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DEPARTMENT OF PARKS AND RECREATION Jane Rudolph, Director

2100 CLARENDON BLVD., SUITE 414, ARLINGTON, VA 22201 703-228-7529

[email protected]

Our Mission: The Department of Parks and Recreation promotes wellness and vitality through dynamic programs and attractive public spaces.

Management & Administration4%

Courts & Constitutionals6%

Public Safety12%

Environmental Services7%

Human Services11% Non-Departmental, Regionals,

Metro9%

Planning & Development2%

Debt, Capital6%

Parks & Recreation3%

Schools39%

FY 2015 Proposed Budget - General Fund Expenditures

Net Tax Support: 73%

Federal/State Support:

DEPARTMENT OF PARKS AND RECREATION DEPARTMENT BUDGET SUMMARY

LINES OF BUSINESS

SIGNIFICANT BUDGET CHANGES

The FY 2015 proposed expenditure budget for the Department of Parks and Recreation (DPR) is $37,471,526, a seven percent increase from the FY 2014 adopted budget. The FY 2015 proposed budget reflects:

As of FY 2015, the management and administration activities of all divisions are being transferred to Departmental Management and Leadership in order to show the overall cost of management for all divisions in a central line of business.

Personnel increases due to expenses related to increasing capacity in revenue-producing programs ($459,421, 8.13 temporary FTEs), the addition of funds to support ongoing management of urban agriculture initiatives ($100,000), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections. This is partially offset by the removal of FY 2014 one-time funds for various programs as detailed in the following lines of business ($100,401, 2.77 temporary FTEs).

Non-personnel increases due to added capacity in revenue-producing programs ($497,980), expenses associated with the urban agriculture initiatives ($15,000), and contractual increases ($61,127). Additional operating expenses are added, offset by corresponding revenue increases: accounting adjustments to fully capture county mowing expenses

Sports & Recreation Park DevelopmentParks & Natural Resources

Park Management & Construction - Park Management - Park Construction & Facilities

Forestry & Landscaping - Forestry Unit - Landscaping Unit - Invasive Plant Control

Conservation & Interpretation - Nature Center Programming - Historical Interpretation Programming - Environmental Education & Park Safety - Environmental Stewardship

Facilities Coordination & Operations

Youth and Community Programs

Teen Programs

Senior Adult Programs

Therapeutic Recreation Programs

Program Resources

Classes, Sports and Camp Programs

Planning, Design & Construction Management - Planning - Design - Development

Departmental Management & Leadership - Human Resources - Finance & Budget - Communications, Marketing, Special Events & Outreach - Development - Technology Resources Cooperative Extension

Supplemental Fees Program

Supplemental Fees Program - Sports & Recreation - Parks & Natural Resources

Director’s Office

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DEPARTMENT OF PARKS AND RECREATION DEPARTMENT BUDGET SUMMARY

($89,000) and services to the County Fair ($30,000), increased operating expenses for site survey work ($11,585), and new county vending expenses for the Fit Arlington initiative ($1,500). Additionally, ongoing funding replaces one-time funding for invasive plant removal ($100,000). These increases are partially offset by the removal of FY 2014 one-time funds for Arlington Mill Community Center facility start-up costs ($108,244) and various programs as detailed in the following lines of business ($21,000), and due to adjustments to the annual expense for maintenance and replacement of County vehicles ($32,455).

Fee revenue increases due to added capacity in revenue-producing programs, partially offset by expense increases ($1,085,586), adjustments in estimates based on actual revenues received in prior years ($20,478), and new revenue from the county vending fee ($1,500). This is partially offset by an accounting adjustment to fully capture the reduction in revenue associated with special events fee reductions ($30,000) and the removal of revenue associated with FY 2014 one-time funds for a variety of programs as detailed in the following narratives ($13,452). Other revenue increases due to accounting adjustments to fully capture revenue for county mowing services ($89,000) and services to the County Fair Board ($30,000).

As of FY 2015, revenue that was formerly split between certain programs and administrative overhead is now reallocated entirely to the associated line of business; this is a reallocation for accounting purposes only with no net change throughout the department.

DEPARTMENT FINANCIAL SUMMARY

FY 2013 FY 2014 FY 2015 % ChangeActual Adopted Proposed ‘14 to ‘15

Personnel $22,984,278 $24,724,644 $26,489,757 7%Non-Personnel 9,574,185 10,467,521 11,012,014 5%Subtotal 32,558,463 35,192,165 37,501,771 7%Intra-County Charges (89,707) (30,245) (30,245) - Total Expenditures 32,468,756 35,161,920 37,471,526 7%

Fees 8,298,911 8,155,234 9,219,346 13%Grants 196,014 129,926 129,926 - Other 121,416 64,237 183,237 185%Total Revenues 8,616,341 8,349,397 9,532,509 14%

Net Tax Support $23,852,415 $26,812,523 $27,939,017 4%

Permanent FTEs 233.80 248.75 248.75Temporary FTEs 112.11 117.11 122.47Total Authorized FTEs 345.91 365.86 371.22

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DEPARTMENT OF PARKS AND RECREATION DEPARTMENTAL MANAGEMENT AND LEADERSHIP

DEPARTMENTAL MANAGEMENT AND LEADERSHIP

PROGRAM MISSION

To provide leadership, strategic direction, and management oversight to the Department of Parks and Recreation. Departmental Management and Leadership Department Management and Leadership includes the Director’s office, Division Chiefs, and

management/fiscal staff from the operating divisions. As of FY 2015, the various management, registration, and leadership functions are transferred to this line of business in order to show all of the expenses and details associated with providing centralized and specialized administrative support for the Department.

The Department Leadership Team is made up of senior leadership in the Divisions and the Director’s office. This team works together to monitor conditions, assess needs, conduct strategic and tactical planning, and work closely with other community organizations to achieve common goals.

The Leadership Team is also charged to develop opportunities in the community to increase the Department’s capacity to serve its mission via partnerships and collaboration for a multi-disciplinary approach to service.

Human Resources Manage workforce needs and departmental efforts to ensure competitive staffing and

compliance with all human resource policies and procedures. Use specialized human resources expertise to coordinate and advance recruitment, employee

relations, organizational development, payroll, performance management, equal opportunity and affirmative action, staff training and development, and position classification activities.

Finance and Budget Ensure sound financial management including budget development, execution, analysis,

management, and tracking. Provide centralized departmental accounting and financial reporting functions, including

tracking the Department’s expenses and revenues, developing and maintaining financial reports, ensuring the Department’s fiscal procedures are in compliance with the County’s policies and practices, and carrying out departmental payments, billing, and depositing functions.

Communications, Marketing, Special Events and Outreach Promote Department programs and activities through a variety of effective communication

methods that inform Arlington residents of programs, services, park planning, policies, and facilities.

Develop and manage cost-effective County-wide special events to build community and honor diversity.

Develop partnerships, sponsorships, and donation programs to enhance services and reduce net tax support.

Development Manage volunteer development and placement services to increase the Department’s capacity

to serve its mission via expanded volunteer support for service delivery including programs, facility operations, and “adopt-a” park/field.

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Manage workforce development to increase organizational capacity for high performance via execution of Arlington CAREs, Arlington Counts, and professional agency standards in accordance with the Commission for Accreditation of Parks and Recreation Agencies.

Steward strategic planning and performance management with systematic evaluation in order to ensure a balanced scorecard approach.

Technology Resources Conduct business requirements analysis for technology solutions and implement appropriate

applications, development, support, and integration to ensure the Department’s mission and goals are achieved.

Manage coordination of the centralized processing system platform (RecTrac). Class, Camp, and Supplemental Program Registration Manage public registration process and administer schedules for classes and camps through

RecTrac. Assist customers with inquiries and issues related to registration, payment, and general inquiries.

