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From YouTube: Transit Advisory Committee Meeting | September 12, 2023
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H
A
Okay,
so
how
about
the
folks
online?
Let's
start
with
the
committee.
J
A
A
K
C
A
Okay,
how
about
any
members
of
the
General
Public.
A
A
All
right
well,
thank
you
again
for
everybody
participating.
This
is
sort
of
new
territory
for
us
doing
a
hybrid
style,
but
we'll
certainly
make
the
most
of
it.
It's
good
to
see.
Everybody
smiling
faces
again
all
right.
So
next
item
is
public
comment.
Does
anybody
here
from
the
public
that
would
like
to
comment.
A
Okay,
if
not,
let's
go
to
approval
of
the
minutes
from
the
May
9th.
J
A
A
A
What's
going
on
in
the
field,
see
the
projects
you
know
that
we've
heard
about
read
about
we
know
about,
but
you
see
them
firsthand
and
and
see
the
the
magnitude
see
the
challenges,
and
you
know
the
connectivity
everything
else
that's
involved
with
it's
always
a
great
opportunity.
So
I
wanna
thanks
the
staff
again
for
putting
that
together
and
doing
such
a
great
job.
D
D
G
Interesting,
they
don't
combine
the
bus
maintenance
with
other
County
vehicles
if
there's
a
lot
of
a
lot
of
vehicles,
police
cars,
school
buses
and
so
on,
but
if
you've
got
80
buses,
that's
that
certainly
justifies
a
facility
where
buses
allowed
considering
their
different
maintenance
requirements
right
in
sensible.
It.
C
A
F
Yourself
again,
yes,
hi
everyone
and
everyone
at
home,
I'm.
The
new
Transit
technology
manager
I've
been
here
at
Arlington
since
the
very
beginning
of
June,
but
I've
been
in
transit
for
coming
up
on
10
years
in
about
six
months,
so,
okay
doing
all
sorts
of
stuff
from
operations
to
planning
and
and
Technology
as
well
great.
J
J
F
A
F
Works
for
me,
okay,
so
for
real
time
in
transit,
there's
three
parts
that
make
up
our
information
kind
of
backbone.
F
It's
our
vehicle
position,
trip
updates
and
alerts
and
I'll
get
into
each
of
them
in
in
a
second
about
what
each
of
them
are
and
where
we
stand
with
each
of
these
different
Avenues,
who
are
updating
real-time
information.
F
So,
let's
see
for
vehicle
positions,
this
is
pretty
much
your
GPS
location
and
we
are
all
set
squared
away
in
this.
In
this
Avenue
of
real-time
updates,
the
locations
of
our
buses
gets
published
to
third-party
applications,
like
all
the
ones
listed
on
the
screen,
the
transit
app
move,
it
Google,
Maps
and
Apple
Maps,
and
if
you
see
the
bus
tracking
live
on
a
map,
it's
been,
it's
been
accurate.
F
Art
even
has
its
own
website
to
track
buses.
It's
right.
There
listed
at
the
bottom,
it's
our
real-time
website
and
you
can
see
a
map
of
all
the
buses
moving
around.
You
can
plan
a
trip
using
that
application
and
any
any
vehicle
position
you
see
is
accurate.
It's
not
gonna.
It's
not
gonna
make
up
where
a
bus
is,
if
you
see
it
on
the
map.
F
The
next
one
is
trip
updates,
and
this
is
something
we're
working
on
on
getting
everything
up
to
speed
on
this
one
if
there
are
any
delays,
cancellations
for
any
disruptions
to
service,
even
if
it's
something
small,
like
police
activity,
at
a
single
stop
for
just
a
single
trip
of
a
single
route.
F
F
This
one
trip
due
to
just
the
disruption
and
service
from
police
activity
or
whatever,
whatever
happens
out
on
the
road
and
when
we
have
that
up
to
date
and
all
of
the
those
same
third-party
applications
or
trip
planning
Services
services
will
also
have
that
information
presented
that
you
know
we
aren't
able
to
go
to
that.
Stop
at
that
one
time
that's
being
worked
on
now
and
again,
you'll
see
all
these
kinds
of
changes
for
more
accurate
information
on
this
Avenue
by
the
end
of
the
year
and,
lastly,
we
have
alerts.
F
It
sends
texts
and
emails
anytime
that
we
have
some
sort
of
disruption
service,
but
the
those
same
third-party
applications
don't
display
those
messages
from
the
operations
team
yet,
but
we
just
need
to
take
the
the
format
of
our
of
our
alerts
and
we've
got
to
put
it
into
a
Transit
format,
so
we're
gonna
have
to
kind
of
translate
this
code
from
one
format
to
another.
So
that
way
we
can
take
those
same
alerts
and
also
display
on
all
of
those
third-party
applications
we're
working
on
those
last
two
pieces.
F
The
trip
updates,
which
is
all
those
disruptions
in
service
and
the
alerts
which
are
the
messages
from
dispatch
explaining
them
simultaneously
and
they'll
kind
of
they'll
come
out
together
over
the
next
couple
months,
and
then
our
operations
team
will
get
to
use
it
and
really
over
time,
become
experts
at
at
what
they're
saying
and
how
they're
saying
does
anyone
have
so?
Does
anyone
have
any
questions.
A
No
question
I
have
is
so
for
the
positioning.
How
does
that
get
relayed
so.
F
We
have
two
different
GPS
pieces
of
hardware
on
the
vehicle
and
it
sends
a
signal
from
the
bus
to
a
server
and
it
gets
put
out
online
I
believe
every
30
seconds
it
gets
updated
per
vehicle,
so
it
might
be.
If
you're
looking
at
multiple
Vehicles,
you
might
see
more
updates
within
30
seconds,
but
it's
at
least
every
30
seconds
to
see
if
the
vehicle
updates.
A
F
F
On
our
website
we
do
have
trip
planning,
Services
we've
got
shortcuts
to
it
here,
but
we
also
have.
F
F
This
is
our
real-time
information
with
a
map,
and
you
can
see
the
routes
on
there
and
the
buses
in
real
time
and
select
the
different
routes
that
you
want
to
see.
J
H
Yeah
I
have
a
question
yeah.
You
said
that
there's
like
you're
working
on
making
sure
the
art
system
shows
the
delays
on
the
system.
Now.
What
does
it
show
if,
like
that's
going
to
come
in
a
couple
months?
What
is
a
show
now,
basically
currently.
F
It
shows
the
schedule
of
time
so
if
we're
scheduled
to
be
there
in
five
minutes,
It'll
show
it's
going
to
be
coming
five
minutes,
but
it
won't
show
it
with
the
the
real-time
logo.
It
looks
like
a
Wi-Fi
signal
above.
J
H
F
Me
know,
or
if
the
bus
is
tracking
it'll
show
it'll
show
the
it
will
show
the
the
joke
for
delays.
It
will
show
the
how
sorry
for
a
delays
will
show
the
next
bus
arrival,
but
if,
for
example,
there's
a
maintenance
issue,
bus
cache
is
a
flat
tire
and
that
bus
they're
swapping
it
out
during
that
time
it
might
during
the
swap
out
time
it
might
show
the
schedule
time
and
not
that
the
bus
is
being
swapped
out.
