COUNTY OF LOUDOUN
BOARD OF SUPERVISORS
March 5, 2015
BUDGET WORK SESSION PACKET
March 5, 2015 Budget Work Session Agenda
Replacement Pages for Technical Corrections
Memos on New Enhancement Requests
o
Fourth Judge for 20
thCircuit
o
Dept. of Economic Development – International Business
Development Manager
o
Dept. of Fire, Rescue, and Emergency Management –
Loudoun Rescue Squad Staffing
o
Additional Bus Service from Wiehle-Reston East Metro
Station
Memo – FY 2016 Proposed Budget for Non-Profit Groups
Board Questions Response Packet #2 – County Operating
Questions
Loudoun County Government Center, Board Room
Work Session Agenda
Next Budget Work Session: Monday, March 9, 2015 at 6:00 p.m.
a)
County Operating Departments (if needed)
b)
Other Funds/Non-Departmental (if needed)
March 5, 2015, 6:00 p.m. (Thursday)
1.
Call to Order – Chairman York, Loudoun County Board of Supervisors
2.
Budget Update/Revisions – Ben Mays, Erin McLellan
3.
Questions on County Administrator’s Proposed Budget
4.
Discussion of Unbudgeted Enhancement Requests
5.
Other Items for Discussion
M
EMORANDUMD
ATE:
March
5,
2015
T
O:
Board
of
Supervisors
F
ROM:
Erin
M.
McLellan,
Budget
Officer
T
HROUGH:
Tim
Hemstreet,
County
Administrator
R
E:
FY
2016
Proposed
Budget
–
Replacement
Pages
for
Technical
Corrections
CC
:
Board
of
Supervisors
Board
Aides
Tim
Hemstreet,
County
Administrator
Enclosed
are
replacement
pages
for
technical
corrections
for
the
following
sections
of
the
FY
2016
Proposed
Budget
document:
Department
of
Information
Technology
–
Corrects
performance
measures
to
accurately
reflect
the
impact
of
proposed
enhancements
(pp.
1
‐
38
through
1
‐
39)
Department
of
Parks,
Recreation
and
Community
Services
–
Corrects
personnel
expenditures
in
FY
2016
(pp.
4
‐
8
through
4
‐
19)
Regional
Organizations
and
Intergovernmental
Contributions
–
Corrects
the
FY
2016
proposed
contribution
for
the
Loudoun
County
Soil
and
Water
Conservation
District
(replacement
pages
6
‐
8
through
6
‐
11)
Information Technology
Department Performance Measures2
Mission: To provide effective, accurate, and reliable information, communications, and office automation systems and services to all County departments, the Courts, constitutional officers, and the Loudoun County Public Schools.
FY 2014 Actuals FY 2015 Estimated FY 2016 Proposed FY 2017 Projected Maintain operational availability of all major computer systems.
Major computer availability 99% 99% 99% 99%
Close 90% of service call requests within 48 hours.
Calls opened 24,050 27,000 31,000 33,000
Number of personal computers maintained
per system engineer 536 550 500 525
Percentage of calls closed within 48 hours 86% 86% 86% 86%
Provide timely systems development and enhancement services to LCPS.
Percent of projects completed on time for
LCPS 100% 85% 85% 85%
Manage database administration.
Number of production DB2 tables3 19,346 6,349 6,349 6,350 Number of production Oracle tables n/a4 49,500 49,550 50,000 Number of SQL databases in production n/a 335 385 443 Production DB2 space managed5 1,624 1,300 1,500 1,750 Production Oracle space managed6 850 490 530 800 Production SQL server space managed n/a 3,000 4,000 5,000
Maintain the operational status of existing County Government and Loudoun County Public Schools information systems and provide support to staff.
Percent of total systems development resources required for maintenance and
staff support 45% 45% 45% 45%
Provide timely systems development and enhancement services to County Government.
Number of project requests received for
County Government 494 500 550 600
Percent of projects completed on time for
County Government 97% 97% 97% 97%
Implement enterprise document management/imaging.
Number of pages managed by imaging
system 23,673,967 28,000,000 30,000,000 32,000,000
2 Performance measures with n/a are new for the year in which numerical data begins.
3 DIT is in the process of transitioning all of the DB2 tables to SQL databases. The decrease between FY 2014 and FY 2015 reflects DIT’s estimates of what will be left to convert taking into consideration that some remaining programs still use DB2 tables (e.g., LMIS).
4 The methodology for counting production tables was changed for FY 2015, and like data are not available for FY 2014.
5 The decrease between FY 2014 and FY 2015 is a reflection of the phasing out of DB2. There is still a projected increase in managed production DB2 space, however, because LMIS continues to use DB2, and the program will continue to grow in the near future.
6 In FY 2014, DIT was still managing LCPS’ Student Information System (SIS). LCPS has now transitioned to managing its own SIS; the numbers reflected in FY 2015 and beyond represent the County’s ERP implementation. That system is expected to grow significantly as Phase 2 of the ERP is completed.
Information Technology
FY 2014 Actuals FY 2015 Estimated FY 2016 Proposed FY 2017 ProjectedPercentage of departments with at least
one imaging process 69% 70% 70% 70%
Maintain the public safety radio system at 99.99% availability.
Number of voice radio transmissions 2,546,735 2,500,000 2,500,000 2,500,000
Provide timely applications development and enhancement support to Public Safety agencies.
Number of projects completed 18 15 15 20
Number of projects completed on time 85% 85% 85% 85%
Manage email related threats.
Threats removed n/a7 4,833,764 5,017,329 5,268,195
Productivity gain in FTE from minimized
spam/malicious email 4.37 3.47 3.60 3.80
Maintain the security of County systems and data.
