
I
think
are
important
projects
to
talk
about.
Let's
talk
about
the
artist
fear,
the
prior
manager
really
had
worked
very
hard
to
get
the
artist
fear
up
and
running
and
wanted
to
give
that
panache
to
the
county
to
really
have
a
cultural
center
that
we
had
not
had
in
this
community
and
in
all
fairness
yards
were
had
done
some
great
things.
B
It
really
did
have
a
claim
that
it
was
getting
in
the
region,
but
it
had
lost
the
support
and
the
trust
of
elected
officials
and
some
in
the
community
to
the
point
where,
as
the
manager
I
had
to
make
him
make
a
lot
of
decisions
now,
I
had
kept
it
going
for
a
couple
years
to
be
partially
candid
I
had
really
tried
to
keep
the
money
in
there
and
figure
out.
You
know
how
we
could
do
things
differently.
B
B
It
was
the
it
was
sort
of
like
we
stretched
shirlington
a
whole
other
place.
We
said
there'll
be
a
grocery
store,
someday
there'll,
be
a
hotel
someday
we're
going
to
put
some
more
restaurants
and
some
apartments
up
here
and
we
figured
seven
or
eight
years.
All
that
would
come.
It
was
within
18
months.
All
of
that
was
done.
B
I
mean
I
worked
with
lawyers
and
everybody
else.
I
was
just
one
input
into
it,
but
some
of
the
restrictions
that
we
put
in
the
original
deal
with
signature
would
never
have
been
met,
could
never
have
been
met
for
them
to
survive
and
thrive
and
really
do
a
good
job.
They
were
too
onerous,
but
we
didn't
know
that
so
we
amended
the
least
a
couple
times
and
before
I
left
his
manager.
We
did
what
I
think
is
probably
one
of
the
proudest
things
and
I'm
sure.
B
There's
people
out
that
I
think
we're
crazy,
but
we
didn't
give
them
anything.
We
really
gave
them
a
loan
and
said
you
can
pay
us
back
over
a
number
of
years.
After
we
did
our
due
diligence
with
the
banks,
we
did
due
diligence
to
find
out
if
they
can
economically
pay
this
loan.
Back
and
again,
this
is
an
asset
that
really
has
helped
anchor
that
part
of
shirlington
and
brought
other
development
there
as
well
and.
A
B
A
B
Aren't
just
one
thing
and
I
think
the
one
you
know
if
you
talk
about
our
I'll
attendance
values,
arts
and
education
have
been
as
important
to
everything
that
we
do.
People
in
this
community
value
the
diversity
of
the
types
of
things
that
they
can
do
with
their
children
and
their
families
and
arts
is
very,
very
important,
and
if
you
take
that
out
of
a
community
just
arbitrarily,
you
know
take
away
the
libraries
and
take
away
the
arts
you're,
really
cutting
the
creativity
and
I
that
wasn't
something
anybody
wanted
to
do.
A
In
so
many
years
of
your
being
involved
in
the
finances
to
maintain
the
balance
of
services,
first-rate
parks,
first-rate
theatre
company,
first-rate
schools,
libraries,
government
services,
that's
a
lot
and
the
the
challenges
that
you
had
and
your
directors
several
times
of
having
to
trim
the
budget
to
come
in
on
budget,
but
not
sacrifice
the
the
quality
of
services
or
the
range
of
options
that
we
have
available
to
the
citizens.
That's
that's
quite
remarkable
was
going
to
say
to
that
the
the
county
has
enjoyed
many
years
of
unabated
triple
triples.
You
know
from
the
ratings
agencies.
B
We
had
a
double
triple
a
for
many
years
before
I
even
got
into
finance
in
1999
I
took
over
as
director
of
finance,
so
I've
been
involved
in
the
rating
agency
since
1999,
so
it's
about
16
years
and
have
been
in
some
part
involved
in
conveying
information
to
them,
but
there's
so
many
facets
that
go
into
their
evaluation.