F
I
J
A
C
My
name
is
Clinton
Edwards
I'm,
the
transit
services
manager
I'll,
be
joined
by
Paul
Monier.
The
project
manager
for
this
project
and
also
Lynn
Rivers,
will
finish
out
the
presentation.
She
is
the
transit
bureau
chief,
so
we'll
go
ahead
and
jump
right
into
the
into
these
slots.
So
next
slide,
please
Paul!
C
All
right,
we'll
just
have
a
go
over
briefly.
The
agenda
we'll
spend
most
of
our
time
on
the
public
engagement
until
we
turn
it
over
to
Paul
to
go
into
the
actual
recommendations
so
for
the
agenda,
we're
going
to
talk
about
the
implementation
in
the
timeline,
the
public
engagement
round
two
from
the
summer,
how
we
reached
people
what
we
heard
and
our
recommended
service
changes
before
I
continue.
Can
everyone
in
the
room
hear
me
loud
and
clear
and
online?
C
Yes,
all
right
next
slide,
please,
but
before
we
get
into
our
actual
implementation,
just
a
reminder
for
everyone
what
our
desired
outcomes
are.
If
you
look
to
your
map
to
the
right,
we
took
the
county
and
broke
it
into
four
quadrants
north
west
of
Columbia
Pike
area
South,
the
Shirlington
area
and
the
East
Pentagon
City
Crystal,
City,
East,
Pentagon
and
Crystal
City.
C
What
our
desired
outcomes
from
this
project
were
where
we
were
looking
to
improve
service
to
key
destinations
where
folks
want
to
go.
We
want
to
simplify
the
transit
network
with
more
direct
routing
without
having
more
one-seat
rides
and
having
folks
not
have
to
transfer
to
get
where
they
wanted.
More
Equitable
and
efficient
distribution
of
the
transit
access
and
resources
and
finally
provide
more
convenient
and
reliable
Transit
service
on
off-peak
hours
and
weekends
and
Paul
will
get
more
into
that
bullet
point.
There
next
slide:
Please
Mr,
Monier
implementation.
C
C
The
timing
of
these
changes
is
informed
by
the
public
input
and
available
Financial
Resources.
So,
as
we
continue
to
look
to
implement
more
of
these
recommendations
over
this
10-year
span,
we
will
continually
come
back
and
having
public
engagement
to
just
make
sure
that
we're
still
on
track.
The
next
bullet
point
kind
of
speaks
to
that.
C
Our
annual
review
of
the
recommendations
to
consider
basically
annually
we're
going
to
see
if
these
recommendations
continue
to
pass
the
smell
test.
Are
the
recommendations
still
feasible?
Are
the
recommendations
still
desirable
and
are
adjustments
needed
to
our
adjustments
to
recommendations
needed?
We
just
want
to
look
and
see
as
this
document
ages
and
we
get
closer
and
closer
to
the
end
of
this
10
here
Horizon.
C
Next
slide:
Please,
Mr,
Money,
concurrent
Transit
studies,
there's
a
lot
of
synergy
here
between
all
of
the
different
Transit
initiatives
and
studies
that
we
have
first.
Here
you
see
the
and
Arlington
Transit
strategic
plan,
which
is
the
topic
of
this.
However,
we
are
also
doing
a
title
VI
program
update,
which
is
required
by
the
Federal
Transit
Administration,
which
looks
at
Equity
planning
and
making
sure
that
all
of
our
services
are
evenly
distributed
and
dispersed
throughout
the
county.
C
C
Currently
the
art
Fleet,
is
100
compressed
natural
gas,
and
so
this
study
will
help
inform
us,
as
we
look
at
our
different
propulsion
types
in
the
future,
as
which
type
of
propulsion
we
will
move
forward
with,
and
also
how
many
vehicles
that
will
require
as
we
move
forward
and
then
the
overlay
with
the
wamada
best,
but
a
better
bus,
Network,
the
Washington
metropolitan
area
transit
authority.
They
are
looking
at
a
re-envisioning
of
their
bus
Network.
C
C
Looking
the
current
conditions
moved
into
the
service
recommendations,
development
during
the
winter
spring,
we
developed
the
final
service
recommendations
this
summer
did
a
robust
public
engagement
part
two
this
summer
as
well,
and
we
are
at
the
very
last
slide,
looking
to
submit
the
final
Transit
strategic
plan
to
in
the
fall
of
2023
to
the
Commonwealth
of
Virginia
next
slide.
Please
now
we
get
to
talk
about
the
fun
that
we
had
this
summer
time.
This
was
an
awesome
opportunity
for
staff
to
go
and
engage
the
public
all
around
Arlington
County.
C
We
did
18
pop-up
events,
Saturdays
Sundays
weekends,
at
movies,
at
Metro
stations.
It
was
an
awesome
experience
just
going
out
and
engaging
with
the
public
and
really
getting
their
thoughts.
You
see
the
script,
the
picture
right
there.
That
is
one
of
our
awesome
interns
Rocco,
who
was
out
at
out
at
one
of
the
public
engagement
events.
It
was
all
hands
on
deck.
Everyone
from
our
most
senior
leadership
within
the
bureau
always
to
our
interns,
were
out
and
engaged
the
public
so
right
below
Rocco.
You
can
see
this
41
Columbia
Pike
Boston
courthouse.
C
It'll
hurt
your
life,
and
so
through
that
we
were
able
to
receive
over
1800
comments
on
the
proposed
service
changes
in
person
and
then,
even
through
the
online
feedback
form,
we
were
able
to
receive
over
1200
feedback.
1200
comments
through
the
online
feedback
from
excuse
me,
we've
collected
595
forms
3
through
18
pop-up
events
we
had
the
proposed
changes
were
able
to
be
translated
into
the
languages
you
see
to
the
right
of
the
form:
Spanish
Arabic,
amric,
Mongolian
and
Chinese.
It
was
an
awesome
experience.
C
I
think
that
all
the
staff
that
were
able
to
participate
really
really
enjoy
being
ill
and
being
in
the
service
area
and
really
engaging
with
the
public
and
so
a
lot
of
what
we
received
during
the
public.
We
took
the
recommendations
out
to
the
public
and
there
were
some
things
that
the
public
just
wanted
to
wanted
to
see
more
of
like
we
want
Sunday
service
on
x
route.
C
C
C
Are
those
themes
of
frequency
service
span
hours
of
operations,
the
amount
of
time
the
bus
is
actually
on
on
the
road
and
the
connectivity,
making
it
easier
for
people
to
get
where
they
needed
to
go.
There
are
some
other
factors
there
that
that
we
heard
as
key
things,
but
these
top
three
are
going
to
be
addressed
by
the
atsp
and
to
no
further
Ado.
I
will
turn
it
over
to
Mr
Monier.
E
I
was
a
project
manager
for
this
project,
I'm
going
to
go
through
the
recommendations
we
have
they're
broken
up
into
three
essentially
time
periods,
short-term
medium
term
and
long
term.
As
noted
earlier,
this
is
a
10-year
plan,
so
obviously
everything
is
not
going
to
be
implemented
day,
one.