Blocked internet based network attacks8 2,373,631 13,411,828 14,082,419 14,786,539
FY 2017 Outlook
DIT is committed to continuing to monitor and manage adherence to the terms defined in the Cable TV Franchise Agreements for the provision of expanded services to the more rural areas of Loudoun County for Cable TV (video), High Speed Internet (data), and VoIP (telephone) services. Staff will continue to work closely in FY 2017 with the existing providers of these Broadband services in Loudoun County as well as developers of new subdivisions to identify cost effective ways to expand their services to new developments that will require these advanced services. Additionally, staff will continue to identify and research the provision of alternative wireless broadband services to the underserved areas of Loudoun County by entertaining solicitations from entities that can provide stable, technologically advanced, and cost competitive services for higher speed Internet and video streaming technologies. Continuing into FY 2017, the Department will continue to evaluate network vendor options. DIT has a very large investment in Avaya technologies for both telecommunications and network systems; therefore, any migration would require a five‐plus year timeframe.
DIT staff will continue to work with the County’s GIS Mapping Division to create a mapping layer to present a comprehensive picture of all County‐owned resources. This layer will include, but is not limited to, the identification of all existing antennae/tower locations within the County, water tower locations, water treatment plants, public school locations, Fire and Sheriff’s Office locations, hospitals, landfills, community centers, libraries, parks, commuter park and ride lots, lighted playing fields and courts, and utility‐owned properties. This map will also show antenna/tower locations in counties bordering Loudoun County that are currently providing services to Loudoun County government and residents or can be readily provisioned to provide such services. The proposed outcome is to produce a document for use by service providers to assist them in making decisions regarding providing broadband solutions utilizing Loudoun County assets and resources.
The new technologies and vendor software packages that are being introduced to the County’s technology footprint require training for staff to be able to fully support the new applications. The use of Oracle and SQL server, as the
7 A new upgrade to the McAfee Email system altered the methodology for counting the number of threats removed for FY 2015, and like data are not available for FY 2014.
8 The spike in blocked attacks between FY 2014 and FY 2015 represents not only the increase in attacks in general but that enhancements to security have allowed DIT to focus a resource on this issue. A five percent increase is forecasted each year; the industry expects a significant increase in intrusion attempts, but Loudoun’s lack of sensitive information does not make the County a popular target.
Staffing Trends Expenditures/Revenues History 514.49 526.71 538.47 594.74 450.00 500.00 550.00 600.00 650.00 FY 2014 FY 2015 FY 2016 FY 2017 $34.7 $40.6 $39.0 $43.8 $18.8 $19.8 $20.4 $22.5 $0.0 $10.0 $20.0 $30.0 $40.0 $50.0 FY 2014 FY 2015 FY 2016 FY 2017 Millions
PARKS,
RECREATION,
AND
COMMUNITY
SERVICES
The Department of Parks, Recreation, and Community Services (PRCS) provides recreational, educational, wellness, cultural, and supportive opportunities to County residents. Facilities are located throughout the County and include a recreation center, community centers, athletic fields, swimming pools, senior centers, adult day care centers, the Central Kitchen, parks, trails, historic properties, and schools. Offerings include sports activities for youth and adults, instructional and interpretive classes, programs for senior citizens, visual and performing arts, child care, preschool, before‐ and after‐school activities, trips, camps, special events, volunteer opportunities, educational and prevention programs for youth, and programs for individuals with disabilities.
Parks, Recreation, and Community Services’ Programs
Provides accessible leisure and recreational opportunities for County residents with cognitive
and physical disabilities. Adaptive Recreation
Provides human resources management, facility management, planning and development,
training, procurement, emergency management, financial services for the Department. Administration
Plans, implements, and promotes programs and services to enhance well‐being,
independence, and quality of life for older adults and their caregivers. Aging Services
Provides before‐and after‐school programs that build leisure, social, and physical skills
through diverse and developmentally appropriate recreational and educational. Children's Programs
Provides recreational, educational, and cultural services for all abilities and age levels in child
care and preschool programs, special events, classes and activity programs. Community Centers
Supports the Department through facility planning and design, proffer management, trail
development, and project management activities. Facilities Planning &
Development
Maintains and repairs Department property, facilities, vehicles, and equipment and provides
services in emergency response situations. Maintenance Services
Provides high quality park facilities, programs, and services and manages all facilities. Parks
Provides youth and adults with opportunities to participate in athletics in both a competitive
and recreational environment and to learn and develop lifelong skills. Sports
Provides middle school and high school age youth with opportunities in recreational,
educational and cultural events that promote leadership development and positive choices. Youth Services
Parks,
Recreation,
and
Community
Services
FY 2015 Highlights
The Department worked as liaison with the newly formed Parks, Recreation, and Open Space (PROS) Board subcommittee, which deals specifically with open space and trails. The proffered Round Hill Aquatic Center opened in early 2015. PRCS continued to work with the Department of Transportation and Capital Infrastructure (DTCI) on several projects, including the Lovettsville Community Center renovation project and the Lovettsville Park, and collaborated with the Town of Lovettsville on the sharing of the stormwater pond when the renovation project nears completion. PRCS also worked with DTCI on the Philomont Community Center renovation project, the Hal and Berni Hanson Regional Park, the Dulles South Multipurpose Center Phase II and III and to install lights at six soccer fields and retrofit lights at four baseball/softball fields at Potomack Lakes Sportsplex. The Department installed a state of the art pool ventilation system at Claude Moore Recreation Center (CMRC). PRCS completed ten middle and elementary school athletic field renovations and successfully implemented a new athletic field maintenance contract.
The Department completed a Marketing and Fee Study for CMRC, Franklin Park Pool, and Lovettsville Pool. PRCS
also revised an operations manual for community center managers and a unified camp parent and staff handbook for the Department.
The Area Agency on Aging (AAA) partnered with the Loudoun County Sheriff’s Office and Commission on Aging to develop a new fraud prevention community outreach program called the Community Ambassador Program and also partnered with Fairfax County Area Agency on Aging to conduct Stanford University’s Chronic Disease Self‐ Management Program, a nationally renowned evidence‐based health promotion program. PRCS maintained the Americans with Disabilities Act (ADA) accommodations to support programs.
