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PHED Committee 2 April 172017
MEMORANDUM
April 132017
TO Planning Housing and Economic Development (PHED) Committee
FROM Marlene MichaelSO~nior Legislative Analyst Jacob Sesker Senior Legislative Analyst ti
SUBJECT Maryland-National Capital Park and Planning Commission FY18 Operating Budget Overview and Park Enterprise Advance Land Acquisition Revolving and Property Management Funds
Those expected for this worksession
Casey Anderson Chair Montgomery County Planning Board
Parks Mike Riley Director of Parks John Nissel Deputy Director of Operations Mitra Pedoeem Deputy Director of Administration Shuchi VeramiddotChief Management Services Division Nancy Steen Budget Manager Department of Parks Jai Cole Natural Resources Manager Park Planning amp Stewardship Division
CAS John Kroll M-NCPPC Corporate Budget Manager
This memorandum provides an overview of the Maryland-National Capital Park and Planning Commission (M-NCPPC) fiscal year 2018 (FY18) budget and addresses the Park Enterprise Advance Land Acquisition Revolving and Property Management Funds On April 24 the Committee will continue its discussion of the M-NCPPC budget focusing on the Administration Special Revenues and Internal Service Funds and any follow-up issues from the first meeting Park Police will be considered separately at a joint PHEDlPublic Safety Committee meeting also on April 17 Also on April 17 the Government Operations and Fiscal Policy (GO) Committee will be considering a proposal for a pilot to provide WiFi in County parks
All page references are to the M-NCPPC Fiscal Year 2018 Proposed Annual Budget Committee Members may wish to bring a copy to the meeting The Planning Board Chairs transmittal letter is
on copy 1-9 Relevant pages from the County Executive Recommended FY18 Operating Budget are attached on copy 10-16 M-NCPPC responses to Council Staff questions on the budget are attached at copy 17 to 33
OVERVIEW OF M-NCPPC BUDGET
The budget for the Maryland-National Capital Park and Planning Commission includes tax supported funds self-supporting funds debt service and reserves The tax-supported funds-the Administration Fund and the Parks Fund-represent the lions share of the operating budgets and of this packet The Commissions FY18 budget request is $1701 million excluding the capital projects fund The appropriation required to support the operating budget is $1614 million While this number is up sharply from the FY17 adopted budget the Capital Projects Fund is also down sharply versus FYI7 meaning that the overall change in both sources and uses of funds is modest
In FYI8 total tax-supported operating budget expenditures including park debt service is $1344 million This represents an increase of $89 million (74) versus the adopted FY17 tax supported budget The Executive recommended a smaller increase in FYI8 For the Administration Fund his recommended budget is $284943 below the Commissions request For the Parks Fund his recommended budget is $4268798 below the Commissions request
Total non-tax supported operating budgets are $168 million up $460753 (28) versus FYI7
The table below summarizes the Commissions operating budget appropriation requests (by fund or fund type)
2
l1-NCPPC Budget Request FYI7 FYI8 Rcc Change
Administration Fund $29814202 $30993571 $1179369
Commissioners Office $1193633 $1176198 ($17435)
Planning Department $19555706 $19628945 $73239
Central Administrative Services $7556907 $7925370 $368463
Non-Departmental $1507956 $2263058 $755102
I
Park Fund $95617494 $103273649 $7656155
Park Operations $85776435 $90839427 $5062992
Non-Departmental $4994090 $6923012 $1928922
Debt Service $4846969 $5511210 $664241
II
Grants $550000 $550000 $0
Admin Fund Future Grants $150000 $150000 $0 Park Fund Future Grants $400000 $400000 $0
III
Self-Supporting Funds $10031147 $9297797 ($733350)
Enterprise Fund $8712147 $9297797 $585650
Property Management $1319000 $0 ($1319000)
IV
Advance Land Acguisition Debt Service Fund $77529 $155550 $78021 Debt Service $77529 $155550 $78021
V
Internal Service Funds $7062280 $11460091 $4397811 Risk Management Fund $3235155 $3359940 $124785 Capital Equipment Fund $3827125 $8100151 $4273026
VI
Special Revenue Funds $5751622 $5634625 ($116997) Park Activities $1843500 $1846425 $2925 Planning Activities $3908122 $3788200 ($119922)
Total Operatin Budet Request $148904274 $161365283 $12461009
VII
SPENDING AFFORDABILITY GUIDELINES
The Countys Charter and Code establish a Spending Affordability process that is tied to the approval of the Aggregate Operating Budget The Aggregate Operating Budget (AOB) excludes enterprise funds the Washington Suburban Sanitary Commission tuition and tuition-related charges and specific grants For the purposes of the AOB resolution and the related Spending Affordability process debt service and retiree health pre-funding are accounted for separately from the agency budgets This can create confusion when comparing the Commissions budget the Executives recommended budget and the Councils Spending Affordability Guidelines and annual AOB resolution of approval
3
M-NCPPC Budget Request vs Count~ Executive Recommended Budget
M-NCPPC FYI7 Adopted FYI8 Request FYI8 CE Rec
A Administration Fund $30464202 $31643571
B Park Fund $96367494 $104023649
C=A+B Total $126831696 $135667220
Tax Supported
FY17 Ado~ted FY 18 Pr020sed FY18 CERec
A Administration Fund $30464202 $31643571
D Less Grants ($150000) ($150000)
E Less Transfer to DRSRF ($50000Ql j$5000001
F=A-(D+E) Subtotal Admin Fund $29814202 $30993571 $30708628
FY17 Adegtgted FY18 Proposed FY18 CE Rec
B Parks Fund $96367494 $104023649
G Less Grants ($400000) ($400000)
H Less Transfer to the CIP ($350000) ($350000)
I=B-(G+H) Subtotal Park Fund $95617494 $103273649 $99004851
FY17 Adopted FY 18 Proposed FY18 CE Rec
J=F+I Total Tax Supported $125431696 $134267220 $129713479
K Less Park Debt Service ($4846969) ($5511210) ($5511210)
L=J-K Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
Aggregate Operating Budget FY17 Adopted FY 18 Proposed FY18 CERec
L Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
M Less OPEB Pre-funding ($18276011 j$2050400) ($2050400)
N=L-M Total for SAGAOB $118757126 $126705610 $122151869