It
will
be
implemented
over
the
course
of
those
10
years.
So
this
will
take
a
little
bit
of
time.
E
E
It
first
Route,
41
and
45.
This
is
a
change
has
already
taken
place
in
conjunction
with
the
implementation
of
the
16
Amazon
Columbia
Pike.
The.
G
E
Is
a
12-minute
service
along
Columbia,
Pike,
16g
and
H
were
taken
out
of
the
neighborhoods,
and
additional
service
was
added
to
the
45
and
41
to
cover
the
service
that
was
lost
in
the
neighborhoods
Route
53
and
Route
61..
These
two
implementations
have
to
happen
together.
Essentially,
this
is
talking
is
recommended
is
to
eliminate
the
61
and
reconfigure
the
53
to
go
from
in
the
north
county
to
Roslyn
and
take
over
a
segment
of
the
61
that
would
be
eliminated.
E
In
addition,
we
would
also
be
proposing
to
increase
the
speed
of
service
to
all
day.
Both
these
routes
currently
are
period.
E
Routes
commuter
rides,
they're
only
operating
a
couple
hours
a
day
in
the
morning
and
evening,
and
once
every
45
minutes,
so
increasing
frequency
increasing,
span
and
saying
you
know
actually
putting
a
real,
fixed
food
service
out
there
and
see
if
we
can
increase
the
use
of
bus
service
in
the
north
county,
Route
75
increase,
in
weekday
frequency,
improved
service
to
Wakefield
and
Kenmore
high
schools.
E
This
has
been
one
of
our
faster
growing
routes,
and
it
has
a
lot
to
do
with
the
fact
that
Kenmore
Middle
School
is
the
highest
participating
school
that
we
have,
and
also
a
lot
of
comments
for
the
public,
particularly
people
that
use
this
service
that
we
met
out
in
the
field
expressing
how
important
it
was
and
how
much
they
would
like
to
see
increased
frequency
on
that
Route
77,
Route
77
a
service.
E
Currently
we
run
this
six
days
a
week,
Monday
through
Saturday
people
that
indicate
they
would
like
to
have
that
Sunday
service.
Again,
a
lot
of
comments
for
people
who
actually
are
out
in
the
service
area
and
using
the
77.
Route
84,
extended
route
to
Shirlington,
transform
to
an
express
route
to
Pentagon
City
this
route
right
here,
as
you
can
see
here,
these
green
boxes.
This
is
the
neighborhood.
The
d84
goes
through
we're
essentially
handing
it.
E
It
currently
comes
and
goes
directly
to
Pentagon
City
we're
going
to
have
to
come
visit
Shirlington
and
then
give
an
express
route
from
Charlene
to
to
Pentagon
City.
This
is
the
only
route
that
remains
as
a
commuter
route
working
during
the
peak
periods.
It
is
one
of
the
better
performing
routes,
but
it
does
sort
of
important
Services
people
would
be
using
Route
85
new
new
grad
service,
Insurance
Transit
Center
Aurora
Hills
Christmas
City.
E
E
So
we
wanted
to
have
service
that
bolstered
that
and
kept
those
conditions
for
presidents
in
that
area
and
Route
87,
essentially
just
simplifying
the
routing
and
numbering
and
make
it
easier
for
people
to
plan
their
routes.
This
route
currently
has
three
different
routing
configurations.
He
said
a-
and
you
said
an
x87
P
essentially
put
together
that
way,
because
it
was
a
lack
of
resources
to
provide
the
frequency
that
was
necessary.
E
So
some
of
those
route
configurations
or
short
routes
we're
just
proposing
to
run
the
whole
route
and
the
resources
to
make
it
simpler
for
people
to
use.
E
Next
is
our
midterm
goals:
first
Route
42
Xfinity
Service
hours
slightly
and
providing
more
consistent
schedule.
These
these
changes
are
essentially
to
improve
the
reliability
of
this
service.
It
does
require
adding
buses,
so
there
is
a
cost
to.
While
there
isn't
a
significant
change
or
increase
in
service
resources
need
to
be
added
to
improve
the
service,
reliability,
Route
43.
This
is
about.
E
We
got
a
lot
of
comments
on.
We
are
proposing
to
extend
to
Clarendon
Metro,
and
this
currently
comes
from
the
courthouse
down
to
Crystal
City,
so
we
are
proposing
to
explain,
declare
expanded,
Clarendon
and
connect
to
Crystal
City.
This
serves
the
purpose
of
providing
what
is
somewhat
of
a
weak
connection
from
North
Arlington
to
Crystal
City
that
we
identified
in
our
gaps
analysis
a
lot
of
comments
we
received
I
asked
for
this
to
be
extended
to
Boston.
E
Unfortunately,
due
to
the
amount
of
service,
that's
already
at
Boston
and
future
demand
for
service
at
balstead,
it
it
just
isn't
feasible
for
us
to
do
that.
There
isn't
a
lot
of
service
that
we'll
go
over
in
the
north,
that
we,
where
we.
J
E
Connections
along
Courthouse
and
Claritin.
Excuse
me
along
Clarendon
Wilson.
So
while
we
did
hear
that
comment
that
it's
not
really
feasible
now,
some
really
big
changes
in
the
north
Route
51
redesigned
this
route
to
connect
to
East,
Falls,
Church,
Virginia,
Hospital,
Center
and
Rosalind.
Currently
this
runs
from
Fallston
to
the
Virginia
Hospital
Center
and
essentially
serves
as
a
shuttle
we're
talking
about
extending
it
out
to
the
Roslyn
Metro
coming
down
Washington,
to
provide
service
to
a
middle
school
in
this
area.
E
Right
here,
coming
back
to
the
hospital
through
Boston
along
Claritin,
pick
up
the
southern
half
of
the
rav
61
and
go
to
Roslyn.
This
provides
a
lot
more
opportunities
for
people
to
use
the
bus
and
have
a
one-way
excuse
me,
a
one-seat
ride
along
the
corridor.
Route
52!
It's
blue
service
here
again
to
reconfigure
this
essentially
to
pick
up
some
additional
services
that
are
being
eliminated
along.
E
What
was
what
is
currently
Route:
62
increase
the
service
hours
and
frequency
and
see
if
we
can
get
people
with
a
little
more
reliable,
a
little
more
frequent
and
a
few
more
hours
of
opportunity
to
ride
the
bus
to
see.
If
we
can
encourage
ridership
in
the
North
County
Route
54
this
purple
route,
essentially
connecting
from
up
here
where
the
53
previously
ran
53
has
been
eliminated,
and
this
is
a
segment
right
here
which
is
no
longer.
E
There
has
been
eliminated
because
they
as
a
very
low
performing
segment
of
that
the
54
will
pick
up
what
used
to
be
the
72.
You
spread
up
to
five
spring,
we're
proposing
to
move
the
72
into
Virginia
hospital
to
provide
another
connection
for
Boston
to
Virginia,
Hospital
Center,
and
also
provide
one
or
two
trips
in
the
morning
in
the
afternoon
to
serve
schools
over
here
in
the
north
part
of
the
county.