The Sport Division hosted, coordinated, and ran a number of national and regional softball tournaments including the Virginia State Championships 10‐18, Protect Our Nation’s Youth (PONY) Mid‐Atlantic Championship, PONY Nationals 10‐18, Amateur Softball Association (ASA) 18U Eastern National Championships, U8 PONY Queen of the Machine Tournament, and the USA Softball team at Fireman’s Field.
Youth After School Program (YAS) posted an outstanding first quarter program utilization rate of 98 percent. Other successful events developed and implemented by the Youth Services Program include the Step UP competition, Battle of the Bands Series, Youth In Government Day, and Youth Fest 2015. The fully revenue‐offset CASA program increased service levels to serve a new elementary school and locations with waiting lists for the CASA program. The Department increased the use of available technology by implementing an automated debit billing pilot program for the County After School Activities (CASA) program, and an automated phone system for the customer services front desk at the PRCS Administrative Offices located at Ashbrook Place in Ashburn. Staff also implemented electronic registration for licensed Chronic Disease Self‐Management Program participants and an electronic storage system for staff and participant files. PRCS was also involved in the conversion of the Human Resources systems to Oracle and departmental process changes to include training and access for its 1,700 employees. PRCS also successfully implemented the Affordable Healthcare Act requirements as they relate to part‐ time employees.
Mid‐year enhancements approved by the Board of Supervisors allowed the CASA program to add 1.76 FTE CASA leaders and expand operations at four sites to serve a total of 72 more participants, and a 1.00 FTE CASA program coordinator to manage the more than 100 CASA program employees, provide a more efficient response to customers, support of program specialists, and manage special projects. All CASA related expenditures are offset by fee revenue. A mid‐year enhancement for 1.00 FTE center assistant for the Senior Center of Leesburg, needed for the continued growth and efficient operations of the Senior Center, was also approved, with expenditures for the position covered by existing operational funds within the Department. No local tax funding was required for any of these positions.
Parks,
Recreation,
and
Community
Services
Reallocation of existing resources enabled the Department to address the following additional needs.
A part‐time center assistant at a cost of $25,168 needed for the Dulles South Senior Center will be covered by repurposing of an existing vacant part‐time position.
A maintenance technician and a seasonal assistant manager needed at Bolen Park for a total combined cost of $87,605 will be covered by repurposing of an existing position at Franklin Park and a partial outdoor maintenance pool position. The source programs have consistently been able to meet workload demands while these positions where not in service and will not be negatively affected by the repurposing.
An Administrative Support position at a cost of $61,906 needed in the Administration Division will be covered by repurposing from the Department's facilities supervisor and seasonal maintenance pools.
FY 2016 Budget Analysis
Department Financial and FTE Summary
FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 2017 Projected Expenditures Personnel $26,863,360 $30,572,869 $29,875,379 $33,350,640 Operating and Maintenance 7,654,104 9,473,919 9,127,556 10,402,832 Capital Outlay 154,911 531,950 12,131 0 Total – Expenditures $34,672,375 $40,578,738 $39,015,066 $43,753,472 Revenues Permits, Privilege Fees, and Regulatory Licenses $15,948 $11,259 $12,021 $12,021 Use Of Money and Property 1,255,781 1,578,260 1,517,596 2,238,466 Charges For Services 16,240,651 17,175,273 17,749,685 19,111,815 Miscellaneous Revenue 108,155 123,044 123,044 123,044 Recovered Costs 475,845 266,713 266,713 266,713 Intergovernment ‐ Commonwealth 166,269 119,170 209,296 209,296 Intergovernment ‐ Federal 369,300 387,110 373,492 373,492 Other Financing Sources 124,232 117,780 117,780 117,780 Total – Revenues $18,756,181 $19,778,609 $20,369,628 $22,452,627
Local Tax Funding $15,916,194 $20,800,129 $18,645,438 $21,300,845
FTE 514.49 526.71 538.47 594.74
The Department was able to meet all of its FY 2016 needs through the reallocation of existing resources without an increase in its base budget.
The Dulles South Multipurpose Center Phase II and III, expected to come online in early FY 2017, will require 3.00 FTE including a Building Engineer, Center Manager, and an Aquatics Supervisor for a total cost of $159,066 during the last six months of FY 2016 to oversee ramp up of activities ahead of public opening. All other needed positions are either revenue‐offset or grant funded and do not require local tax funding. These include a Virginia Insurance Counseling and Assistance Program (VICAP) position, a Meals Assistant and a Senior Trips Assistant, all in the Area Agency on Aging. The Community Centers Division needs to add a Camp Supervisor, a Camp Leader, a Program Supervisor, a Program Leader, and a Camp Supervisor for summer camps in order to meet growing service
Parks,
Recreation,
and
Community
Services
demands. Staffing needs for FY 2016 total 8.00 FTE, and are all funded through existing funds, revenue, or grants. The Board of Supervisors is requested to authorize the additional number of FTE, summarized in the table below. Reallocations Requiring FTE Authority
Personnel Operating & Maintenance Capital Outlay Absorb/ Revenue LTF FTE Building Engineer $44,889 $11,602 $4,664 $61,155 $0 1.00 Center Manager $37,020 $9,568 $3,846 $50,434 $0 1.00 Aquatics Supervisor $34,849 $9,007 $3,621 $47,477 $0 1.00 These positions will oversee the ramp up of activities ahead of the public opening of the Dulles South Multipurpose Center Phase II and III, which is expected to open in early FY 2017. Funding is available to meet the full costs of these positions; authority for 3.00 FTE is required. VICAP Program Assistant $13,810 $980 $0 $14,790 $0 0.43 Meals Assistant $25,921 $230 $0 $26,151 $0 0.53 Senior Trips Assistant $8,345 $2,482 $0 $10,827 $0 0.26 These positions are within the Area Agency on Aging and are grant‐funded positions. Funding is available to meet the full costs of these positions; authority for 1.22 FTE is required. Camp Supervisor $46,839 $1,111 $0 $50,688 ($2,738) 1.06 Camp Leader $37,899 $1,111 $0 $41,237 ($2,227) 1.18 Program Supervisor $38,063 $2,370 $0 $47,306 ($6,873) 0.66 Program Leader $23,030 $1,434 $0 $28,623 ($4,159) 0.44 Summer Camp Supervisor $19,443 $26,036 $0 $49,100 ($3,621) 0.44 These positions are within the Community Centers Division and are needed to meet the growing service demands of summer camps; all positions are required to be revenue‐generating. Funding is available to meet the full costs of these positions; authority for 3.78 FTE is required. Total $330,108 $65,931 $12,131 $427,788 ($19,618) 8.00
The Horticulturalist will require $98,800 of funding to cover contractual cost for six additional county sites. Funds will be reallocated from the Department’s existing operations and maintenance budget, primarily from the Outdoor Maintenance Division. Funds reallocated from the Department’s existing operations and maintenance budget will also be used to cover Administration marketing efforts ($30,000) to effectively market the Department’s programs and services and increased funding ($25,000) for the Loudoun County contribution to the Northern Virginia Long‐Term Care Ombudsman Program through the PRCS Area Agency on Aging as the senior population and number of long‐term care beds in the County continues to increase.