B
First,
you
need
a
clean
audit
will
clean
opinion,
and
that
means
that
when
outside
people
come
in
and
look
at
your
books,
they're
looking
at
you
know
everything
from
whether
you're
overspending,
your
department
or
whether
how
you're
you
know
how
you're
doing
with
your
friends
of
library
or
whatever.
So
they
look
at
all
those
things
and
they
look
at
our
management.
They
look
at
how
we
set
up
reserves.
They
look
at
how
we
fund
certain
things.
They
look
if
the
board
is
willing
to
increase
taxes
for
priorities
that
they
have
set
as
policy
many
jurisdictions.
A
B
I
think
that
you
have
really
strong
finance
people
in
this
county.
Still
that
know
that
you
have
to
manage
your
money,
you
have
to
live
to
your
policies,
keep
good
fiscal
policies,
maintain
them.
You
know,
don't
lose
your
way
on
projects
and
when
you
do
correct
it,
rectify
it
and
figure
out
how
to
move
forward.
And
you
know
you
don't
hide
things,
you
do
the
Russian.
A
B
B
Those
are
all
things
that
the
rating
agencies
look
at
and
they
want
to
better
understand
how
you
are
committed
to
making
these
things
happening
going
forward.
So
you
might
say
okay,
so
if
you
lose
a
triple-a,
what's
the
big
deals
used
to
borrow
money
and
a
little
higher
costs
it's
more
than
that?
It's
it's
a
it's
a
class
of
understanding
that
you
will
take
these
things
seriously.
To
maintain
that
you
get
to
that
Triple
A!
It's
an
understanding
that
the
way
you're
going
to
run
your
government
is
at
such
a
level.
B
It's
a
business
that
wants
to
come
to
a
community
that
makes
investments
in
its
schools
and
its
roads
and
its
people,
and
those
are
all
that
sends
a
whole
different
message
than
just
borrowing
money
at
a
lower
rate.
So
to
me,
a
triple-a
was
really
part
of
the
way
that
we
were
a
community.
Another
aspect
you
Paul.
C
As
a
manager
in
the
huge
among
responsibilities-
Fayette
County,
Manager,
Dalton,
County
I,
you
all
interns,
interjurisdictional
work
and
the
fact
that
you
involved
with
the
cod
Council
of
Governments-
and
you
will
leave
the
interview,
many
of
the
major
projects
for
taking
place.
And
yet
we
had
to
balance
the
needs
of
garage
economies
like
fairfax
county,
prince
george's,
county,
montgomery,
county
arlington.
But
those
are
very
small
jurisdictions
like
Manassas
Frederick
and
that
you
talk
a
little
bit
about
that.
C
B
It
was,
you
know,
as
manager
was
probably
one
of
a
really
huge
growth
opportunities,
because
you
know
after
911
911
changed
a
lot
of
us
and
that
we're
here
you.
C
B
Here
at
nine
eleven
and
you
know,
I
was
in
charge
of
Finance,
so
that
was
an
interesting
place
to
be
to
make
sure
there
was
resources
and
what
went
on
at
the
Pentagon,
but
I
think
that
what
happened?
What
I
did
at
Cog
was
I
chaired
the
committee
that
dealt
with
the
money
that
came
in
the
u.s.
imani
urban
area
initiative,
Security
Initiative.
These
are
funds
that
come
to
help
support
the
entire
region
since
nine
eleven
to
help
security
in
the
region
and
believe
it
or
not.
B
Left-
and
you
know,
Tony
Griffin,
left
and
I
mean
like
all
these
senior
people
that
had
been
here
from
9-11
and
prior
there
was
a
bunch
of
newbies
and
even
though
I
I
was
considered
senior,
because
I
had
been
here
long
within
the
county
more
than
anything
else,
but
we
had
to
bring
people
from
the
region
together.
Unfortunately,
really
the
public
safety
team
in
this
region
is
outstanding
outstanding
and
we
are
so
fortunate
to
have
a
cooperative
governments
that
really
back
each
other
up
and
know
how
to
do
things
together.
B
The
difficulty
was
really
breaking
up
60
million
dollars
and
prioritizing
it
and
figuring
out
how
to
disperse
that
money
appropriately
and
coming
up
with
the
system.