E
And
finally,
it
might
be
a
little
hard
to
see,
but
you
see
a
gray
area
right
here
in
this
area
we
are
eliminating
the
53.
We
are
proposing
a
micro,
Transit
area,
oops,
proposing
a
microterrington
area.
There's
still
a
lot
of
City
needs
to
be
done
on
that.
E
Essentially,
this
would
serve
as
a
first
and
last
mile
type
Service,
where
you
could
pick
it
up
in
the
neighborhood
and
get
to
say
East,
Falls,
Church
or
Fallston,
or
another
major
Transit
of
a
bus
stop
with
a
lot
of
services.
This
would
not
be
intended
as
a
door-to-door
service.
Again
again,
this
is
just
to
connect
to
the
frequent
high
frequency,
bus,
Network
or
high
frequency
rail
network
and
help
people
with
first
and
last
miles.
E
E
Okay,
I
think:
okay,
we'll
go
back
to
that
and,
finally,
the
long-term
recommendations,
we're
making
for
Route
41
and
45
increase
free
weekend
frequencies
until
Gap
from
eliminated
service.
E
Essentially,
you
know
that
that
is
what
we
want
to
do
is
pump
up
the
weekend
service
a
little
bit.
We
are.
We
have
already
increased
the
existing
weekday
service.
We
do
want
to
get
the
weekly
Service
bumped
up
a
little
bit
so
for
the
45
and
the
85.
There's
two
other
recommendations
here.
They
are
in
the
long
term
timeline
and
I
want
to
mention
this
before
I
talk
about
this
Arlington
County,
we
view
Metro
Bus
Ramada
as
the
regional
carrier
of
in
this
area.
E
They
provide
a
service
that
connects.
You
know
the
outer
counties,
Fairfax
11
to
the
inner
city
coming
through
Arlington.
We're
really
concentrating
on
doing
is
leveraging
that
high
frequency,
robust
Regional
network
with
the
by
providing
connections
with
Arlington
County
service.
One
of
the
things
we
did
notice
is
we
were
going
through
the
better
bus
service.
E
There
are
a
couple
connections,
a
couple
Regional
connections
that
at
times
did
not
appear
or
didn't
appear
with
the
frequencies
that
we
would
have
liked
to
have
seen
and
these
recommendations
for
the
45
and
the
85
I
want
to
make
very
clear.
We
view
these
as
important
connections.
We
don't
necessarily
say
this
is
service
that
Arlington
County
is
going
to
be
running,
but
we
want
to
keep
this
discussion.
The
Route
45
will
connect
to
there's
a
plan
for
a
brt
along
Route
7..
E
That
brt
will
connect
to
East
Falls
Church,
but
we
think
it
is
extremely
important
that
the
people
along
Columbia
Pike
also
have
an
opportunity
to
make
that
connection
that
the
connection
takes.
You
all
the
way
into
Alexandria
all
the
way
up
to
Tysons,
and
we
just
think
that
that
is
absolutely
100
necessary
connection
for
the
people
in
Arlington
County,
particularly
the
Arlington
Mill
neighborhood,
to
have
it
had.
This
connection
did
show
up
again
in
the
better
bus
network
with
the
16m
so
again
long
term.
E
We
want
to
make
sure
it
stays
in
the
discussion,
the
connection
not
necessarily
who's
running
it
and
then
I'm
gonna
skip
to
the
85,
and
you
can
see
the
85
is
the
route
that
goes
through
Aurora
Hills
to
Crystal
City,
and
now
you
see
this
leg
down
to
the
Potomac
Yards
again
in
the
better
bus
Network,
we
did
see
a
decrease,
an
increase
in
frequencies
along
the
Metro
way.
At
one
point-
and
we
were
very
concerned
about
this
connection,
this
connection
would
not
run
along
the
Metro
way.
E
That
is
a
Metro
Bus
exclusive
right
away
in
Arlington
County.
It
would
run
parallel
along
Route
One
again,
this
is
the
connection
outside
the
county.
We
view
this
as
an
important
Regional
connection
and
we
wanted
to
stay
in
the
discussion
as
we
move
forward
route
74.
The
blue
route
here
currently
another
one
of
the
just
commuter
routes.
E
But
what
we're
proposing
to
do
is
it
increase
the
Spanish
service
and
the
frequency
and
have
this
go
to
Crystal
City
and
provide
a
connection
to
Long
Branch
Long
Bridge
Aquatic
Center
Route
77,
it's
a
route
from
Shirlington
that
comes
up
in
here
to
courthouse
again
we
earlier
in
this
plan.
We
provided
some
increased
Sun
started
running
on
Sunday
and
then
coming
back
later
to
increase
the
weekday
service
and
I
forgot
to
mention
the
75
again.
E
As
we
mentioned
earlier,
we
increased
weekday,
Service
coming
back
and
increasing
increasing
the
frequency
of
the
weekend
service
and
yeah.
That
is
the
recommendations
we
were
making
I
know.
I
talked
way
too
fast.
I
threw
a
lot
of.
Actually
these
recommendations
are
still
online.
If
you
go
to
our
Transit
strategic
plan,
the
public
comment
closed
at
the
end
of
July,
but
you
can
still
go
in
there
and
look
at
each
map
and
then
look
at
each
recommendation
individually.
E
So
you
can
get
a
better
idea
of
what's
going
on
and
then
I
think
we're
going
to
go
back
to
the
slide
and
I
think
are
you?
Is
this
where
you.
D
And
we've
looked
at
every
single
route:
we've
listened
to
every
single
comment
and
looked
at
what's
the
best
way
to
deliver
the
services
that
we
have
in
order
to
grow,
the
ridership
number
one
to
react
to
what's
already
happening
and
number
two
to
be
in
a
position
to
allow
the
service
to
grow
and
to
attract
more
people
to
the
services.
So
what
you've
seen
are
short-term
midterm,
long-term
recommendations
that
could
shift
around.
D
D
Obviously
we
have
to
talk
to
our
County
manager
and
then
the
County
Board,
because
at
the
end
of
all
of
this,
the
County
Board
has
to
adopt
this
plan
in
order
for
us
to
submit
it
to
drpt,
and
this
is
a
legislative
plan.
It's
legislated
so
drpt
is
able
to
know
how
financially
they're
going
to
be
able
to
support
all
the
transit
systems
within
the
state
of
Virginia.
D
So
this
is
critical,
very
critical
because
they
do
provide
some
source
of
income
or
Revenue
to
us
after
we
have
put
in
some
of
the
work,
so
I
wanted
to
mention
that
the
financial
piece
of
it
is
always
the
one
that
that
has
a
lot
of
questions
that
go
along
with
that
and
we'll
go
along
with
our
budgeting
process.
D
As
we
talk
and
as
we've
already
heard,
there
are
ways
that
we
can
either
expand
or
constrain
this.
This
plan
A
lot
of
it,
has
to
do
with
how
we
Implement
and
how
we
phase
it.
But
at
the
end
of
the
day
it
depends
on
how
much
money
we
have
to
work
with
we
get
plan.
D
We
get
funding,
obviously
from
the
general
fund,
and
there
are
other
sources
that
we
get
our
funding,
and
so
that
is
the
next
phase
that
we're
looking
at
as
we
move
into
going
to
the
county
manager
into
the
County
board.