It should be noted that absorbing these needs within the existing base budget limits flexibility in using existing resources to expeditiously repair vandalized or otherwise damaged equipment such as playgrounds and fields or fix malfunctioning equipment such as HVAC or lighting systems.
Growing demand and enrollment in CASA, as well as preschool and camp programs will continue to generate revenues to cover all related direct expenditures and overhead costs. The CASA program alone is projected to generate an additional $210,000 in revenue. Tournament related revenue and broader economic impact is also expected to grow as more quality fields, including lighted fields become available through investments and renovations carried out by the Department. The department will continue efforts to increase partnerships and cooperation with leagues to increase the quality of the recreational amenities in addition to actively pursuing grant opportunities. Given the number and magnitude of PRCS capital assets needing repairs and/or replacement, the Department will likely require a bigger allocation than in prior years from the Capital Asset Preservation Program (CAPP), which is managed by the Department of General Services. Delays in addressing needed repairs when necessary generally lead to higher costs at a later time.
Parks,
Recreation,
and
Community
Services
The FY 2016 Proposed Budget for the Department of Parks, Recreation, and Community Services includes a decrease in local tax funding in the amount of $2,154,691. Personnel expenditures decreased by $697,490 primarily due to a correction in the personnel data previously used to prepare the FY 2015 Adopted Budget; in addition, operations and maintenance funds for new positions were reallocated to personnel. Operations and maintenance expenditures decreased by $346,363 due primarily to a combination of reduction in central services charges and reallocation of operations and maintenance funds for personnel expenses. Capital outlay expenditures decreased by $519,819 due to the elimination of one‐time capital expenditures. Revenues increased by $591,019, due primarily to increased revenue for children’s programs (CASA, summer camps), community centers, and senior centers.
Department Performance Measures
Mission: To provide outstanding recreational and leisure opportunities, outcome‐focused community services, and stewardship of the County's natural resources to promote quality of life for Loudoun's residents and visitors.
FY 2014 Actuals FY 2015 Estimated FY 2016 Proposed FY 2017 Projected
Provide and maintain 98 percent customer satisfaction for all recreational activities.
Number of Summer Camp participants 2,269 2,300 2,300 2,300
Provide County After School Activities by maintaining countywide 85 percent program enrollment of capacity.
CASA enrollment percentage of capacity for all CASA sites
91% 85% 85% 85%
Number of CASA participants annually 2,327 2,454 2,526 2,526
Maintain safe playable athletic fields by mowing once per week and fertilize, aerate, and seed as required.
Number of athletic fields maintained 280 285 285 285
Number of Maintenance Division man hours dedicated to maintaining athletic fields
33,123 35,000 35,000 35,000
Provide all youth in Loudoun County the opportunity to participate in sports.
Estimated number of youth participating on youth sports teams
51,746 54,000 54,000 54,000
Host sports tournaments to provide Loudoun County athletes a local venue while generating economic impact
for Loudoun County.
Number of room nights generated by sports tournaments1
4,715 3,500 3,500 3,500
Promote healthy lifestyles and provide fitness opportunities for youth and adults.
Number of participants in sports camps and clinics
4,612 4,500 4,500 4,500
Increase park visits annually by five percent by properly maintaining facilities, providing diverse recreational
opportunities while developing innovative methods to maintain service levels.
Number of swimming pool visits 23,975 27,000 27,000 27,000 Number of volunteer hours donated for the
Parks Division
9,205 17,500 17,500 17,500
Demonstrate cost effectiveness of services offered at ten community centers by increasing program participants
and programs offered by a minimum of 2 percent.
Total participant hours 1,511,942 1,542,957 1,573,816 1,605,292 Total programs offered by Community
Centers
4,222 4,940 5,039 5,140
Maintain 97 percent customer satisfaction rate for all Adaptive Recreation programs.
Adaptive Recreation customer satisfaction 97% 97% 97% 97%
Parks,
Recreation,
and
Community
Services
FY 2014 Actuals FY 2015 Estimated FY 2016 Proposed FY 2017 Projected rate Number of hours of participation for Adaptive Recreation 55,963 56,000 56,000 56,000
Perform 100 percent of reviews on land development applications submitted to the Department within deadline in order to achieve meaningful proffered facilities, improvements, and/or cash contributions.
Number of administrative referrals (SBPL, CPAP, STPL, SBRD)
49 40 40 40
Maintain at least current levels of Capital Asset Preservation Program.
Number of CAPP projects delivered 19 20 20 20
Ensure operational excellence in procurement of goods and services by completing purchase order approvals
within three days.
Number of purchase orders completed 748 750 750 750
Increase exposure and utilization of PRCS website to promote and increase online transactions by 10 percent.
Value of WebTrac transactions/year $8,887,286 $9,000,000 $9,000,000 $9,000,000
Meet the needs of growing senior population by maintaining services and contacts with seniors and their
families.
Number of senior meals provided 133,808 134,000 134,000 134,000
Maintain current levels of volunteer services and community outreach events in order to provide community
awareness of Aging Services.