For the upcoming budget year the Council approved an FY18 SAG for M-NCPPC of $1208 million up from $1188 million (excluding debt service and retiree health care prefunding) in the approved FY17 Aggregate Operating Budget The Commission request is $1268 million for SAGAPB purposes or $59 million more than the SAG target amount The Executives recommended aggregate operating budget for the agency is $1222 million (ie the recommended tax-supported budget of $1242 million less $2 million for OPEB) The Spending Affordability Guidelines that the Council adopts in February does not place a limit on the amount that the Council can approve in May but rather creates procedural requirements for agencies that submit budgets that exceed the approved SAG amount
4
COMPENSATION
Compensation for all agencies will be considered by the Government Operations and Fiscal Policy (GO) Committee on April 20 so this issue is touched upon only briefly in this memorandum The FY18 budget as submitted by M-NCPPC includes a compensation marker with a compensation increase of $1975067 the specific amount and form will be determined after union negotiations are completed Other major personnel costs also include a small decrease (-$81476) in OPEB Pay-as-you-Go and preshyfunding a slight increase in health insurance costs (+$55763) an increase in pension costs (+$2120050) and a reclassification marker (+$820301) Total compensation changes equal $4889435 For additional details see copy 3
MAJOR CHANGES IN THE FY18 BUDGET
Significant FY18 changes to the M-NCPPC budget are described in the Chairs cover letter (copy 1 to 9) Changes in compensation are summarized above Non-compensation cost changes include an increase to debt service (+$664241) an increase to Parks-National Pollution Discharge Elimination System (+$549349) assorted operating budget impacts (OBI) of capital projects (+$109541) investment in critical needs (+$1612879) and operating budget major known commitments (+$1010079) Total non-compensation changes as compared to the FY17 budget are $39 million or 31
M-NCPPC PARK FUND
The Montgomery County Parks System includes 418 parks with over 36000 acres ofland M-NCPPC has requested FY18 tax-supported funding of $97762439 excluding grants debt service and reserves This represents a $7 million or 77 percent increase from the FY17 approved budget The Executive recommends $93493641 a reduction of $4268798 from the M-NCPPC request
PARK FUND BUDGET HIGHLIGHTS (Millions) FY17 Approved Budget $907
$978FY18 Request FY18 Executive Recommendation $935
$70 $43
Difference between Approved Budget and R~uest Difference between M-NCPPC Request and Executive Recommendation
CHANGES FROM FY17 TO FY18
Page 179 of the budget summarizes the increases proposed for FY18 Since this page includes debt service (unlike the previous chart) it shows a larger difference between the FY18 proposed budget and the FY17 approved budget because debt service will increase Major changes in the budget include the following
5
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
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MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
on copy 1-9 Relevant pages from the County Executive Recommended FY18 Operating Budget are attached on copy 10-16 M-NCPPC responses to Council Staff questions on the budget are attached at copy 17 to 33
OVERVIEW OF M-NCPPC BUDGET
The budget for the Maryland-National Capital Park and Planning Commission includes tax supported funds self-supporting funds debt service and reserves The tax-supported funds-the Administration Fund and the Parks Fund-represent the lions share of the operating budgets and of this packet The Commissions FY18 budget request is $1701 million excluding the capital projects fund The appropriation required to support the operating budget is $1614 million While this number is up sharply from the FY17 adopted budget the Capital Projects Fund is also down sharply versus FYI7 meaning that the overall change in both sources and uses of funds is modest
In FYI8 total tax-supported operating budget expenditures including park debt service is $1344 million This represents an increase of $89 million (74) versus the adopted FY17 tax supported budget The Executive recommended a smaller increase in FYI8 For the Administration Fund his recommended budget is $284943 below the Commissions request For the Parks Fund his recommended budget is $4268798 below the Commissions request
Total non-tax supported operating budgets are $168 million up $460753 (28) versus FYI7
The table below summarizes the Commissions operating budget appropriation requests (by fund or fund type)
2
l1-NCPPC Budget Request FYI7 FYI8 Rcc Change
Administration Fund $29814202 $30993571 $1179369
Commissioners Office $1193633 $1176198 ($17435)
Planning Department $19555706 $19628945 $73239
Central Administrative Services $7556907 $7925370 $368463
Non-Departmental $1507956 $2263058 $755102
I
Park Fund $95617494 $103273649 $7656155
Park Operations $85776435 $90839427 $5062992
Non-Departmental $4994090 $6923012 $1928922
Debt Service $4846969 $5511210 $664241
II
Grants $550000 $550000 $0
Admin Fund Future Grants $150000 $150000 $0 Park Fund Future Grants $400000 $400000 $0
III
Self-Supporting Funds $10031147 $9297797 ($733350)
Enterprise Fund $8712147 $9297797 $585650
Property Management $1319000 $0 ($1319000)
IV
Advance Land Acguisition Debt Service Fund $77529 $155550 $78021 Debt Service $77529 $155550 $78021
V
Internal Service Funds $7062280 $11460091 $4397811 Risk Management Fund $3235155 $3359940 $124785 Capital Equipment Fund $3827125 $8100151 $4273026
VI
Special Revenue Funds $5751622 $5634625 ($116997) Park Activities $1843500 $1846425 $2925 Planning Activities $3908122 $3788200 ($119922)
Total Operatin Budet Request $148904274 $161365283 $12461009
VII
SPENDING AFFORDABILITY GUIDELINES
The Countys Charter and Code establish a Spending Affordability process that is tied to the approval of the Aggregate Operating Budget The Aggregate Operating Budget (AOB) excludes enterprise funds the Washington Suburban Sanitary Commission tuition and tuition-related charges and specific grants For the purposes of the AOB resolution and the related Spending Affordability process debt service and retiree health pre-funding are accounted for separately from the agency budgets This can create confusion when comparing the Commissions budget the Executives recommended budget and the Councils Spending Affordability Guidelines and annual AOB resolution of approval
3
M-NCPPC Budget Request vs Count~ Executive Recommended Budget
M-NCPPC FYI7 Adopted FYI8 Request FYI8 CE Rec
A Administration Fund $30464202 $31643571
B Park Fund $96367494 $104023649
C=A+B Total $126831696 $135667220
Tax Supported
FY17 Ado~ted FY 18 Pr020sed FY18 CERec
A Administration Fund $30464202 $31643571