So
that's
where
we
are
right
now
and
just
opening
up
the
floor
to
see
what
questions
you
might
have
for
us
at
this
point.
Well,.
A
I've
got
one
comment,
a
question.
So
when
is
when
are
you
looking
to
get
it.
E
A
D
A
And
another
question
I
have
is
to
mentioned
serving
several
of
the
schools,
Wakefield
and
Kenmore
Middle
School.
So
in
your
analysis,
here,
you're
seeing
that
the
patterns
of
the
buses
fit
nicely
with,
you
know
where
the
students
are
coming
from
home
to
get
to
school
and
that
kind
of
thing.
D
I
think
at
this
point,
I
think
Swanson
Middle
School
was
the
only
one
that
we
didn't
have
direct
connection
to,
but
Metro
does,
and
so
it
helps
us
that,
with
the
with
the
I
ride
program
and
now
that
we're
expanding
it
to
Metro
that
that
opens
up
another
Avenue
for
students
to
be
able
to
to
have
school
service.
But
we
looked
at
APS
Lauren
made
sure
that
we
did
that
she's
she's
been
actually
helping
to
Shepherd,
really
shepherding
the
whole
I
ride
program,
as
we've
been
doing,
it
fear
free.
A
D
D
Yeah
but
they've
done
it,
they've
done
a
really
good
job
of
keeping
operators
and
you
know,
there's
been
some
turnover,
but
they
continue
to
have
a
steady
flow.
A
H
H
D
We've
looked
at,
we
looked
at
that
somewhat.
We
really
are
waiting
for
the
Zeb
study
to
be
completed,
but
we're
already
ahead
of
the
game
with
ordering
four
electric
buses
to
be
piloted,
and
they
were
also
planning
to
do
keeping
our
fingers
crossed
to
do
hydrogen
fuel
cell
as
well.
So
we're
not
really
saying
we're
constraining
anything
with
regards
to
Vehicles
right
now,
at
the
end
of
the
day,
whatever
service
we
put
out
there,
we
have
to
get
vehicles
that
can
facilitate
all
of
it.
A
D
No,
that's
not
off
the
table
James.
Why
are
you
putting
your
own
spot?
D
It's
not
off
the
table,
but
I
will
say
that
we're
planning
to
do
a
fair
study
and
one
of
the
actions
that
we're
going
to
have
to
take.
Is
we
look
at
the
fair
studies?
What
does
that
mean?
How
does
that
impact
us?
D
That's
where
your
vehicles
and
and
being
able
to
keep
up
with
the
people
that
ride?
We
don't
know
what
that
means
yet,
but
we
have
to
do
go
through
a
fair
study
before
we
could.
You
know,
suggest
something
like
that.
E
Like
that
I,
just
if
I
can
it's
important
to
note
that
you
know
this
study
is
on
service
and
if
you
look
at
that
safety
is
near
the
bottom,
that's
something
we
do
every
day.
It's
not
necessarily
addressed
by
service.
We're
talking
about
this
there
so
yeah.
We
wanted
to
make
sure
we
had
everything
we
are
looking
at
real
time
was
mentioned
more
than
once
and
Joshua
talked
about
that
today.
So
those
are
absolutely
important.
Definitely
not
off
the
table.
E
E
K
D
D
That's
that's
the
plan
right
now,
okay
and
we
go
back
and
we
have
to
revisit
it
every
year.
So
that's
why
I
said
things
could
shift
something.
That's
in
midterm
may
move
up
to
short
term
right.
J
D
Absolutely
you
have
to
have
performance
standards
in
place
to
determine
you
know
some
of
the
routes
where
we
know
that
there's
been
low,
ridership
and
we're.
You
know
we're
taking
the
chance
and
throwing
more
service
out
there
to
see
if
there's
any
response
to
that.
If
it
doesn't
happen
after
18
months
or
so,
then
that
might
be
a
recommendation
for
elimination.
But
you
know
the
first
thing
to
do
is
to
try
to
provide
service
right
and
see
if
people
will
react
to
that
and
if
it
doesn't,
it's
like.
A
Okay,
now
we've
got
the
Arlington
Transit
and
star
performance
metrics.
C
C
We
capture
everything
from
trip
schedule
to
completed
trips
to
metrics
on
the
star
call
center
calls
received,
calls
answered
and
all
the
way
down
to
complaints
where
you
can
see,
if
you
add
up
all
the
complaints,
probably
across
the
entire
year,
we
may
be
just
at
a
hundred,
so
we're
very
proud
of
that.
I'm
very
proud
of
the
amount
of
time
that
the
star
call
center
folks
are
answering
the
telephones
you
can
see
for
the
month
of
June
2023
in
the
very
far
right
hand
corner
all
the
way
toward
the
bottom.
C
They
were
averaging
nine
seconds
for
the
377
calls
that
were
answered.
They
were
the
average,
was
them
being
answered
in
nine
seconds
this.
Of
course,
this
data
is
available
on
the
Arlington
Transit
website.
If
you
want
to
dig
a
little
bit
deeper
into
the
data
and
now
I'm
going
to
just
go
and
look
at
it,
another
way
graphically
one
of
our
other
outstanding
interns,
Miss
Lauren
Breyer,
who
I
think
is
sitting
there
in
the
room.
C
She
helped
develop
this
power
bi
I'm,
going
to
switch
to
that.
So
we
can
take
a
look
at
the
star.
The
fixed
route.
Metrics.
Give
me
one
moment
see
if
I
can
pull
this
up
all
right
on
your
screen.
Now
we
should
see
lots
of
wonderful
graphics
and
different
color
lines.
Please
confirm
that
you
all
see
this
yes,
so
what
I'll
start
with
is
Arts
system-wide
ridership.
C
The
black
line
is
fiscal
year
2023
or
calendar
year
2023,
as
you
can
see
this
black
line,
as
it
is
trending
all
the
way
up
through
this
past
July.
It
is
trending
above
this
pink
line
which
represented
calendar
year,
2021
the
blue
line,
which
represented
calendar
year
2022,
and
then
you
can
see
this
orange
line
where
in
March
and
April,
where
the
the
covid-19
worldwide
pandemic
hit.
So
you
can
see
that
we
haven't
got
back
to
the
point
of
2019.
C
The
last
full
year
that
we
had
pre-coveted,
however
ridership,
is
trending
back
so
that
that's
a
testament
to
the
work
that
you
all
are
doing
and
folks
getting
back
on
Transit
and
trusting
that
Transit
is
still
a
safe
and
reliable
way
to
travel,
so
we're
very
proud
that
ridership
is
trending
back
in
the
right
direction.
Of
course,
all
of
this
is
on
our
website.
I
won't
go
into
ridership
by
Route.
C
You
can
check
this
at
your
own
personal
Leisure.
You
have
the
option
of
going
and
whatever
your
personal
favorite
route
is,
you
can
actually
go
in
and
hold
this
by.
Route
I'll
go
next
to
service
efficiency,
and
this
grant.
This
graph,
of
course
represents
fixed
route
Service
as
a
percentage
by
month,
and
is
the
percentage
of
service
ultimately
delivered?