Number of volunteers in Aging Services 732 700 700 700
Provide and maintain 90 percent customer satisfaction by providing high quality programs and services at the
Senior and Activity Centers.
Number of senior and activity center activity participants
137,063 136,000 136,000 136,00
Offer the YAS program at nine middle school sites and maintain utilization rate of at least 80 percent to provide
safe recreational activities while promoting belonging, healthy living, and respect for others.
Average number of Middle School youth served per month
329 325 325 325
Program utilization rate 90% 88% 88% 88%
Increase youth engagement by 5 percent by providing safe, recreational, cultural, and social programs while
promoting belonging, healthy living, and respect for others.
Number of youth attending Youth Services special events2 2,194 4,500 4,500 4,500 FY 2017 Outlook
The demand for services and programs provided by the Department is expected to continue to increase. In order to meet this increase, several facilities are expected to become operational in FY 2017 including Dulles South Multipurpose Center Phase II and III with 47.20 new FTE, $2,939,000 in expenditures and $2,050,000 in revenue. It is anticipated that this growth will require some organizational restructuring to effectively manage the Claude Moore Recreation, Dulles South Multipurpose Center, as well as the Ashburn Recreation Center in future years. Lovettsville Park and several proffered facilities with recreational amenities are also expected to open in FY 2017, adding $824,000 in expenditures and $33,000 in revenues, and will need 9.07 FTE to maintain the facilities either with staffing or through contracts. Most of the new sites are also expected to generate revenues as operations ramp up and various services and programs come online.
Parks,
Recreation,
and
Community
Services
The rigorous process of agency accreditation with the Commission for Accreditation of Park and Recreation Agencies (CAPRA), started by PRCS in FY 2016 will near completion in FY 2017. CAPRA accreditation indicates compliance with up to 151 national standards or excellence, and serves to assure policy makers, staff, and the public that an accredited agency has been independently evaluated against established benchmarks as delivering a high level of quality service and is operated in the most efficient and effective manner possible. The self‐ assessment portion of this process is expected to occur in FY 2017.
The FY 2017 Projected Budget for the Department of Parks, Recreation, and Community Services includes an increase in local tax funding in the amount of $2,667,538. Personnel is projected to increase $3,475,261, which is comprised of a 3 percent increase as well as personnel costs for 56.27 FTE associated with new facility openings. The FY 2017 Projected Budget also includes an increase in operating and maintenance of $1,275,276 which can be attributed to a base increase of 1 percent as well as costs associated with the opening of new facilities. Revenues increased by $2,082,999 as a result of the opening of new facilities and related revenues.
FTE History
FY 2014: The Board added 11.49 FTE to various divisions: 2.32 FTE to the CASA program to cover two new schools, 2.37 FTE to the Summer Camp program, 2.80 FTE for facility supervisors at new park sites and lighted facilities, and 4.00 FTE to the Maintenance Division for the Elementary and Middle School Fields Initiative, specifically for turf field management.
FY 2014 Mid‐Year: The Board reduced 4.00 authorized FTE and subcontracted out the services related to turf field management added during the FY 2014 Budget process. The Board added 3.00 FTE in the Maintenance Services Division for ball field renovations, which is also part of the Board’s Fields Initiative.
FY 2015: The Board added 12.22 FTE, including 1.00 FTE for the Horticulture Program, 1.00 FTE for an administrative support position for the Children’s and Sports Programs, 1.54 FTE for multiple part‐time positions for a new CASA site at Cardinal Ridge Elementary School in Dulles South; and 8.68 FTE for the staffing of Round Hill Indoor Aquatics Facility.
FY 2015 Mid‐Year: The Board added 3.76 FTE, including 2.76 FTE to the CASA program to expand service and 1.00 FTE to Senior Center of Leesburg.
Parks,
Recreation,
and
Community
Services
Department Programs
Department Financial and FTE Summary by Program
FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 2017 Projected Expenditures Children’s Programs $4,931,281 $6,146,265 $5,903,159 $6,052,871 Maintenance Services 4,103,138 5,234,039 4,462,030 4,660,821 Sports 2,045,741 2,602,272 1,990,783 2,041,045 Parks 5,807,177 6,838,474 6,579,281 9,451,603 Community Centers 8,087,633 8,612,841 8,716,373 8,936,894 Adaptive Recreation 465,819 497,602 510,846 523,770 Aging Services 5,566,285 6,299,595 6,362,467 7,482,435 Youth Services 1,084,702 1,241,087 1,237,996 1,269,317 Facilities Planning and Development 244,546 282,026 275,235 282,198 Administration 2,336,053 2,824,537 2,976,896 3,052,518 Total – Expenditures $34,672,375 $40,578,738 $39,015,066 $43,753,472 Revenues Children’s Programs $6,555,757 $6,888,814 $7,148,515 $7,148,514 Maintenance Services 375,822 445,420 445,420 445,420 Sports 1,552,676 1,893,479 1,893,479 1,893,479 Parks 2,688,415 3,450,812 3,432,812 5,400,812 Community Centers 5,510,308 5,235,160 5,392,564 5,392,564 Adaptive Recreation 144,820 99,154 99,154 99,154 Aging Services 1,733,288 1,576,111 1,767,263 1,882,263 Youth Services 164,149 158,400 158,400 158,400 Facilities Planning and Development 15,948 11,259 12,021 12,021 Administration 14,998 20,000 20,000 20,000 Total – Revenues $18,756,181 $19,778,609 $20,369,628 $22,452,627
Local Tax Funding
Children’s Programs $(1,624,476) ($742,549) ($1,245,356) ($1,095,643) Maintenance Services 3,727,316 $4,788,619 $4,016,610 $4,215,401 Sports 493,065 $708,793 $97,304 $147,566 Parks 3,118,762 $3,387,662 $3,146,469 $4,050,791 Community Centers 2,577,325 $3,377,681 $3,323,809 $3,544,330 Adaptive Recreation 320,999 $398,448 $411,692 $424,616 Aging Services 3,832,997 $4,723,484 $4,595,204 $5,600,172 Youth Services 920,553 $1,082,687 $1,079,596 $1,110,917 Facilities Planning and Development 228,598 $270,767 $263,214 $270,177 Administration 2,321,055 $2,804,537 $2,956,896 $3,032,518
Total – Local Tax Funding $15,916,194 $20,800,129 $18,645,438 $21,300,845
Parks,
Recreation,
and
Community
Services
FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 2017 Projected FTE Children’s Programs 95.98 98.02 101.22 101.22 Maintenance Services 44.61 44.61 44.11 46.11 Sports 33.03 33.53 32.53 32.53 Parks 90.21 98.89 102.39 146.16 Community Centers 132.73 132.73 136.07 136.07 Adaptive Recreation 9.68 9.68 9.68 9.68 Aging Services 71.35 71.35 73.57 84.07 Youth Services 18.65 18.65 18.65 18.65 Facilities Planning and Development 2.00 2.00 2.00 2.00 Administration 16.25 17.25 18.25 18.25 Total – FTE 514.49 526.71 538.47 594.74 Program Descriptions
The Department of Parks, Recreation, and Community Services serves Loudoun citizens through ten programs. The goal of the Adaptive Recreation Division is to provide accessible leisure and recreational opportunities
for County residents with cognitive and physical disabilities. Programs include a Virginia State licensed summer day camp for citizens ages 2 to 22, sports programs through Special Olympics, and visual performing arts through Very Special Arts Loudoun County. Services and activities are provided in cooperation with volunteers, other departments, various County agencies, business sectors, advisory boards, and nonprofit organizations. The specific activities are developed to help participants achieve their fullest potential, based on their individual abilities.