Maintain transaction and household records for customers who register for and participate in classes and camps.


As of FY 2015, the management and administration activities of all divisions are being transferred to Departmental Management and Leadership in order to show the overall cost of management for all divisions in a central Line of Business.

Personnel increases primarily due to the transfer of positions formerly accounted for in other lines of business in order to recognize an accounting shift in how management and administration costs are recorded ($2,062,852, 20.0 FTE), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel increases due to the management accounting changes detailed in the previous bullet ($2,297,854) and contractual increases ($3,148). This is partially offset by the removal of one-time funding for marketing costs related to the opening of Arlington Mill Community Center ($4,500), adjustments to the annual expense for maintenance and replacement of County vehicles ($39,897), and the reallocation of existing expenses to supplement the County mowing budget in Park Management and Construction ($187,687).

Fee revenue increases due to the transfer of fee revenue budget (along with expenses as part of the management accounting change) from Supplemental Fees Program ($36,000), partially offset by an accounting adjustment to fully capture reduction in revenue associated with special events fee reductions ($30,000).

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PROGRAM FINANCIAL SUMMARY


Personnel $1,648,653 $1,841,380 $4,040,684 119%Non-Personnel 434,945 349,196 2,418,114 592%Total Expenditures 2,083,598 2,190,576 6,458,798 195%

Fees 250 - 6,000 - Total Revenues 250 - 6,000 -

Net Tax Support $2,083,348 $2,190,576 $6,452,798 195%


PERFORMANCE MEASURES

Departmental Management and Leadership

For the period of FY 2010 – FY 2012, the DPR cost recovery percentage was calculated by dividing the department’s total revenue by total expenses. As of FY 2013, the Department has focused on the sports, classes, camps, and supplemental fee programs to record the cost recovery percentage.

Communications, Marketing, Special Events, and Outreach

Critical Measures FY 2010 Actual FY 2011 Actual

FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of visits to DPR website per quarter 122,578 139,738 165,000 178,802 190,000 210,000

Percent of program registration done via website 67% 67% 69% 70% 70% 70%

Percent of direct traffic to DPR web site 17% 18% 19% 20% 20% 21%

Supporting Measures FY 2010 Actual FY 2011 Actual

FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of coordinated special events and meetings supported by Marketing, Communications and Outreach

85 54 50 72 75 80

Facebook fans N/A N/A 360 1,172 3,000 5,500


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

DPR cost recovery percentage 18.5% 23.3% 23.7% 53.0% 50.5% 50.5%

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Twitter followers N/A N/A 1,500 1,867 3,000 4,200 E-news subscribers N/A N/A 7,470 8,254 14,000 21,000

The increase in Facebook fans, Twitter followers, and E-news subscribers is due to the

increased use of social media.

Development


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of adult volunteers rating overall satisfaction with volunteer experience as "good to excellent"

N/A 83% 100% 100% 85% 85%

Percent of youth volunteers rating overall satisfaction with volunteer experience as "good to excellent"

99% 94% 97% 97% 95% 95%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Department total volunteer hours 237,102 318,499 193,992 267,189 250,000 250,000 Number of community residents participating in partnership and planning processes

212 235 222 386 245 245

The increase in adult volunteer satisfaction rates in FY 2012 and FY 2013 may be due to

different roles and responsibilities of survey respondents. In FY 2014 and FY 2015, the number of volunteers surveyed will increase. It is expected that the satisfaction ratings could decrease.

The number of community residents participating in partnership and planning processes increased in FY 2013 due to a state grant focused on reducing childhood obesity. Projections assume normal growth for FY 2014 and beyond.

Class, Camp, and Supplemental Program Registration

The FY 2011 increase in program registrations is due to increases in Enjoy Arlington and

Conservation and Interpretation registrations and the first full-year of tracking in RecTrac for Senior Adult classes and therapeutic programs.

The number of community members who receive fee reductions is a count of unique individuals.


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Program registrations 33,491 40,840 42,169 42,380 44,000 46,000

Number of community members who receive need-based fee reductions 634 844 1,261 1,491 1,500 1,500

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COOPERATIVE EXTENSION

PROGRAM MISSION

The Virginia Cooperative Extension is an educational outreach program of Virginia's land-grant universities that focuses on forming a network of educators among local, state, and federal governments in partnership with citizens. This outreach initiative concentrates efforts on developing grass roots community education programs to improve quality of life. 4-H Provide hands-on learning and skill development for youths between the ages of five and

eighteen in the areas of animal sciences; communications and expressive arts; environmental education and natural resources; careers; economics; plant and soil sciences; citizenship; family and consumer sciences; health, nutrition, and wellness; leadership; science; and technology.

Family and Consumer Education Provide education that increases knowledge, influences attitudes, and teaches skills in the

areas of personal finance, nutrition, parenting, child care, and consumer issues to improve the quality of individual, family, and community life.

Assist communities in analyzing the status of families and identifying appropriate community action to meet the needs of families.

Motivate residents to become involved in community issues and develop leadership skills. Collaborate with other extension program areas and form partnerships with other agencies,

community organizations, and educational groups. Train volunteers and program assistants to assist the Family and Consumer Sciences

program. Agriculture and Natural Resources Provide information to the public and County staff about environmentally sound land

management and urban agriculture practices that are economically viable, sustainable, and acceptable to the community.

Support and assist the Arlington County parks, community gardens, and sustainable urban agriculture programs through the training of Master Gardener, Tree Steward, and Master Naturalist volunteers and assist staff in their support of the Urban Forestry Commission, Beautification Committee, and the Arlington Urban Agriculture Task Force.

Utilize workshops, demonstration sites, newsletters, the internet, and certification training to provide research-based information to Arlington County staff, private businesses, residents, landscapers, school ground managers, developers, park and golf course superintendents, retail nurseries, and garden centers to help protect the environment, enhance human health, and contribute to economic stability.


No change is proposed for the FY 2015 Cooperative Extension budget.

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Personnel - - - -Non-Personnel $69,204 $93,514 $93,514 -Total Expenditures 69,204 93,514 93,514 -

Total Revenues - - - -

Net Tax Support $69,204 $93,514 $93,514 -

Permanent FTEs - - - Temporary FTEs - - - Total Authorized FTEs - - -


4-H Program


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of participants surveyed who gained knowledge and skills through programs

95% 95% 95% 95% 95% 95%

Percent rating the overall quality of activities as "good to excellent" 95% 95% 95% 95% 95% 95%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

4-H program: total participants 1,483 1,388 2,036 2,795 3,000 3,000

The 4-H participant numbers for the period of FY 2010 through FY 2011 are lower due to the

vacancy of a 4-H Agent position. A full-time permanent 4-H Agent was hired in September 2011 after the position had been vacant for two years, resulting in a trend upward beginning in FY 2012.

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Family and Consumer Education


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of participants/percent surveyed who gained money management and nutrition knowledge and skills through programs

4,628/ 98%

4,931/ 98%

5,189/ 99%

7,572/ 99%

7,750/ 99%

8,000/ 99%

Percent of participants rating quality of service as “excellent or good”

98% 98% 99% 99% 99% 99%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Family and consumer education information seekers 6,026 7,974 13,177 19,398 19,500 19,800

Percent of adult participants in nutrition courses who report eating more fruits/vegetables/grains after taking the course

N/A 94%/ 86%/ 83%

95%/ 88%/ 84%

96%/ 89%/ 97%

96%/ 90%/ 87%

96%/ 92%/ 90%

Percent of adults/children in nutrition courses who report improving their cooking skills because of the course

94%/ 100%

94%/ 100%

95%/ 100%

98%/ 100%

98%/ 100%

98%/ 100%

Percent of Money Talk (a financial course for women): participants who took actions to improve their finances within three months after completing the course/Total dollars saved by participants

94%/ $31,800

92%/ $31,070

100%/ $24,000

100%/ $20,000

100%/ $22,000

100%/ $23,000

The significant increases in participants and information seekers are due to increased numbers of volunteers, grant funding for a part-time financial education program associate position, a highly skilled and efficient summer intern, and the increased production of both FCS (Family and Consumer Sciences) agents.

