Coraggio Consulting
Prince William Board of County Supervisors Meeting — Work Session, Tuesday, October 15, 2024

Date: Tuesday, October 15, 2024
Place: Prince William County Board of County Supervisors, Virginia
Length: 3h 43m (video)
Official meeting video (Prince William County, Granicus): https://pwcgov.granicus.com/player/clip/3565
Official Board of County Supervisors page (Prince William County): https://www.pwcva.gov/department/board-county-supervisors

Machine transcript (speech-to-text) produced by Coraggio Consulting. Not an official county record. Names and numbers may be misspelled; check the video at the timestamp before quoting.
Speech-to-text: whisper.cpp, model large-v3-turbo. Produced 2026-10-31. Timestamps are [HH:MM:SS] into the meeting video.

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[00:21:18] afternoon everyone welcome to our october 15th border county supervisors meeting we will start

[00:21:24] right now with a moment of silence thank you now for the pledge of allegiance so we have a couple housekeeping items the second we're going to get back to later on the meeting but the first

[00:22:03] i understand that supervisor gordy will be participating remotely so we will have to waive the rules of procedure to amend the agenda to approve a request to participate remotely through electronic means do i have a motion for that so move the second thank you moved in properly second. Bailey Vega. Any discussion? Hearing none, please vote. Vote unanimous. Chair Jefferson absent from meeting and Supervisor Gordy absent from vote. Thank you. Are we going to wait for

[00:22:39] Senator Gordy to pop online? All right. Senator Gordy, can you hear us? He's muted, but looks like he is with us. That said, we are going to move on to item three, public comment time. Looks like we have one speaker for public comment time. We will keep it open for the next 15 minutes if anyone else wants to sign up. As always, please identify yourself and whereabouts you live in the county

[00:23:13] and you have three minutes to go. Ms. Menz, you're up. Teresa Menz, Potomac District. I want to thank law enforcement and first responders for all that they do for us. And I want to comment that we are in a spiritual war and all of us need to pray. We really need to pray. Satan followers are very

[00:23:51] active, very self-serving. Okay, just learned Governor, okay, Governor Youngkin of Virginia announced that there were non-citizens on the voter rolls, and he did this about a couple of months ago. Well, out of the blue, our illustrious DOJ is suing Virginia, saying it's not right to take these illegals off the roll, okay, that, you know, in other words, they're saying non-citizens

[00:24:25] have the right to vote. How things have changed. Haven't I said Democrats support illegals and terrorists? This behavior helps confirm my statements. Our government no longer supports the Constitution or the rule of law. And they celebrate DEI, racism, pride groups, LGBTQ+, are all of satan i just don't know when people are going to wake up and enjoy life and see the

[00:25:05] beauty in life instead of embracing satan and i'm sorry obama really opened my eyes and this is why i can no longer support the democrat party because the democrat party has gotten worse and worse and worse. You're allowing Biden and Kamala to betray America. They are in the pockets of China, Iran,

[00:25:41] even the Ukraine and Russia. And Hillary Clinton, she sold 20% of our uranium to Russia when she was in office. There's a lot that goes on that you people are ignoring. And this is another thing.

[00:26:01] People are coming to America. They have no intentions of assimilating. Our Democrat Party hasn't assimilated to America. Our Democrat Party hasn't assimilated to the Constitution. Yes, they go to church, but who are they worshiping? Are they worshiping God in Jesus Christ's name, or are they worshiping Satan? I defer to the latter. Yes, I'm very direct and to the point. Okay, God bless America. Thank you, Ms. Menz. Doesn't look like we have anyone else

[00:26:39] signed up in person. Ms. Madden, anyone online? All right, thank you so much, and that will end public comment time. Now on to number four, county executive time. Mr. Shorter, the floor is yours. Thank you, Chair. Just three quick items for me, really, to reflect out on the directives that were issued last time we were together, last week.

[00:27:03] So the panhandling communications plan, that directive was issued really to make sure that we came back to the board with a specific layout of communications and engagement around panhandling that has been assigned to the communications office, a letter to the congressional delegation regarding the Drug Supply Chain Security Act.

[00:27:26] this was really related to the pharmaceutical management item that the board considered and voted on last week. And we are drafting that letter. And then finally, we received a directive on allowable construction hours compared to other jurisdictions. And so we are doing that research.

[00:27:47] It's been assigned to public works and executive management, and we will come back to the board as a follow-up to reflect out on those hours. As of now, there are currently 34. We have been really working, as you all know, 34 open directives that we are working on, and we will continue, as we have been over the last few months, closing those out and getting back to the board where appropriate and where possible.

[00:28:14] And with that, that is all for me, Chair. Thank you, Mr. Shorter. Any questions for Mr. Shorter before we continue on? Thank you, Mr. Shorter. Now is number five, county attorney time. Ms. Robel, the floor is yours. Thank you, Mr. Vice Chair, members of the board.

[00:28:30] For discussion in closed session this afternoon, we will have consultation with legal counsel and briefings by staff members pertaining to the discussion or consideration of the acquisitions of real property for public purposes to include for public parks or other public uses, where discussion in an open meeting would adversely affect the bargaining position, litigating posture, or negotiating strategy of the public body.

[00:28:52] We will have discussion of reports or plans related to the security of the McCourt government building complex and the safety of persons using such building complex, including briefing by staff members, legal counsel, and law enforcement or emergency service officials concerning actions taken to respond to related threats to public safety, and a personnel discussion relating to the appointment for the delegate with voting credentials for the 2024 Virginia Association of Counties VACO Annual Business Meeting.

[00:29:20] These items are appropriate for closed session pursuant to 2.2-3711A1, 3, and 19 of the Code of Virginia. So moved. Second. Thank you. Been moved and properly seconded. Any further discussion? Hearing none, please vote. And I know we need to take a voice vote from Supervisor Gordy.

[00:29:39] Supervisor Gordy, thank you, sir. Vote unanimous. Thank you for that. Now on to our work sessions for the day. Mr. Shorter, the floor is yours. Very good.

[00:29:54] Thank you, Chair. So very, very excited to introduce Deputy County Executive Elijah Johnson to come to the podium. As you know, Chair and members of the board, we have been throughout the year using these work sessions to highlight quadrants based on the strategic plan.

[00:30:14] and i will say that this quadrant has done a phenomenal job putting together a slide deck to really describe what work we are doing within the county to help support our residents and so with that i want to turn this over to deputy county executive elijah johnson to get us started and mr johnson before you start for my board members do we want to just wait until after he's done with the presentation do the the questions or do we want to ask questions as we go forward after after all right there you go thank you mr. johnson thank you sir and good afternoon members of the board pleasure to be back with you this afternoon to talk about the exciting work the

[00:30:54] our quadrant is doing um as you know we have reconstituted the quadrant over the past few months and we're now the quadrant known as health well-being and environmental sustainability um this afternoon we'll be giving a quadrant overview of those who's in our quadrant now We'll be talking about how we address social determinants of health.

[00:31:15] We have two wonderful videos for you this afternoon. One from our library department showing the illustration from a client perspective, how they've benefited from services in their high school graduation program. And the second video will be a how I serve video from one of our staff that works at the Falazo Shelter.

[00:31:33] Here's a listing of our quadrant, the agencies that are in the quadrant. The agencies in the orange is our county agencies. We have three sister liaisons, state liaisons agencies. Although the state liaisons agencies are not presenting today, they are here in the audience to answer any questions that the board may have.

[00:31:53] So to kick us off, we're going to be, as Mr. Shorter indicated, what we wanted to do today as part of our presentation is give you an overview of the services that our agencies provide, but also talk about how we address social determinants of health. You've probably heard a lot about this in the community, but we've never specifically given you a presentation on how our programs and services touch these various areas that affect the health of our community.

[00:32:21] So to kick us off, I want to start out with the video.

[00:32:38] It was actually the pandemic because my whole world changes. I was laid off from a job that I was having for almost 20 years.

[00:32:54] And I started thinking that I need to do something else because I feel like I got stuck in my life in one point that there's no way to go up in that job. I mean, there was no options there.

[00:33:10] I was a delivery driver for a dry cleaner. There's a lot of challenges because you cannot be a full-time student. You still have to work. You still have to. I have two daughters. Both of them are in high school now.

[00:33:26] So there's too many challenges. I also have to provide for my family. I mean, I have my husband, but one income is not enough. Most of the time I was a student at night when everybody else was sleeping because then I have no noise, no distractions.

[00:33:45] And even one hour was really good for me to have it just by myself. And so that's something that I cannot do in person. The main barrier that I have is the language. All the classes that I just took helped me a lot to improve a lot.

[00:34:05] Probably a bachelor's degree or master's degree and something in health care. Especially because I always think in people like me. I feel even when my English is not perfect, I feel that I am able to help people who really doesn't speak English and I can be like the bridge.

[00:34:31] Yes, it was totally paid off. I mean, it was free for me. I think this is an opportunity that nobody wants to miss. I feel very grateful for the people that work with me because I have very little time to study, but I always find support.

[00:34:51] And that gives me hope and those lead me to where I am now, just four classes away of my diploma. It changes lives. It really does. I mean, I can, probably two years ago, I didn't see a clear path for me to have a professional career.

[00:35:15] And now I feel that I'm able to have it because of this. I really, I truly believe that education makes people better. It makes your mind to open to a whole different world.

[00:35:36] You being part of a community, if you are a better person, you will have a better impact in your community itself. That's what everybody wants to have, a better community, a better world. So that is an illustration of what our programs do, how it impacts our community, how it changes folks' lives.

[00:36:06] As you know, our tagline is Transforming Lives. You've just seen an illustration of how one particular program taken advantage of how we can affect and impact the work and the lives of people in our community. With that, I'm going to call up Mr. Joshua Lee, who's going to talk to you about, give a presentation on the area age and aging, and also touch on how they address social determinants of health.

[00:36:39] Good afternoon, Mr. Vice Chair, members of the board. My name is Joshua Lee, the Acting Director for the Prince William Area Agency on Aging. I'll tell you that the task this time with this presentation is to limit this to less than 10 minutes. So we're going to try my best here to get it within five.

[00:36:54] That's the goal here today. The goal. Oh, yeah, I'll read. So it's an honor to speak with you all today about the agency, which plays a critical role in supporting the well-being of older adults in the community.

[00:37:14] You noticed earlier I said Prince William Area Agency on Aging. We serve not only Prince William County, but Manassas and Manassas Park as well. Our mission is to enhance the quality of life of older adults through services that promote independence, socialization, and well-being.

[00:37:30] We envision a community where all older adults can age with grace, supported by the programs and services they need to remain healthy and engaged. The values that guide us, collaboration, inclusivity, and integrity, reflect our commitment to meeting the needs of our aging population, through strong partnerships and service delivery.

[00:37:55] Our agency and its 39 staff over four locations offer a wide array of programs to support this mission. And with recent census data, estimates placing around 60, around 100,000 citizens, 60 plus in the area by 2025, that's next year, which is around a 400% increase over the last 20, 24 years.

[00:38:20] where back in 2000, we only had around 24,000 older adults meeting this criteria. On the screen, it's a brief overview of some of our programs and services to include our adult day healthcare, where we provide comprehensive care for older adults who need daytime supervision and assistance, offering their families peace of mind.

[00:38:41] Senior centers, where we provide opportunities for social engagement, recreation, and lifelong learning. And our supportive services, where we provide communication, referral, information and assistance, options counseling, and Medicare counseling, just to name a few. These programs serve as the foundation of our work and reflect our commitment to supporting the growing population of older adults in the Prince William area.

[00:39:05] So our programs not only offer direct services, but they also address key social determinants of health that significantly impact the well-being of older adults. The World Health Organization identifies these determinants as the conditions in which people live, work, and age, and they include factors like economic stability, social connections, and access to health care.

[00:39:28] So here's how our programs align with these factors. Under education, aging does offer digital literacy classes and evidence-based programs to include false prevention and chronic disease self-management. For economic stability, many of our older adults are on fixed incomes and face financial stress.

[00:39:51] With that, the majority of our services are offered with no means tests and no denial of service for an inability or unwillingness to contribute. We also offer legal assistance programs to help seniors maintain their homes and navigate financial or legal challenges, reducing the economic burden on these families.

[00:40:11] For social and community contexts, we know that loneliness and social isolation are major concerns for seniors. Our two senior centers, on the east and west end of the county, act as hubs to help combat isolation and keep senior centers active. We provide in-person and online socialization and recreation activities, congregate meals five days a week, and nutrition education and counseling courses.

[00:40:37] We also contract with local bus companies to offer reduced-rate tours for seniors to go on trips around the country through our Bluebird Tours program. And we also have checking services, which contacts persons who have been assessed as benefiting from daily or weekly phone calls, almost like a self-initiated self-wellness check.

[00:41:00] For health care access, for those who wish to age in place, we offer personal care and veterans-directed care to help with daily living. Our veterans program is a program for veterans of any age who are determined and referred by the Veterans Health Association to be at risk of institutional placement and desire self-directed care.

[00:41:21] So basically, it's for veterans who are potential candidates for nursing homes, avoid placement in those homes by allowing them to receive services of the same level of care within their homes.

[00:41:37] We also offer care coordination, options counseling, and care transitions, which helps seniors navigate hospital discharges, and our Meals on Wheels program, which provide balanced meals delivered right to seniors' homes, ensure that older adults receive the nutrition that they need.

[00:41:53] These services promote recovery, prevent malnutrition, and reduce readmission rates to hospitals. In neighborhood and building environment, we contract with Project Mental House for home repair and renovation services and provide transportation services to and from senior centers and our adult day health center.

[00:42:13] By addressing these critical social determinants, we're fostering an environment where older adults can thrive, remain independent, and live healthier lives in Prince William. The Prince William Air Agents on Aging is deeply committed to serving our aging population through programs that address the most pressing needs.

[00:42:31] We appreciate your ongoing support and look forward to continuing to make a positive impact in the lives of older adults in our community. Thank you. Thank you. So next up, I'll introduce Ms. Georgia Bachman, Director for Community Services.

[00:42:50] You're a little bit over by about 20 seconds. Good job. Who's going to be timing me? I'm nervous. Okay. Good afternoon, Vice Chair and members of the board. I'm Georgia Bachman, Acting Executive Director of Community Services.

[00:43:06] At Community Services, we are committed to improving the well-being of the residents. Oops, hold on. I forgot to do my... Am I going there? Okay. We're committed to improving the well-being of the residents of Prince William County, City of Manassas, and City of Manassas Park who are affected by or at risk of developmental disabilities, mental illness, and substance use disorders.

[00:43:31] With 454 dedicated staff members, we deliver critical behavioral health and developmental disability treatment services that empower individuals and families. Our mission is to provide community-based resources with dignity, respect, and a commitment to their rights and full participation in society.

[00:43:54] At CES, we offer a range of tailored programs to meet the diverse needs of our community. We have seven major divisions. early intervention for infants and toddlers program includes essential services for children birth zero to three years old who have a developmental disability or delay we provide assessments therapeutic and educational services physical speech and occupational therapy services and service

[00:44:29] coordination to support the reaching of developmental milestones in our youngest citizens. Our New Horizons youth program provides school-based and outpatient treatment services. We have counselors in every high school in Prince William County public schools. We also provide supports for juveniles in detention centers, and our wellness and prevention team has a multitude of initiatives aimed at promoting healthy lifestyles among youth and adults alike. We provide

[00:45:04] We provide case management and support coordination for our developmental disability individuals. We manage contracts and conduct waiver assessments to ensure that individuals receive the necessary services.