D Less Grants ($150000) ($150000)
E Less Transfer to DRSRF ($50000Ql j$5000001
F=A-(D+E) Subtotal Admin Fund $29814202 $30993571 $30708628
FY17 Adegtgted FY18 Proposed FY18 CE Rec
B Parks Fund $96367494 $104023649
G Less Grants ($400000) ($400000)
H Less Transfer to the CIP ($350000) ($350000)
I=B-(G+H) Subtotal Park Fund $95617494 $103273649 $99004851
FY17 Adopted FY 18 Proposed FY18 CE Rec
J=F+I Total Tax Supported $125431696 $134267220 $129713479
K Less Park Debt Service ($4846969) ($5511210) ($5511210)
L=J-K Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
Aggregate Operating Budget FY17 Adopted FY 18 Proposed FY18 CERec
L Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
M Less OPEB Pre-funding ($18276011 j$2050400) ($2050400)
N=L-M Total for SAGAOB $118757126 $126705610 $122151869
For the upcoming budget year the Council approved an FY18 SAG for M-NCPPC of $1208 million up from $1188 million (excluding debt service and retiree health care prefunding) in the approved FY17 Aggregate Operating Budget The Commission request is $1268 million for SAGAPB purposes or $59 million more than the SAG target amount The Executives recommended aggregate operating budget for the agency is $1222 million (ie the recommended tax-supported budget of $1242 million less $2 million for OPEB) The Spending Affordability Guidelines that the Council adopts in February does not place a limit on the amount that the Council can approve in May but rather creates procedural requirements for agencies that submit budgets that exceed the approved SAG amount
4
COMPENSATION
Compensation for all agencies will be considered by the Government Operations and Fiscal Policy (GO) Committee on April 20 so this issue is touched upon only briefly in this memorandum The FY18 budget as submitted by M-NCPPC includes a compensation marker with a compensation increase of $1975067 the specific amount and form will be determined after union negotiations are completed Other major personnel costs also include a small decrease (-$81476) in OPEB Pay-as-you-Go and preshyfunding a slight increase in health insurance costs (+$55763) an increase in pension costs (+$2120050) and a reclassification marker (+$820301) Total compensation changes equal $4889435 For additional details see copy 3
MAJOR CHANGES IN THE FY18 BUDGET
Significant FY18 changes to the M-NCPPC budget are described in the Chairs cover letter (copy 1 to 9) Changes in compensation are summarized above Non-compensation cost changes include an increase to debt service (+$664241) an increase to Parks-National Pollution Discharge Elimination System (+$549349) assorted operating budget impacts (OBI) of capital projects (+$109541) investment in critical needs (+$1612879) and operating budget major known commitments (+$1010079) Total non-compensation changes as compared to the FY17 budget are $39 million or 31
M-NCPPC PARK FUND
The Montgomery County Parks System includes 418 parks with over 36000 acres ofland M-NCPPC has requested FY18 tax-supported funding of $97762439 excluding grants debt service and reserves This represents a $7 million or 77 percent increase from the FY17 approved budget The Executive recommends $93493641 a reduction of $4268798 from the M-NCPPC request
PARK FUND BUDGET HIGHLIGHTS (Millions) FY17 Approved Budget $907
$978FY18 Request FY18 Executive Recommendation $935
$70 $43
Difference between Approved Budget and R~uest Difference between M-NCPPC Request and Executive Recommendation
CHANGES FROM FY17 TO FY18
Page 179 of the budget summarizes the increases proposed for FY18 Since this page includes debt service (unlike the previous chart) it shows a larger difference between the FY18 proposed budget and the FY17 approved budget because debt service will increase Major changes in the budget include the following
5
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
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Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
l1-NCPPC Budget Request FYI7 FYI8 Rcc Change
Administration Fund $29814202 $30993571 $1179369
Commissioners Office $1193633 $1176198 ($17435)
Planning Department $19555706 $19628945 $73239
Central Administrative Services $7556907 $7925370 $368463
Non-Departmental $1507956 $2263058 $755102
I
Park Fund $95617494 $103273649 $7656155
Park Operations $85776435 $90839427 $5062992
Non-Departmental $4994090 $6923012 $1928922
Debt Service $4846969 $5511210 $664241
II
Grants $550000 $550000 $0
Admin Fund Future Grants $150000 $150000 $0 Park Fund Future Grants $400000 $400000 $0
III
Self-Supporting Funds $10031147 $9297797 ($733350)
Enterprise Fund $8712147 $9297797 $585650
Property Management $1319000 $0 ($1319000)
IV
Advance Land Acguisition Debt Service Fund $77529 $155550 $78021 Debt Service $77529 $155550 $78021
V
Internal Service Funds $7062280 $11460091 $4397811 Risk Management Fund $3235155 $3359940 $124785 Capital Equipment Fund $3827125 $8100151 $4273026
VI
Special Revenue Funds $5751622 $5634625 ($116997) Park Activities $1843500 $1846425 $2925 Planning Activities $3908122 $3788200 ($119922)
Total Operatin Budet Request $148904274 $161365283 $12461009
VII
SPENDING AFFORDABILITY GUIDELINES
The Countys Charter and Code establish a Spending Affordability process that is tied to the approval of the Aggregate Operating Budget The Aggregate Operating Budget (AOB) excludes enterprise funds the Washington Suburban Sanitary Commission tuition and tuition-related charges and specific grants For the purposes of the AOB resolution and the related Spending Affordability process debt service and retiree health pre-funding are accounted for separately from the agency budgets This can create confusion when comparing the Commissions budget the Executives recommended budget and the Councils Spending Affordability Guidelines and annual AOB resolution of approval
3
M-NCPPC Budget Request vs Count~ Executive Recommended Budget
M-NCPPC FYI7 Adopted FYI8 Request FYI8 CE Rec
A Administration Fund $30464202 $31643571
B Park Fund $96367494 $104023649
C=A+B Total $126831696 $135667220
Tax Supported
FY17 Ado~ted FY 18 Pr020sed FY18 CERec
A Administration Fund $30464202 $31643571
D Less Grants ($150000) ($150000)
E Less Transfer to DRSRF ($50000Ql j$5000001
F=A-(D+E) Subtotal Admin Fund $29814202 $30993571 $30708628
FY17 Adegtgted FY18 Proposed FY18 CE Rec
B Parks Fund $96367494 $104023649
G Less Grants ($400000) ($400000)
H Less Transfer to the CIP ($350000) ($350000)
I=B-(G+H) Subtotal Park Fund $95617494 $103273649 $99004851
FY17 Adopted FY 18 Proposed FY18 CE Rec