The lower than estimated savings amount among the Money Talk course participants is due in part to the still recovering economy and the fact that the follow-up survey occurred immediately after the government shut-down (and many of the participants are federal workers or contractors). Staff have seen an increase in the number of participants who are struggling with debts and being able to pay their day-to-day obligations, thus making saving more difficult. FY 2014 and FY 2015 estimates reflect these trends through more modest amounts.

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Agriculture and Natural Resources


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of participants surveyed who gained knowledge and skills through programs

876 623 641 821 840 875

Percent of customers rating quality of service as “good to excellent” 95% 95% 95% 95% 95% 95%

Percent of participants surveyed who adopted one or more recommended practices

N/A 90% 90% 90% 90% 90%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Citizens seeking information 14,556 15,899 15,788 16,900 17,100 17,300

The decrease in the number of participants surveyed in FY 2011 and FY 2012 reflects a

decrease in the overall number of customers served. During this time period, the cooperative extension had key positions that remained vacant until FY 2013 and the measure moved back to a normal, expected levels.

Recommended practices include, but are not limited to, aspects of urban agriculture, pest management, arboriculture, invasive non-native pests, storm water management, plant selection, plant disease, insect and pollinator management, food production, garden design, drought management, plant selection, community garden development, and other topics of local significance.

FY 2011 increase in the number of persons seeking information is primarily due to the first-time inclusion of information requests from tree steward and master naturalist volunteers.

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DEPARTMENT OF PARKS AND RECREATION PARK DEVELOPMENT DIVISION

PLANNING, DESIGN AND CONSTRUCTION MANAGEMENT

PROGRAM MISSION

To provide comprehensive in-house planning, design, and construction management services for parks and recreation facilities; manage outside design services; and administer land acquisition and open space management per the adopted Public Spaces Master Plan. Planning Steward and implement the Public Spaces Master Plan (PSMP). Manage and lead the public process for park master planning for the Department of Parks and

Recreation (DPR). Develop and manage the capital improvement program for DPR. Provide staff liaison services for the Park and Recreation Commission. Facilitate public space planning in the development of site plans and sector plans.

Design Provide comprehensive in-house design services for park and recreation projects funded

through Pay-As-You-Go (PAYG) maintenance capital funding, Americans with Disabilities Act (ADA) compliance, and the Neighborhood Conservation (NC) program.

Provide comprehensive management of contracted design services for park and recreation projects.

Development Manage construction services for park and recreation facilities that are funded through park

bonds, maintenance capital funding, the Neighborhood Conservation program, and ADA related compliance.


Personnel increases due to employee step increases, an increase in the County’s cost for employee health insurance, adjustments to retirement contributions based on current actuarial projections, the filling of a Planning Team Supervisor position which had been held vacant in FY 2014, and increases due to reclassification of positions identified to be substantially below comparative pay studies.

Non-personnel increases due to adjustments to the annual expense for maintenance and replacement of County vehicles ($1,424).

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DEPARTMENT OF PARKS AND RECREATION PARK DEVELOPMENT DIVISION

PLANNING, DESIGN AND CONSTRUCTION MANAGEMENT



Personnel $914,206 $748,558 $899,646 20%Non-Personnel 59,900 88,164 89,588 2%Subtotal 974,106 836,722 989,234 18%Intra-County Charges - (30,245) (30,245) -Total Expenditures 974,106 806,477 958,989 19%

Total Revenues - - - -

Net Tax Support $974,106 $806,477 $958,989 19%

Permanent FTEs 12.00 12.00 12.00Temporary FTEs - - - Total Authorized FTEs 12.00 12.00 12.00



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Capital park bond, PAYG and NC park projects expenditures ($000’s) $10,816 $32,505 $22,348 $26,128 $49,459 $42,280

Capital projects in design or construction 9 14 21 21 28 18

Projections for FY 2014 and FY 2015 include further design and construction on Long Bridge

Aquatics Facility. The Parks Capital Maintenance Program received increased funding starting in FY 2012,

resulting in, on average, more projects in design or construction in these years.

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DEPARTMENT OF PARKS AND RECREATION PARKS AND NATURAL RESOURCES DIVISION

PARK MANAGEMENT AND CONSTRUCTION

PROGRAM MISSION

To promote a safe, attractive, and environmentally sustainable community by providing and advancing high-quality, safe, clean, and attractive parks, open spaces, and recreational facilities. Park Management Manage and maintain park services including trails, playgrounds, athletic fields, picnic

shelters, Community Canine Areas (CCAs), streams, snow and storm clearing, custodial, and general grounds maintenance.

Assist in providing support for special events and programs for the County as well as the County Fair.

Park Construction and Facilities Provide care and non-routine maintenance, repair, or replacement of Department facilities to

ensure functionality, sustainability, safety, and aesthetic appeal of park amenities. Renovate and maintain comfort stations, picnic shelters, fences, water fountains, spray

grounds, CCAs, bridges, tennis and basketball courts, kiosks, running tracks, parking lots, parks, athletic fields, and lighting systems. Support the maintenance of community and nature center equipment (e.g., displays, cabinets, etc.).

Repair and maintain Department-owned construction and mechanized equipment.


Personnel decreases due to the transfer of staff to Departmental Management and Leadership as part of a management and accounting shift ($323,421, 2.8 FTE). The decrease is offset by the transfer of a vacant administrative position from Youth and Community Programs to create a new position of Athletic Turf Manager ($103,474, 1.0 FTE), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel decreases due to the accounting transfer of management expenses to Departmental Management and Leadership as detailed in the bullet above ($974,611), partially offset by the reallocation of existing expenses from Departmental Management and Leadership to supplement County mowing operations ($187,687), non-discretionary contractual increases ($36,056), the addition of expenses related to increasing capacity in pavilion rental with offsetting revenue increase as detailed in the following bullet ($3,151), and accounting adjustments to fully capture County mowing expenses ($89,000) and services to the County Fair Board ($30,000).

Fee revenue increases due to increase in pavilion rental revenue based on previous year actuals ($3,707), with associated non-personnel expense increase described above.

Other revenue increases due to accounting adjustments to fully capture revenue for county mowing services ($89,000) and services to the County Fair Board ($30,000), with associated non-personnel expense increases detailed above.

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PARK MANAGEMENT AND CONSTRUCTION



Personnel $4,763,818 $5,177,121 $5,158,518 - Non-Personnel 3,922,139 4,321,812 3,693,095 -15%Subtotal 8,685,957 9,498,933 8,851,613 -7%Intra-County Charges (89,707)Total Expenditures 8,596,250 9,498,933 8,851,613 -7%

Fees 86,518 79,104 82,811 5%Other 46,844 64,237 183,237 185%Grants 76,368 50,000 50,000 - Total Revenues 209,730 193,341 316,048 63%

Net Tax Support $8,386,520 $9,305,592 $8,535,565 -8%




FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of comfort stations’ custodial services meeting standards 95% 95% 95% 92% 95% 95%

Percent of multi-use trail maintenance work orders completed on time 45% 50% 45% 51% 50% 50%

Percent of refuse cans serviced according to standards during May through October season 67% 80% 80% 90% 90% 90%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of special event/project organizers rating DPR services as satisfactory or better 90% 90% 90% 90% 90% 90%

The increases of refuse cans serviced in FY 2011 and FY 2013 are due to improved

scheduling, retention of experienced staff, and increased supervisory proficiency.