The Administration Division's goal is to provide planning and leadership in managing all of the Department's programs, services, special events and facilities. Administration provides administrative support, and manages the customer services front desk, manages the budget, accounting, human resources, Equal Employment Opportunity and Capital Improvement Program and all departmental operations. Administration plans systemwide programs and public information functions to inform citizens about the services and programs provided by the Department. The Department advises County Administration, the Board of Supervisors and supports three Board of Supervisors’ appointed Advisory Boards. Administration develops, reviews, revises and manages departmental policies and procedures to ensure the divisions perform effectively and efficiently. The Horticulture Program, which is a part of the Division, provides planning, and implementation of horticultural, grounds and landscape maintenance services and improvement for the County Government Center, County libraries, group homes, public safety centers and other government facilities.
Aging Services, through the Area Agency on Aging (AAA), goal is to plan, implement and promote programs and services to enhance well‐ being, independence and quality of life for older adults and their caregivers. The Elder Resource Program provides resources through information, referral and assistance services, Medicare counseling, and Care Coordination and Caregiver Support programs. The Volunteer Services program provides volunteer placement, training and recognition opportunities to adults of all ages. AAA also administers three full service senior centers, one senior activity center and seven congregate meal lunch programs for independent and active seniors; a home delivered meals program for homebound seniors and three adult day centers that serve frail seniors with cognitive and physical disabilities, the majority of whom have Alzheimer's disease. The Central Kitchen, administered through Aging Services, prepares and delivers congregate and home delivered meals to Aging Services locations and provides meals to the Juvenile Detention Center. The Central Kitchen also supplies meals for County Government related events and community related emergencies. Aging Services works closely with the
Parks,
Recreation,
and
Community
Services
Commission on Aging, multiple advisory boards and other human service agencies to identify and support needs and interests of seniors.
The goal of Children's Programs is to provide a continuum of services for all ability levels, in a safe and supervised environment for youth from first grade through middle school. This is achieved by planning and implementing the County After School Activities (CASA) Program at 44 program sites; holiday programs; wide variety of full day and specialty camps; and the Summer Elementary Aged Camps (DAZE) and the Middle School Aged Camps (FEST). The intended outcome of these programs is to provide supervised fun, effective and efficient programs that meet the needs of the children and their families year round. The Division utilizes LCPS space to offer programs that build leisure, social, and physical skills through diverse and developmentally appropriate recreational and educational activities.
The goal of the Community Centers Division is to provide recreational, educational and cultural services for all abilities and age levels in child care and preschool programs, special events, classes and activity programs and to provide facility rental opportunities at 10 community centers located throughout Loudoun County. The Centers are the focal point of the communities and bring the citizens together for a wide variety of events and activities. These include the Dulles South Multipurpose Center, Bluemont, Douglass, Loudoun Valley, Lovettsville, Lucketts, Middleburg, Philomont, Sterling and Claude Moore Community Centers. These programs and services aim to enhance the education, health and wellness and leisure pursuits of the citizens. The facilities also provide outdoor amenities such as playgrounds, parks, pavilions, ball fields, an outdoor swimming pool (Lovettsville), an inline hockey rink (Douglass) and a skate park (Dulles South Multi‐Purpose Center). Community Center facilities provide a wide range of programs and opportunities through cooperation with volunteers, private vendors and citizen advisory boards. The Facilities Planning and Development Division's goal is to provide technical assistance and oversight for
the Department by reviewing land development applications for recreational opportunities and other departmental facilities identified in the Capital Needs Assessment (CNA). This Division also oversees implementation of proffers, provides assistance with short‐ and long‐range planning, site specific analysis and design for the improvement of PRCS facilities. The Division supports the Department through facility planning and design, proffer management, trail development, and project management activities, including the Capital Asset Preservation Program (CAPP) and other small projects and donated enhancements and amenities.
The Maintenance Services Division's goal is to perform effective daily, seasonal, corrective and preventative property and facility maintenance and repairs. The Division also provides vehicle and playground maintenance, manages the County snow removal operations and assists with emergency response. The intended outcome is to provide safe facilities, assistance with vehicles and support for special events and snow removal. The Division performs maintenance and repair on department property, facilities, vehicles and equipment. Maintenance Services inspects, manages and repairs County owned playgrounds and tot lots, swimming pools, and some mechanical and structural systems that include heating, air‐conditioning and wastewater. The Division also provides assistance with set‐up for special events, and garbage collection at non‐staffed sites. The Division assists with debris removal during emergencies, and provides services in emergency response situations. The Division also works with youth sports organizations as requested to implement donated improvements such as irrigation, wells, and field renovations in addition to lending technical support and assistance as requested to Leagues and Parks. The Division is also responsible for implementation and management of the Board’s field initiative which includes athletic field renovation and athletic field maintenance.