J=F+I Total Tax Supported $125431696 $134267220 $129713479
K Less Park Debt Service ($4846969) ($5511210) ($5511210)
L=J-K Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
Aggregate Operating Budget FY17 Adopted FY 18 Proposed FY18 CERec
L Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
M Less OPEB Pre-funding ($18276011 j$2050400) ($2050400)
N=L-M Total for SAGAOB $118757126 $126705610 $122151869
For the upcoming budget year the Council approved an FY18 SAG for M-NCPPC of $1208 million up from $1188 million (excluding debt service and retiree health care prefunding) in the approved FY17 Aggregate Operating Budget The Commission request is $1268 million for SAGAPB purposes or $59 million more than the SAG target amount The Executives recommended aggregate operating budget for the agency is $1222 million (ie the recommended tax-supported budget of $1242 million less $2 million for OPEB) The Spending Affordability Guidelines that the Council adopts in February does not place a limit on the amount that the Council can approve in May but rather creates procedural requirements for agencies that submit budgets that exceed the approved SAG amount
4
COMPENSATION
Compensation for all agencies will be considered by the Government Operations and Fiscal Policy (GO) Committee on April 20 so this issue is touched upon only briefly in this memorandum The FY18 budget as submitted by M-NCPPC includes a compensation marker with a compensation increase of $1975067 the specific amount and form will be determined after union negotiations are completed Other major personnel costs also include a small decrease (-$81476) in OPEB Pay-as-you-Go and preshyfunding a slight increase in health insurance costs (+$55763) an increase in pension costs (+$2120050) and a reclassification marker (+$820301) Total compensation changes equal $4889435 For additional details see copy 3
MAJOR CHANGES IN THE FY18 BUDGET
Significant FY18 changes to the M-NCPPC budget are described in the Chairs cover letter (copy 1 to 9) Changes in compensation are summarized above Non-compensation cost changes include an increase to debt service (+$664241) an increase to Parks-National Pollution Discharge Elimination System (+$549349) assorted operating budget impacts (OBI) of capital projects (+$109541) investment in critical needs (+$1612879) and operating budget major known commitments (+$1010079) Total non-compensation changes as compared to the FY17 budget are $39 million or 31
M-NCPPC PARK FUND
The Montgomery County Parks System includes 418 parks with over 36000 acres ofland M-NCPPC has requested FY18 tax-supported funding of $97762439 excluding grants debt service and reserves This represents a $7 million or 77 percent increase from the FY17 approved budget The Executive recommends $93493641 a reduction of $4268798 from the M-NCPPC request
PARK FUND BUDGET HIGHLIGHTS (Millions) FY17 Approved Budget $907
$978FY18 Request FY18 Executive Recommendation $935
$70 $43
Difference between Approved Budget and R~uest Difference between M-NCPPC Request and Executive Recommendation
CHANGES FROM FY17 TO FY18
Page 179 of the budget summarizes the increases proposed for FY18 Since this page includes debt service (unlike the previous chart) it shows a larger difference between the FY18 proposed budget and the FY17 approved budget because debt service will increase Major changes in the budget include the following
5
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
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Planning Department
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Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
M-NCPPC Budget Request vs Count~ Executive Recommended Budget
M-NCPPC FYI7 Adopted FYI8 Request FYI8 CE Rec
A Administration Fund $30464202 $31643571
B Park Fund $96367494 $104023649
C=A+B Total $126831696 $135667220
Tax Supported
FY17 Ado~ted FY 18 Pr020sed FY18 CERec
A Administration Fund $30464202 $31643571
D Less Grants ($150000) ($150000)
E Less Transfer to DRSRF ($50000Ql j$5000001
F=A-(D+E) Subtotal Admin Fund $29814202 $30993571 $30708628
FY17 Adegtgted FY18 Proposed FY18 CE Rec
B Parks Fund $96367494 $104023649
G Less Grants ($400000) ($400000)
H Less Transfer to the CIP ($350000) ($350000)
I=B-(G+H) Subtotal Park Fund $95617494 $103273649 $99004851
FY17 Adopted FY 18 Proposed FY18 CE Rec
J=F+I Total Tax Supported $125431696 $134267220 $129713479
K Less Park Debt Service ($4846969) ($5511210) ($5511210)
L=J-K Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
Aggregate Operating Budget FY17 Adopted FY 18 Proposed FY18 CERec
L Tax Supported (exc1 Debt Service) $120584727 $128756010 $124202269
M Less OPEB Pre-funding ($18276011 j$2050400) ($2050400)
N=L-M Total for SAGAOB $118757126 $126705610 $122151869
For the upcoming budget year the Council approved an FY18 SAG for M-NCPPC of $1208 million up from $1188 million (excluding debt service and retiree health care prefunding) in the approved FY17 Aggregate Operating Budget The Commission request is $1268 million for SAGAPB purposes or $59 million more than the SAG target amount The Executives recommended aggregate operating budget for the agency is $1222 million (ie the recommended tax-supported budget of $1242 million less $2 million for OPEB) The Spending Affordability Guidelines that the Council adopts in February does not place a limit on the amount that the Council can approve in May but rather creates procedural requirements for agencies that submit budgets that exceed the approved SAG amount
4
COMPENSATION
Compensation for all agencies will be considered by the Government Operations and Fiscal Policy (GO) Committee on April 20 so this issue is touched upon only briefly in this memorandum The FY18 budget as submitted by M-NCPPC includes a compensation marker with a compensation increase of $1975067 the specific amount and form will be determined after union negotiations are completed Other major personnel costs also include a small decrease (-$81476) in OPEB Pay-as-you-Go and preshyfunding a slight increase in health insurance costs (+$55763) an increase in pension costs (+$2120050) and a reclassification marker (+$820301) Total compensation changes equal $4889435 For additional details see copy 3
MAJOR CHANGES IN THE FY18 BUDGET