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FORESTRY AND LANDSCAPING

PROGRAM MISSION

To manage, maintain, enhance, and protect the County’s urban forests and natural and landscaped areas. Forestry Unit Perform tree maintenance, hazardous tree removal, and technical assessments of trees in

County parks, street rights-of-way, and open spaces. Implement strategies for staff, volunteers, and residents to preserve and enhance tree

canopy coverage and forest health County-wide. Review development and right-of-way plans to ensure compliance with tree preservation and

planting requirements, including compliance with the Chesapeake Bay Preservation Ordinance.

Landscaping Unit Plant trees on County property, and install and maintain landscaping in parks, street islands,

and on the grounds of community centers. Manage the Community Gardens Program and provide support for the Master Gardener

Program with Virginia Cooperative Extension (VCE). Invasive Plant Control Combine volunteer and staff resources to help control invasive plants on County property.


Personnel increases due to the addition of ongoing personnel funds for the urban agriculture initiative, approved during FY 13 closeout ($100,000), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections. These increases are partially offset by the transfer of staff to Departmental Management and Leadership as part of an accounting and management shift ($173,261, 1.5 FTEs).

Non-personnel decreases due to the management transfer detailed in the previous bullet ($522,113), partially offset by non-discretionary contractual increases ($5,662), the addition of operating expenses for the urban agriculture initiative ($15,000), and increased funding for operating expenses associated with site survey work ($11,585), offset by revenue. Additionally, ongoing funding replaces one-time funding for invasive plant removal ($100,000).

Fee revenue increases due to an increase in site survey revenue based on actual revenue received during previous years ($11,585), offset by non-personnel expense as detailed above.

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Personnel $2,366,769 $2,492,881 $2,493,170 - Non-Personnel 1,129,294 1,168,597 678,731 -42%Total Expenditures 3,496,063 3,661,478 3,171,901 -13%

Fees 137,561 115,255 126,840 10%Grants 38,042 - - -Total Revenues 175,603 115,255 126,840 10%

Net Tax Support $3,320,460 $3,546,223 $3,045,061 -14%



Forestry Unit


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Plans reviewed for tree impacts during construction and development 675 735 770 785 780 780

Trees planted by the County/trees removed/net gain or loss

1,104/ 631/ 473

613/ 694/ -81

974/ 765/ 209

762/ 720/

42

650/ 650/

0

650/ 650/

0

Budget reductions in FY 2011, combined with higher than average tree loss due to storms, resulted in a net loss of trees on County property. One-time budget increases for tree planting in FY 2012 ($90,000) and FY 2013 ($52,500) resulted in net gains of trees on County property in both of these years, despite high tree loss due to the derecho in June 2012 and subsequent tree removal. FY 2014 and FY 2015 estimates assume more typical tree loss in the absence of major storms and tree planting that reflects the addition of $22,500 to the base budget in FY 2014.

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Landscaping Unit


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of landscaping maintained according to standard 85% 85% 85% 83% 80% 80%

A decrease in the percentage of landscaping maintained according to schedule in FY 2013 is

due to unfilled staff vacancies. Further estimated decreases in FY 2014 and FY 2015 reflect the elimination of a landscape maintenance position in FY 2014.

Invasive Plant Control


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of acres where invasive plants were permanently removed (through chemical or mechanical methods)

28 28 102 77 57 56

A three-year grant for AmeriCorps interns to work on invasive plant removal was received in

FY 2010, resulting in increased acreage clearance through FY 2012. The increase in FY 2012 is due to a concentrated effort by these AmeriCorps interns in their last year of the grant plus additional resources allocated by the department. The FY 2013 acreage reflects funding allocated in the base budget to clear 16 acres, plus an additional 61 acres of invasive plant removal accomplished through both the one-time allocation of $100,000 and work performed by AmeriCorps interns during the first quarter of FY 2013. The FY 2014 estimate reflects the base budget to clear 16 acres, plus an additional 41 acres that will be cleared utilizing another one-time funding allocation of $100,000. With the addition of $100,000 in ongoing funding in FY 2015, the estimate is expected to stay at roughly the same level in FY 2015.

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CONSERVATION AND INTERPRETATION

PROGRAM MISSION

To provide opportunities to Arlington residents and visitors to enhance their understanding and appreciation of Arlington County’s natural and historical resources. Nature Center Programming Provide effective information, exhibits, scheduled interpretative programs, camps, and special

events at Gulf Branch and Long Branch Nature Centers for drop-in and registered visitors.

Historical Interpretation Programming Provide well-managed natural, historical, and cultural interpretive programs and special

events at Fort C. F. Smith, and an effective rental program at the Hendry House.

Environmental Education and Park Safety Enforce park rules and regulations (Park Safe program), provide information for park and trail

users, and celebrate the County’s natural resources with special events and other seasonal programs.

Environmental Stewardship Implement recommendations from the Natural Resources Management Plan.


Personnel decreases due to the transfer of staff to Departmental Management and Leadership as part of a management and accounting shift ($80,855, 0.7 FTE). This decrease is partially offset by employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel decreases due to the management expense transfer detailed in the previous bullet ($243,653), partially offset by non-discretionary contractual increases ($78) and the addition of expenses related to increasing capacity in environmental camps, with offsetting revenue described below ($2,804).

Fee revenue increases due to added capacity in environmental camps ($3,299), partially offset by expense, and due to an accounting reallocation of revenue formerly directed to administrative overhead ($2,041).

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CONSERVATION AND INTERPRETATION


FY 2013 FY 2014 FY 2015 % Change

Actual Adopted Proposed ‘14 to ‘15Personnel $848,528 $889,958 $821,621 -8%Non-Personnel 275,988 299,021 58,250 -81%Total Expenditures 1,124,516 1,188,979 879,871 -26%

Fees 35,158 34,669 40,009 15%Other 525 - - - Total Revenues 35,683 34,669 40,009 15%

Net Tax Support $1,088,833 $1,154,310 $839,862 -27%



Nature Center and Historical Interpretation Programming


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of participants reporting increased awareness of Arlington’s natural resources 99% 99% 98% 99% 98% 98%

Percent of participants reporting a satisfaction level of “good” to “high” with programming services

95% 97% 99% 98% 98% 98%

Environmental Education and Park Safety


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of Park Safe issuances for incidents, graffiti, animal violations, alcohol, and disruptive behaviors.

1,198 1,050 1,027 1,656 1,600 1,600

Beginning in FY 2013, Park Safe issuances are now being written by both permanent staff and authorized temporary staff. By increasing those who can write the issuances, the total number of issuances increased and is expected to stabilize in FY 2014 and FY 2015.

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DEPARTMENT OF PARKS AND RECREATION SPORTS AND RECREATION DIVISION

COMMUNITY OUTREACH AND DEVELOPMENT

PROGRAM MISSION

To provide enjoyable and accessible leisure opportunities that benefit individuals of all ages and abilities emotionally, socially, physically, cognitively, and spiritually and that enhance their satisfaction in community life.

Community Outreach and Development Manage DPR volunteer development and placement services in coordination with Countywide

volunteer placement to increase DPR’s capacity to serve its mission via expanded volunteer support for service delivery including programs, facility operations, and “adopt-a” park/field.

Manage workforce development to increase organizational capacity for high performance via execution of Arlington CAREs, Arlington Counts, and professional agency standards in accordance with the Commission for Accreditation of Parks and Recreation Agencies.

Foster a workforce culture guided by the philosophy of the principles of a learning organization to promote success, growth, vitality, and excellence in program/service design, delivery and operation.

Steward strategic planning and performance management with systematic evaluation in order to ensure a balanced scorecard approach.


As of FY 2015, the former Community Outreach and Development Line of Business was transferred to the Departmental Management and Leadership Line of Business.

Personnel decreases due to transfer of all staff to Departmental Management and Leadership as part of a management and accounting shift and to broaden this division’s mission to a department-wide focus ($1,005,833, 9.0 FTEs).