The Parks Division provides safe, high quality park facilities, programs and services at Claude Moore Park, Franklin Park, Philip A. Bolen Memorial Park, the Potomac Lakes Sportsplex and Banshee Reeks Nature Preserve. In addition, the Parks Division manages specialized facilities, including the Franklin Park Performing and Visual Arts Center and the Claude Moore Recreation Center. The Parks Division provides a wide range of active and passive recreational opportunities to the public. The Division provides the sports fields needed for youth and adult sports programs, which consists of 45 ball fields, 40 of which are lighted. The Parks Division manages several miles of hiking, running, and equestrian trails as well as several fishing ponds, memorial gardens, outdoor and indoor swimming pools, fitness areas, a gymnasium, picnic
Parks,
Recreation,
and
Community
Services
pavilions and several state of the art playgrounds. Environmental and cultural programs, as well as school field trips to these facilities allow citizens to experience a diverse offering of cultural, interpretive, educational, environmental, historic, athletic, passive and active recreational pursuits. The Parks Division also partners with several community groups and volunteers to enhance the amenities located within each park.
The Sports Division's goal is to provide youth and adults with opportunities to participate in athletics in both a competitive and recreational environment and to learn and develop lifelong skills to improve their health and quality of life. The Sports Division provides guidance and technical support to volunteer sports leagues and independent sports programs such as softball, baseball, basketball, volleyball, soccer, lacrosse, football, flag football, in‐line hockey, golf, rugby, wrestling, field hockey, track, tennis and cricket. The Sports Division manages and coordinates the allocation and reservation of park and school athletic space for sporting events as well as the community groups' use of school facilities. The Sports Division manages facility supervision of all game and practice sites at all indoor school facilities and outdoor lighted facilities to ensure participant and spectator safety. The Sports Division also offers year round specialized classes, camps and clinics to enhance participants' skills while also offering young or first time participants the opportunity to explore different sports or leisure activities in a noncompetitive environment. Adult sports activities within the County are coordinated through the Division's Adult Sports Program. Services provided include program or league management, scheduling, supervising, procuring of supplies such as trophies and uniforms as well as managing various officials and vendor contracts. Currently, the Division runs adult leagues for baseball, softball, basketball, cricket, soccer, flag football, and volleyball. The Sports Division also recruits, manages and partners with national governing bodies to host local, regional and national level youth and adult sports tournaments. These tournaments bring opportunities for the citizens to play at a national level here in the County. These events draw visitors from all parts of the United States to Loudoun County while generating a significant positive economic impact for the county as well as local hotels and businesses.
The Youth Services Division’s goal is to provide middle school and high school age youth with opportunities in recreational, educational and cultural events that promote leadership development and positive choices in the community. Services include multi‐session prevention and intervention programs, numerous special events, and community service opportunities. Prevention and intervention programs that are offered through Youth Service include: Youth After School (YAS) at nine middle school sites, Teens Harvesting Responsibility in Volunteer Experiences (THRIVE), Youth Advisory Council (YAC), Recreational Programs for the Evening Reporting Center (ERC), school break and summer camps, and Teen Night. Special event programs that are offered through Youth Services include: Youthfest, Battle of the Bands, Step Up, Youth in Government Day, and the Annual Youth Advisory Council Retreat. Community Service opportunities offered through Youth Services include Work Ordered Repayment by Kids (WORK) and PRCS Teen Volunteer Program.
Non-Profit Organizations – Economic Development
In addition to the general non‐profit funding allocations, the County also provides funding allocations to non‐profit organizations with a focus on economic development activities that support Loudoun County’s overall economic development goals and strategic plan. The FY 2016 Proposed Budget recommends an overall allocation of $220,000. Financial Summary FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 2017 Projected Expenditures
Operating and Maintenance $257,400 $257,400 $220,000 $220,000
Total – Expenditures $257,400 $257,400 $220,000 $220,000
Revenues
Restricted Transit Occupancy Tax $50,000 $0 $0 $0
Total – Revenues $50,000 $0 $0 $0
Local Tax Funding $207,400 $257,400 $220,000 $220,000
Economic Development Organizations - Detail Loudoun Small Business Development Center
FY 2015 Adopted $170,000
FY 2016 Proposed $100,000
Loudoun Small Business Development Center (SBDC) helps entrepreneurs in Loudoun County start, manage and grow their businesses through education, expert counseling, and networking support to residential and virtual MEC clients in addition to all Loudoun residents and small business owners. For FY 2016, the amount of $170,000 allocated to small business development efforts in prior fiscal years is proposed to be apportioned as follows: a $100,000 allocation to SBDC, and a $70,000 allocation to MEC.
Mason Enterprise Center
FY 2015 Adopted $37,400 FY 2016 Proposed $70,000 The Mason Enterprise Center (MEC) in Loudoun focuses on the development and expansion of small businesses in the County. MEC focuses the energy, skills and intellectual capacity of George Mason University and surrounding communities on the engagement, education and growth of scalable businesses in order to enhance the entrepreneurial ecosystem and impact economic development. MEC did not request funding in FY 2015 hence the adopted amount of $37,400 was not disbursed.
Washington Airports Task Force
FY 2015 Adopted $50,000
FY 2016 Proposed $50,000
The Washington Airports Task Force (WATF) fosters to the role of air transportation in the economic and cultural life of the National Capital Region and its neighboring states. WATF works to cultivate relationships in order to create sustainable air service and economic growth. WATF is goal‐oriented, and its work in concert with both the public and private sectors helps catalyze hundreds of millions of dollars in economic return.