[00:45:19] Of particular note, the governor provided funding this year to release all of the priority one waiver slots. These will help individuals waiting for Medicaid, home, and community-based disability services who are in urgent need this is very exciting and will also add significant strain to our workforce our comprehensive community support program encompasses vocational and day support services our get on track program this is for

[00:45:53] individuals young individuals from 16 to young adults up to age 25 who are experiencing first episode psychosis. We provide forensic coordination, our PATH program for the homeless, and we also have an assertive community treatment program. This is an intensive case management program that supports individual in their community settings. Our emergency assessment and trauma services, this program area offers emergency services, co-responder and outreach

[00:46:33] services. We provide crisis intervention training to our law enforcement partners, assessments and screenings in our same day, access to care and short-term evidence-based trauma services, as well as hospital discharge planning. In our adult behavioral health and recovery program, we focus on clinical case management, substance use disorder treatment, and medication-assisted treatment to assist adults in their recovery journey. And then to round it all up, we have our medical services

[00:47:06] that crosses all of the major divisions and consists of our multidisciplinary medical team of psychiatrists, nurse practitioners, RNs, and LPNs who offer a range of medical and medication treatment services that are integrated with behavioral health to address the holistic needs of our clients. At CS, our work goes beyond providing direct services. We impact social determinants of health by reducing barriers and ensuring equitable access to health care for

[00:47:45] everyone in our community. CS actively reaches out to vulnerable and underserved populations, including those without insurance or with limited access to health care. We are the community's safety net provider for individuals with acute and complex behavioral health and developmental disability needs who cannot get their needs met in the private sector. In terms of our comprehensive case management, which is another niche area of ours, our clients benefit from case management

[00:48:20] that connects them to other critical resources such as housing, employment, financial aid, primary care, and just improving their overall health care quality. This is another service very unique to CSBs that is critical in achieving the overall health and wellness needs of our community. We also provide telehealth services. We leverage telehealth for those who are unable to access in-person care, and that helps in bridging geographic and mobility gaps throughout

[00:48:57] the county. In regards to prevention and early intervention, our focus is on early identification of behavioral health and developmental challenges to help reduce the long-term health care impact on individuals and the community. And in regards to our support for individuals with developmental disabilities, we provide individualized programs for those with developmental and intellectual disabilities, focusing on daily living assistance, therapeutic services, and skill development.

[00:49:33] Our substance abuse recovery support provides dedicated services for individuals battling substance use disorders. In particular, our medication-assisted treatment and peer supports are low-barrier services that are particularly effective and impactful in getting people the help they need at the right time.

[00:49:55] Our 24/7, 365 emergency services provides access to crisis intervention for behavioral health and DD emergencies, ensuring community safety and prompt care. This includes our co-responder teams who work alongside Prince William police officers to address mental health emergencies in real time.

[00:50:19] And last but not least, our new Worth Avenue Crisis Receiving Center and co-located community services will provide a state-of-the-art facility, the first of its kind, in Virginia. This is modeled after the Crisis Now framework, which is someone to call, someone to respond, and a place to go. The Crisis Receiving Center is the place to go.

[00:50:43] Amongst other things, the CRC will reduce unnecessary psychiatric hospitalizations, keep more police officers on the street where they belong, and will provide a continuum of care that addresses the unique needs of our community members in crisis, from urgent care behavioral health to 23-hour observation beds to short-term crisis stabilization for our adults and youth.

[00:51:08] When ready to be released, individuals can walk out one door and receive a warm handoff to the appropriate CS service in the same building, ensuring rapid treatment services and providing them with the health care tools they need to return as quickly as possible to their community and loved ones.

[00:51:29] Thank you. I would now like to introduce... Actually, one second. Zorazovega. I have access to the speakers, so if you want to use the button. It doesn't work. Okay. Zorazovega. Thank you. Quick question in terms of where do you believe you spend most of your resources and or time if you had to pick between substance, mental health, or co-occurring?

[00:51:52] Is there any way that we could gauge that, or do we? That's a loaded question. I'm sure I could get that data for you. I mean, they're all equally important, and we do our very best to provide whatever need the person presents with.

[00:52:11] And I appreciate your mentioning co-occurring, because what we try to make sure we do is treat the whole person. So if someone comes in with a mental health presentation, they may also have a substance use concern as well.

[00:52:30] And we will not, we have a no wrong door approach. So we will treat people with whatever it is that they present. And that's part of our integrated treatment approach. But in terms of specifics, numbers, I'd be happy to get that to you.

[00:52:48] But can you repeat the specific data that you're looking for? Yeah, just wanted to know if there was one over the other that took more time and or resources. I guess, you know, if there are additional tools or resources that you need, that's where my question comes from.

[00:53:06] Okay, thank you. I appreciate the question. And then lastly, just kind of wanted you to talk a little bit more about your peer support services. Could you elaborate a little bit on that? Thank you so much for that question. I didn't have enough time, so I had to really be very succinct.

[00:53:23] We actually have, I think, one of the best peer support programs, certainly in the region. We have just piloted a program with George Mason University. It's a partnership. They've just received an additional four years on a grant that they applied for.

[00:53:46] So we were kind of the trailblazers with them. They were looking for a willing partner. And it's what I kind of consider to be a peer support program for excellence. George Mason provides a curriculum and training, and then we provide the mentorship and the real-life ability to shadow other peers.

[00:54:08] So we have a very strong peer support program already in place, but we're absolutely looking to grow that. And we have this great partnership now with George Mason that will train our peer supports to really come in and know what it is that they would like to do in the field.

[00:54:30] And the plans are to kind of grow that into like a fellowship program as well. So we have big, big plans for our peer supports. Thank you for that. And I guess the last thing I would ask is if you could elaborate a little bit on how your clients use that. One of the things that I was actually talking to our county executive about not too long ago is how proud we are to know that Prince William County provides all of these great services.

[00:54:52] But we could have all of the great services, but if the community doesn't know that we have said services, you know, then it serves no one, right? And so why I ask how, you know, your clients utilize them so that we can all be in the know of what we have out there.

[00:55:09] So these are people who are coming in with lived experience, and it is an evidence-based service. So people who are often not responsive to coming in for more formal counseling will often respond very effectively to someone who approaches them, who has had that lived experience and is able to say, hey, I've been through this, and engage them.

[00:55:39] It's really, it's an engagement service is how I refer to it. And it's very successful. We have it in many of our case management programs. We have it really throughout our continuum of care.

[00:55:55] And it's, you know, it's, we have high satisfaction rates with that. And we know that we could use more of them to serve our individuals. So, yeah, thank you. It's a great program. path thank you thank you anyone else before we move on to housing all right thank you and i will

[00:56:17] introduce ms joan duckett the director of our office of housing huh yes it's universal design

[00:56:49] it's accessible to people all heights for shorties i see that good afternoon vice chair bodie and members of the board of supervisors i am joanie duckett director of housing i am here this afternoon to provide you with an overview of the Office of Housing and Community Development's mission, our vision and how our department serves.

[00:57:13] More specifically, how through the assistance programs that the Office of Housing administers aids very low and moderate income individuals and families who are experiencing unhealthy housing circumstances and how they can improve and result in positive outcomes.

[00:57:32] The Office of Housing and Community Development currently represents two divisions. our Housing Choice Voucher Division, and our Community Planning Division and Development Division, both providing the same mission and vision by increasing opportunities through our programs to improve access to affordable housing, providing healthy, safe, and sustainable communities.

[00:57:54] Our largest federally funded program is our Housing Choice Voucher Program, formerly referred to as Section 8. This program provides rental assistance to very low-income families, the elderly, the disabled, and to help them afford decent, safe, and sanitary housing in the private market for those residing in Prince William County. Our largest federally funded program in our Community Planning and Development Division, or CPD, is the Community Development Block Grant,

[00:58:28] referred to CDBG. This program does provide housing rehabilitation, financing the acquisition of affordable rental properties. It supports public service initiatives, ADA-compliant renovations to public facilities, and provides affordable rental housing for low to moderate income households throughout the Prince William area. Our second largest federally funded program in our CPD division is the Home Investment Partnerships Program, referred to as HOME, which is the largest federal block grant to state and local governments designed exclusively

[00:59:07] to create affordable housing. OHCD administers our home funds through the provision of the homeownership opportunities for first-time homebuyers through the First-Time Homebuyer Program, assisting low- and moderate-income households with down payment and closing cost assistance for residents of the Prince William area. The Office of Housing will be providing rental assistance through its HOMARP, or the Home American Rescue Plan, and our home tenant-based rental assistance program, who will serve a qualified population of persons that are experiencing

[00:59:40] homelessness, at risk of homelessness, domestic violence, human trafficking, and it also includes veterans that meet any of those populations listed, and it serves households at 30% and below of the Area Median Income at Lisa for Prince William County residents.

[01:00:01] Our last federally funded program administered by our CPD division is the Emergency Solutions Grant Program. We refer to that as ESG. The purpose of this program is to provide assistance for persons experiencing homelessness through the provision of a variety of activities.

[01:00:19] The Office of Housing provides funding through our ESG funds to five local homeless shelters in the Prince William area and our Dawson Beach transitional housing to address homelessness. Effective July 1, 2024, the Board of County Supervisors provided funding for the creation of Affordable Dwelling Unit and Housing Trust Fund Division. It is anticipated that this division will oversee an Affordable Dwelling Unit Ordinance and an Affordable Housing Trust Fund if adopted.

[01:00:51] This division will continue the mission and vision of the Office of Housing in supporting the creation and preservation of affordable housing. It's evident that opportunities provided currently through the strong and healthy assistance programs administered by the Office of Housing are all key social determinants of good health and that the quality of a home can indicate the health outcomes of a community.

[01:01:21] Simply put, housing stability, poor housing, substandard housing, neighborhoods, economic stability, and homelessness exist. The Office of Housing's direction on the how is that housing programs provide healthy opportunities for families, and we have been able to prove to be a real influence on change.

[01:01:46] Families and children need stable housing. Consideration is given to a variety of factors to measure statistics showing that families that are constantly moving results in a negative impact on children in so many ways, education being at the top.

[01:02:05] Stable housing helps reduce distractions and stress, allowing children opportunities for better focus and help in gaining confidence to participate in school activities. Stable housing can help in reducing stress caused by financial concerns, the frequent moves, and even an abusive home environment.

[01:02:29] Poor and substandard housing in neighborhoods. Healthy homes promote good physical and mental health. Physical conditions within homes, including affordable housing, not only shapes home and neighborhoods, but it also affects the overall ability of families to make healthy choices.

[01:02:49] Poor and substandard housing affects multiple dimensions of health for families and neighborhoods. Economic stability and homelessness. The highest risk factor for homelessness is the lack of affordable or stable housing and then housing discrimination.

[01:03:11] Economic security for households is essential for the health and well-being of families and neighborhoods. Discrimination is an unequal treatment that can be made based upon physical characteristics from both individuals and institutions, and is most often attributed to race, ethnicity, social class, religion.

[01:03:34] It can be qualified on just about anything. Through the housing programs provided by the Office of Housing, we have been able to break these barriers and work collaboratively with families together in providing housing opportunities without division or barriers.

[01:03:53] The Office of Housing, through the administration of these assistance programs described today, provides positive opportunities and outcomes for each one of these determinants of health in transforming lives in our community and beyond. We thank you for your participation and your support.

[01:04:11] Our next presenter is Jennifer Patterson with Libraries. Thank you, Ms. Duckett, but you're not quite done yet. So on my speakers so far, I assume as we're aware, anyone else would like to jump in? Yeah, we're going to do that after every section.

[01:04:31] Oh, okay. So I have to stay here. Afternoon. I've gotten some feedback from the development industry, and I'm not quite sure I understand what's going on. With respect to the county list for rentals, what they're telling me is that list has not been updated in quite some time and has been closed.

[01:04:53] And that for their purposes in trying to offer affordable dwelling units that are constructed or under construction, there is no list that the county maintains for potential sales to people who are eligible under the AFDU strictures.

[01:05:13] And what they're saying is that although Fairfax County has that kind of thing and offers some assistance in finding potential buyers, finding potential renters, even doing some level of advertising and marketing, Prince William County does not.

[01:05:29] Are we heading down that road? Are they mistaken? Where do we stand? So as soon as the affordable dwelling unit ordinance is approved by the Board of County Supervisors, then we can move in that direction. We currently don't have an affordable dwelling unit division set up.

[01:05:45] Our rental, our housing choice voucher program division, it allows people, it's a housing choice. It allows them to find affordable rental housing on their own in the market. We have had proffers where the Office of Housing works with the departments where they come from, and we monitor them.

[01:06:08] If it's an acquisition, we monitor the restrictive covenants on those properties, but we are not allowed to tell people where to go to buy or to rent. That is something that HUD would never allow us to do. Is there any provision for making them aware of these options?

[01:06:27] So what we do is we work with the Virginia Housing Search, and there's a link on our website where people can go in and put in the information they're looking for, whether it's which district they want to live in, how many people live in their household, what they can afford, things like that.

[01:06:47] And that search will give them options of what's available. We also have, our staff has a really good working relationship with the apartment complexes in Prince William County. And so if we have people with disabilities or elderly or need reasonable accommodations, we will call them to see if they have vacancies and work with them in that way.

[01:07:10] As far as marketing the developers' affordable units, that's really something they do. And it's on them to do that as far as selling their properties or renting their properties. But we will work with them once we get the green light to go forward.

[01:07:28] I'm glad you mentioned the Housing Choice Voucher Program. I was looking at the website, and it seems to me that you're going strictly to our, you're doing a lottery system. Yes, sir. And you're going to afford this by random chance and not by merit and not by time on the list? So we have two preferences.

[01:07:44] Our list is going to be through. Our list from 2010, we are calling in the final people this month. Okay. Thank you. I guess I just have a philosophical problem with doing it by merit, not, you know, but doing it lottery.

[01:08:00] I guess the other issue I've got is that if you've got an online-only option, then that sort of takes opportunity away from those most likely not to have an online option or the online capability.

[01:08:16] So from a philosophical standpoint, I've got some real issues with that program, but I'll leave it at that. So can I, I'll answer your question. So we are doing an online application only, but we also have staff online. It also said down there in the narrative that if you have difficulty with this, we have staff there to help you to do that.

[01:08:37] We also work with all of our other agencies in collaboration. CSB, Department of Social Services work with the COC to get this information out at least 30 days prior to when this wait list is going to open. And so that caseworkers and support coordinators can help their clients to do that.

[01:08:56] We have people that have been calling saying, I have a relative who's disabled and can't do this, but they can help them to do that. So that was the reason. It's not merit as much as it is the preference, and the preferences that HUD has approved is that it's homeless, at risk of homeless, domestic violence, people who have graduated from transitional housing, people in human trafficking, and are veterans.

[01:09:22] That is our preference, one, and those who work in Prince William County. And then our second preference is for those who live in the county. And so it was to help to have a more controllable wait list and not have people be on the wait list for 14 years waiting to get housing and calling daily to see where they are because we just didn't have the means or the vouchers to call them in.

[01:09:51] So to limit them to these two preferences with 500 people is more manageable, and then we can open it up again quicker. I guess the only other thing I would point out is if all of that is in the online documentation, they're not going to know it if they can't get online.

[01:10:07] So if they don't have a computer, if they don't have Internet access, you're essentially shutting out a portion of your potential market, arguably possibly the most in-need portion of that market. So it went out in the newspaper.

[01:10:24] It goes out through our communication department. It goes out on social media. Everybody has a telephone. And some will have difficulty applying through their telephone, but we also give them a link and information on the libraries to go to the libraries to do it as well.

[01:10:43] Tried to cover every avenue, but that's literally impossible. But we will be there to help them. Thank you. Surabra Bailey and then Franklin. Thank you so much. Johnny, thank you for your presentation. I have a two-fold question. One is in reference to your community-based program, the Competitive Funding for Nonprofits and Faith-Based and Governmental Entities.

[01:11:07] Yes, ma'am. Is that where your veterans programs are in that piece there? And if not, how are we, from a housing perspective, collaborating, if you will, with the veterans piece, particularly with Quantico being next door?

[01:11:23] So we have 100 VASH vouchers. They are referral basis only, so they have to come through the most local veterans hospital, which is in D.C., soon to be, I think, in Fredericksburg. I think they're building one there. We meet monthly with local veterans community partners in Prince William County and the Northern Virginia area to discuss the barriers that we're having.

[01:11:53] And we've also, I send letters to the HUD rep for the Veterans Administration to let them know that we have vouchers available. So we're working to try to meet that need. From that perspective, is the interaction also with the Quantico base?