Non-personnel decreases due to the administrative transfer detailed in the previous bullet ($234,068).



Personnel $928,790 $971,884 - -100%Non-Personnel 193,425 234,068 - -100%Total Expenditures 1,122,215 1,205,952 - -100%

Fees 600 - - -Other 120 - - -Total Revenues 720 - - -

Net Tax Support $1,121,495 $1,205,952 - -100%

Permanent FTEs 9.09 9.00 - Temporary FTEs - - - Total Authorized FTEs 9.09 9.00 -

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COMMUNITY OUTREACH AND DEVELOPMENT



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of adult volunteers rating overall satisfaction with volunteer experience as "good to excellent"

N/A 83% 100% 100% 85% 85%

Percent of youth volunteers rating overall satisfaction with volunteer experience as "good to excellent"

99% 94% 97% 97% 95% 95%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Department total volunteer hours 237,102 318,499 193,992 267,189 250,000 250,000 Number of community residents participating in partnership and planning processes

212 235 222 386 245 245

The increase in adult volunteer satisfaction may be due to different roles and responsibilities

of survey respondents. In FY 2014, the number of volunteers surveyed will be increased. As a result, it is expected that the satisfaction ratings could decrease.

FY 2011 volunteer hours are slightly higher due to the inclusion of our affiliate sport coaches' hours. The decrease in FY 2012 volunteer hours is due primarily to the transfer of Cultural Affairs and Artisphere to AED resulting in a decrease of DPR volunteers.

The decrease in resident participation in FY 2012 is due to changes in ACHIEVE grant membership moving from a larger extended team to a smaller core team.

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FACILITIES COORDINATION AND OPERATIONS

PROGRAM MISSION

To ensure high-quality customer service and safe, accessible, well-maintained, and welcoming facilities that support the delivery of enjoyable and accessible leisure opportunities.

Manage 17 facilities (14 community centers and three smaller facilities: Culpepper Garden,

Carlin Hall, and the Gunston Bubble), including all facility needs, scheduling, administrative support, and coordination of the fitness membership program to support community access to fitness facilities.

Manage all program use of athletic facilities in County parks and APS sites during community use and manage the roving facility monitor program.

Manage the Department’s program-related transportation services.


Personnel increases due to expenses related to increasing capacity in community center and outdoor facility rental, offset by revenue as detailed below ($154,955, 3.34 temporary FTEs), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel decreases due to removal of one-time funding for Arlington Mill Community Center facility start-up costs ($97,744) and adjustments to the annual expense for maintenance and replacement of County vehicles ($3,102), partially offset by non-discretionary contractual increases ($8,154).

Fee revenue increases due to added capacity in community center rental ($65,000) and outdoor facility rental ($117,300), with associated expense increases detailed in personnel line above. Fee revenue also increases due to added capacity in therapeutic recreation classes ($6,277), partially offset by a decrease in fitness membership revenue based on the previous year’s actuals ($3,333).



Personnel $3,109,808 $3,896,337 $4,264,137 9%Non-Personnel 1,336,165 1,516,241 1,423,549 -6%Total Expenditures 4,445,973 5,412,578 5,687,686 5%

Fees 968,001 864,033 1,049,277 21%Total Revenues 968,001 864,033 1,049,277 21%

Net Tax Support $3,477,972 $4,548,545 $4,638,409 2%


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FACILITIES COORDINATION AND OPERATIONS



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of customers rating the quality of services at fitness facilities “good to excellent”

N/A 92% 96% 96% 95% 95%

Percent of users rating the quality of facility scheduling as “good to excellent” 93% 94% 96% 94% 95% 95%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of DPR fitness memberships issued N/A 3,555 3,638 3,577 3,700 3,700

Number of public hours of center operations N/A 36,023 36,562 36,562 40,243 41,383

The number of DPR fitness memberships issued includes total memberships for the fiscal year

including full year and part year memberships for unique individuals. Center hour operations are reported for public hours only. As of FY 2012, the Thomas

Jefferson Community Center began opening earlier than other centers. The estimated increase in total hours beginning in FY 2014 reflects the opening of Arlington Mill Community Center for three-quarters of a year in FY 2014 and a full year in FY 2015.

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YOUTH AND COMMUNITY PROGRAMS

PROGRAM MISSION

To provide enjoyable and accessible leisure opportunities that enhance satisfaction in community life by benefiting individuals of all ages and abilities emotionally, socially, physically, and cognitively. Youth Programs Provide creative preschool and elementary after school programs to build development assets

and promote healthy choices in a safe, fun, challenging, and enriching environment. Provide recreation programs to ensure socially appropriate asset building experiences, which

positively influence young people’s development.

Community Programs Develop and implement initiatives through partnerships such as Fit-Arlington to enhance

physical activity, nutrition education, and access to fresh foods and healthy snacks. Provide information and assistance to underserved populations for financial, language, and

physical accommodations to mitigate barriers to participation in programs.


Personnel decreases due to the transfer of an administrative position to Parks Management & Construction for a new Field Turf Manager position ($103,474, 1.0 FTE), and the removal of one-time funding for Gunston Tot Camp ($12,291, 0.30 temporary FTEs), Elementary Express Camp ($10,824, 0.40 temporary FTEs), Summer Street Theater Program ($500, 0.01 temporary FTEs), and Tyrol Hills Evening Program ($4,533, 0.12 temporary FTEs). These are partially offset by employee step increases, an increase in the County’s cost for employee health insurance, adjustments to retirement contributions based on current actuarial projections, and filling vacancies at higher than expected salaries.

Non-personnel decreases due to removal of one-time funding for Gunston Tot Camp ($960), Elementary Express Camp ($1,600), Summer Street Theater Program ($11,500), and Tyrol Hills Evening Program ($300).

Fee revenue increases due to an accounting reallocation of revenue formerly directed to administrative overhead ($45,566). This increase is partially offset by the removal of revenue associated with one-time funding for Gunston Tot Camp ($7,659) and Elementary Express Camp ($2,437), and due to adjustments in various revenues based on previous years’ actuals ($24,807).

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YOUTH AND COMMUNITY PROGRAMS


FY 2013 FY 2014 FY 2015 % Change

Actual Adopted Proposed ‘14 to ‘15Personnel $1,457,383 $1,513,512 $1,500,981 -1%Non-Personnel 159,836 143,025 128,665 -10%Total Expenditures 1,617,219 1,656,537 1,629,646 -2%

Fees 791,000 811,527 822,190 1%Total Revenues 791,000 811,527 822,190 1%

Net Tax Support $826,219 $845,010 $807,456 -4%




FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of parent/guardians reporting their child experiencing increased assets in the areas of support, feeling valued, building social and cultural competency

94% 99% 98% 96% 99% 99%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of DPR preschool enrollments N/A 122 123 114 123 123 Number of elementary after school enrollments N/A 139 107 145 145 145

The number of DPR preschool enrollments dropped in FY 2013 due to a staff vacancy,

resulting in available placements being offered to waitlist families later than they could take advantage of them. This issue was rectified in FY 2013.

The number of elementary after school enrollments dipped in FY 2012 due to natural attrition (i.e., children aging out of the system), the fee that was implemented in FY 2011, and the fact that in FY 2013 two of five locations were closed. With the closure of two locations, staff and resources were refocused on the three remaining sites to accommodate transportation issues and other logistical issues, causing enrollment to increase and stabilize.

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TEEN PROGRAMS

PROGRAM MISSION

To provide enjoyable and accessible leisure opportunities that enhance satisfaction in community life by benefiting teens emotionally, socially, physically, and cognitively. Promote opportunities and provide programs for youth with a focus on prevention of risky

behavior that reflect an asset building framework, which positively influence young people’s development.