Regional Organizations and Intergovernmental Contributions
Contractual and formulary contributions are made to regional organizations that provide services on a multi‐ jurisdictional level on behalf of a number of localities in the region. Funding is defined by contractual agreements and funding requests submitted by each organization are generally based on a formulary approach. Requests are reviewed by the Department of Management and Financial Services. Regional Organizations contribute to the economic development, education, recreation/culture, health and/or wellbeing of the community. Examples include the Metropolitan Washington Council of Governments, a multi‐governmental organization that supports many of Loudoun County's planning efforts. The Northern Virginia Regional Park Authority, as another example, is a collective effort of all Northern Virginia governments to provide recreational and park opportunities for its member jurisdictions.
Intergovernmental contributions are allocated to public entities that provide specific services within their jurisdiction. The contribution to the Town of Leesburg for School Resource Officers (SRO) is considered an intergovernmental contribution. This contribution provides partial funding for the cost for SROs at Loudoun County Public School System middle and high schools in the Town of Leesburg. Capital related intergovernmental contributions are displayed in the Capital Improvement Program, Transportation Projects section of the FY 2016 Proposed Budget. The FY 2016 Proposed Budget recommends an overall allocation of $5,367,757. Financial Summary FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 20173 Projected Expenditures
Operating and Maintenance $5,151,911 $5,417,489 $5,759,730 $6,020,944
Total – Expenditures $5,151,911 $5,417,489 $5,759,730 $6,020,944 Revenues Recovered Costs $419,872 $315,418 $391,973 $403,265 Total – Revenues $419,872 $315,418 $391,973 $403,265
Local Tax Funding $4,732,039 $5,102,071 $5,367,757 $5,617,679
3 FY 2017 Projected includes a 5 percent increase, based on FY 2013 through FY 2016 average annual increase.
Regional Organizations and Intergovernmental Contributions
Regional Organizations and Intergovernmental Contributions - Detail
FY 2014 Actuals FY 2015 Adopted FY 2016 Proposed FY 2017 Projected Regional Organizations
Birmingham Green ‐ Nursing Home
Facility
$344,757 $350,092 $355,007 $372,757 Birmingham Green ‐ Adult Care
Residence
418,202 518,880 560,578 588,607
Loudoun Heritage Farm Museum 137,178 137,178 137,178 144,037
Metropolitan Washington Council
of Governments
249,885 264,431 344,758 361,996
No. Va. Community College 675,316 776,674 810,477 851,001
No. Va. Regional Commission 192,867 198,529 205,246 215,508
No. Va. Regional Park Authority 1,451,306 1,502,565 1,559,568 1,637,546
Peumansend Creek Regional Jail 508,925 504,580 505,096 530,352 Occoquan Water Monitoring
Program
12,607 12,607 12,948 13,595
Total - Regional Organizations $3,991,043 $4,265,536 $4,490,856 $4,715,399
Intergovernmental Contributions
Town of Leesburg, Police School
Resource Officers
$445,195 $451,566 $507,575 $532,954
Town of Hamilton Sewer District
Contribution
88,000 88,000 88,000 88,000
Soil and Water Conservation District
Board 627,673 612,387 673,299 684,591 Total - Intergovernmental Contributions $1,160,868 $1,151,953 $1,268,874 $1,305,545
Total - Regional Organizations and Intergovernmental Contributions
$5,151,911 $5,417,489 $5,759,730 $6,020,944
Revenue
Soil and Water Conservation District
Board
$419,872 $315,418 $391,973 $403,265
Total - Revenue $419,872 $315,418 $391,973 $403,265
Local Tax Funding
Regional Organizations $3,991,043 $4,265,536 $4,490,856 $4,715,399 Intergovernmental Contributions $740,996 $836,535 $876,901 $902,280
Total - Local Tax Funding $4,732,039 $5,102,071 $5,367,757 $5,617,679
M
EMORANDUMDATE: March 4, 2015
TO: Members of the Board of Supervisors
FROM: Erin McLellan, Budget Officer
THROUGH: Tim Hemstreet, County Administrator
RE: FY 2016 Operating Enhancement Requests ‐ Fourth Judge for 20th Circuit
_____________________________________________________________________________________
Background
On February 27, 2015, the General Assembly appropriated funding for a new judge for the 20th Circuit. This funding was approved as part of the conference budget and is now awaiting the Governor’s signature.
The judicial appointment will become effective July 1, 2015. Prior to the start of the 2015 legislative
session and primarily due to continuing reports of state revenue shortfalls, it was not anticipated that a
new circuit judge position would be funded for the 20th Circuit by the Commonwealth. As a result, no enhancements related to the new circuit court judge position were included in the Proposed FY 2016
budget.
The judge was included to help address the case backlog resulting from the increasing number and
complexity of cases in Loudoun County. The annual number of criminal cases and civil cases commenced
has increased significantly for the Circuit Court over the last twelve years. In 2001, the number of criminal
cases processed was 1,468. This number increased by 50 percent to 2,197 in 2013. In 2001, the number
of civil cases processed was 2,103 and the number in 2013 was 3,379, representing a 61 percent increase
over the twelve year period. This backlog has resulted in residents waiting several months before their
case is put on the Circuit Court’s docket. The requested positions will ensure that the newly appointed
fourth Circuit Court judge has sufficient legal, clerical, and research support to effectively and efficiently
address the current backlog and caseload. It will also ensure that there is adequate courtroom security
for the judge and all other courtroom occupants.
The approval of a fourth judge will result in the need for additional support positions in three departments
consisting of requests for 4.12 FTE and $369,845 in additional local tax funding. The information below
provides more detail and justification for each of the requested positions.
Enhancement descriptions
The Clerk of the Circuit Court is requesting an additional Deputy Courtroom Clerk (1.00) to support the
fourth judge. Each circuit court judge typically requires a deputy courtroom clerk to assist with ancillary
duties and responsibilities associated with court proceedings and the caseload. This position, if approved
by the Board, will be assigned to the judicial services division of the clerk’s office and will assist the judges