[01:12:12] I have been to roundtable meetings with people who represent Quantico, but not specifically. it is not specific because it is a referral program so we can't target again we can't target an area okay and then the second question that I thank you for that yes the second question that I had for you was the faith-based the churches you know what does that look like in terms of housing and providing housing in a different way in the competitive process yes difficult okay that's what I thought I just needed to hear you say that yes I didn't want to assume okay HUD makes it

[01:12:51] very difficult. I will tell you that. Okay. All right. Thank you. So you're good. Suarez Bailey. Okay. So as a Franklin. Sure. Yeah. Thank you. Um, and actually just wanted to, don't get nervous. Okay. We had a conversation at the Latino round table. So can I tell them what you said? No, you can if you want. Go ahead. She gave me some good advice. So, so she said less directives, more direction. So, you know, that, that was actually pretty, pretty good advice actually. So I like that. I like that. Suarez Bailey. Let's not get people in trouble in the middle yeah well only me i'm the only one in trouble with this but sorry but but i'd like to um going back to supervisor weir's questions about kind of the process

[01:13:31] particularly for the housing voucher program i think it'll be a good idea particularly for the public if you kind of go over the difference between hud programs that we administer which you you did talk about but just kind of differentiating between the hud programs what we're looking to offer in the county and then also i didn't hear you talk a lot about state resources if you can just talk a little bit about state resources um because i've said this before a lot of the calls that i get are around transportation housing you know i'm i'm going to

[01:14:04] be evicted you know on friday what are my options or i know a family um that can't pay the rent or the mortgage this month what are my options if the county doesn't have options i know that we've gone to the state a couple of times if you can just talk about those kind of a little bit in detail so one of the directives that we have right now is for an emergency housing assistance program and we opened up our federally funded emergency housing assistance program there was some administrative funds that were available and I took those and reallocated them to help additional

[01:14:41] families which it was open that application process was open for one week and we got over 500 applications so we were taking them by date and time when they were submitted so if the county provides funding and i'm working with pam also and and supervisor franklin to go over what that would look like then we would be able to take local funded funds and help families that are facing evictions or foreclosures or just need to find a place to call home to be able to rent Our state programs, they came to us.

[01:15:21] So we partnered with CS on a project, Community Housing and Development Initiative, and where we were given money on a competitive basis or went out on a competitive basis to the local nonprofits, and 11 homes were purchased for a special population, persons on a referral system.

[01:15:49] with persons with disabilities and so we have 11 project-based homes that the state funds and provides to OHCD funding for that because of the success of that program they then provided to us tenant-based rental vouchers and we were we had 40 of those state the state has gone through a cut in funding and so now they've taken away five of those vouchers and we have 35 to meet that need

[01:16:17] We are also in conversation. The state has approached the Office of Housing to administer 72 permanent supportive housing vouchers from the state that will also work in collaboration with community services.

[01:16:33] So we have other programs. Those programs are referral basis only, but they're still helping our community to find housing and afford housing. You're welcome. thank you anyone else or can we finally let miss duckett go mr vice chair yes mr supervisor gordy disembodied voice please you have the floor sir thank you miss duckett um my question may involve you answering part of it and mr lee uh answering part of it um in terms of housing challenges for

[01:17:13] our seniors within our community my understanding is our senior population is increasing um housing for our seniors is increasingly unaffordable at the same time particularly in the route 15 corridor route 29 we're receiving a lot of we're having a lot of discussions about 55 plus housing just

[01:17:42] trying to to get it get at what when we start to look at the type of housing that we can provide for our 55 plus community and what we see as the needs coming um what what do you see are the needs and the the best options that we have to try to uh work with our development community to meet

[01:18:10] this need so i i really can't speak to towards the 55 and over communities um typically those are communities that I'm aware of that are they they purchase their homes in that in those developments. What I see for our seniors in our housing is the steadily increasing rent that the elderly are experiencing and that also comes from the management of these apartment complexes

[01:18:49] is changing almost monthly. And so when a new management company comes in, they make changes, they increase the rent, and as you know, the elderly typically are living off of Social Security, and therefore they can't make those high and increased rental payments.

[01:19:12] That's what we see. Those are the calls that we get all the time, but housing cannot set rents. I don't think anyone can. And so that is a challenge that we have, and to try to work with the elderly all the time.

[01:19:28] It's really difficult for them to just pick up and move to another location, especially because most of them have lived in the same place for some time. So that's... All right. I think you're finally done, Ms. Duckett.

[01:19:44] Ms. Duckett, that was a great answer. Appreciate it. Thank you. Thank you. Our next speaker, our next presenter is Jennifer Patterson. She is the Director of Libraries. Good afternoon, Vice Chair and members of the Board.

[01:20:04] My name is Jennifer Patterson, Director of Prince William Public Libraries. Prince William Public Libraries is the hub connecting people to the transforming power of information. We empower people to change their own lives through the utilization of our materials, services, and programs.

[01:20:26] Our 207 approachable adaptive experts serve the citizens of Prince William County and the City of Manassas through 12 libraries, one mobile library, and the Administrative Support Center. This is an overview of our services through the lens of our strategic plan goals. I'll just highlight a few. We have Wi-Fi hotspots and Chromebooks for checkout. We are collaborating with the Area Agency on Aging to provide homebound library delivery. We have makerspaces at Bull Run

[01:21:03] and Central Libraries. We have summer and winter reading programs. Bull Run and Chin Park Libraries have wheelchairs and electric scooters, and U.S. Passport Services are offered at Central, Haymarket, Gainesville, and Potomac Libraries. Our mobile library is one way that we address the social determinants of health. The mobile library began making visits around Prince William County in March. The mobile library goes to schools, community events, and neighborhoods to provide

[01:21:39] library materials and promote library services. In just seven months, we've reached 7,443 people at outreach events and mobile library stops, and 823 people have signed up for a library card at these events. PWPL was recently awarded $25,000 from the Potomac Health Foundation's 2024 through 2025 Howard L. Greenhouse large grant program for health screenings and education programs

[01:22:13] that directly impacts Occoquan, Neabsco, Potomac, and Woodbridge districts. The mobile library is an additional means to distribute information on physical and mental health and encourage residents to participate in the health screenings and educational programs.

[01:22:33] The mobile library offers programs for all ages and distributes promotional materials on library services and resources which relate to economic stability such as our Management and Government Information Center, which provides access to the foundation directory for non-profits and individuals to research grant opportunities and our digital library, which has resources such as LinkedIn Learning, BrainFuse, and JobNow. The mobile library cultivates community engagement

[01:23:10] and connection by being a welcoming, inclusive, inviting space. Lastly, the mobile library travels directly to neighborhoods and underserved communities. It is equipped with Wi-Fi that may otherwise be unavailable and the mobile library provides equitable access to library materials services and programs when it visits neighborhoods thank you so much for your support now i'll pass it along to seth hendler voss director of parks and recreation

[01:23:45] supervisor bayley i see you're up there did you have a question for our parks director as she begins to walk away not so quickly miss patterson i am back i'm back yes two things welcome aboard again your first presentation you did outstanding thank you and then secondly i was with the mobile library this weekend and the kids love it the kids absolutely love it so just whatever we need to do to make them happy

[01:24:16] please let us know well now that you mention it okay later later later thank you but no seriously let us know but thank you okay okay thank you thank you now I think it's time for Mr. Seth Handler Voss our parks director good afternoon Mr. Vice Chair members of the board Seth Handler Voss honored to serve as your director for the Department of Parks and Recreation our mission

[01:24:49] is to create recreation and cultural experiences for a more vibrant community, and we always strive to leverage all of our skills to have a holistic transformational impact on the community. The word create is a really important one I want you to take note of because we are in business to create opportunities as opposed to regulate, and people rely on us to create space to do the things that they love and to cherish the places that they hold sacred.

[01:25:21] Our staff of 1,500 employees, many of which are part-time employees, both program and steward about 5,000 acres of parkland with a multitude of offerings that are probably more unique and diverse than any agency of our size in the United States.

[01:25:40] So we have a very good thing going on here in Prince William County. We're proud to be an accredited agency, which is an honor shared by less than 2% of all agencies. There are 10,000 in the United States, and we're in a process right now of actually re-upping our accreditation.

[01:25:59] Our esteemed staff are leaders at both the state and national level, whether it's being the president of the state association or being bestowed the honor of Distinguished National Professional by the National Parks Recreation Association.

[01:26:22] Our main external service delivery lines include recreation, historic preservation, and park and trail development, which are supported by a wonderful team of security, marketing, maintenance, HR, IT, and finance professionals.

[01:26:39] We operate 57 parks, again, across a system of 5,000 acres, 15 historic sites, and 60 miles of trail, and growing. We serve all ages in our park system, from preschoolers who are enrolled in one of our three licensed preschool facilities to older adults who may be enrolled in chair yoga or aqua aerobics.

[01:27:05] Regardless of ability to pay, we pride ourselves on offering our services to everyone in the county who wishes to participate. We do this through partnerships such as the one with our Park Foundation, which allows us to offer scholarships for programs. We also have a very robust inclusion program where we provide accommodations to any child who wants to participate in our program, as well as adaptive recreation programs.

[01:27:31] We rely on partners to deliver all of our service. Partnerships are our lifeblood. They allow us to expand our reach, and they allow us to alleviate the burden on the taxpayer. So less taxpayer funding being spent on programs and more reliance on nonprofits who can deliver programs through volunteers and their relationships.

[01:27:57] So you can see here we deliver a plethora of services, arguably one of the most diverse, broad-ranging service lines in the entire government structure. Our department has a far-reaching impact on all five social determinants of health.

[01:28:19] I'll walk you through them one at a time, starting with education, access, and quality. Our department provides environmental education to over 10,000 middle schoolers and elementary schoolers in the Prince William County School Division, and we do this by using our parks as outdoor classrooms.

[01:28:42] When it comes to economic stability, we are the largest employer of youth in Prince William County. We're teaching them life skills, career skills that will make them valuable leaders in our workforce, hopefully here in Prince William County in the future. And parks serve as a main driver for tourism.

[01:28:59] So aside from Jiffy Lube Live and Potomac Mills Mall, most residents come here to experience our cultural and recreational sites and our sporting competitions. Solheim Cup was a great example of that just a few weeks ago.

[01:29:18] businesses and employers looking to expand or relocate to communities frequently cite parks and recreation as a major indicator and criteria for their selection process. When I was in the city of Asheville, we were able to land New Belgium Brewing and we were able to land them because their employees value trails and Asheville was deep in a trail expansion mode and that was the difference maker for us. And so as a county, we need to be looking at our most salient assets

[01:29:56] and leveraging them for economic development purposes as much as we can. Moving down to social and community context, parks just in general, they serve as community gathering hubs, social mixing bowls, so to speak. Politics, age, race, socioeconomic status does not matter in a park. Everyone are equal in the love of celebrating the love of recreation and the outdoors. Our historic preservation teaches cultural literacy, which is another way to bridge social divides

[01:30:29] and strengthen communities. When it comes to health care and access, health care access and quality, access to parks is known to improve physical and mental health. Parks improve our air quality. They protect our watersheds. They protect our endangered species and critical habitats. And lastly, when it comes to neighborhood and the neighborhood and built environment, Parks are known to deter crime.

[01:30:53] They do this because they instill a sense of neighborhood pride. Neighborhood pride reduces crime, creates a sense of place. Parks also offset negative impacts of development. Trails, they serve as a way to connect neighborhoods, to build social bonds.

[01:31:12] Trails also serve as critical linkages in our multi-use trail corridors, which promote alternative transportation, which in fact helps our environment. So I hope you could see here that Parks and Recreation has a major role in transforming our community.

[01:31:30] You know, many folks see Parks and Recreation as the heartbeat or the soul of a community, and I'd like to see our agency and our industry as a green engine of community transformation, and particularly in these five social determinants of health, and even more than that.

[01:31:48] Happy to answer any questions that you have. All right. Before we go to the speakers that have already signed up with the Supervisor Angry, I have Supervisor Gordy online. You have the floor, sir. Thank you, Mr. Vice Chair. Seth, you shared with me last week that you guys were down at a conference, and could you speak to the presentation and the recognition that Prince William County received at that national conference in Atlanta?

[01:32:18] Sure. Thank you, Supervisor Gordy. So we had a National Recreation Park Association held its conference last week, and our historic preservation staff presented a session on Prince William County's historic preservation program.

[01:32:33] And it was an opportunity for them to showcase all the great work that we're doing. It was just about a packed house in there and really highlighted the uniqueness of our organization and the foresight of this board in preserving, protecting, and interpreting our historic spaces, which not every community has the ability to do or has the financial means to do.

[01:33:01] So you all are setting a really, really good course for the future of our community, and we are grateful for it, you know, for you. Thank you, Seth. To continue to put Prince William on the map nationally, I appreciate the role that you guys are playing to help set the tone, not just for our community, but for other communities around the nation.

[01:33:26] So congratulations on that recognition and job well done. Thank you. Thank you. Now we have Angry and then Bailey. Thank you, Mr. Vice Chair. Okay, Seth, so I'm going to start out by first talking up Parks and Rec and you under your leadership.

[01:33:44] And so I remember in 2020, we did the Silver Lake, I want to say Tough Mudder, it wasn't Tough Mudder, it was... You said it. Tough Mudder, okay. Not me. And so when we talk about bringing visibility to the county, Tough Mudder, we just went through Solheim.

[01:34:03] These were national events that you all actually put together. So I'm just, that's pretty big in what we do for the county and the visibility of the county. So I always look at this because it's bigger than Prince William County. Localities come in from outside of us. It's because we do have a beautiful county, and you're doing some great work in our parks.

[01:34:21] And speaking of, the money and investments you've done into all of the parks and all of the districts has been pretty phenomenally incredible. And so I'm going to speak up right now, Cloverdale Park, because, you know, we're going to do a community event out there next week, and that's not just about Neopska residents.

[01:34:40] That's about Prince William County residents. So I hope that everyone come here and experience all of the beautiful work that you've done right there in the middle of Dale City, which is a hidden jewel that many people will be shocked when you come out there and just explore it.

[01:34:56] You can spend all day in that park. Now, last thing I'm going to say, you talked a lot about, you know, how our parks deter crime. I also want to say it creates a crime watch, because people pay attention to what's going on in the parks. And so while we may have children, you know, some young people who want to hang out in the parks, which is absolutely acceptable, sometimes we have to monitor how they're hanging out in the parks.

[01:35:18] So I just want to bring visibility to that. And then the last I want to say is about our arts council, because that's under your purview, too. And that level of art right there falls right in line with parks and tourism and recreation and the whole nine yards. So we have a vibrant operation going on here that you and your team have tackled.

[01:35:39] And really, I think this graph here says it all, that you're in more areas than most people would think when you think about parks and recreation. So not a question, just a statement, just a comment. Very impressive what we're doing in Presbyterian County with our green space.

[01:35:57] Thank you, Sir Browser Angry. Sir Browser Bailey. Thank you, Mr. Vice Chair. Okay, got it right. Seth, thank you. I did all my colleagues' comments about the great work that you did during COVID. And the word that I want to offer to you to give us another idea of how you're going to do this is pivot.

[01:36:19] You had the opportunity to pivot in COVID and kind of change your vision and how you wanted to do parks and rec as it relates to having an opportunity to keep the community healthy. So what's the pivoting that you think we need to go to the next level?

[01:36:37] Just say it in a few words. I mean, don't talk about funding. No, say it in a few words. Say it in a few, you know. Just what does that look like in terms of the pivoting piece? Two words, reinvest and expand. Reinvesting in existing assets, which we have been able to achieve in spades due to your support for deferred maintenance funding which are at levels never never experienced before in the county and that goes a long way seeing a parking lot repaved surprisingly goes

[01:37:13] a long way with the visitor and then expanding which is to add more open space to our inventory and to provide for those unmet needs that exist in our master plan we're going to be talking about that in the next work session. And I say these two words because during the pandemic, what became very evident to everyone was how important our open spaces are for our residents. That during

[01:37:42] a time when a lot of the country was shuttered, folks were able to get out and get fit and get renewed uh in our outdoor spaces and i think folks took that for granted prior to the to the pandemic yeah and i'm glad you said it that way because that's what i meant by the pivoting part and then the other thing just to expand a little bit on what uh supervisor angry was saying about soul heim that was big and i think what we we we needed to promote that a lot more as a as it

[01:38:17] relates to just lifting the county, you know, and it was very good for the county nationally. So what's your vision for the future with that and your partnership with your colleagues with something like that, I should say?

[01:38:32] Well, there is a tremendous untapped potential to harness the power of sports tourism, about a $40 billion industry. And if we don't capture that market share, another jurisdiction will.

[01:38:49] And so we have to look at leveraging our existing assets to be able to attract new right holders, whether that's the BMX track or our golf courses. But we also have to look at, in the vein of expanding, adding facilities that duly meet the unmet needs that exist today, but also future-proof us or prepare us to attract larger sports tourism events.

[01:39:18] And I would say, I would venture to say just briefly that that would help us with our commercial tax base a little bit? It will help us with, yes, sales tax revenue generation would be a big one. Hotel, TOT tax generation would be another one.

[01:39:35] Which is a positive. Yes, ma'am. Thank you for your work. I see no other speakers, but you did mention it, Seth, so I would be remiss if I didn't plug the BMX track and how we have tournaments every few years with those that bring thousands of people to our district, to our community.