Significant FY18 changes to the M-NCPPC budget are described in the Chairs cover letter (copy 1 to 9) Changes in compensation are summarized above Non-compensation cost changes include an increase to debt service (+$664241) an increase to Parks-National Pollution Discharge Elimination System (+$549349) assorted operating budget impacts (OBI) of capital projects (+$109541) investment in critical needs (+$1612879) and operating budget major known commitments (+$1010079) Total non-compensation changes as compared to the FY17 budget are $39 million or 31
M-NCPPC PARK FUND
The Montgomery County Parks System includes 418 parks with over 36000 acres ofland M-NCPPC has requested FY18 tax-supported funding of $97762439 excluding grants debt service and reserves This represents a $7 million or 77 percent increase from the FY17 approved budget The Executive recommends $93493641 a reduction of $4268798 from the M-NCPPC request
PARK FUND BUDGET HIGHLIGHTS (Millions) FY17 Approved Budget $907
$978FY18 Request FY18 Executive Recommendation $935
$70 $43
Difference between Approved Budget and R~uest Difference between M-NCPPC Request and Executive Recommendation
CHANGES FROM FY17 TO FY18
Page 179 of the budget summarizes the increases proposed for FY18 Since this page includes debt service (unlike the previous chart) it shows a larger difference between the FY18 proposed budget and the FY17 approved budget because debt service will increase Major changes in the budget include the following
5
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
COMPENSATION
Compensation for all agencies will be considered by the Government Operations and Fiscal Policy (GO) Committee on April 20 so this issue is touched upon only briefly in this memorandum The FY18 budget as submitted by M-NCPPC includes a compensation marker with a compensation increase of $1975067 the specific amount and form will be determined after union negotiations are completed Other major personnel costs also include a small decrease (-$81476) in OPEB Pay-as-you-Go and preshyfunding a slight increase in health insurance costs (+$55763) an increase in pension costs (+$2120050) and a reclassification marker (+$820301) Total compensation changes equal $4889435 For additional details see copy 3
MAJOR CHANGES IN THE FY18 BUDGET
Significant FY18 changes to the M-NCPPC budget are described in the Chairs cover letter (copy 1 to 9) Changes in compensation are summarized above Non-compensation cost changes include an increase to debt service (+$664241) an increase to Parks-National Pollution Discharge Elimination System (+$549349) assorted operating budget impacts (OBI) of capital projects (+$109541) investment in critical needs (+$1612879) and operating budget major known commitments (+$1010079) Total non-compensation changes as compared to the FY17 budget are $39 million or 31
M-NCPPC PARK FUND
The Montgomery County Parks System includes 418 parks with over 36000 acres ofland M-NCPPC has requested FY18 tax-supported funding of $97762439 excluding grants debt service and reserves This represents a $7 million or 77 percent increase from the FY17 approved budget The Executive recommends $93493641 a reduction of $4268798 from the M-NCPPC request
PARK FUND BUDGET HIGHLIGHTS (Millions) FY17 Approved Budget $907
$978FY18 Request FY18 Executive Recommendation $935
$70 $43
Difference between Approved Budget and R~uest Difference between M-NCPPC Request and Executive Recommendation
CHANGES FROM FY17 TO FY18
Page 179 of the budget summarizes the increases proposed for FY18 Since this page includes debt service (unlike the previous chart) it shows a larger difference between the FY18 proposed budget and the FY17 approved budget because debt service will increase Major changes in the budget include the following
5
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
Compensation Adjustments (Sal~ and Benefit~ $3492425 Known Operating Commitments $1545438 New Initiatives $1404616 NPDES (Water Quality Protection Fund) $586223 Debt Service $664241 Other Post-Employment Benefits (PA YGO and Pre-funding)
($36788)
TOTAL INCREASES $7656155
Compensation and Benefits will be addressed by the GO Committee and are not discussed here The remaining significant changes are summarized below
Operating Budget Impact of New Parks
Operating Budget Impact (OBI) is the costs associated with operating maintaining and policing new and expanded parks In FYI8 the Department of Parks is requesting $109541 in additional funding for OBI The personnel increases include 19 WY seasonal staff and no full-time WY s
NPDES Mandate
For FYI8 the Department of Parks is requesting an increase of $586223 to its funding for National Pollution Discharge Elimination System (NPDES) bringing the total funding to $3403636 The funding includes $379466 in personnel that is for compensation increases for existing positions under NPDES (283 workyears) and the addition of three full-time career positions (30 WY) to address deficiencies that remain in the Post Construction Storm water Management measure which deals primarily with the retrofit repair and maintenance of stormwater facilities on M-NCPPC parkland For the second year the Department requests the conversion of a term contract position into one full-time career position this year for wildlife management Also included are supplies and materials of $46757 and one-time capital equipment funding of $160000 for two vehicles (for new positions) and a minishyexcavator NPDES costs are usually funded by the Water Quality Protection Fund The Executives budget presents conflicting information as to whether this requested increase in the Water Quality Protection Fund is supported On pages 12-4 (copy 34) and 73-17 (copy 35) of the Executiveshyrecommended budget it is included in the Intergovernmental Revenue for the Park Fund However on page 63-3 (copy 36) the increase to M-NCPPC is shown as $160000 The Committee may want to discuss this with Office ofManagement and Budget (OMB) staff
Known Operating Commitments
The Known Operating Commitments include cost increases such as contractual obligations for known increases based on the consumer price index ($235150) increases associated with legislated minimum wage increases ($32794) increases in telecommunications costs and utilities ($77495) and inflationary increases for supplies and materials ($159204) The Department is reducing costs associated with the one-time FY17 funding for the purchase of body-worn cameras for Park Police ($132000) The debt service on the Internal Service Capital Equipment Fund increases by $617500 based on proposed spending for Information Technology upgrades and vehicle and equipment purchases
6
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
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os ~ D