Create options for healthy engagement that increase physical activity, engage youth as resources, and contribute to County initiatives.


Personnel increases due to employee step increases, an increase in the County’s cost for employee health insurance, adjustments to retirement contributions based on current actuarial projections, and filling vacancies at higher than expected salaries. This is partially offset by the removal of one-time funds for Junior Jam Camps at Barcroft Center and Center and Woodbury Park ($13,700, 0.38 temporary FTEs), Teen Program After School Director ($24,000, 0.79 temporary FTEs), and Woodbury Park Teen Club ($7,900, 0.19 temporary FTEs).

Non-personnel decreases due to removal of one-time funds for Junior Jam Camps ($5,750) and Woodbury Park Teen Club ($400).

Fee revenue increases due to added capacity in revenue-producing programs ($4,509) with no change in expense and due to an accounting reallocation that moves revenue formerly split between the program and administrative overhead to this line of business based on revenue actuals ($2,818). These increases are partially offset by the removal of revenue associated with one-time funds for Junior Jam Camps at Barcroft Center and Center and Woodbury Park ($600).



Personnel $917,774 $876,724 $895,352 2%Non-Personnel 26,616 32,030 25,880 -19%Total Expenditures 944,390 908,754 921,232 1%


Net Tax Support $897,344 $866,124 $871,875 1%


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TEEN PROGRAMS



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of participants showing leadership and engagement in the community 98% 99% 97% 99% 98% 98%

Percent of youth participants demonstrating positive pro-social behavior while engaged in inter-agency program collaborations

97% 97% 98% 99% 97% 97%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of participants attending programs 19,738 22,758 25,240 28,348 30,000 32,000

Number of participants in teen civic engagement opportunities N/A N/A 184 205 275 275

Teen participants in the Teen Enterprise and Amusement Management (TEAM), Teens Making

a Difference (T-MAD), middle school and DJ clubs, and teen fitness volunteering were evaluated on their leadership and engagement in community. These are asset-building activities.

Teen participants were evaluated on their positive pro-social behavior in teen afterschool programs, T-MAD, and teen fitness volunteering.

The number of participants attending programs is a duplicated count. If one teen attends two events, it is counted as two participants.

The teen civic engagement measure includes multiple forms of civic engagement by teens: Youth Congress, T-MAD, TEAM at community functions, DJ volunteers, teen fitness volunteers, and middle school clubs that engage in community service. In FY 2013, the Junior Jam camps were added to the count (service incentive program). These are asset-building activities and engage youth as resources.

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SENIOR ADULT PROGRAMS

PROGRAM MISSION

To enhance the physical and mental well-being of Arlington’s diverse 55 and over population through programs and activities fostering wellness, a sense of purpose, social involvement, and successful aging.

Manage six countywide senior centers, including three multi-purpose centers with congregate meal sites.

Promote and provide senior sports and fitness and travel programs to enhance and promote successful aging and prevent isolation.

Provide leadership and volunteer activities for seniors to foster active, productive engagement in community life.


Personnel increases due to employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections, partially offset by the removal of one-time funds for senior art club ($19,185, 0.37 temporary FTEs).

Non-personnel increases due to non-discretionary contractual increases ($2,833) and the addition of expenses related to increasing capacity in revenue-producing programs ($177,169).

Fee revenue increases due to added capacity in revenue-producing programs ($180,708). Associated expense increase detailed in non-personnel line above.



Personnel $1,116,181 $1,325,014 $1,372,705 4%Non-Personnel 302,491 420,064 600,066 43%Total Expenditures 1,418,672 1,745,078 1,972,771 13%

Fees 136,823 148,300 329,008 122%Grants 81,604 79,926 79,926 - Total Revenues 218,427 228,226 408,934 79%

Net Tax Support $1,200,245 $1,516,852 $1,563,837 3%


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FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of senior fitness participants reporting their participation enhances their strength and energy

N/A N/A 88% 88% 89% 89%

Percent of total senior adult fitness participants who report the program meets their fitness needs and goals "always or most of the time"

96% 97% 96% 93% 96% 96%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Meals served at congregate senior nutrition sites 16,194 15,034 16,298 14,330 15,000 15,000

Number of individuals registered with the Office for Senior Adult Programs (OSAP) 4,390 4,576 4,765 4,870 4,850 4,900

Percent of registered participants who report the activities lift their spirits N/A N/A 95% 91% 95% 95%

Percent of registered participants who report they are better able to follow a healthy lifestyle due to their participation

N/A N/A 87% 86% 85% 85%

Percent of registered participants who report they value social contact with people in the programs

N/A N/A 89% 88% 89% 89%

Percent of registered participants who report they exercise more due to their participation

N/A N/A 81% 80% 85% 85%

Volunteer hours for the senior adult travel program 4,104 8,390 5,961 3,982 4,000 4,000

Number of day trips per month/overnight trips per year 12/12 11/4 12/3 14/1

14/ unknown

14/ unknown

There is a national trend of decrease in participation in congregate meal programs. Multiple

factors contributed to Arlington's decline in FY 2013. Some low-income seniors have moved away or transitioned to Adult Day Services. Also, senior living apartments are offering more on-site programs and services including transportation to grocery stores and Arlington Food Assistance Center. The opening of Arlington Mill Center has resulted in an increase beginning in FY 2014. An increase of three new persons per location per day is equivalent to an additional 2,000 meals per year.

For the percent of registered participants who report they value social contact, the survey question wording was changed in January 2013 from "enjoy social contact" to "value social contact."

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Variations in volunteer hours were due to inconsistency of volunteers reporting hours and a slight decrease in number of volunteers.

Overnight trips were suspended in the second quarter of FY 2013 due to a staff vacancy.

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THERAPEUTIC RECREATION PROGRAMS

PROGRAM MISSION

To provide enjoyable and accessible leisure opportunities that enhance satisfaction in community life by benefiting individuals of all ages and abilities emotionally, socially, physically, and cognitively. Provide specialized programs for individuals with disabilities of all ages who are at an

increased risk of physical, social, or intellectual barriers and support inclusion in general recreation programs, workshops, and classes to ensure reasonable accommodations are made.

Facilitate the acquisition, development, or maintenance of a variety of skills to meet recreation and leisure needs of youth, teens, and adults with mental, emotional, or physical disabilities.

Provide workforce and volunteer development opportunities to increase knowledge of the Americans with Disabilities Act and the DPR Inclusion philosophy and to increase staff competence and comfort levels in providing programs and services for people of all ability levels.


Personnel decreases due to the removal of one-time funds for Therapeutic Recreation Winter and Spring Break Camps ($7,468, 0.21 temporary FTEs) and hiring new staff at lower than budgeted levels, partially offset by employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel decreases due to removal of one-time funds for Therapeutic Recreation Camp ($490).

Fee revenue increases due to aligning the revenue with previous years actuals ($2,440) with no change in expense and due to an accounting reallocation of revenue formerly directed to administrative overhead ($6,498). These increases are partially offset by the removal of revenue associated with one-time funds for Therapeutic Recreation Winter and Spring Break Camps ($2,756).



Personnel $550,400 $636,870 $623,336 -2%Non-Personnel 20,737 14,450 13,960 -3%Total Expenditures 571,137 651,320 637,296 -2%


Net Tax Support $528,889 $617,869 $597,663 -3%


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THERAPEUTIC RECREATION PROGRAMS



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of participants who reported a change or improvement as a result of the participation in Therapeutic Recreation (TR) programs

95% 87% 76% 82% 82% 85%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of adults (18+) with disabilities served in general recreation programs with support from TR

N/A N/A 7 9 12 12

Number of adults (18+) with disabilities served in specialized TR programs and classes

N/A N/A 134 138 150 150

Number of youth (under age 18) with disabilities served in general recreation programs with support from TR

N/A N/A 111 186 150 180

Number of youth (under age 18) with disabilities served in specialized TR programs and classes

N/A N/A 238 218 255 255

The decrease in percentage reporting a change or improvement in FY 2012 was related to the

addition of the “change or improvement” question on special event surveys. The intended outcome of these programs is not a “change or improvement,” so many responses were neutral. This question was removed from surveys for special events in FY 2014, and the percentage is estimated to increase in FY 2015.