[01:39:50] So thank you for all your effort on that, too. Well, I'm going to introduce our next speaker, Phyllis Jennings-Holt, who is our newly minted Director of Social Services. A round of applause for you. I'm going to say newly minted. Yeah, newly minted.

[01:40:06] Minted? Yeah. Okay. Good afternoon, Mr. Vice Chair and boards of, I'm sorry, board members. I am Phyllis Jennings-Holt, and I am the newest Director for the Department of Social Services.

[01:40:24] within this new quadrant. Okay, so I'm here today before you just to share a little bit of information with you about the work that we do at social services and how it is connected to the social determinant of health. Our mission is to deliver high quality services that will promote overall well-being and we do that through transforming lives through safety support

[01:40:59] and self-sufficiency. We have 421 employees that provide services to our constituents in the community, virtually, online, and we have three locations. We have Sutley North Falazo, and then we have our Hill to Bark shelter. I will share with you is that many of my staff is out in the community, in the field, working, seeing families, and for children that we have in our custody, some are here, some are out of the state of Virginia, and they travel to make

[01:41:35] sure that our children are safe. This slide here is just an overview of the many services that we provide. I'm sorry, I'm not sure what's happening. I have eight divisions, and these categories show the work that's being done in those eight divisions. We have the benefits program, we have children adult services and then we have our homeless services. I will share with you and I share this a lot that we are one of the agencies in the state of Virginia probably the only that

[01:42:12] have homeless services that is connected to us and that division does a lot of work I'm quite sure you know. So working with the social determinant of health the department of social services serves over 150,000 citizens that receive one or more benefits that includes Medicaid, SNAP, TANF, or refugee cash assistance. In FY24, social services served over 53,000 households that apply

[01:42:47] for Medicaid. In that same fiscal year, we served over 16,000 households that applied for SNAP benefits. The division supports the overall well-being and stability of our community by helping to reduce poverty and empowering individuals to overcome obstacles and work towards self-sufficiency.

[01:43:06] Not having access to food and the inability to eat healthy can have a negative impact on your health. We collaborate with the state agency, the health department. My adult services team and the adult protective services team is responsible for performing long-term care screenings With our elderly or disabled who may be in need of in-home services like companion care or if they need to be an adult system living facility or nursing home care, these screenings need to be completed within 30 days.

[01:43:45] And so we work closely because VDSS indicates that these screenings have to be performed by a public health nurse and a social worker. In FY23, we perform 808 screenings. In FY24, we are up to 1,250. Our elderly population is growing and the need for these services are growing. That represents a 60% increase.

[01:44:13] This team also collaborates with the long-term care team within our department so that the Medicaid applications can be expedited so that if someone needs to be in a nursing home because of health issues, we want to make sure that that's done quickly to ensure that they get what they need.

[01:44:35] What I can tell you is finding a Medicaid bed for someone who is on Medicaid is very difficult, and sometimes we have to go outside of the county or further down in Virginia to make sure that they are able to get that type of placement. The Public Assistance Division also collaborates with the Transformation Office because we are trying to be more visible in the community. What we know is that the Public Assistance Division created a process, what they call Skip the Trip.

[01:45:09] And Skip the Trip is where someone can go online, they can utilize their phone to be able to apply for benefits, which is great. They can upload documents, that information comes in, and it's processed. What we do know is that that process sometimes does not include individuals who prefer not to do it that way, i.e. the elderly. And they prefer face-to-face. They may want to come into office. They're not technology savvy. So what we are really working on and have been doing for a while is being out in the community, and we're collaborating with the

[01:45:49] libraries. We are collaborating with the farmers market, senior centers, ADC, to be in places where individuals can come and apply for these benefits. In addition to that, we're looking at trying to be more in the community where someone can walk out their door and perhaps be in a community center where we could be there and they will be able to apply for those benefits. We have our VIEW program that touches the section of education and work. Our VIEW recipients who are usually or mostly

[01:46:25] TANF recipients must participate in this education and work program which emphasizes personal responsibility and help families with achieving self-sufficiency. These participants may be provided services such as job skills, training, work experience, job readiness training, child care assistance, transportation, and other work-related expenses.

[01:46:51] We are averaging right now per month about 600 to 630 view cases per month, and the goal is for these participants to be able to have a, to get a living wage so they can not only be self-sufficient, but have access to health insurance choices through their employer. When we're looking at VU, it's about 30 to 40 percent that are actually in employment activity or have been able to find employment. And then we have our, under the neighborhood and built environment,

[01:47:27] We have a Homeless Services Division, and this division works closely with community partners to prevent homelessness, to assist families who are homeless or at risk of being homeless. They ensure that folks are sheltered and help them find permanent, stable housing.

[01:47:44] We know that when you're unsheltered and if you're living outside, it definitely will have a negative impact on your health. It's important that constituents are able to meet their own basic needs, such as food, clothing, and shelter. And when they're not able to, it makes it difficult for them to address their other needs, such as their physical and their mental health.

[01:48:05] What we do know, and somebody mentioned this earlier today, that the elderly population is becoming the highest-growing population of our homeless. And we see that quite often, and we work very hard to ensure that they are sheltered and have safe placement.

[01:48:23] So thank you, and thank you for allowing me to speak before you today. Thank you, Ms. Jennings-Holt. Right now for speakers, I have Supervisor Ingrid. Thank you, Mr. Vice Chair. Ma'am, I just want to say thank you, all right? You have probably one of the largest departments with the most complicated processes of a lot going on.

[01:48:45] And I don't know if I should apologize or double thank you, because I'm pretty sure it's not just me. Many of us get personal calls from people in situations, and I reach out to you all, and you all jump right on it, and this has happened more than once.

[01:49:01] You know, I think it goes to what you're saying. It's really hard to get the word out about all we do at this level, and so folks know how to reach us, and we end up reaching you. It's no different than us putting out a flyer, a voice, all the stuff in the world for people to know what we're doing, and then a few people show up because not a lot of folks kind of watch this.

[01:49:22] So usually word of mouth works the best. And I just want to thank you for really what you've done and how big your team is and how intricately you are involved in the community. It's a really big level. So I'm just thanking you. Not a question, just want to thank you.

[01:49:38] Thank you. I appreciate that. Supervisor Franklin. Yeah, actually, slide 28 answered this for me. So the CAC is under social services? It is. And it is under our advocacy and prevention division.

[01:49:55] Yep. And I do think it's important just to note for the public that in terms of like our food assistance programs, that those do run through social services. Is that right? Yes. Yep. And then on the federal side and then our homeless programs, which you did mention, go through social services.

[01:50:13] And then things like the adoption services and the CAC are also. So I just think that that's important to just highlight for the public who often call us kind of seeking where to go for various services.

[01:50:28] So thank you. Thank you. Thank you. Ms. Janice Holt, that's all we have. And so next I will be introducing my colleague, Julia Mano, who will be talking about environmental sustainability. Good afternoon, Vice Chair Bodie, members of the board.

[01:50:51] Julia Mano, Director of the Office of Sustainability. I'm going to be talking about some of the functions of the Office of Sustainability and how they relate to social determinants of health. So the Office of Sustainability was stood up in 2022 after the board adopted our climate mitigation and resiliency goals.

[01:51:14] The mission of our office is to strategically integrate environmental sustainability countywide and in county government operations. And our vision is to meet our community's needs today without compromising the quality of life or availability of resources for future generations.

[01:51:31] We have a current team of three dedicated staff who are leading and coordinating the county to strive to meet our climate mitigation and resiliency goals that were adopted by the board in 2020 through implementation of our community, energy, and sustainability master plan, which was adopted by the board in 2023.

[01:51:52] And our Office of Sustainability is located in McCourt, but the majority of our work is done serving the county virtually, outside of our office, either virtually or through visiting different agencies and sites. In terms of services that the Office of Sustainability provides, we have organized under three categories here, residential resources, commercial, and resources for county government agencies.

[01:52:22] Being a fairly new office, a lot of our work right now is getting the county plugged into programs that already exist and beginning to pull together resources that connect our residents and businesses to incentives that exist.

[01:52:38] A few examples for our residents, we have the Solarize Prince William program. This is the county's second year participating in this program that is facilitated by the Local Energy Alliance Program, or LEAP. It provides free solar assessments, discounted solar system pricing, and vetted installers for our residents.

[01:52:57] We are also participating in the Community Housing Partners Program, or CHP. For this program, qualifying households based on age or income of the residents provides no-cost energy efficiency, health, and safety improvements to residences.

[01:53:17] This can include the installation of LED lights, insulation, weatherization, and Hegan cooling systems, which all reduced energy cost burden and also reduced greenhouse gas emissions. For our commercial resources, the Office of Sustainability shares information on CPACE, which is a clean energy financing tool that provides 100% upfront capital to property owners who want to upgrade their buildings with energy efficiency, renewable energy, and water management systems.

[01:53:51] Prince William County had the first CPACE project in Virginia initiated in 2024, which was at the English Meadows Senior Center in Manassas. We are working to share information about federal tax credits and deductions available through the Inflation Reduction Act for energy efficiency, renewable energy upgrades, and electric vehicles and chargers to our local businesses as well.

[01:54:18] services for our county government agencies. The Office of Sustainability supports implementation of our CESMP across county agencies. We provide grant support for sustainability projects across all of our agencies, and we work to secure external federal technical assistance, particularly opportunities that are of no cost to the county. How sustainability supports social drivers of health. Through resolution 2773 to adopt our climate goals, the board reinforced the need

[01:54:55] for environmental justice to be incorporated into the CESMP and its implementation. Environmental justice meaning essentially equitable access to climate change solutions. So for the sake of time, I'm just going to take one of the 25 high-priority actions in the CESMP and talk about how it relates to environmental justice and public health.

[01:55:17] Action T3 in the CESMP, working to expand existing programs that reduce single occupancy vehicle trips. What that means is working across agencies to increase access to public transportation in the county and to enhance connectivity through pedestrian and bicycle infrastructure.

[01:55:38] This will not only help to reduce greenhouse gas emissions from the transportation sector, but we can also expect that will help to encourage exercise. If folks are utilizing our bike and pedestrian trails to get where they need to go to, which can help reduce stress, reduce blood pressure, things like that, we expect that it would help to improve local air quality with less transportation emissions, which can help to decrease respiratory symptoms, particularly for our older residents or residents with asthma, for example.

[01:56:09] It could also help to reduce transportation cost burden if folks can use a car less or not at all. This decreases financial stress, which, as we know, relates to all sorts of improved health outcomes. So, again, this is just one of the 25 high-priority actions in the CESMP, all of which can be tied to social drivers of health, and the Office of Sustainability will continue to work towards these outcomes for our community.

[01:56:38] Thank you. Thank you, Ms. Mano. It looks like so far we have Supervisor Vega and then Supervisor Bailey. Thank you. Hi, Julia. Just, you know, maybe I'm wrong, but I don't see anything on power and water. And considering the data centers that keep being built in this county, just wondering, do you have anything to report on that?

[01:57:00] Yeah, so we're supposed to focus on the social drivers of health, so that's why I didn't specifically focus on, I didn't cover everything in the CESMP. But when we're talking about water quality and air quality, those are definitely important aspects of health.

[01:57:18] When we, in the CESMP, we have our climate adaptation actions that are very heavily focused on improving water quality, reducing flooding, reducing, you know, the impacts of flooding on our residents. And when we talk about reducing fossil fuel usage, that can be things like, you know, diesel generators that have impacts on health.

[01:57:43] So, yeah, that's all relevant. The implementation of the CESMP is relevant for all those things. Thank you for that, and maybe, Mr. Schroeder, we bring that up at a later time, water usage and power. I think it's relevant to a lot of the applications that we're going to be seeing here in the near future.

[01:57:58] Thank you for that, Supervisor. I will remind that we have Prince William Water coming in December for a presentation. In that presentation, they will talk a bit about capacity, future capacity. We also have Dominion Energy coming to talk about transmission lines, And so there will be an opportunity, certainly, to ask those two institutions about the work ahead.

[01:58:21] Thank you for that. Senator Bailey. Thank you very much, Mr. Vice Chair. Julie, the enjoyment I have when you present is watching how it's moving along and progressing. And you're doing a great job with your three people. We do three people.

[01:58:37] So thank you very much for staying the course. I wanted to ask you about two things. One is our seniors and educating them and helping them more as it relates to retrofitting their homes, because that's a cost issue for them.

[01:58:59] And so what's in the bag, what's in the secret sauce that you have thought about to help them as we go along in sustaining this vibrant, engaged senior population? Yeah, so I mentioned the Community Housing Partners Program. That is federal funding available.

[01:59:17] So it's, again, at no cost to the county, we are doing our best to get the word out about that program. Residents who are 60 and older qualify, and there's also income qualification. So Michelle and I have worked with social services, presented to their staff about this program so they can help share the information.

[01:59:36] I need to get with Area on Aging as well and some of our other agencies in the quadrant to help get this information out. But, yeah, essentially residents can apply at no cost. if they qualify, get free weatherization and energy efficiency upgrades, which can help to, you know, make their houses more efficient and reduce that energy cost burden.

[01:59:58] If you could partner, if your calendars were allowed and you can partner with Josh, I think that would be a great idea. Thanks for saying that. And then the second thing that I wanted to ask was something that you mentioned in your T3 program, the anticipated health outcomes, as it relates to equity?

[02:00:20] Because I see that as a component of equity. People may not have the resources to ride the bus or to ride the train or whatever, but if they could ride their bicycles to get to where they are, that's an opportunity for building equity in the system.

[02:00:37] Could you speak a little bit more on your ideas and that, particularly with the sustainability and resilience? You know, equity is a buzzword that I've heard your name related to in places like NBRC and COG.

[02:00:54] So could you speak to that a little bit more? Sure. Yeah, so a lot of opportunities for funding through the Inflation Reduction Act are focused particularly on low-income locations. That's the only locations that qualify for a lot of these grant opportunities that we're trying to get a hold of.

[02:01:12] When we developed the CESMP, we utilized equity emphasis areas to decide where a lot of adaptation actions and our activities should be to make sure that we are raising up our whole community as we are trying to navigate these climate solutions.

[02:01:29] Yeah, and I want to congratulate you on just the partnership that you and your team are, you're doing with these regional boards that we sit on because Prince William County is on the map there as well, and just understanding those relationships from a regional perspective. So thank you. Thank you, Mr. Chairman.

[02:01:47] Thank you, Supervisor Bailey. Supervisor Ware. Thank you, Mr. Vice Chair. Miss me yet? Absolutely. Just a side note, I mean, I'm looking at this, you know, increased access to public transportation, great, reduced transportation cost burden.

[02:02:06] To Cog's mind, we should get rid of local fares. I saw that this morning. And while that may decrease the financial stress on the ridership, I, for one, can tell you that increases my stress and my blood pressure because we have to make the shortfall up with respect to fare box revenues that are lost.

[02:02:24] But to dovetail on Supervisor Vegas comments with respect to the power in that, I'm sure Dominion is going to be more than willing to come in and discuss transmission issues to the limited extent they're willing to publicly discuss them.

[02:02:40] But for once, I'm going to put my little green jacket on. If we're going to have a discussion about transmission, and we're going to have a discussion here and in other places about sustainability, that transmission comes with an additional cost, an additional environmental cost that Dominion seems to be glossing over or doesn't want to talk about.

[02:03:06] And that is where the capacity, where the generation capacity for that generation is coming from. And if anybody's not aware of it, it's not coming from in-state. It's coming from out-of-state and generally from fossil fuel, and in many cases coal-fired plants in other states, which sort of blows our entire sustainability measures out of the water because there's no way we can make up for the carbon that we put in.

[02:03:32] So I'd like to hear generally, when you're discussing with Dominion what their parameters of discussion at that meeting would be, i also want to include generation capacity where it's coming from uh in addition to the transmission issue thank you thank you and uh before you go miss manno again thank you for the presentation thank you for all your work wanted to just plug also your work on the jet that i know we work on together there's a lot of great discussion collaboration going on with the school division and their folks which will help move the ball forward a lot of these aspects and again as supervisor bailey said thank you for your work on the with those regional partners you know for a

[02:04:09] long time we were a donut hole in some of these regards and you've really put us on the map so thank you again thank you i would like to introduce mr levi bass with youth services okay uh vice chair bode and members of the board good afternoon i'm levi bass acting director for the office of

[02:04:46] youth services thank you for having me here this afternoon to give you a brief overview of the Office of Youth Services. Back in April of last year, the board approved for the establishment of the Office of Youth Services. And the county exec asked that we take Juvenile Services,

[02:05:21] which was a division of Social Services, and place it into the Office of Youth Services. And at that time, our team got together since July 1st.