Z ashyir I n III CI at III ~ D
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Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
New Initiatives Addressing Deficiencies and Emerging Trends
The FY18 proposed budget includes $1404616 to address what the Department has identified as deficiencies in the work program as well as emerging trends aimed at meeting the needs of the future Included in the funding are new positions listed below The need for each of these requests is described on copy 21-22 Most of these new positions are associated with an improved or enhanced level of service or a new program (some required by legislative or court mandate) rather than a maintenance of existing levels of service Where there is existing staff already performing the function Staff has provided this information in parenthesis
bull 30 seasonal WYs and supplies funding to provide activities and programs that will increase daily use of urban parks
bull 30 seasonal WYs to restore the Departmental internship program bull 1 full-time career position (converted from a term contract position) for a natural resource
specialist to map and update trails data in GIS and on the Department web page bull 2 full-time career staff and 15 seasonal WYs as well as supplies and materials funding for the
creation of a new trails crew to convert unsanctioned trails to sanctioned trails (existing 4 WY s and 15 seasonal WYs)
bull 4 dedicated full-time career staff and supplies and materials funding for a ballfield crew to focus on enhancing and renovating ballfields to provide improved maintenance and quality of turf in local park sites throughout the County (existing 3 dedicated staff plus staff from the Northern and Southern Parks Divisions who perform general park maintenance such as mowing)
bull I full-time career position that is funded as a 5050 split with the Capital Improvements Program (CIP) for a quality assurance officer to support and monitor the design and construction phases of CIP projects
bull 1 full-time career position converting from a part-time career for managing the Weed Warrior Program
bull 2 full-time career positions and supplies and services funding to provide control of non-native invasive plants meadow management and reforestation area maintenance (existing 3 WYs)
bull I dedicated full-time career position split 30170 with the CIP to assist in tracking and reviewing active Americans with Disabilities Act (ADA) projects within the elP and maintenance program and also tracking and updating the status of amenities in the Enterprise Asset Management (EAM) system (existing 3 ADA staff) and
bull 1 full-time career position funded through the Enterprise Fund with part of the cost as a charge back to the Park Fund for a Program Access Outreach Specialist to coordinate inclusion services training and outreach for the Department (existing 2 WY s outreach staff)
Given the Countys fiscal constraints Staff is concerned about the ongoing growth in park staffing and whether the County has the ability to enhance services (even where required by legislation or court mandates) without making offsetting reductions in staffing elsewhere
Additional new positions fully funded by the Enterprise Fund are described under the section of this memorandum addressing the Enterprise Fund below
7
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
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Planning Department
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Maryland-National Capital Park and Planning Commission
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Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
COSTS BY DIVISION
After a few years of presenting a program-based budget the Department reverted to presenting cost by Division six years ago Previously the Department indicated they would reconsider this decision once the new Enterprise Resource Planning (ERP) system was operational and they had a full year of data from the new system
Without a program budget the Council is forced to assess costs based on allocations to relatively large divisions and the incremental changes made this year Information presented in this form makes it difficult for the Council to directly assess the impact of increases or decreases in funding on programs
The Division allocation appears below (from pages 248-253 of their budget) In total they are requesting $79 million (79 percent increase) in additional funding and 237 additional workyears (33 percent increase)
8
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
FY17 AND FY18 PARK FUND BUDGET
Approved FY17 FYl8 Request
Change from
FYI7 to FYI8
Change fromFY17 to
FYI 8 Director ofParks ($) $ 1540997 $ 1691035 $ 150038 97
workyears 1270 1280 01 08
Public Aifuirs and Community Partnerships ($) $ 2699010 $2906278 $ 207268 77
workyears 229 237 08 35
Management Services ($) $ 1752965 $ 1884536 $ 131571 75
workyears 1290 1390 1 78
Infunnation Technology and Innovation ($) $ 2345089 $2319436 $ (25653) -11
workyears 87 86 -01 -11
Park Plannit1g and Stewardship ($) $ 4729310 $ 5186457 $ 457147 97
workyears 4270 4730 46 108
Park Development ($) $ 3242259 $ 3395134 $ 152875 47
workyears 2510 2580 07 28
Park Police ($) $ 14160643 $ 14699032 $ 538389 38
workyears 11160 11220 06 05
Horticulture Forestry and Environmental Education ($) $ 9133771 $ 9851020 $ 717249 79
workyears 9240 9720 48 52
Facilities Management ($) $ 11844367 $ 12270870 $ 426503 36 workyears 9830 9860 030 03
Northern Region ($) $ 10238687 $ 10540405 $ 301718 29 workyears 11900 12180 28 24
Southern Regiln ($) $ 13137439 $ 13966954 $ 829515 63 workyears 15870 16330 46 29
Support Services ($) $ 10951898 $ 12128270 $1176372 107 workyears 260 610 35 1346
Non-Departmental (compensation and OPEB) $4994090 $6923012 $1928922 386 Grants $400000 $400000 $0 00 Capital Projects Fmds $350000 $350000 $0 00 Debt Service $4846969 $5511210 $664241 137 Budgetary Reserve (at 3) $2735100 $2944900 $209800 77
Fund Total ($) $99102594 $106--968549 $7865955 79 Fund Total - workyears 70760 73130 2370 33
9
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
IMPROVING OPERATIONS
