Arlington shifts proposed CIP funding from new construction to fix a $278 million deferred‑maintenance backlog

Arlington County staff presented a proposed 10‑year capital improvement plan that reprioritizes money toward maintaining and renovating existing county facilities rather than funding new construction. Adil Chan, deputy director for facilities and engineering, told the board the county manages 90 owned facilities and five leased sites—about 3.9 million square feet—valued at roughly $2.1 billion. Staff said the county’s deferred‑maintenance backlog is about $278 million, or roughly 13% of portfolio value. "We're at a point where major maintenance is coming up," Chan said, adding that many building systems are now reaching end‑of‑life and are producing longer project timelines because of material shortages.

Why it matters: Staff said the portfolio’s average building age is about 45 years, which concentrates the need for major replacements in the same decade. To address that inflection point, the proposed CIP increases funding for Facilities Maintenance (FMB) by about $61 million and reduces the Facilities Design & Construction (FDNC) program by roughly $12 million, shifting resources to multi‑year system programs (roofs, HVAC, critical systems) and targeted location projects. "Our approach involves making bigger investments in maintenance, looking for grant funding opportunities, and reducing our portfolio by optimizing space utilization," Chan said.

What staff proposes: Presenters described a multi‑pronged strategy that includes 10‑year system programs—Critical Systems Infrastructure (generators, fire and security systems), a new roof program that also screens for solar readiness, an expanded HVAC program, and an elevated facilities‑maintenance program intended to keep critical public safety, library and human services sites operational. Adam from the Facilities Management Bureau outlined completed recent work (electrical recommissioning at the courts/police building, UPS and generator replacements, HVAC upgrades at program spaces) and noted the county maintains more than 10,000 asset components across the portfolio.

Board questions and staff answers: Board members pressed staff on what projects were delayed to achieve the FDNC reduction, how priorities are selected, and whether the CIP builds enough contingency for surprises. Staff said several projects were pushed beyond a 10‑year horizon and emphasized that near‑term increases are concentrated in programs with identified early‑year needs (for example, multiple central library repairs). Staff also said long‑term planning tools and renewed facility condition assessments will be used to update priorities and track risk.

Next steps: Staff said bond financing will fund the majority of the requests and that the CIP includes flexibility to pivot as unforeseen needs arise. The board and staff agreed to follow up on site‑specific questions and to provide board members additional backup (CIP pages noted by staff) showing the projects deferred or re‑scoped.