[02:05:39] We got together to develop a new mission and vision for our team. Our mission is basically to promote positive youth development opportunities for the youth. And our vision is to empower the youth to become leaders and change agents by providing pathways to opportunities.

[02:06:05] And I would just like to ask the board if you can continue to support this new agency as we move forward, as we continue to evolve, to help support us so that we can make some of these things happen.

[02:06:28] We have 86 employees in this agency. We have three service areas that is up and running, and we have one that is in development as we speak. We have our juvenile detention facility, which is a secure facility that temporarily detains our most serious and habitual offenders until the outcome of their trial.

[02:07:02] We also have the Molinari Jew in the Shelter. It's a non-secure facility we use as a detention alternative, and these residents are there pending the outcome of their court hearings. We also have the pre-trial supervision program, and there's another detention alternative that the court uses also.

[02:07:24] This population is allowed to remain in the community pending the outcome of their court hearings. And these programs, these three programs here, have been in existence for decades here in Prince William County and provides the courts with options on how matters are handled pending the final dispositions.

[02:07:50] And now we have our Right Step to Opportunities program. That is our newest model that we're bringing to Prince William County. First program, new program that we've had in the youth services area. The Right Step program is designed to divert first-time minor offenders from the criminal justice system while holding them accountable for their actions.

[02:08:23] We will use what we call a conference hearing model in our approach to address the offenders' behavior. The conference hearing is made up of trained community volunteers. The volunteers will facilitate the hearings, they will understand the circumstances surrounding and involving the incident, and will decide how the defenders will repair the harm to the victim and the community by way of appropriate sanctions and opportunities.

[02:09:00] Now, when we finally get this Right Step program up and running, it should touch each point of this social determinants of health. For example, for the education access and qualities, the conference hearing process provides a platform that removes stigma and creates an opportunity to address underlying concerns.

[02:09:28] And for example, it should be able to address concerns such as school enrollment and school attendance. As it relates to the economic stability, the community-based alternative, you know, as stewards or taxpayers' money, the cost savings are evidenced when youth are provided services in the community where they live as opposed to incarceration or placement outside of their home.

[02:10:02] And let me just say that whenever there is a crime, you can have up to eight agencies involved in that one offense. You have the police, you have court services, you have the courts, you have the Commonwealth attorneys, you have the public defenders, you have CS, if the child is in foster care, you have DSS.

[02:10:33] If it happens on school property, now you got the schools. So you have all these agencies involved in that one incident, but when they go through the right step, right step will be the only agency involved in that one incident, unless through our assessment we determine that it's appropriate to make a referral for resources and opportunities, move it along.

[02:11:05] For the social and community context, we will be using a positive youth development, and a quality community-based approach champions and discovers the youth's positive assets and promotes a stronger connection to the community and caring adults.

[02:11:26] As it relates to health care, we will be conducting pre- and post-assessment to refer and connect the youth and the families to resources and opportunities in the community. And lastly, the neighborhood and built communities.

[02:11:46] Utilizing trained local volunteers and conducting community conference hearings, we will do that in the neighborhood that's familiar to the family and the youth. And please keep in mind that the community volunteers, they represent the community.

[02:12:07] They do not represent a former system. So this opportunity to enhance the voice of the community, the youth, and the family will encourage positive outcomes that should contribute to long-term well-beings of the youth, the family, and the communities.

[02:12:27] I want to thank you for this opportunity to present to you. If you would like to meet with me, one-on-one, to discuss anything about youth services, I would be more than happy to do so. Please understand that we are still under construction, and we are still developing. So I really thank you so much.

[02:12:45] And if you don't have any questions, we'll turn this back over to Mr. Johnson. We do. Rest assured, appreciate the presentation. So, Reservailey, you're up first. I'm sorry. Yeah. Mr. Bass, thank you.

[02:13:03] You're welcome. When you came in, you told me who you were. I know exactly who you are because you are handling our precious commodity, our youth. And so, and it's not easy work. to really turn things around and get them on the right track.

[02:13:21] And so we appreciate your time and your focus in that. I appreciate the additional program that you have because it's important. That piece is important in closure to everything. My question to you is, as you craft this, what are we looking at in terms of having a stronger, vibrant program for the future?

[02:13:52] What does that look like, and what are the resources that you might need? Okay, Right Step is not just one single program. Right. It's conference hearing is part of it.

[02:14:09] Okay. As we continue to develop, we will be developing other arms related to it, such as prevention. Because we've got to go further out. Yes. And that's why I ask that for the board to continue to support us because we will need some additional resources to make those things happen.

[02:14:36] Everything about what we intend to do is buried right there in the vision statement. So we are intending on going further out to touch as many younger people as we possibly can so that we can begin to change some trajectories.

[02:14:59] Yes, that prevention piece is critical. Absolutely. Okay, thank you. Thank you, Mr. Drew. Thank you. While I don't have anyone else up, I do want to say thank you for the presentation again. Thank you. Like you said, I know your office is up and running. It's under construction.

[02:15:14] We know that this will be a vital place to consolidate a lot of our youth-oriented programs. We're already setting up new programs, which is great. and we know that the more we can get these resources to children earlier on, the more we'll actually be paying dividends and not having to pay taxpayer resources out of the back end when folks are in trouble as adults and all those other issues.

[02:15:33] So definitely appreciate your work. You got it. Thank you. Thank you again for your attention this afternoon. We have one more. Can I give you a chance? Yes.

[02:15:50] While I'm talking, you can queue it up. We have one more video we'd like to share with you as we close out our presentation this afternoon and then take any other questions that you all may have. My name is Dennis Delaney and I'm a housing human services caseworker and I work for the

[02:16:29] Department of Social Services. In the last eight to ten years, homeless services has grown tremendously and I think COVID had a little bit to do with it. The objective was to get the clients off, the homeless clients off the street and so Palazzo Gym was converted into a homeless shelter.

[02:16:54] You just can't walk up to the front door and say, hey, I'm homeless, you got to check in. We do have a phone number. It's called Coordinated Entry. We encourage the homeless clients to call that number. So usually when you come in with nothing, then my job is to do an assessment of our clients.

[02:17:13] And if they need SNAP benefits, if they need Social Security, if they need disability, my job is to assist them attaining those benefits. But the end result is to provide housing or assist them in finding housing where they be able to sustain a decent standard of living.

[02:17:31] To me, what it means to be a public servant is to be able to assist the people of our community with what they need. I think it's in me. You know, just from growing up with my parents and my father was a discipline, but he gave me the shirt off his back.

[02:17:53] And my mom was very religious and she would do anything to assist another person. But I think it's made me who I am today. Everybody's not as fortunate as others. And some people do need help.

[02:18:09] So, you know, just being a public servant, to me, is to be able to assist people. Things that they can't deal with or they can't handle. You get all kinds of people. They're senior citizens that life has just been bad to them.

[02:18:27] And they've given up on life. And they come in here, they don't have anything. The only thing they have is their shoes and the shirt on their back. We get some young people, you know, the parents are fed up with their behavior. And the parents say, well, you can't stay here no more. So they come here. You get the middle-aged people have records and can't get a job and nobody wants to deal with them.

[02:18:51] But here at the Homeless Services, you know, everybody has an opportunity with a fresh start. And when they come here, we don't judge. You know, so if you have an addiction, then we'll address that and we try to get you housed.

[02:19:07] If you're old and you never apply for Social Security, then you come in, we'll apply for Social Security, and then we'll get you housed. But there's a lot of people that are involved and that assist in the process. It takes a team effort just from the beginning of the process to the end of the process.

[02:19:27] You can come to a homeless shelter and you can get help. If you want to be housed, then you're at the right place. I just want to leave hope that there's always a possibility for change and to better yourself. Hope that I check in the shelter and I get what I need.

[02:19:45] Not what I want, but I want to place the rest of my head for my family or just for myself. So I think if they come in with hope, then I think things will work out. I'm thankful just to, you know, be able to still be here and serve from Twin County for 30 years.

[02:20:03] So I always try to provide an excellent service to the clients that I serve. I think the end result of seeing the smile on people's faces, you know, because, you know, you come in the shelter and it can be depressing, you know. And then when you see a light at the end of the tunnel, you see the personality change.

[02:20:22] You see the smile on their face, and you see them behaving differently because they see the light. And finally, when they get housed, it makes me feel good, and it makes me appreciate what I do. My name is Dennis Delaney, and that's how I serve.

[02:20:43] Probably helping somebody. He has been very, very effective at our homeless shelter.

[02:21:01] I do want to thank you for your attention this afternoon. I know you have another presentation coming up. For the videos, I wanted to give a shout out to our production team over at the libraries who produced the first one, and then our production team in the Office of Communication who produced the one you just saw. Yes.

[02:21:21] It's one thing for us to get up here and talk about the work that we do. It's more impactful to have a client tell you about their experience from what they experienced from the work that we have, and have our employees on the front line that deal with this on a day-in and day-out basis to produce these kind of videos and highlight the work that we're doing in the community. So you've heard a lot of things. We want to make sure if you have any other questions of us before we turn it over to our next presenters. Happy to take any other questions. I see lights on but not speakers yet. Senator Franklin. Sure yeah I just want to say and we'll talk a little bit more about this later but just hosted a Latino outreach event last

[02:22:01] week and we had several county services there many of you sitting here and there was a lady who was actually kind of managing Freedom High School and making sure that you know we shut down and all that and she came up and she said I didn't know that all these services existed and I said well this is exactly why we do these type of events and so I just want to thank you all for the work that you do and you really it really is on us to present you all to the community to say hey listen And we have these services, many of them free, where we can help people apply for benefits and things of that nature.

[02:22:35] So thank you for the work that you guys have been doing. And really, people are really shocked to know that the county is really offering these services. Thank you. Thank you. Supervisor Bailey. Bailey? Bailey? No. No.

[02:22:52] Eliza, thank you so very much, you and your team. And I just, I said to the county, I love the way y'all tag team. And now I introduce my colleague. that that shows family too y'all I'm just saying but I'm like supervisor Baker we just tell mr. Delaney we really appreciate him as well because it takes a special character patience and love to do that kind of work thank you thank you I don't see any other speakers are going before that just again wanted to thank you and everyone in your quadrant for presenting today I'm gonna say

[02:23:30] probably other than the safe and secure communities quadrant you are the most public facing we have i think it's tied between the two of you based on all the work that you do so definitely we appreciate the opportunity for you to present before us i hope that the county exec and the communications team will find some way of packaging parts of this to send out to the public because again as was said by some of my colleagues there is so much good work that every single agency in your quadrant does and so much of it gets missed by the main public and frankly all the members of your quadrant change lives and improve lives and in some cases save lives so I think that needs to be told and I hope that between that and getting on Prince William County

[02:24:09] works we'll be able to help push out your story and the story of your agencies more and more appreciate that I always tell my counterparts over here that you know they come to me for everything but but but I do appreciate again the board's time and we as we'd say in our in our quadrant We're the folks that go out with the clipboard when somebody is in crisis to help repair that situation so that they can be a benefit to themselves and to their family and community.

[02:24:39] So thank you again for all your support. Without your support, we could not do any of this. Thank you. And Mr. County Executive, if you don't mind, before we go on to the CIP presentation, I'd like for us to take on that second housekeeping item, which is the next meeting.

[02:25:01] I know that folks are probably aware in the public that the public hearing for next Tuesday night, the Ashton Data Center, has been withdrawn by the applicant, so we won't be having that piece. So I know we'll be taking action to cancel the 7 o'clock meeting for Tuesday.

[02:25:19] I know there's also been discussions on the things that we should be taking up in the afternoon. So that said, I know that we will have at least one absence, who's a significant absence, for next week. So looking through the agenda for the October 22nd meeting, I know there's been discussions around us deferring action on the legislative agenda, and then the affordable dwelling unit ordinance presentation, and the arts grant presentation.

[02:25:58] Is that? Yes. Yes, the formal action would be to open up and ultimately to waive. I think that is right. So we could reference the specific agenda item numbers and move forward with the formal action for the board to adjust the calendar.

[02:26:19] Mr. Vice Chair? Yes, sir. I would move that we amend the Prince William County Board of County Supervisors 2024 meeting calendar to cancel, the October 22, 2024 evening meeting, and defer items 7A, 9B, and 9C to the first meeting in November.

[02:26:37] Do I have a second? Yeah, we need some clarity. 9C is the arts grant. Got some clarity we need to ask. I have concerns with the arts grant. Okay. So do I. I'm not beholden to that one. Okay. I'll accept a friendly amendment to not to take that one off the list.

[02:26:56] So if I may, please. Yes, and I agree with my colleagues. I'm in the midst of getting the questions answered that I needed for the arts grant. And so I'd like to move it again to October 22nd and keep it on the agenda. And I would amend the deferral to just items 7A and 9B.

[02:27:13] Okay. Senator Franklin. Sure, yeah, I just want to say a couple things. Yeah, thank you, Supervisor Angry, because definitely after the discussion around the arts grant, I'm not looking to push that back any further, especially since these individual organizations didn't even know that we were going to push it in the first place.

[02:27:29] So definitely want to make sure that they're taken care of. And then I'm happy to further the discussion on the affordable housing dwelling unit. Do not want to push it beyond November, because obviously I've been pushing forward for three, four years. And so I will be looking for that.

[02:27:46] Chris, I'm assuming that's November 19th. That is correct, November 19th. So all of the actions that we would be deferring today would ultimately be deferred to the first meeting of November, which is, yes, November 19th. Thank you. and so to be clear that's just the legislative agenda and the approval dwelling ordinance conversation right correct right any i don't see anyone else on the speaker list any other vega you good it was yeah it was we're and then bailey okay and again that includes a cancellation

[02:28:20] of the the evening meeting all right without further discussion let's vote supervisor gordy hi thank you sir vote unanimous thank you for that i just want to get that out of the way before we get to the next presentation, Mr. Shorter, the floor is yours. Thank you very much, vice chair, members of the board. The team has been working really hard for quite some time to put together

[02:28:57] really a two-part discussion with the board and presentation on the capital improvement program. As you know, we have a very large capital improvement program, and that program we want to make sure that we communicate to the board what it takes to pull that to build the program and then what we will need in order to organize how we bring items to and submit them for the capital improvement program so with that deputy CXO Quinn Haynes has been working really hard with

[02:29:31] the team of directors that you see here and our deputy CXOs to put together these presentations this is part one very excited about the work and certainly open for any questions and with that i will turn it over to deputy cxo haynes uh thank you county executive shorter uh good afternoon quentin haynes deputy county executive for government operations performance and innovation i also did want to also introduce matt cornellison who's our county cip coordinator i know many of you are familiar with him uh just to give a little context to follow on what the county executive said in FY25, at the CXO's request, the board made significant investments in improving the county's

[02:30:11] capital delivery process. This included about $2 million for nine FTEs and the implementation of a project management software system. We thank the board for that investment, and we have been hard at work implementing that investment. To say, all nine positions were hired, and the project management software is set to go live in the spring of 2025. In addition, by the end of this month, we will have updated the 300-page countywide project manager's handbook, which hasn't been comprehensively updated since 2019. This book is a guide for our employees and all our project

[02:30:49] managers that do design and construction. So today, as the county executive said, is the first part of a two-part work session. Each agency that does capital projects here in the county will go over their staffing, any active CIP projects that they have in existence, some of their CIP processes, any funding that is associated with these projects, and a little bit about their future outlook.

[02:31:13] That said, I'll come back after that and talk a little bit about next steps and what to expect for the next work session, which we'll have on November 19th. That said, first up, we have our Department of Transportation. Mr. Rick, the floor is yours. Thanks, Quentin.

[02:31:29] Appreciate it. Thank you, Quentin. All right. You all ready? Vice Chair Bodie, members of the board, Rick Canizales, your director of transportation here to present our section or our part of the CIP presentation.

[02:31:46] As you know, transportation holds a very large part of the CIP and we're very proud of it, of our implementation of these major transportation improvements around the county. With that said, we were asked to come in here and kind of think about the way that we tier out our projects and what we do to tier our projects.

[02:32:06] So in transportation, we thought of two very simplistic ways, but two ways that gets to where we are in transportation and how difficult projects can be to do. The first way we looked at it was through the size of the project. And when we talk size, we're talking dollars.