So
you
can
see
here
in
the
black
line
we
are
able
to.
We
are
completing
the
majority
of
our
trips.
C
You
can
see
this
is
running
neck
and
neck
with
previous
years,
all
the
way
up
in
through
July
arts
on
time
performance,
of
course,
the
pink
line
being
one
of
the
coveted
years.
Of
course,
all-time
performance
was
very
high
because
there
weren't
anyone
riding
the
bus.
C
You
can
see
here
in
2022
people
started
returning
and
on-time
performance
was
going
down
and
here
is
2023
the
black
line
we're
right
about
80
percent.
Of
course
we
want
to
see
that
improve,
and
so
that
will
also
improve
with
the
presentation
where
Josh
gave
earlier
about
fixing
those
real-time
issues
to
make
sure
that
we
are
actually
getting
accurate
data
star
ridership.
This
is
just
a
graphic
representation
of
FY
23.
You
can
see
here
where
ridership
is
increasing
over
the
past
couple
of
years
of
those
coveted
years
and
then
completed
trips
again.
C
The
number
of
completed
trips
are
trending
upwards.
So
we're
very
happy
that
we
are
improving.
That
service
is
returning
to
what
levels
that's
yet
to
be
seen,
but
people
are
beginning
to
once
again
think
of
public
transportation
as
a
mode
of
choice.
So
we're
happy
about
that
and
continue
to
encourage
folks
to
utilize
public
transportation
to
get
around
for
their
needs,
and
that's
all
I
have
on
that.
Any
questions.
A
A
C
What
I
would
say
that
historically
right
now,
I
know
one
of
our
biggest
issues?
Is
this
real-time
thing
being
able
to
identify
the
schedule
to
be
able
to
pick
up
the
actual
trips
versus
the
schedule?
Trips,
as
Josh
actually
talked
about
earlier,
and
you
can
see
kind
of
the
on-time
numbers
in
previous
years
here.
Of
course,
these
are
the
cover
year.
So
these
are
a
little
bit
skewed
foreign.
D
J
D
New
communication
system
and
I
think
Josh
Clinton
alluded
to
that,
but
the
other
piece
of
it
is.
We
have
a
fleet
where
we
still
have
about
16
buses
in
the
fleet
that
are
coming
very
close
to
the
end
of
their
useful
life.
So
we
we've
had
we've
actually
had
our
fingers
crossed
over
the
summer
last
summer.
If
you
all
recall,
we
really
had
a
really
tough
time
with
ACS,
and
this
year
it
hasn't
been
as
much
but
we're
really
just
seeing
that
buses
are
just
older.
D
We've
got
buses,
that's
got
300
plus
thousand
miles
on
them,
and
it's
time
and.
D
Which
we've
just
ordered
15
more
buses,
but
we
still
have
16
even
once
those
15
get
in.
We
still
have
16
more
buses
that
we
need
to
get
rid
of,
because
it's
just
so
old
and
that's
exactly
what's
happening.
D
We
do
have
our
our
contractor.
That's
trying
to
stay
on
top
of
the
maintenance
issues,
but
those
buses
that
we're
replacing
soon
like
within
the
next
year
and
the
16
are
part
of
a
company
that
is
no
longer
around
okay.
So
you
can
imagine
how
hard
it
is
to
get
parts,
but
that's
that's
kind
of
where
we
are
but
I
mean
considering.
We've
got
old
bus
a.
D
I'll
put
it
that
way,
I
think
you
know
for
us
to
be
doing
running
the
having
the
kind
of
on-time
performance
that
we
have.
It's
pretty
good.
D
H
D
D
We
have
to
be
very
smart
on
the
buses
that
we
get
and
making
sure
that
the
that
the
manufacturer
is
going
to
be
around
for
a
while
and
those
things
you
can
never
know
how
that
will
happen,
but
I
think
and
I'm
trying
to
think
over
the
course
of
Arts
lifetime
I
mean
that
has
been
probably
the
10-year
buying
buses,
because
art
still
is
a
young
Fleet
when
you
think
about
it.
D
In
the
scheme
of
things,
we're
only
25
a
little
over,
maybe
25,
27
years
old,
so
buses
were
being
bought
in
big
tranches
at
one
time,
and
so
that's
how
we're
in
this
pattern
of
15
buses
10
buses,
because
that's
how
we
were
going
over
the
course
of
time.
So
it
might
be
a
little
hard
to
get
out
of
that.
D
But
what
will
determine
it
is
you
know
how
we
make
our
next
purchases
in
the
future
and
the
propulsion,
and
all
that
goes
toward
that.
Thank
you.
D
Okay
and
and
previously,
we've
we've
also
ridden
on
other
Transit
agencies.
Contracts
like
we've,
we've
brought
buses
I'll.
Take
our
last
order
before
this
most
recent
one
was
off
of
the
wamada
contract,
so
we're
able
to
to
get
in
that
way.
If
we
were
to
try
to
buy
our
10
buses
whatever
amongst
Behemoth
like
Ramada,
we
would
never
make
it
so.
M
So
I'm
going
to
start
off
with
where
we've
been
then
I'm
going
to
go
on
to
the
where
we
are
now
and
then
I'll
hit
the
what's
next.
A
M
I've
been
following
that
stuff
closely,
because
my
mom
still
lives
up
there,
so
so,
where
we've
been
is
Ramada
was
in
the
Ramada
board
was
in
a
recess
during
August,
so
they
didn't
meet
at
all.
To
discuss
the
budget
in
the
board
meetings
in
July.
M
They
didn't
discuss
the
budget
the
last
time
that
they
discussed
the
budget
was
in
June
on
the
22nd,
which
was
the
first
time
that
they
had
openly
spoken
about
the
the
deficit
in
any
detail
in
FY
24,
the
the
budget
used
up
all
the
covid-19
federal
relief
money
that
had
been
getting
them
through
the
pandemic
when
there
was
lesser
Revenue.
M
So
that
is
a
major
contributing
factor
that
there's
no
federal
funding
in
fy25
this.
This
presentation
will
be
pdf'd
and
sent
out
to
you,
but
there's
a
link
there,
where
you
can
read
in
depth
the
report
from
the
Chief
Financial
Officer
to
the
board
of
directors
explaining
the
the
budget
situation
during
her
presentation
on
the
22nd,
the
CFO
laid
out
a
forecast
of
the
deficit
and
she
categorized
it
and
that
there
were
three
different
major
drivers
to
it.
M
One
is
the
jurisdiction
subsidy
credit
at
the
beginning
of
the
pandemic,
when
the
different
jurisdictions
were
receiving
less
service,
but
technically
paying
the
same
amount.
M
M
The
next
thing
that
she
put
as
a
driver
was
the
decreased
Revenue
since
the
pandemic
and,
as
you
guys
have
seen
in
the
ridership,
the
ridership
everywhere
in
the
country
plummeted
during
the
pandemic
and,
if
nobody's
riding,
that
means
they're
not
paying
fares,
and
that
means
that
there's
much
less
Revenue
in
the
the
final
line
here
she
says
the
the
total
rep
in
fy25.