Each year Staff asks the Department to describe their efforts to increase efficiency over the prior year and also to indicate what actions they have taken to implement the recommendations of their strategic planning effort - Vision 2030 Attached on copy 23-24 are their responses to these questions In summary they have increased their use of technology in the field have developed more efficient inspection routes are using more efficient equipment and finding ways to share equipment are better managing inventories are reusing trees that are taken down and landscaping debris and are employing environmental measures that decrease pesticide and herbicide use and reduce energy consumption Staff believes that the Department should be commended on these impressive initiatives
REDUCTIONS TO MEET THE EXECUTIVE-RECOMMENDED FUNDING LEVEL
The Department of Parks would need to reduce their proposed budget by $43 million to achieve the Executive-recommended level of funding In addition to eliminating the new initiatives this level of reductions would not enable them to maintain the FYI7 level of services or fully fund the known operating commitments listed above Staff asked the Department to indicate what reductions they would make to reach the Executive-recommended funding level They have identified the following reductions grouped in two tiers Tier 1 items they believe are essential needs that are the highest priority for funding Tier 2 items are the lower priorities Through belt-tightening they believe they can address all Tier 2 items and are only requesting that Tier 1 items be restored Additional detail on each ofthese reductions and their impact are provided on copy 20-22
Tier 1 - Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier I-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability ofba1lfields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier I-d OBI (Operating Budget Impact) - Operating and maintaining new and expanded parks
109541
Tier 1-e Contractual increases - sustaining the Departments contractual agreements 235150
Tier 1-f Int1ationary Increases associated with supplies and materials utilities and maintenance equipment
236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h Quality Assurance Officer - Oversee design and construction phases of new projects to ensure safety and design compliance
50292 10 05
Tier 1-i Cultivating the Next Generation ofPark Leaders and Workers - internship program
75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k Resource Analyst - overseeing new project reviews to improve water quality
100583 10 10
Tierl-l Program Access Outreach Specialist - Assisting with ADA compliance for park faciIities and programs
81329 09
SUBTOTAL TIER 1 - Departmental Priority to go on Reconciliation List 1892783 90 164
10
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier2-a NNIIMeadowslRefurestation Maintenance 193806 20 20 Tier2-b StorrnwaterlBioretention Management - vehicles 100000 Tier 2-c Vohmteer Coordinator Assistant 81112 10 10 Tier 2-d Delay hiring ofessential needs positions 191454 Tier2-e Debt Service on Capital Equipment ISF - delaying financing 513000 Tier 2-f Risk Management Chargeback 100000 Tier2-g Chargeback fur CIO AllocationiCWIT 56096 Tier2-h Prepay FY18 Non-personnel items with savings from FY17 697246 Tier2-i Purchase ofSpecialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay fimding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part ofthe funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
While Staff believes that the Tier 1 non-recommended reductions are worthy endeavors most represent enhancements in service rather than expenditures necessary to retain the existing level of service The Committee will have to determine whether these enhancements are justified in the context of other tradeoffs that will need to be made during the Councils review of the budget Staff believes Tier I items should be added to the reconciliation list for consideration among other priorities
Staff recommends that the Committee discuss the recommended increase in funding for the maintenance of park ballfields ($625463) The Council had previously expressed an interest in ensuring that park and school fields have comparable maintenance (although there would be different tiers of maintenance within each agency---eg recreational park fields would be maintained at a different level than local park fields and high school fields would be maintained at a different level than elementary school fields) The proposed funding in the FY18 budget would increase the quality of maintenance at school fields while there are still numerous school fields that are not being maintained at anything more than the bare minimum necessary to avoid significant safety hazards
THE PROPERTY MANAGEMENT FUND
The Property Management Fund provides for the oversight management maintenance administration and leasing of parkland and facilities located on parkland (see fiscal summary on page 42 and discussion on pages 245-246) In FY18 rental revenue is proposed to decrease by $7900 or 06 percent due to the end of a parking lease and increase in property vacancies related to historic status Personnel costs will increase by $9778 for compensation increases while supplies and materials will decrease by $15878 due to reductions in contractual maintenance and property services associated with vacant properties
11
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
The funding request is as follows
FYI7 and FYI8 PROPERTY MANAGEMENT FUND FY17 Budgeted (Revenues and Expenditures
$1319000
FY18 Request (Revenues and Expenditures)
$1311100
Change from FY17
to FY18
Change from FY17 to
FY18 $7900 -06
7WY 7WY OWY 0 Note Workyears include chargebacks
THE ENTERPRISE FUND
The Enterprise Fund accounts for various park facilities and services that are entirely or predominantly supported by user fees (See pages 255-277 for a discussion of the Enterprise Fund) Recreational activities include ice rinks indoor tennis event centers boating and camping programs Operating profits are reinvested in new or existing enterprise facilities through the Capital Improvements Program The FY18 budget projects overall Fund revenue over expenditures of over $14 million (see page 48 in the budget) allowing it to allocate $1050000 for transfers to capital improvements and still have over $800000 in net revenues
The proposed expenditures for the Enterprise Fund for FY 18 are as follows
FY17 and FY18 ENTERPRISE FUND EXPENDITURES (after $1300000 transfer out in FY17 and $1050000 in FYI8)
FY17 Budget
FY18 Request
Change from FY17 to FY18
Change from FY17 to FY18
$10012147 $10347797 $335650 34 1193 WY 1267 74 62
Revenues and Losses by Activity