[02:32:22] And what you see here is we show that about half our program actually is projects less than $5 million. And those projects, each one of those projects takes up, you know, one design engineer to do the design work, one construction engineer when we get to the construction and a right-of-way agent if right-of-way and utility relocation is involved within the project. As you can see, the rest of the program is made up between 5 to 30 million, 30 to 70, and what we consider a mega project or something that's a tier 4 project would be something that's 70 million plus. That's about 12% of our program.

[02:32:56] It comes to approximately about six major projects of 70 million plus we currently have. Each one of those projects only needs to be championed by one design engineer again one construction engineer and one right away agent making sure that we use all our department's dynamic workforce that we have to be able to share within those project managers and make sure that these projects are getting done a lot of these project managers have more than one project that they are looking at but it's a variety or a mix of them to not overwhelm for the next for the next part of complexity issue of how we how we look at projects complexity we talked about

[02:33:34] tearing it up into three ways and looking at it in tier 1 tier 2 and tier 3 which is non-complex moderately complex and complex now how do we get there we get there by just looking at what type of project it is right if it's a local project tier 1 is going to be a local project which you see the steps we have to do to make sure this project moves forward tier 2 is a purely state or regional project it has to look at a little a few more requirements that we have to go through but it's usually approved at a state level at the at the district level and then we have our tier three federal projects that need to go to central office need to be approved by every section of VDOT and you see the

[02:34:12] process we go through that so it was very easy to be able to tear those three tiers up and let you know how we looked at them with that said we did list all our projects for you I'm not going to go through these with you today but but what we did here is we didn't list a priority we just went through each district and listed it which whichever one the most expensive project in your district was so each district is going to have a three at the top of it or a four because that's around you know the expense I'm sorry three at the top of the complexity because it's it's near that complex and a three in the budget or a four with that said you have various projects which are in different in different districts but as you see we have a very large program and again

[02:34:51] these are all the major projects that we are doing this does not include when we talk about doing street signs or doing the smaller traffic projects or putting up a speed table or a pole mounted speed display. This just shows those projects that are included within the CIP or can be included with the CIP because of the complexity and the cost of the project. Now, the rest of the presentation, I'd like to talk to you a little bit about how we do projects. And the reason we're going to go through, I'm going to go through this with you is because, as you know, we use other people's money. And when it comes to using other people's money we have to do things a little different than everybody else does.

[02:35:30] We come in at separate times because we get awards of money at different times of the year so it's not like we can just come in at one time of the year and say can we put this in the CIP. We get contracts and agreements put into place at different times of the year that makes us do projects you know throughout the entire year not just at the time that we put projects in the CIP.

[02:35:50] But our projects still go through essentially the same format because they go from idea in a planning stage to ribbon cutting, and that's our process with everything in between. And the idea stage starts with the public, the community, going out to those community meetings and hearing them out on the comprehensive plan.

[02:36:07] The next thing we do for ideas in the planning is we look at our comprehensive plan, right? That's what it's there for. You guys have given us priorities, told us what roads you wanted to do, told us what trails, sidewalks, the gaps that you want us to fill, the things that you want us to look at.

[02:36:22] So we take a look at this as we're looking at our capital program, And what we try to do is try to fit those projects that best make the fit to those other people's money, to those other sources of funding, and how they fit into those grants to make sure that we get the most out of those programs we can get with the projects that you have selected within your comprehensive plan and within your priorities.

[02:36:43] We also take board-initiated projects as well as projects that you bring to our attention in your district that are a smaller nature that we can do with local or state funds. We do comprehensive plan amendments, obviously, and that changes things sometimes.

[02:36:59] And I know we have a Purcell example from many years ago, but that road didn't move forward. And, you know, obviously we're not seeking funds for that project anymore. Again, the capital improvement program, the new projects that do come in it that are not included within the comp plan, we do come for inclusion and request the board to let us do this.

[02:37:18] So you're always involved as part of our priority system. We prioritize what you're telling us to prioritize, and we try to put it into the buckets of grants that we think it best fits, looking at our comprehensive plan. The next thing we do is we look at, you know, some methodology factors and funding opportunities and how to mix those in there.

[02:37:37] We went through an exercise, I believe, when we first talked a couple years ago in the form that we had, and we showed you, you know, if you're in the comprehensive plan, that's a check mark. If you're in a small area plan, that's a check mark. If you have some additional funding to go there, that's a check mark. And the more check marks you got, the more fundable that project became.

[02:37:55] And kind of the same exercise we do to prioritize this. We do have some factors to consider beyond what you see up there. We do look at the strategic plan and see what we are looking to do and what we've been tasked to do in the four-year time frame that we have, the strategic plan. We look at small area plans.

[02:38:10] We look at the secondary and primary list that was established by the board many years ago. We also look at what's happening with our transit system and what our transit partners need and what those regional transportation plans are able to fund. So with all that said, we get the community input, we get the developers in the mix, and that's how we kind of put our plan together.

[02:38:30] With that said, that's how we've grown our plan. And I love showing this slide. It's one of my favorite slides to put in there. I think you've seen it in 22 presentations now. But it shows. I mean, just in the last decade, in 2010 to 2019, we're looking about having what you see there, about a $300 million program.

[02:38:48] Just in the last half decade, from 2020 to 25, we have $1.2 billion invested in transportation. That program has grown four times over, and my staff is still at 55. So we have found efficiencies, we have found ways to make sure that we're getting to the priorities, and we have found ways to be able to move forward in projects with the staffing levels that we do have.

[02:39:10] The first thing we do with the projects is go to procurement after that, right? We get the project, we know what the project is, we've got the money, we've signed the contracts with VDOT, We come to the board, and we go to the procurement office with Shana. She's back there today. She has been a saint. I mean, I just showed you the number of projects we have and the number of projects she has to procure for me.

[02:39:28] So this woman and her staff are a saint in our office in what she does. But we do use a couple different systems. We do use a design-build system where it's just, you know, it's what you saw just happen, what you're going to see happen with the garage here, what you just saw happen at Balls Ford Interchange.

[02:39:46] That's design-build. We're able to design and build the project at the same time in a parallel track. Instead of using the normal way, which is just getting an RFP out there and getting some design. That takes some time. You see the four- to six-month time frame, and we have to go through some issues. And then we also have on-call consultants.

[02:40:02] We try to do this as much as possible because that's the fastest way through this, right? So we get an on-call consultant. We get a contract together. What you see up there, I've been corrected by procurement today, And we do have a $10 million per year limitation.

[02:40:17] So it's 2.5 per task, and we have $10 million worth now. So that's mistaken up there, and we'll make sure we fix that. The next thing we do is once we procure our design, we go through the design stage. Now, we can go through a locally funded project, and it's going to take us about 6 to 12 months to design something.

[02:40:33] We can go through a Tier 1 state project, and it will take us about 12 to 18 months. Or we can go to a federal project, and that's taking three years. And I think each one of you in your districts have experienced a sidewalk project that has taken us two years to design and about three months to construct. That's an issue when we got federal funds.

[02:40:51] But again, that's the process we go through for using other people's money. I did want to focus a little bit on right-of-way. As you know, we've had some discussions on right-of-way. But as you know, we have a great right-of-way process set up. We try to set up, you see the process on the left there, and I'm not going to go through exactly, but you have it there.

[02:41:08] What's important to know is that we have a couple different processes we have to go through. We have to go through a different process for a resident and for a household than we do for a business. We have to go through a different process for a tenant of a business and a tenant of a residential unit like, you know, that has a landlord in it than we do with the owner of that business and the owner of that thing.

[02:41:31] So you see the different things we go through, some of the times it takes, but we always come, make sure that we have an offer out there, that we do an appraisal. We make sure that we have that offer out there, that the person who owns or the tenant that needs to move sees the value. If it's refused, we come to the board, ask for you to put a certificate of take on it, and then we continue to negotiate with that individual to make sure that we are trying to get him the best we can in making sure that he's able to get to a home, to a new business location, to a new parcel that they can develop their business on.

[02:42:10] We're making sure that the community is taken care of. In the eight years that I've been doing this, I have yet to go to court. We make sure we negotiate this out in a fair, fair way to the community. And this is a little further than VDOT goes because VDOT doesn't live in our community and understand that these small businesses or these residents are the backbone of our community.

[02:42:34] But we do. So we take a little better care of them, and we do go through an exact process. I think the county attorney's office, I think they're three staff people that help us with this because they're angels in that world. You saw how many projects we have. Just in the Route 1 project, we have 110 properties that we're dealing with.

[02:42:50] 110 properties, our three people right away staff, and our three attorneys deal with this. So, I'm sorry? Oh, yeah, and I'm sorry, and our paralegal. Yes, you're correct. And our paralegal do this. But it's amazing work they do, so I thank them for that. But I did want to focus a little bit on that just so you could see the process that we go through.

[02:43:10] It's always something that we continue to negotiate. We don't stop because we came to the board to take that property. We want to be fair to the community, and we will continue to get there until we get there. Utility relocation, this is my most variable thing. I think I've been up here at this board asking for help on this the 22 times I've had that slide on there before.

[02:43:32] But it's something that's variable on all projects. We try hard to communicate. You have given us a utility coordinator that will hopefully help with the utility companies, making sure we're communicating better with them, getting them so these projects aren't delayed because we can't get them to do their job at the time they say they were going to.

[02:43:49] So we'll continue to work hard to make this happen. And then finally, it's what everybody loves, right? And we're going to do this soon again. We're going to go do this at the Potomac Garage, right? You two here, we're going to go do this soon again. That's exciting. That's our first vertical, right, for transportation. So we're very excited about that bit.

[02:44:05] It's getting to that ribbon cutting. We get to that award of the contract. We get through that year or two of construction that we make the community suffer. My old boss used to say you always have to break a couple eggs to make a nice omelet, but we get there, so we make that nice omelet at the end where we cut that ribbon and we've created facilities for better economic development and better quality of life here in Prince William County.

[02:44:29] With that said, that is my last slide. Sorry, I took longer than usual, but I did want to get through, and I wanted to make sure that you understood that what we're doing that the Department of Transportation does hold, is a little different, and has to be a little different because of the way we fund it than the internal services and internal buildings that you're going to hear about here today. I will say, Mr. Canizel, I think you talked a little bit slower than you usually do, too, which is probably why you're talking about it. Thank you. Gretchen has been making me work on that. I don't see any folks who want to ask questions, so I think you're set. Thank you very much. Thank you for your time. Oh, and I'm sorry, next up. Thank you.

[02:45:08] Thank you, Quentin. Next up, our director of public works and my ex-favorite employee, Katab Shemut. Thank you very much, folks. Thank you for your time again and always for your support. Good afternoon, vice chair.

[02:45:27] Good afternoon, members of the board and exec. Katab Shemut, the director of public works. I'm here to present our smaller CIT program compared to the transportation. Okay, so we deal with two areas of services of projects, mainly focusing on environmental management type of projects and as well as our solid waste projects.

[02:46:00] Environmental management, we look at retrofits, we look at restoration of streams, and in the solid waste, we look at building cells, covering cells, and even improving some of the infrastructure within the landfill itself. The way we categorize our projects is based on tiering them up, tiering them into tier 1, 2, and 3, again, based on dollar value.

[02:46:27] Our project from 0 to 2 million, we call that to be tier 1. Anything between 2 and 10 is tier 2. Anything above 10 is tier 3. Now, for the environmental management side of things, most of our project will fall in the 1 and 2 category. In the solid waste, I would say most of them are in the second category.

[02:46:47] However, because we are going to enlarge or expand the landfill north of the creek, that is going to require more infrastructure, more roads, bridge crossing, and other things. And that's what we're showing a project to be in the Tier 3 for solid waste.

[02:47:05] We rely a lot on our consultants in the solid waste area of things because it's more of an expertise kind of thing, a niche. And we do have our four capital project engineers overseeing our project based on the tiers. And you'll see how their time is split in between the projects as we go over the years.

[02:47:27] So for the environmental management, we implement projects to achieve pollutant reduction. So we have an MS4 permit with DEQ. And that permit, when it is provided to us or approved to us for about five years, we are required to reduce some of the pollutants within the water.

[02:47:45] and currently they're focusing on nitrogen, phosphorus, and sediments. In the future, there may be more other things, salinity and other things. But right now, those are the areas of reductions that we evaluate as we do our projects and making sure they're calculated and making sure we're meeting those reductions.

[02:48:04] Now, with the current permit that we have, which started in 2024, We are supposed to achieve 40% of reductions based on that permit by year FY27. And to achieve 100% by FY28, they've reduced the period of that permit by about 18 months because of the status of the Chesapeake Bay.

[02:48:30] They want to see more reductions happening a little faster. So 40% by 27, 100% by 28. And if you look at the graph, we are in 24, and we have already achieved more than 100% in the sediment area, and we're very close in getting into the phosphorus.

[02:48:50] The nitrogen, it's calculated a little differently, and it takes more projects really to achieve that. But the project that we're focusing on right now looks like we are going to be meeting the 100% or even beyond by year 28. How do we select our projects?

[02:49:08] We focus on studies. We do watershed studies. We do stream assessments. We do stormwater management inspection in the field, and as well as referrals and complaints that we receive from citizens and HOAs and others.

[02:49:25] The way we prioritize them, we look at the best cost per pound of pollutant reduction. So the best value for the dollar that we have, what will give us the highest reduction, that will be like category number one, let's say. And then we look at percent in previous areas.

[02:49:41] You know, as we're looking at the stormwater management and we're trying to retrofit that and improve it, how much of a previous area going into that pond will tell us how much reduction we can get. So we'll focus on those as well. Accessibility, do we have access? Now, we don't do right-of-acquisition like transportation. We usually look at projects that have access within the parks, within areas of easement that we already control.

[02:50:03] So that's very important to us. How can we get to that location and improve it? Construction feasibility, is it within our budget? And a lot of our money is a storm water money that we receive fees through the residents over the year, as well as we go after some grants.

[02:50:21] And checking on grants, we were able to get about $6.7 million of grant money for the past few years. And right now we've applied for another $6.5 million, and hopefully we're going to get that. And we look at infrastructure protection needs.

[02:50:36] Infrastructure meaning water line, sewer line, most likely sewer line, because water lines should be covered. So if there's a sewer line in the way of improvements, we may engage Prince William Water and see if we can have a project that will accommodate both at the same time.

[02:50:52] And of course, they'll pay for that and that becomes one-time project rather than two mobilization and two construction. And then we develop a five-year plan to achieve those targets or those reductions as we move forward. These are some of the projects that we do.

[02:51:08] A lot of it's stormwater management retrofits and a lot of it are stream restorations project for the environmental side. Now, for the solid waste, mainly, like I said, our bread and butter are building a cell and capping a cell. Building a cell, before we can build it, we have to design it. And that takes about a year to design. And it takes about a year also to construct, says 11 to 13 months. And how much time it takes to fill that cell will depend, of course, on the tipping, on how much material coming in. But typically, it ranges between three and five.

[02:51:44] and also on the size of the cell that we're building. A new cell must be completed, so we can't wait until the cell is fully complete before we start a new one. So we need to have one at least 15 to 24 months ahead of that existing cell being filled.

[02:52:00] So automatically, the minute we basically start filling an existing cell, we are in the process of building another one. So that's an ongoing process. Landfill cell capping is a requirement of DQ, and it prevents the escape of the gases from the trash as we collect it and compact it in place, as well as we do not want water, surface water, to go through that and create that contamination.

[02:52:31] With that, that wraps up my presentation for our capital program. We are very proud of it and we get a lot of good feedback when we submit grants and others for funding.

[02:52:48] So we are happy to be here. - Thank you, Mr. Chamut. I don't see any questions for you. - Okay, Matt Villarreal, Meat and Facility Management. Thank you.

[02:53:13] - All right. Matt Villarreal, Director of Facilities and Fleet Management. Thank you for having me. So the Department of Facilities and Fleet Management, we have been tasked with managing the county's facility capital projects. So these projects can range from anywhere from doing a replacement of a fuel pump at the Garfield Police Station to the Judicial Center expansion project.

[02:53:36] Currently we have 19 active projects, 15 of which are in the CIP. Four of the projects are partially or fully funded by ARPA funds. And then we have two projects that are typically cyclic replacement projects in the county buildings and the fire and rescue system.

[02:53:55] We too have our projects divided out into different tiers. The first tier is 10 million dollars or less and 10,000 square feet or less. Typically with those projects we'd only need one principal engineer to manage it. So a project like this would be like the restored space project at the Animal Services Center would fall under this type of a tier.