The
total
revenue
is
expected
to
be
approximately
288
million
below
the
pre-pandemic
levels
and
that's
with
the
ridership
slowly
returning.
M
The
cost
of
everything
has
gone
up
still
the
cost
of
buses
cost
of
fuel.
All
of
that
has
has
gone
up
as
well
as
the
cost
of
living
in
general
that
they
need
to
be
paying
the
wages
for.
M
M
All
right,
you're,
just
gonna,
have
to
trust
me
on
this
one,
where
the
orange,
where
the
orange
Federal
relief
ends
and
the
red
starts,
you
can
see
that
they
actually
depleted
the
federal
relief
monies
in
fy24,
as
I
had
previously
mentioned,
and
in
fy25
they're
down
75
billion
or
0.75
billion
dollars.
M
At
that
point,
something
to
keep
in
mind,
you
see
that
big
swath
of
red
each
year,
even
if
we
come
up
with
the
750
million
deficit
the
following
year,
we're
gonna
see
again
a
bigger
deficit
and
so
on
and
so
forth,
until
the
way
that
wamata
is
funded
gets
changed.
So
if
you
look
all
the
way
out
to
FY,
35
you'll
see
that
on
the
operating
operating
budget
they
have
a
1.2
billion
dollar
deficit
on
the
next
slide,
we're
looking
at
Capital.
M
This
is
what
goes
into
state
of
good
repair
and
buying
trains
and
doing
a
new
boss,
whatever
alternative
they
choose
for
that
in
FY,
35
we're
looking
at
a
one
five
one
point:
five
billion
dollar
deficit
on
Capital,
so
you
add
those
two
together
and
let
me
just
make
sure
yep
that's
2.7
billion
dollar
deficit.
When
you
combine
operating
and
capital
so
obviously
something's
got
to
be
done.
M
This
is
a
ring
chart
here
off
to
the
left,
showing
that
25
of
the
budget
is
made
up
with
the
the
deficit,
so
it
the
the
the
big
thing
in
this
is
that
no
matter
what
happens
well,
Mata
can't
do
it
on
their
own.
In
fact,
we
have
to
keep
in
mind
as
of
right
now,
anyway,
there's
legislation
that
says
that
we
can
only
pay
three
percent
more
per
year.
M
That
gets
us
to
the
where
we
are
now
at
this
point:
mbtc
the
northern
Virginia
Transportation
Commission,
which
is
across
the
street
diagonally
from
where
you
guys
are
sitting
right
now,
they've
created
a
warm
out
of
operating
funding
and
reform.
Working
group,
Lynn,
rivers
and
I
are
both
on
that
as
as
well
as
way
and
we're
trying
to
identify
possible
funding
sources.
M
Different
thinking
outside
the
box,
trying
to
figure
out
where,
where
different
monies
can
come
from
the
Virginia
Department
of
rail
and
public
transportation,
otherwise
known
as
drpt
has
stated
that
they
do
not
anticipate
that
a
large
new,
dedicated,
Revenue
Source
will
be
addressed
in
the
upcoming
General
Assembly
session
and
local
jurisdictions
should
plan.
Accordingly.
M
That's
that's
sort
of
pointing
to
that
three
percent
cap
thing.
M
Drpt
strongly
encourages
mbtc
to
develop
a
bridge
scenario
to
address
the
fy25
FY
26
deficits
and
believes
a
permanent
solution
may
take
at
least
two
years
to
implement.
So
mbtc
is
currently
working
on
bridge
scenarios.
At
the
suggestion
of
drpt
and
I
am
on
the
Bridge
scenario,
work
group.
We
have
a
meeting
next
Wednesday.
G
M
M
And
that,
rather
than
just
look
at
the
different
funding
sources
or
Revenue
sources
to
try
to
pay
the
to
pay
the
thing
we're
trying
to
figure
out
what
exactly
we
could
do
in
the
two
years
in
order
to
just
Bridge
the
the
Gap
to
to
find
efficiencies
Etc
and
what's
next
so
there's
a
board
meeting
this
Thursday
and
they're
not
going
to
be
speaking
about
the
budget.
M
However,
on
September
28th,
the
wamada
board
will
be
me
in
and
they're
going
to
receive
a
presentation
from
the
CFO
and
vice
president
of
strategy
and
planning
and
the
vice
president
of
government
relations
entitled
budgetary
matters.
That
is
on
the
tentative
agenda.
For
that
date,
it
could
be
switched,
but
I
believe
that
everybody's
chomping
at
the
bit
to
hear
more
about
the
budget
that
ends
my
presentation
and
I
am
more
than
willing
to
enter
into
a
discussion.
M
M
They
talked
about.
Rail
and
bus
service
would
be
cut.
67
percent,
with
no
service
after
9
30.,
all
but
37
of
135
bus
lines
would
be
eliminated.
M
So
one
of
the
things
is,
if
you
remember
in
what
was
it
2019?
They
were
talking
about
a
lot
of
draconian
cuts
on
the
on
the
fixed
root
side
and
to
to
balance
the
budget,
and
we
were
able
to
come
up
with
those
monies.
This
is
kind
of
the
same
thing
again
where
the
the
throwing
stuff
out
there,
but
this
time
the
the
amount
of
money
is
unfathomable
right.
So
that's
why
there's
so
many
different
groups
right
now
trying
to
figure
out
how
we
can
do
this.
M
M
M
M
Would
the
legislature
would
have
to
be
set
to
do
that?
Virginia,
as
you
know,
in
Richmond,
isn't
necessarily
favorable
of
what's
going
on
up
in
Northern
Virginia
here,
so
the
likelihood
of
getting
all
three
entities
to
agree
on
that
is
kind
of
nil?
They
have
to
do
them
each
on
their
own,
where
what
the?
What
drpt
told
us
was
that
the
sub
jurisdictions
like
Arlington
and
Alexandria
and
Loudoun
Etc,
we
would
all
have
to
basically
figure
it
out
figure
out
what
we
want
to
do
with
taxes,
Etc
and
and
bridge
the
gap.
J
A
M
The
fair
evasion
has
been
reduced
at
the
stations
that
do
have
the
new
gates,
but
the
new
gates
are
only
at
a
few
stations,
so
I've
even
seen
people
squeeze
their
way
through
those
Gates.
Even
though
they're
like
five
feet,
tall
they've
been
able
I've
heard
tell
of
people
still
jumping
them,
which
you
know
look
out
for
the
next
Olympics.
M
You
know
somebody
from
DC
is
going
to
win
that
that
high
jump
and
the
you
know
all
of
that,
but
people
can
squeeze
through
not
necessarily
at
the
the
way
it's
done
down
at
Courthouse.
If
you
guys
took
the
train,
there
are
Gates
down
at
the
courthouse
station
now,
but
at
Fort
Totten
they
have
dual
like
Saloon
style
downstairs.
They
just
have
one
that
opens,
but
with
the
saloon
style
they
can
still
just
push
their
way
through.
M
We
won't
be
able
to
fully
understand
the
the
revenue
situation
until
much
more
report
is
done,
and
it's
more
that
it's
been
put
into
more
stations,
also
keep
in
mind.