Number of individuals served is unique; past data was combined for adult and youth and contained duplicate counts.

The 68% increase in number of youth (under age 18) with disabilities served in general recreation programs with support from TR in FY 2013 represents increases in elementary after-school programs, gymnastics, and other classes, contracted camps, and preschool programs. Support from TR may include provision of a staff to assist an individual 1:1 during a program or to lower the staff-to-participant ratio, observations, devising accommodation plans, training, sign language interpreter, and/or consultation.

In FY 2013, the number of youth with disabilities served in specialized TR programs and classes declined due to a staff vacancy which caused three classes to be cancelled. Although the number of children served was slightly less than the previous year, enrollment was not low; there were many repeat enrollments.

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PROGRAM RESOURCES

PROGRAM MISSION

To provide resources through the Offices of Creative Resources and Community Health that support enjoyable and accessible leisure opportunities which enhance satisfaction in community life by benefiting individuals of all ages and abilities emotionally, socially, physically, and cognitively. Design program resources and activities for leisure activities and educational programs that

are developmentally appropriate for tots, youth, teens, adults, and senior adults, including adaptive activities.

Provide leisure education training for staff, volunteers, community groups, and organizations. Support and promote the FitArlington initiative by providing movement and nutrition

educational activities to promote heart healthy lifestyles. Evaluate, develop, manage and implement county-wide community health prevention,

intervention and promotion programs through outreach and recreation based services.


Personnel increases due to the transfer of community health program administration staff from Supplemental Fee Programs ($92,077, 1.0 FTE), the addition of expenses related to increasing capacity in art camps with offsetting revenue described below ($16,728, 0.38 temporary FTEs), employee step increases, an increase in the County’s cost for employee health insurance, adjustments to retirement contributions based on current actuarial projections, and filling vacancies at higher than expected levels.

Non-personnel decreases due to removal of one-time funds for Arlington Mill Community Center facility start-up costs ($5,000), partially offset by new operational expense associated with county vending fees ($1,500) with corresponding revenue.

Fee revenue increases due to new revenue from county vending fees ($1,500) and increased capacity in art camps ($19,680), with associated expense increases detailed in personnel and non-personnel lines above, and an accounting reallocation of revenue formerly directed to administrative overhead ($12,127).



Personnel $747,553 $848,997 $1,048,887 24%Non-Personnel 96,107 64,940 61,440 -5%Total Expenditures 843,660 913,937 1,110,327 21%

Fees 148,402 167,800 201,107 20%Other 37,379 - - -Total Revenues 185,781 167,800 201,107 20%

Net Tax Support $657,879 $746,137 $909,220 22%


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PROGRAM RESOURCES



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of FitArlington partners 50 54 68 70 73 73

Number of FitArlington website visits 11,211 11,600 18,426 19,026 19,600 19,600

Statistics on FitArlington partners reflect outreach efforts to expand participation. As of mid-FY 2012, a different tool was adopted to more accurately capture data on the

number of website visits, resulting in a sustained increase in this measure.

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CLASSES, SPORTS, AND CAMP PROGRAMS

PROGRAM MISSION

To provide high-quality County-wide program management of sports, classes, and camps through effective collaboration and coordination within the department and with other County agencies and non-profit organizations.

Coordinate and manage the County-wide recreation and leisure class programming to ensure

efficiency, quality assurance, and financial accountability. Manage a range of County-run sports programming in order to support individual growth and

development, sportsmanship, teamwork, and a sense of community. Empower affiliate groups and non-profit organizations to provide developmental and

competitive sports leagues in order to promote healthy and active lifestyles. Coordinate and manage a unified County-wide camp program in collaboration with in-house

and contract service providers to ensure diverse offerings and to meet community needs for leisure experiences.


Personnel increases due to employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel increases due to non-discretionary contractual increases ($5,196) and the addition of expenses related to increasing capacity in youth basketball, youth football, and youth track ($35,105), with offsetting revenue increases detailed in the following bullet.

Fee revenue increases due to an accounting reallocation of revenue formerly directed to administrative overhead ($34,528). Additional increases are based on added capacity in youth basketball, youth football, and youth track ($41,300), with associated expense increase detailed in non-personnel line above. This is partially offset by fee revenue decreases in adult football, adult softball, and adult soccer based on previous years’ actuals ($23,395).

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CLASSES, SPORTS, AND CAMP PROGRAMS PROGRAM FINANCIAL SUMMARY


Personnel $689,499 $579,868 $608,837 5%Non-Personnel 402,424 478,903 519,204 8%Total Expenditures 1,091,923 1,058,771 1,128,041 7%

Fees 866,074 940,800 993,233 6%Grants 36,547 - - -Total Revenues 902,621 940,800 993,233 6%

Net Tax Support $189,302 $117,971 $134,808 14%

Permanent FTEs 6.00 6.00 6.00Temporary FTEs 1.38Total Authorized FTEs 7.38 6.00 6.00



FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Percent of parents reporting that their child experienced personal growth and development by participating in County sponsored sports programs

97% 95% 95% 95% 95% 95%


FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Number of affiliate groups 14 14 15 14 15 15

Number of participants in youth sports N/A N/A 22,427 24,119 23,000 23,000

Number of participants in adult leagues N/A N/A 14,689 12,890 13,000 13,000

Number of participants in leagues and youth based opportunities 34,497 36,098 N/A N/A N/A N/A

Beginning in FY 2012, Arlington Travel Basketball is included as an official affiliate group. In

FY 2013 Glebe Ladies Tennis shifted from affiliate to rental group. The number of participants in youth sports is a duplicated count. For example, if a participant

takes part in three different leagues, that participant is counted three times. The decrease in adult leagues participants in FY 2013 is due to a system correction to ensure

participants were uniquely counted. Historical numbers were not changed. Prior to FY 2012, youth and adult sports participants were reported together.

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DEPARTMENT OF PARKS AND RECREATION SUPPLEMENTAL FEES PROGRAM

SUPPLEMENTAL FEES PROGRAM

PROGRAM MISSION

To provide high-quality, fee-supported recreation and leisure opportunities. Fees charged for classes and camps incorporate recovery of direct costs, which includes staff, administration, and materials. Sports and Recreation

Provide a variety of classes, camps, and leagues for all ages and skill-levels in swimming, diving, gymnastics, sports, and tennis.

Provide recreation classes, workshops, and personal training. Parks and Natural Resources

Provide conservation and interpretation programs at Long Branch and Gulf Branch nature centers and Fort C.F. Smith Park (including the rental of the Hendry House) to educate participants about the natural and cultural resources of Arlington.


Personnel decreases due to the transfer of staff to Departmental Management and Leadership as part of a management and accounting shift ($479,782 personnel, 6.0 FTE). In addition, personnel decreases due to the transfer of a position to Program Resources to manage community health programs ($92,077, 1.0 FTE). These decreases are partially offset by the addition of expenses related to increasing capacity in revenue-producing programs ($287,738, 4.41 temporary FTEs), employee step increases, an increase in the County’s cost for employee health insurance, and adjustments to retirement contributions based on current actuarial projections.

Non-personnel decreases due to management accounting change detailed in the previous bullet ($323,409) and due to the removal of one-time funds for Arlington Mill Community Center facility start-up costs ($1,000). This is partially offset by the addition of expenses related to increasing capacity in revenue-producing programs ($279,751) and adjustments to the annual expense for maintenance and replacement of County vehicles ($9,120).