[02:54:17] Tier 2, 10 million to 50 million dollars, we would need a principal engineer to manage that project. These types of projects are typically like your fire and rescue stations, most of your libraries. really it's under 50,000 feet, that's kind of what we're working with. The next tier is tier three, 50 million to 100 million, so 50 to 100,000 square feet. We would need two principal engineers, a senior engineer, and fiscal support staff to manage these projects. So an example of a project like this would be if we were to replace the development services building. And then the last

[02:54:55] The top tier that we have are tier four, our $100 million to $500 million projects, 100,000 to 500,000 square or greater square feet. We need two principal engineers, two senior engineers, and fiscal support to manage those projects.

[02:55:14] Obviously, you can see as the bigger the project gets, the more staff we need to kind of keep on top of it. Everyone's kind of shared with you how we derive our projects. Where do they come from? Currently, most of our projects are coming from the departments.

[02:55:31] There's a need in the department. They need additional space, whether it's because of their growth or they have a new line of business. So, for instance, the Homeless Navigation Center, that's a new line of business that social services took on. So that's now a project that we are tasked to take on.

[02:55:47] We also drive our projects from master plans. So we've seen that over the last few years. We've had the Public Safety Training Center master plan. We've had the Judicial Center master plan. And we've got the countywide space master plan that's ongoing right now. We've got a master plan that will be completed for Woodbridge Library and Senior Center.

[02:56:07] And we're also working on one for Dale City Library. So those are another area where we get our projects from. We also get them from board directives as well. And also we get them from a comprehensive plan. So like fire stations, they're kind of being built to keep up with planning.

[02:56:23] If we were to build an additional fire police station out on the west end of the county, would be coming from the comprehensive plan. And another source could be when we complete facility condition assessments. Sometimes we run into where a facility just needs to be replaced. It's run its useful life and it's just done. And so we've run into that as well. In the future, we anticipate getting more of our projects originating from the CSMP program. Also, as a department, we're looking to improve our future space planning and start forecasting developing 5, 10, and 20-year space plans projections. We hope to forecast when facilities, because of age and condition, will be will be due for a major

[02:57:03] renovation or replacement. So for a capital facility capital project, we have five phases that we go through. The first phase is kind of initiation, is decide, you know, there's an idea, we want to do this project, and it's just a general idea, and then we start being asked to kind of put forward some numbers to it and what could that would look like and put together kind of a very rough idea of estimate of what it would be and that gets put together and gets submitted as a potentially a CIP request and that that could take it could take years it could take a couple months

[02:57:42] it just depends on when it gets pulled together and what how that process goes on our next phase is our planning phase and so this is when the project is now in the CIP it's been fund it in CIP and our team works on with the customer the end user of the building of what it is they're going to need so we can develop kind of a scope for a design contract with an A&E firm once we have that A&E firm ready to go out in the street working with procurement and procurement services we go ahead and we do that process and once we've selected an A&E from the different

[02:58:19] choices that we have we come to you guys to get approval to move forward with that contract the The next phase is the design phase. So now that we have an A&E firm on board, we sit down with the A&E and the end user of the facility and we develop kind of what the scope of work, what programming needs to be in that building, what do we have to put in the building to make sure that it meets their needs.

[02:58:44] And this process takes quite a bit of time, about 18 to 20 months for us to do that. this process, the A&E firm stops at 25, 50, and 95% to kind of do estimates on the project, make sure we're still within the budget that we have. And also at the end of this process, they take their design and they get it permitted through building development and environmental services. After this phase is complete, that's when we move into pre-construction. We now have construction documents. We get that all finalized. We pull together an IFB for a construction work.

[02:59:21] We can work with procurement services to get that all pulled together. And then we put it out on the street. Once that goes out the bid, we get responses. We take those. We evaluate them, make sure they're responsive, make sure that the company can do what they say they can do.

[02:59:37] And then we come back to you all to award a contract. And at that point, we go into construction. And there we are, 32 to 52 months, depending on what the project is. We can get it done sooner sometimes if it's a smaller project. If it's a bigger project, it might take longer. But that's when we do all the construction work, we do all the furniture installation, occupancy, punch list, project closeout.

[03:00:00] This slide shows all of our current projects that our facilities construction management division is managing. You can see whether or not it's in the six-year CIP, what project tier it is, that we rated it, and then what staffing that we would need to have to complete those projects.

[03:00:22] So I'm not going to read all those for you. And then this is another slide that kind of shows where we are in the process for each of those different projects. In 2025, we're going to have three projects coming out of the ground. We're real excited about that.

[03:00:39] We've been doing a lot of design planning over the last few years, and we're excited to finally get some of these things out of the ground. The next list of projects are from our property management division. They do some smaller CIP renovation projects.

[03:00:55] They also do some projects kind of like the ARPA funding. We're renovating the EOC building. And this just shows you the different projects that they have actively going on and what tier levels they have. And then this slide shows kind of the current status of their projects.

[03:01:14] And so with that, I'll be happy to answer any questions. Thank you, Mr. Villarreal. Any questions? I don't see any speakers. But could you go back to that slide that had sort of the timetables of each phase? I just wanted to stop there because I think that there's not a lot of folks in general, but there's not a lot of folks in the public that realize the life cycle of some of these projects.

[03:01:40] Between your team and Mr. Canazola's team, we're talking about years. From the moment that either someone on this dais or someone in staff says, hey, we want to do a thing, to it coming up out of the ground, to us finally doing ribbon cutting. And that's a long time. And so I know members of the public sometimes have frustrations with how slowly government moves.

[03:01:59] Well, in some cases, these are all state, federal, regional guidelines that we have to uphold and why it takes so long to do some of these things to deliver more facilities, expand facilities, road facilities, what have you, to the public. So I just wanted to highlight that one slide, knowing that sometimes I know folks are frustrated, but these are frankly just how long these things take.

[03:02:22] Yes, sir. Thank you. All right. I see no other questions, so you're dismissed, sir. Thank you. And with that, I get to introduce you to the Director of Parks and Recreation, Seth Hendler-Voss. Mr. Hendler-Voss, part two.

[03:02:38] Hello again, Vice Chair, members of the Board, Seth Himmler-Voss, honored to serve as your Director of Parks and Recreation for beautiful Prince William County. As I mentioned earlier, we have a very large park department, 5,000 agres in size.

[03:02:55] We have a vast array of facilities, amenities, and in short, we're the envy of a lot of other communities across the United States. You all know the system pretty well. I'm not going to go through this list, but it's very clear just from first glance that we have a lot of specialized facilities and we have a little bit of something for everybody.

[03:03:13] So there are three primary funding programs that our department utilizes to deliver capital projects to meet our unmet capital project needs. The first one is the Capital Maintenance Fund, or Capital Maintenance Program.

[03:03:29] You hear us reference it as CMP quite often. This lives in our operating budget, and it includes $2.6 million annually for small capital maintenance projects like repaving a tennis court. These projects are typically $25,000 to $50,000 in size.

[03:03:46] They're completed in a year or less. You all just added $1.2 million to this program last budget year, and we're very appreciative of it. The six-year CIP program is the mechanism that we use to execute large projects, whether it be developing a new park like Rollins Ford or making expansionary improvements to a park, like adding that splash pad at Waterworks and Leach Park.

[03:04:14] Those are CIP projects. They're typically funded with a mix of debt and cash to capital and proffer funds. These projects typically take one or more years. They're more complicated than a CMP or capital maintenance program project. And we love executing them because usually if it has CIP funding attached to it, it's going to be a pretty big deal for the county.

[03:04:38] Within the CIP is the building facility program. Matt spoke about this earlier. This is a county-wide deferred maintenance program. It's recently started. We share it with Fleet and Facilities, and it's for a larger deferred maintenance project, So a mechanical system overhaul, replacing an entire roof, for instance, would fall under this program.

[03:05:01] It's currently funded at $8 million a year. $4 million of it is for parks and recreation to share with fleet and facility maintenance. And the other $4 million is dedicated for fire rescue for all of their needs. This program is funded through general fund money, capital reserve money, and fire levy funds.

[03:05:24] For the most part, all of our capital projects should tie to our master plan document. which ties to our comprehensive plan. It's nested within the comprehensive plan. This master plan was adopted in 2020. This is basically our roadmap for how we guide you all in your capital investment pursuits.

[03:05:44] Projects are determined by community needs through a needs assessment process. We completed that process back in 2019. We're undergoing it right now, as you know. Actually, all the postcards are already in the mail or have already arrived, asking folks to log in and take a statistically valid survey so we can determine how well our park system and the way it's managed and the way we're growing it relates to the priorities of our citizens.

[03:06:11] The master plan challenges us to do two things. One, invest in existing assets, which we've been doing very well, as I mentioned earlier, but also challenges us to expand our system as well. And both things do not need to happen separately. Ideally, they're happening at the same time.

[03:06:27] So each year during the budget process, we get an email from Matt's office in OMB and they ask us to submit a series of capital improvement program requests for the six-year plan. We send them as requests, and if the funding is available, they'll be added to the county executive's recommended budget.

[03:06:50] I just want to note that the only six-year CIP projects in the six-year plan currently are the bond projects in 2019, $41 million of them. And I will say all of those projects are either, with the exception of one, are in the current stages of design or development.

[03:07:11] So we're doing really, really well in executing those projects for the citizens. Typically in December, you all get together and you'll appropriate some year-end funding from your office savings or maybe from surplus of the prior year.

[03:07:28] You'll dedicate those funds for usually an existing CIP project. So we may not have had enough money to add that extra amenity, and so you'll ask us to increase the budget to expand the project scope.

[03:07:43] We're always happy to do that and grateful for that extra money. It does go a long way when budgets get tight. And then at times, the board, via directive, will issue direction to create a new capital project, which is done outside the budgeting process.

[03:08:00] We get a lot of those. Always happy to get those directives. Sometimes, however, it's difficult to execute them because they don't often come with the resources and they often have to compete with existing CIP projects which are funded. So this is the slide that might make you shudder a little bit, but we have to talk about the complete universe of needs so we can start planning to meet them.

[03:08:27] So this is all really good information, and it's ambitious, but it is necessary to meet the needs that our citizens have conveyed during the needs assessment process. So there are currently $542 million worth of unmet capital needs throughout our park system.

[03:08:49] So that's parks, facilities, and trails. These are all projects that are in the master plan, so this number does not include new projects that may have emerged after the master plan was adopted. It doesn't include projects that some residents may want but have not been added to the master plan.

[03:09:08] This is just an estimate, and it will likely increase over time due to escalation, just like our 2019 bond projects have escalated. And so we're not able to stretch our dollars as far with those particular projects. And this number also does not include the staff cost necessary to deliver $542 million of capital investment.

[03:09:32] This number does not include the $41 million in bond projects that are currently programmed in the six-year plan. Now, of all these needs, there are three buckets in which they fall.

[03:09:49] The first bucket is sustainable project needs, and this is critical infrastructure, improvement, deferred maintenance projects. These are projects that don't typically result in increased operating costs, and in fact, improving an existing asset can reduce operating costs in the long run.

[03:10:07] Typically, projects in this category, like I mentioned earlier, would be like paving. We do some accessibility projects here, some light mechanical system improvement work. And as I've mentioned, we've made great strides in this bucket. I'm going to give you some actual statistics here in a moment to illustrate that point I just made.

[03:10:27] The other bucket is expansionary projects, and these are projects that expand in existing parks, such as adding an artificial turf field or adding lights or extending a trail, these projects will often increase operating costs.

[03:10:44] It has to be factored in to the discussion when you're considering these investments. And expanding projects allows us to maximize, squeeze every ounce out of our existing inventory, which can alleviate the cost of new development.

[03:11:04] So think of it in using this example. It's a lot cheaper to light a ball field and allow additional hours of use, and it is to buy another piece of property and build a new ball field. So we have a lot of assets, a lot of park facilities that are under-leveraged, and there's a lot that we can do to really maximize their use.

[03:11:23] All those projects are in the master plan waiting to be funded. And then the last and final bucket are the visionary projects, and these are the big projects. These are a lot of the new facilities, large greenway corridor development, such as developing the finishing and completion of the Broad Run Corridor, finishing and completion of the Cat Harbor and Greenway Corridor.

[03:11:50] Also building a new aquatic fitness center. Those are examples of visionary projects. These are very, very expensive, multimillion-dollar projects. They're going to take many years to implement. Land acquisition also falls in this category as well. I mentioned I was going to give you some statistics, so here we go.

[03:12:10] So we're shifting from dollars to project count. There are approximately 38 sustainable project unmet needs estimated to cost $20 million. Thanks to your investment via the ARPA funds and the BFP funds and the CMP funds, we've completed 43% of the sustainable projects from the 2020 master plan.

[03:12:36] Almost half of our projects have been completed to date. So when I say we have a lot to celebrate, that's what I'm talking about. Going on to expansionary projects, we have approximately 31 unmet project needs that are going to cost $134 million. Since 2020, we have funded 21% of these, of the original number of projects. So 21% have been knocked off the list. So we're making progress here as well. Remember, I talked about balancing new with improved, and we're doing that. Now, when it comes to

[03:13:13] visionary projects, there are about 14 projects that have yet to be funded, estimated to cost $388 million. Since 2020, we have funded one of those projects. That's the Dale City Adventure Park. It's a bond project. And we've dipped our toe into the feasibility studies for some of these other projects, the proposed indoor sports and events center being one of them. Now, project delivery costs are not included in these numbers. And behind every capital project, there's a team of designers and planners that are making sure the projects are delivered successfully.

[03:13:52] We're going to talk about that here shortly. Here are some examples of unmet capital needs by category. I want to preface that this is just for illustrative purposes only. This is not my list of priority projects that I'm recommending.

[03:14:08] These are all very, very fine projects. Each should be completed, but this is just to give you some examples. I'll just walk you through a few of them. Sustainable projects, renovating a pavilion at Nokesville Park, stuccoing the Ben Lohman Historic Site House.

[03:14:26] Expansionary projects, adding lights to our fields, Chin Park, Alley Krieger Park. Pat White Center Playground. It's a project that we've been issued a directive to implement. That's expansionary. Visionary projects, talked about the proposed indoor sports and events center.

[03:14:43] Davis Ford Park, brand-new park we're developing. That's visionary. This table illustrates the funding void in the six-year CIP. So you can see here fiscal year 25 is the, actually it's fiscal year 25, and I think 26 actually, are the last, we'll see the last of our bond debt funding program.

[03:15:09] After that, there's a void. So it's an opportunity for us to fill that void with additional resources to implement some of those projects that I discussed earlier. And we stand ready as staff to go through the list of priority projects, make some recommendations based on the level of funding you all are interested in supporting.

[03:15:29] So each project we add to the budget requires a series of staff members to implement it. This is the guidance that we use. So I'll take Category 2 as an example.

[03:15:46] If there's a project that's going to cost up to between a million and $10 million, we'll typically ask for 0.1 principal engineer to be added to it. That's 0.1 of an FTE, 0.5 of a construction inspector, 0.05 of a landscape architect or a planner, et cetera, et cetera.

[03:16:05] And we're just trying to be transparent and honest. We're not going to bring on a full-time principal engineer for a $5 million project if that principal engineer has the capacity to manage 10 projects. So as we typically do with our CIP budgeting, we go into fractions of FTEs.

[03:16:23] And ultimately, when you have enough projects, they add up, and then it triggers hiring a full-time person. We typically will not hire a 0.1 principal engineer, nor is it at all feasible, but you get the idea. It all adds up until we can bring on full-time staff.

[03:16:40] We currently employ five project managers and three planners for about a 70-project workload. This time last year, our project workload was about 90. So I will announce it formally. We are at capacity with our project management abilities.

[03:16:57] We're at the point right now where our managers are managing projects, including myself. So what I do is I work on a lot of projects at inception. So when I get directives or I get partnership proposals, I typically sort of navigate those through until they're ready for you to make a decision.