So
I
really
spent
really
three
to
four
years,
just
helping
to
revise
the
system
so
that
we
could
figure
out
how
best
to
move
forward
so
I
feel
very
good
leaving
now,
because
there's
a
project
management
office
and
there's
now
people
that
can
step
up
and
and
give
reports
and
show
what
we've
spent
our
money
on.
But
really
it
was
a
huge
lesson
in
life.
You.
C
C
B
Doesn't
live
here?
Oh
my
god.
My
biggest
flaw
I'm,
like
and
I
meant
to
say
in
the
very
beginning,
when
I
got
engaged,
my
husband
lived
in
Buckingham,
so
I
haven't
come
on,
I
mean
he
paid
three
hundred
and
twenty
dollars
a
month,
and
that
was
like
a
big
deal.
You
know,
I,
don't
know
anywhere
and
he's
as
well
as
I
know
Arlington,
and
it
was
awkward
how
I
came
into
the
job
and
one
of
the
things
is.
B
I
had
been
established
in
fairfax
for
20
years
with
my
husband
and
you
know,
our
bridge
partners
live
down
the
street
and
our
friends
and
people
that
you've
established
relationships
with
and
perfectly
candid
at
night.
Even
though
I
had
a
ride
home,
I
was
able
to
go
the
grocery
store
and
no
one
knew
who
I
was,
and
I
could,
and
you
know
some
people
see
that
as
a
flaw
that
some
people
say
well,
you
should
have
to
go
the
grocery
store
and
take
the
conversation
and
abuse
that
people
want
to
give
to
you.
B
But
you
know:
I
probably
gave
20
hours
a
day,
and
so
my
feeling
was
that
I
deserved
a
few
hours
of
privacy
to
have
some
sanity
and
all
that
and
yeah
some
people
have
flawed.
You
know
said
that's
wrong.
If
I
had
known
that
was
staying
for
five
years,
I
probably
would
have
rented
an
apartment
or
bought
an
apartment,
but
I
really
at
the
time
didn't
think
I
was
going
to
stay
that
many
years
is
manager.
B
But
anyone
who
thinks
that
my
loyalty
and
understanding
for
this
community,
because
I
didn't
sleep
here,
they're
wrong,
they're,
really
wrong.
I,
really
to
this
day.
It's
so
funny,
I,
defend,
Arlington
and
I'll,
see
things
and
I
still
get
the
news
releases
and
I'm
constantly
saying.
Yes,
we've
got
this.
None
of
that
done,
but
I
always
know
Arlington
better
than
anything.
We've.
A
B
Oh
god,
that's
that's!
That's
like
a
hard
question
time!
That's
why
I
just
said
to
you:
I
want
to
go
to
lunch
with
you
guys.
You
know,
I
I
needed
a
break,
so
I
I
decided
to
run
my
bmv.
This
I'm
like
kidding,
but
we
have
a
beach
house
and
I
have
to
tell
you
that
I've
had
company
more
than
I
ever
expected,
so
I
really
do
need
a
break
still
and
the
one
thing
that
I
am
doing
and
I
think
I
mentioned
this
to
you.
I'm
working
on
a
children's
book.
B
My
sister
recently
passed
away
and
one
of
the
things
we
were
doing
together
was
writing
this
children's
book
for
her
grandchildren
on
things
she
used
to
like
to
do,
and
so
I
have
a
very
famous
artist
who's
doing
the
illustrations
and
I
just
signed
a
contract
with
him
and
if
we
can
get
it
published,
will
get
it
published.
If
we
can't
then
I'll
just
print
it
for
family
and
we'll
do
that.
B
But
that's
one
thing
I
want
to
do
because
that's
sort
of
a
commitment
that
I
made
to
her
and
then
I'm
going
to
figure
out
what
I
need
to
do
next
I
feel
like
there's
still
something
in
me
that
I
need
to
do,
and
I
miss
people
tremendously,
because
I
was
so
much
of
what
I
did
and
enjoyed
working
with
people.
So
I
don't
know
what's
next
but
I'll,
let
you
know
I'll
keep
you
I'll
keep
you
informed
well.