Fee revenue increases due to added capacity in revenue-producing programs ($701,794) with associated expense increases detailed in personnel and non-personnel lines above. This is partially offset by decreases due to an accounting reallocation of revenue formerly directed to administrative overhead ($103,578) and the transfer of a portion of the fee revenue budget, as part of the management accounting change detailed above, to Departmental Management and Leadership ($36,000).

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DEPARTMENT OF PARKS AND RECREATION SUPPLEMENTAL FEES PROGRAM

SUPPLEMENTAL FEES PROGRAM


FY 2013 FY 2014 FY 2015 % Change

Actual Adopted Proposed ‘14 to ‘15Personnel $2,924,916 $2,925,541 $2,761,883 -6%Non-Personnel 1,144,914 1,243,496 1,207,958 -3%Total Expenditures 4,069,830 4,169,037 3,969,841 -5%

Fees 5,039,229 4,917,665 5,479,881 11%Total Revenues 5,039,229 4,917,665 5,479,881 11%

Net Revenue Support ($969,399) ($748,628) ($1,510,040) -102%




FY 2012 Actual

FY 2013 Actual

FY 2014 Estimate

FY 2015 Estimate

Program registrations 33,491 40,840 42,169 42,380 44,000 46,000

Program registrations include Enjoy Arlington classes, summer camp programs, Conservation

and Interpretation programs, Senior Adult classes and trips, preschool, TEAM program, drop in/clinics, after school programs, therapeutic programs, and teen/family programs.

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DEPARTMENT OF PARKS AND RECREATION TEN-YEAR HISTORY

EXPENDITURE, REVENUE, NET TAX SUPPORT AND FULL-TIME EQUIVALENT TRENDS

FY 2006Actual

FY 2007Actual

FY 2008Actual

FY 2009Actual

FY 2010Actual

FY 2011Actual

FY 2012Actual

FY 2013 Actual

FY 2014 Adopted

Budget

FY 2015 Proposed

BudgetEXP (000s) $30,760 $32,147 $33,656 $33,558 $34,712 $34,437 $31,625 $32,469 $35,162 $37,472REV (000s) $4,716 $5,552 $5,798 $6,303 $7,214 $8,422 $7,507 $8,616 $8,349 $9,533NTS (000s) $26,044 $26,595 $27,858 $27,255 $27,498 $26,015 $24,118 $23,853 $26,813 $27,939FTEs 412.4 412.4 409.25 400.50 364.95 355.79 330.97 345.91 365.86 371.22

*Note that in FY 2012, Cultural Affairs, Cultural Affairs’ Supplemental Fee Programs, and Artisphere were transferred to Arlington Economic Development (AED).

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$40,000EXP (000s) REV (000s) NTS (000s) FTEs

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Fiscal Year Description

FTEs

FY 2006 Transfer of 1.0 FTE ($98,738) to Office of Emergency Management. (1.0) Added .1 FTE for Cultural Affairs support to the Rosslyn Business

Improvement District (RBID). 0.1

Decreased 3.0 FTE’s from Parks and Natural Resources following RBID’s decision to contract third party services for the Beautification Program. The offsetting intra-County chargeout decreased ($232,234) total personnel and non-personnel and the reduction of one County vehicle from the fleet.

(3.0)

County Board added 2.3 FTEs to support the expanded Walter Reed recreation center, a total of $107,241 of which $70,000 is one-time equipment funding.

2.3

County Board added 1.0 FTE for expanded maintenance service to Barcroft Park, a total of $109,363 of which $26,700 is one-time start up expense.

1.0

County Board approved $8,000 in additional revenue for additional fees anticipated from the expanded Walter Reed recreation center and eliminated $5,127 Pre-School fees originally proposed as an increase.

Transfer from DHS for Sr. Adult Center transportation ($103,383) and meals program ($86,304).

Increased funding in Arts Grants ($15,000), representing the final increment from the $100,000 request made by the Arts Commission in FY 2002 (total Arts Grant - $220,000).

Increased grant revenues for I-66 Bike Trail maintenance, Gypsy Moth reimbursements and the transfer from DHS to DPRCR, the Senior Adult Center transportation ($16,000) and meals programs ($72,533).

Increase in revenues from overall fee increases in the General Fund and Supplemental Fee Programs.

FY 2007 County Board increased funding in Arts Grants ($60,000) bringing the

total Arts Grant funding to $280,000.

County Board added $7,500 for trash receptacles for Smartscape/Clarendon.

Transfer of lease purchase funding ($87,303) to Non-Departmental. Removed one-time funding added in FY 2006 for Walter Reed ($70,000)

and Barcroft ($26,700).

Added ongoing funding ($60,000) to support the newly expanded Walter Reed recreation center.

FY 2008 The County Board added funds for the following recreational programs:

$18,300 of personnel and $1,700 of non-personnel expenses for the REACH senior program, $14,000 of personnel expenses for the TREK after school program, and $8,000 of non-personnel expenses for the Community Spokes bike shop. This funding offsets the loss of Community Development Block Grant (CDBG) funds.

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FTEs

The County Board added $12,000 of additional non-personnel funds for the Northern Virginia Conservation Trust, $10,000 for the marketing of FitArlington, and $10,000 for the Sister Cities program.

The County Board added a new fee for landscape plan conservation review. Additional revenue ($88,740) from this fee will be used to fund 1.0 FTE and $63,139 in personnel expenses, $23,500 for a vehicle purchase and $2,101 in other non-personnel expenses (operating supplies, wearing apparel, and training).

1.0

Increased temporary staffing for maintenance of Greenbrier Park ($14,800 and 0.45 FTE) and field/park monitoring ($79,298, 2.60 FTEs).

3.05

Eliminated one play camp and one tot camp ($20,000 and 1.20 FTEs) (1.20) Reallocated the Sports Division Chief position to a lower grade position

($65,000).

Eliminated 4.0 FTEs in the Cooperative Extension Program. These positions are not in the County payroll system — salary and benefits paid directly by the State. The County contributes funds for 1/3 of salaries and benefits of the Extension agents through its contractual (non-personnel expenditure) obligation with the State.

(4.0)

Non-personnel expenditures increases include: utility cost ($260,664) based on actual spending and rate adjustments; County vehicle charges ($76,153); contractual rent increases for the Rosslyn Spectrum Theater ($12,267); operation and maintenance costs for Greenbrier, Penrose, and Barcroft Parks ($85,513); site maintenance for the old Signature Theatre building ($10,500); increase to non-personnel expenses in support of the Rosslyn BID ($84,208); increases for the County’s share of four Extension Services agents ($1,604) and Invasive Species Program Coordinator ($13,568); operating expenses for the Supplemental Fees Program to offer additional programs and classes ($156,034), for which expenses will be offset by revenue.

The expenditure increases are partially offset by reductions in private vehicle rentals ($20,000), mowing contracts ($15,000), the removal of one-time FY 2007 grant expenditures ($45,000), and less funding required to support the Senior Adult Center Transportation-SCAT program ($30,000).

Includes the transfer of the HealthSmart Program to the Human Resources Department as an FY 2008 supplemental appropriation.

(2.0)

FY 2009 The County Board eliminated three vacant positions (Tree Maintenance

Worker, Programmer, Recreation Assistant III; 3.0 FTEs, $161,288). (3.0)

The County Board reduced fees associated with hourly swimming pool rental and lane rental ($6,927).

The County Board added one-time funds for arts challenge grants ($25,000) and for arts marketing efforts ($35,000).

There is a service reduction eliminating staff for the lining of athletic fields (2.75 FTEs, $70,000) (Note: $70,000 savings is offset by a one-time $30,000 purchase of equipment for field lining; on-going savings

(2.75)

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FTEs

after FY 2009 is projected

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