[03:17:14] And then once you make a decision to move the project forward, then our project management and planning staff take the project over, and I'm just there in a sort of an oversight guidance capacity. So before I go into this next slide, I just want to say that the glass is half full when it comes to Prince William County's investment in parks and recreation and trails. We're trending in the right direction. We've made big strides in the last seven and a half years since I've been

[03:17:46] here. I'm going to propose some observations and strategies to consider that will likely help us expedite our project delivery to meet the goals in the master plan. I'm going to start with bullet number two. I think we have room for improvement when it comes to being proactive in budgeting for our projects. We know that we have a funding gap, and sometimes our projects come to us

[03:18:20] at the 11th hour of the budget deliberation process, or it comes through directives and proffers off cycle. And there's an opportunity for us to start building, proactively building projects into the six-year CIP in priority order so we can continue our momentum without having pauses in our project delivery. We need a consistent level of investment to fulfill the master plan goals. I think we'll benefit from a dedicated funding source. This is a lot easier

[03:18:57] said than done. But some of the best park agencies in the country, they go to market and with bond referendums every five years, every 10 years, every eight years. They're consistently replenishing their resources to continue their CIP programs. And it doesn't have to be through bonds. There are other mechanisms that this board can employ. A lot of creative ways within enabling legislation to creatively fund projects with minimal impact on

[03:19:37] the taxpayer. Again, as I mentioned earlier, we need to keep trying to balance both reinvestment and expansion. I would request that and recommend that a CIP request be done at one time during the year. We should get together beginning of budget season, give you an update like I'm doing now, a gut check as to where we're at, see if you want to reshuffle some priorities, and talk about what projects need to be added to the six-year plan for that year.

[03:20:12] Those conversations don't happen. Very often, we will go months without talking about capital project strategy until there is a project need or a project concern. And so we'd like to get out in front with you all and help develop a strategy and a list of priority projects so you all can have success in meeting the needs in your districts.

[03:20:34] And lastly, the deferred maintenance funding, while fantastic, is a little less than what is needed to keep up with the depreciation pace. So looking forward to hopefully seeing that level of funding grow, as I'm sure Matt and his team are as well.

[03:20:57] And I think we've demonstrated to you, we will put that money to excellent use, we'll spend it quick. Lastly, this slide, just as a benchmark slide, it shows here that our level of investment in parks does lack somewhat from our neighbors, but it's important to take this in context.

[03:21:14] This is not to shame us or make us feel inferior, because every park system is different. We might not spend as much per capita in our park system, but we have facilities that other jurisdictions don't have, that would love to have.

[03:21:29] So it's all relative. I share this just to say that benchmarking is a really important exercise for high-performing agencies, and we do this so we can see where we stack up with our neighboring jurisdictions and hold us to the highest level of service standard.

[03:21:51] Parks and Recreation, I mentioned this earlier, because it has such big implications on our economic development position, we are competing with our fellow jurisdictions through Parks and Recreation. So your average parks and recreation systems provide the bare minimum for the citizens.

[03:22:08] You provide places to recreate. You provide places to increase physical and emotional well-being. But the more high-performing, forward-thinking parks and recreation agencies are capitalizing on their ability to grow the economy, to expand a commercial tax base.

[03:22:25] And so we have to be mindful of what our other neighboring jurisdictions are doing so we can make sure we capture those new employers that come in. we can capture those uh those those those new residents who have a choice as to where they want to raise their kids and buy their homes so we'll continue benchmarking and sharing the information with you as it becomes available and with that i'm happy to answer any questions you might have thank you mr handler bars boss part two um sarah vega you're up thank you hi seth uh quick

[03:23:05] question so on slide 40 we have um listed here 40 yes visionary projects my question is how do you come up with these projects considering the lack of direction from the board if you will and i'm kind of like specifying on the indoor sports complex we voted on that and so just just wondering do you just place them on this list based on previous conversations without real board guidance or so the projects on this on this list were directly from the master plan which was approved in 2020 okay so unless we get guidance from a book from the board

[03:23:42] to add a project or remove a project it stays on our master plan list thank you and that's all I see I don't see anyone else who needs to speak so thank you good mr. handler boss so just want to really thank the team I want to thank the team for all the work that we've been doing on capital improvement and process and kind of rethinking how we make sure that we are improving that process but also ensuring that our employees have the tools that they need to be able to deliver these projects

[03:24:17] as far as next steps we will be coming back to the board November 19th at the next work session to provide the board with recommendations on the approval process as well as kind of how we can improve this process moving forward and so more to come on that hopefully we were able to give you a lot of information in an hour, and so we condensed it, but we stand ready to answer any questions that you may have, any follow-up things that you may have.

[03:24:40] Thank you, Mr. Haynes, for the presentation. Thank you for your entire quadrant of folks under the context of CIP. Supervisor Bailey, you have the floor. Very quickly, I just appreciate these presentations just bringing us along, so this should eliminate a lot of the phone calls that you can get as well. I'm just saying. The system that you're using is very easy to follow um a lot different than first term but i appreciate how you're bringing us along the process leading us into budget season thank you seeing no one else thank

[03:25:13] you mr haynes this is shorter all right all set okay all right thank you everyone for your presentations i know was dense now we're on to supervisor's time before we dive into everyone going around the horn i did want to obviously address the chair is not here today she's feeling sick so we all hope her for a speedy recovery i'm going to start with uh supervisor gordy disembodied voice on the zoom line and we'll go from there so there's a gordy you have the floor sir thank you uh mr vice chair uh just a few things to to mention um i really appreciate the

[03:25:49] prince william county soil and conservation uh soil and water conservation district uh for hosting the farm field days at the fairgrounds uh last wednesday i was able to join the innovation elementary schools fourth graders as they were going from station to station to learn about a whole host of important environmental issues related to water quality, the soil conditions, a whole host of issues.

[03:26:20] So I really appreciate the educational programs provided by the Soil and Water, our cooperative extension folks who are also there. So thank them for that. I want to recognize also our parks department on Saturday celebrated or commemorated the 161st anniversary of the Battle of Bristow Station.

[03:26:46] I was really hoping to join them at that event, but unfortunately that's the day that I really started going under the weather. But thank them for the great job that they did on that and look forward to being with them at next year's commemoration.

[03:27:04] And then also on Sunday, we held our first Brentsville Fall Bash. We had about 1,000 folks show up to the Burnside Farm in Noakesville to celebrate the businesses and farms of the Brentsville District. Really appreciate all the businesses and the farms that participated to give our community an event just to come out, enjoy a beautiful day.

[03:27:31] And just celebrate fall and all the things that make the Brentsville District great. I also want to thank my staff, my chief of staff, Erica Tredenik, who really carried the load for this event, as well as Jacob and Tiffany for all their hard work on the event.

[03:27:52] Unfortunately, I wasn't able to attend, but I do appreciate Supervisor Vega for showing up and carrying the water for us out there. But that's all I have, Mr. Vice Chair, and look forward to being with everybody next month.

[03:28:09] Thank you, Supervisor Gordy. Hoping for your speedy recovery as well. So we're going to shift over to Supervisor Bailey. Thank you, Mr. Vice Chair. Past event, October 9th, I had the honor of being the guest speaker for the top teens of America, for the top ladies of distinction, talking about voter registration and their vote is their voice.

[03:28:32] October 10th, I want to thank Mike Wilson and Voice for coming to my office and talking to me and discussing the faith in housing for the Commonwealth Act. I think it's going to be an awesome opportunity for the county, so I appreciate the level of discussion with Voice on that.

[03:28:48] On October 12th, I want to thank Public Safety for putting on a great fall festival with the fire station and the local police in Manassas Park and Manassas City. We had a lot of vendors, and to our own procurement staff, thank you for the candy that you gave me.

[03:29:05] It was a lot of fun. October 13th, on Sunday, I attended the Winter's Church ribbon-cutting ceremony in my community, another church to pray for our community. So we appreciate you, and congratulations. On the 14th, just had a great conversation with Tab and Luke about the Potomac District and the stormwater concerns across the county, but specifically in my district.

[03:29:30] So thank you for enlightening me to that. And then on the 15th this morning, Karen and I had a great time at 6.15 a.m. with PRTC OmniRide, talking to the citizens as they boarded the buses about their concerns and the great job that Dr. Bob Snyder and his staff is doing to service them.

[03:29:49] And so we really appreciate all the work that OmniRide and PRTC does to make sure that the routes are appropriate for our citizens. I appreciate my staff for attending the Forest Park High School Choir concert tonight. Have fun. And then upcoming events on the 16th, tomorrow, we'll be doing at 9.30 our official groundbreaking ceremony for the Prince William County Fire and Rescue No. 27.

[03:30:16] We've been waiting for four years for that. And on the 19th, I'll be the guest speaker for tomorrow's Cultivating Youth, addressing mental health, and I really appreciate the opportunity. Thank you, Mr. Chair. And Madam Chair, feel better, feel better.

[03:30:32] Thank you, Supervisor Bailey. Before I skip over to Supervisor Franklin, Supervisor Weir had to dash out for an event, but as always, he was a ray of sunshine and gave his well wishes to the rest of the board as he left. Supervisor Franklin, you're up. Thank you. Last Wednesday, October 9, Supervisor Angry and I co-hosted a Latino resource event at Freedom High School.

[03:30:54] We had representatives from various community organizations at this event who shared information on available resources with the community. So I just want to thank everyone who came out to support all of our county agencies that showed up and all of our advocates within the community.

[03:31:13] We had a great time. Supervisor Angry, I think we make a good team. We should probably take it on the road and, you know, see how many people we can get. So excellent time doing that. On Thursday, October 10th, I attended the Farm Field Day sponsored by the Prince William County Soil and Water Conservation District.

[03:31:32] During this event, students interacted with live farm animals and learned about the region's soils, water quality, pollinators, and trees. And this was the 33rd year that the Soil and Water Conservation District held this program. And it was fun, educational, and was very happy to be alongside Marumsco Hills Elementary and their students.

[03:31:52] on saturday october 12th i hosted the woodbridge district community family fun day our second annual at veterans park we have more than 250 adult and children come out and play and we had a game truck music food truck and so we're always looking forward to interacting with the community and looking forward to hosting again next year and then i think i failed to mention this a couple of weeks ago, but I did also attend the Youth for Tomorrow Fall Festival. So thank you to Dr. Jones and his staff for such a wonderful event. With that, I yield. Thank you, Supervisor Franklin.

[03:32:29] Supervisor Vega. Thank you. I want to thank Pastor Antonio from the World of Life Christian Church for hosting a suicide, mental health, and domestic violence seminar. It was great to be able to partake and to talk a little bit about my experience in the areas of law enforcement and dealing with these types of cases also want to say that I had a great time at the Brentsville fall bash congratulations on it being your first one supervisor Gordy I know you mentioned it and you're not feeling well but I can't go without saying that you have a fantastic team and they were able to do

[03:33:07] it all with greatness and so if your staff is listening good job you are in good hands in your absence also want to remind folks that we're accepting co donations until 10 the 18th of this month. So if you haven't swung by the office and would like to participate in our annual coat drive, please swing on by. Would certainly like to thank everybody that has contributed thus far. I actually got a message today while being on the dais from my staff and they notified me that we had somebody that was very generous stop by and drop off 20 jackets.

[03:33:39] So thank you so much to everybody that has participated and the cutoff date for that is on the 25th. I want to close out by telling Madam Chair that we're praying for her and certainly hope that she has a speedy recovery along with Supervisor Gordy. I know that there is an ugly bug going around, so whatever you do, make sure you wash your hands, cover your mouth if you're going to sneeze or cough, so that we can all stay healthy until the end of the year. That's all I have. Thank you. Great PSA there, Supervisor Vega. You know, as the weather gets colder, we're finally getting into fall it's very important so as are angry you have the floor sir thank you uh first

[03:34:19] uh supervisor frank and thank you that was a great uh joint uh latino outreach event we had so that was great um everybody attended and thanks staff for all the um hard work they put into that i also want to thank our transportation department i i hosted a dale boulevard transit priority study open house and uh while it was not heavily attended i'm happy that that information got put out there and let me just kind of talk a little bit about what this is you know we engineers do what engineers do best they engineer and they love coming up with new ways and innovative ideas

[03:34:55] and so i i tasked our transportation just to look at a dedicated bus lane along dell boulevard really if we're going to get serious about greenhouse gas emission about pedestrian safety about getting cars off the road about a public transportation system in the county that we need to invest in then we got to come up with ideas such as this study that we just went through and i will tell you the the the short version of that study is not to put bus you know dedicated bus land all along our corridors the key is to get all of that traffic that travels through the county off of our neighborhood roads and onto major thoroughfares such as 234 or

[03:35:34] princeway and parkway or whatever we designate is going to be that through traffic input because what we're seeing a lot of is simply folks driving through our county coming from 66 to 95 and so we got to get real serious about that so i'm happy to see where that study takes us and what we can do with that um so saturday october 12th i had a uh our fall dumpster day and the shred day over at measco baptist church we're going to look at some ways of improving the dumpster day i will tell you that those shred events are significant and people google those from outside of the county in the state to look for places where you're doing shred and so I learned a lot about that

[03:36:13] literally interacted with every person that shred their yeah that came by the shred documents and each had an interesting story about why they do it and how they found it really google is amazing many folks just googled it for a day and then they showed up so that was really cool to see um okay upcoming events so we're going to be having our first uh Neopsicle District Community Day. I like to say Prince William County Community Day because again we're going to be over here at Cloverdale Park with all those improvements and so everyone is welcome to just come out there and enjoy the day.

[03:36:47] Hopefully the weather holds great as it did for our first golf tournament that we just had yesterday. Again, this year that weather was perfect. They did a phenomenal job. I got to say the Sheriff won it once again because he brings out ringers and they're all good. But it was just a great day of golfing so I just want to thank you know the county and first t program for putting that on and then lastly i'll give my notice of intent uh to appoint colleen oshiki to the community service board and her resume her resume is on file and mr vice chair i do believe that is all so thank you oh you know what

[03:37:27] let me take that second to thank our little crew for all that they do with that uh dumps today that was those folks on that team are all about it. They're on point, and they're outstanding folks. I want to personally thank them for doing that and True Shred for coming out once again and doing what they do best.

[03:37:47] Thank you. Are you sure? You're good. I'm good. Thank you, everyone. I'm going to be brief very quickly. I wanted to thank all the public safety agencies that came out and held the Fire and Rescue Fall Festival Public Safety Expo here at Fitzner Stadium.

[03:38:04] Brought my son Miles with me. He looked very good in both a fire truck and a police car. So not sure how that's going to bear out over time. He also got scouted for the scouts, even though he just turned three. But be that as it may, he was very popular. But I really appreciate it. It was a very good family fun event. Had a lot of good agencies out there, including housing and some other folks.

[03:38:23] So I think it is hopefully going to be the first of many good, successful expos by that group of agencies. Looking ahead here for my office, we have this coming Saturday, We have Barktoberfest 2024 being held in concert with the Chin Park and their fall festival.

[03:38:40] It's going to be at Chin Park from 11 a.m. to 2 p.m., so please come out. We'll have a lot of pet-friendly kiosks and booths there, so really hoping folks can come out. And looking ahead a little bit farther, again, on October 29th at Tall Oaks Center on Cotton Mill Drive, We'll be doing our traffic and pedestrian safety town hall.

[03:39:05] I know there's still a lot of folks who have concerns around the recent accidents and incidents, especially on Old Bridge Road, but we'll be talking about soup to nuts traffic safety. And finally, I know that Senator Bailey and I are in talks about having a joint town hall about housing later on in November, so look forward to more details on that.

[03:39:25] So that's it. There's also this coming Thursday is the John Jenkins 2024 Good Scout Award evening. That will be at Old Hickory starting at what time?

[03:39:41] Seven o'clock. Seven o'clock. So, again, that's Old Hickory. No, that's a longstanding event, so I want to make sure people are aware of that. Thank you, sir. That's it for Supervisor's time. We will now go and convene and recess for closed session. Thank you so much, everyone.

[03:40:07] We are back from closed session.

[03:40:27] Can I get a motion to certify? So moved. second moved and seconded any discussion seeing none please vote we'll need a voice vote from supervisor gordy supervisor gordy we need to he just got moved over can the rest of you have i

[03:41:04] heard and i you don't you don't have voting y'all left me in the other room sorry sir hold on okay hold on let's see now now can now is your voting okay we're just gonna do this by voice all right is that okay yes okay my apologies okay supervisor angry aye supervisor bailey supervisor bodey aye supervisor franklin aye supervisor gordy he's an eye supervisor vega vote unanimous and thank you for that we have one item as a directive so as angry uh yes uh so

[03:41:44] we're going to be a vaco conference is coming up here next month and we need two members so we're going to have our delegate as Supervisor Franklin and our alternate as Supervisor Bailey. Without objection. Okay. That said, we are at the last moment of our agenda, which is our adjournment.

[03:42:06] We will be reconvening in a week from now on October 22nd. Can I get a motion to adjourn? Move for adjournment. Then move. Do I get a second? Second. Who didn't properly second it? No discussion. All in favor? Aye. Everybody's an aye. Aye.

[03:42:26] By affirmation. Thank you so much, everyone. Have a good night.

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