We
just
we
wamata
just
installed
all
new
turnstiles
at
the
stations
right.
So
we
spent
a
lot
of
money
on
that
and
now
we're
going
back
and
refitting
those,
so
that's
costing
money
to
get
money,
so
it's
gonna
take
a
while
before
you
actually
see
the
savings
or
have
the
data
to
report
the
savings.
M
The
cool
thing
is
right.
Now,
though,
is
they
are
gathering
the
the
data
of
how
men
how
much
fair
evasion
is
going
on
and
that
is
being
entered
into
the
ridership,
not
not
for
ridership
reports,
but
for
overcrowding
ETC
they
can.
They
can
now
get
a
better
sense
of
how
many
people
are
actually
on
the
trains.
J
M
It's
generally
about
70
percent
of
your
cost
is
is
on
the
employees
that
run
your
system
and
they're
in
general,
they're,
a
unionized
Workforce,
but
there's
this
thing
that
I
didn't
understand
because
I
didn't
know
about
it
is
called
the
wolf
act
where
they
can't
they
can't
get
involved
with
the
the
amount
of
money
that
wamada
has
is
not
a
factor
when
it
comes
to
the
amount
of
money
that
the
union
can
negotiate
during
their
collective
bargaining
agreement
for
their
staff
to
be
making
which
I've
I
have
never
heard.
M
Anything
like
that.
You
know
once
again.
Walmart
is
very
much
different
than
everywhere
else,
but
that
would
be
another
active
legislation
that
would
have
to
be
done
to
get
rid
of
the
wolf
act
in
order
to
say,
hey
the
union,
whichever
we
only
have
this
much
money,
what
you're
wanting
to
do
costs
more
than
we
have
and
we
wouldn't
we'd
have
to
shut
down
the
system.
M
All
right
good,
seeing
you
guys,
if
only
in
virtuality,
all.
B
All
right,
hi
everyone
we
did
meet
earlier
tonight
and
we
did
have
several
people
giving
public
comment.
Let
me
know
Laura
and
Herschel
if
I
report
this
in
any
way
inaccurately.
B
B
As
I
understood
the
response
from
the
county.
It
was
well.
The
previous
team
came
up
with
proposals.
They
were
terrible,
nobody
liked
them.
Everybody
was
all
upset.
We
decided
to
take
a
step
back
and
try
to
gather
more
general
information
about
what
star
is
how
it
works.
What
people
like
about
it?
What
people
don't
so
that
we
can
use
that
basic
information
to
to
help
structure
any
new
ideas
that
we
have
for
proposals,
and
so,
to
my
mind,
there
was
back
and
forth
about
that.
B
I
I
said
I
have
the
impression
that
the
community's
concern
is
that
what
they
don't
want
to
have
happen
is
for
a
similar
proposals
to
arise.
Seemingly,
all
of
a
sudden,
because
you
know
they're
not
really
saying
you
know
what
what
feedback
they're
looking
for
what
feedback?
They're,
not
my
personal
feeling,
speaking
for
myself
and
not
for
anybody
else
from
the
subcommittee,
was
that
I
think
that
as
a
community,
we
should
take
advantage
of
the
time
we
have
and.
B
Is
from
staff
to
to
rethink
things
from
the
ground
up
and
you
know
try
to
work
as
closely
as
we
can
with
them
to
let
them
know
you
know
what
what
sorts
of
things
we
need
from
Star
so
that
you
know
whatever
proposals
they
eventually
do
come
up
with
won't
be
such
an
intense
pain
point
for
the
community,
but
personal
moral.
Would
you
say,
I
got
that
pretty
much
right
or.
I
A
D
Yes,
I
see
ways
go
ahead,
Lynn
go
ahead.
Yeah
I
just
want
to
add
that
we
reported
to
the
committee
that
we
started
the
public
engagement
process
that
we've
been
talking
about.
It's
been
delayed
for
a
while,
but
we've
started.
The
process
with
online
survey
forms
the
ability
to
use
the
call
center
to
to
get
feedback
and
we're
really
going
back
to
the
basics.
Those
who
use
star
would
have
been
your
experience.
D
D
D
Those
who
are
actively
using
the
service
that
actively
everybody
who's
certified
you
start
is
to
should
have
gotten
a
postcard
if
they
haven't
by
now,
but
we've
taken
their
their
information
from
the
start
database
and
from
that
point
on,
we
are
still
planning
on
going
through
an
engagement
process,
and
so
so
that's
where
that's
where
we
are
today:
okay,.
L
I
just
think
this
meeting
is
a
perfect
time
to
for
me
to
draw
a
parallel.
Remember
we
talk
about
tsp
and
there's
the
nice
slide.
Paul
put
on.
You
know,
here's
the
first
engagement
and
then
we
did
a
gap
study
and
then
we
did
the
proposal.
We
went
out
again
so
I
will
say
that's
a
parallel
process,
which
really
is
following
the
County's
communication
and
engagement
guideline
is,
let's
not
start
with
like
hey.
We
we
see
this
as
as
problem,
and
here
are
our
Solutions.
L
Let's
start
with
what
are
people's
experience,
which
the
tsp
did
the
same
thing.
We
asked
people
to
give
us
feedback
on.
You
know
their
experience,
writing
art
as
a
whole
and
then
later
developed
recommendations
and
recommendation
was
then
engaged
and
we
got
a
lot
of
feedback.
So
we
arrived
at
as
a
list
of
conditions,
we
kind
of
know.
We've
heard
from
a
large
group
of
the
community
people
who
use
Transit,
we
hope
we
can
achieve
the
same
level
of
Engagement
was
Art.
L
Although
the
user
group
is
smaller,
but
that's
not
to
say,
you're
less
important,
it's
very
important
service
we're
providing
so
we're
hoping
that
we
can
follow
the
same
method
and
arrive
at
a
good
conclusion
and
Clinton
I
I
see
you
come
up
and
you
may
have
more
to
say.
C
And
just
to
put
a
bow
on
that,
we
are
seeking
input
from
this
committee
as
well
just
other
places
that
we
would
need
to
do.
Public
engagement,
we've
started
with
the
survey
with
phase
one,
and
so,
if
you
all
have
any
ideas
on
how
we
can
Engage
The,
Star,
Community
or
interested
persons,
please
let
Pierre
know
and
we'll
get
those
together.
So
we
can
continue
to
expound
upon
this
engagement.
L
Yes,
and
if
you
allow
me,
I'm
gonna
share
my
screen,
which
this
is
the
Art
website.
This
is
for
folks
here
that
if
you
want
to
provide
input-
or
if
you
want
to
share
the
information
with
someone,
you
know-
and
you
want
to
comment-
you
just
need
to
scroll
down,
and
this
is
the
first
thing
star
feedback
opportunity,
and
by
clicking
on
this,
it
will
lead
you
to
the
the
feedback
opportunity
where
there
is
the
form
okay.
A
Okay,
any
additional
items
from
many
members
or
staff
you
want
to
bring
up
okay,
if
not
our
next
meeting
is
Tuesday
November,
14th
and
we'll
look
forward
to
seeing
everybody
then.
Thank
you
very
much.
Thank.