The following chart indicates whether each of the Enterprise Fund activities has generated or is expected to generate a positive return in years The net revenues for ice rinks event centers and park facilities all are calculated after a transfer to the Capital Improvement Program (CIP) (Net revenues prior to the transfer are significantly higher as shown in the last line of the chart below) In FYI8 all Enterprise Fund activities except the Event Centers are expected to operate with net revenues prior to transfers to the CIP Although Ice Rinks are shown below as having negative net revenues there will be a $900000 transfer to the CIP for Ice Rinks improvements
12
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
ENTERPRISE FUND OVER(UNDER EXPENDITURES
Actual FY16
Budgeted FY17
Estimate FY17
Proposed FY18
Change Budget 17 to Proposed 18
GOLF COURSES ($186709) $24000 $53932 $15000 -375
ICE RINKS ($111666) $926374 $803325 ($413047) -1446
INDOOR TENNIS $344908 $406705 $409672 $424365 43
EVENT CENTERS ($105105) ($62762) ($54393) ($14548) 768
PARK FACILITIES $774637 ($625282) $480644 $356414 1570 TOTAL (including transfers to CIP) $716065 $669035 $1693180 $368184 -450 Transfers ($900000 for ice rinks $150000 for Park Facilities in FYI8) $800000 $1300000 $0 $1050000 -192
TOTAL (before transfers to CIP) $1516065 $1969035 $1693180 $1418184 -280
Golf - Golf courses are operated by the Montgomery County Revenue Authority (MCRA) Under the terms of their lease the MCRA is required to make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold of $51 million for the three courses FY17 is the fourth year they have exceeded the threshold and will be paying approximately $53932 to the Commission The budget for FY18 was prepared before they knew what the rent payment was and appears to underestimate the likely amount and overall net revenue for the Enterprise fund Since the Enterprise Fund is self-sustaining this does not impact the allocation of County tax dollars
Ice Rinks - In FY18 M-NCPPC proposes to install a new refrigeration system for the NHL and Studio Rinks and replace the rink floors This will require a $900000 capital expenditure and loss of revenue for the 25 months the rinks must close for the installations With these costs the rinks will lose $413047 in FY18 after making over $800000 in FY17 (From year to year the revenues of one activity subsidize the losses and capital expenditures of other activities)
Indoor Tennis - Increases in contracts rentals and bookings are projected to result in a a $60196 increase in revenues in FY18 and a 43 increase in net revenues to $424365
Event Center revenues are projected to decrease by $150000 in FY18 or 19 Bookings at Woodlawn Manor have been limited due to increased programming at the Woodlawn Visitors Center Museum and Underground Railroad ($98000 decrease) and new rental restrictions at Rockwood Manor to address community concerns has led to a $40000 decrease in rental revenue
Park Facilities are anticipated to generate over $350000 in net revenue after $150000 in capital expenditures at Little Bennett Campgrounds related to ADA improvements and improvements in the grinder pump and amenities M-NCPPC decided not to move ahead with the significant CIP improvements planned in FY17 due to staff availability in Park Development and Facilities Management to implement the projects
Administration is funded via chargebacks to the other Enterprise activities In FY18 Administration costs are proposed to increase by 35 percent The budget proposes a new full-time position for a
13
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
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The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
Program Access Outreach Specialist to provide support by leading efforts in training awareness programs and public outreach Overall workyears decrease from 208 to 158 due to a reduction in seasonalintermittent workyears
THE ADVANCE LAND ACQUISITION REVOLVING FUND (ALARF)
The Advance Land Acquisition Revolving Fund (ALARF) is used to acquire land needed for public purposes including parks roads school sites and other public uses (See pages 300-306 for the discussion of the Advance Land Acquisition Revolving Fund) There is an ALARF project description form (PDF) in the CIP but ALARF is also shown in the operating budget because it is a revolving fund and repayments to the fund need to be held as an operating budget account
The intent is for the agency or department that ultimately builds the project to repay ALARF repayment has not consistently occurred in the past Although the fund is a revolving fund there is frequently a lengthy lapse in time before it is refunded and in some cases repayment does not occur M-NCPPC held on to many millions of dollars in real estate for many years for the Inter-County Connector (ICC) and was ultimately repaid by the State To provide the appropriation authority the budget assumes that the entire fund balance will be spent in FY18 Council approval is still required for each ALARF purchase
Whenever the fund drops inappropriately low M-NCPPC issues new bonds to restore the balance For FY18 they recommend total expenditures of $1950000 in the Debt Service Fund an increase of $76253 or 45 percent and recommend total expenditures in the Revolving Fund of $2854136 or 73 percent less than FY17 Each year the Budget assumes that the total balance in the Revolving Fund will be spent which is rarely the case
frnichaelsonbudget - pamppoperating budgetlty17160418cpdoc
14
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
MONTGOMERY COUNTY PLANNING BOARD THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE OF HiE CrLmiddotUR
January 132017
The Honorable Isiah Leggett The Honorable Roger Berliner Montgomery County Executive President Montgomery County Council Executive Office Building Stella B Werner Council Office Building 101 Monroe Street 100 Maryland Avenue Rockville MD 20850 Rockville MD 20850
Dear Mr Leggett and Mr Berliner
Pursuant to sect18-1 04 of the Land Use Article of the Annotated Code of Maryland the Montgomery County Planning Board is pleased to transmit the FY18 Proposed Budget for the operations of the Maryland-National Capital Park and Plann ing Commission in Montgomery County This comprehensive document is presented at the budget appropriate departmental and divisional levels including lists of the programs and services provided by each division
Only after the proposed budget had been completed and submitted for Commission approval did we become aware of the budget direction provided to the Countys internal departments and agencies Our budget development and submission calendar did not allow for consideration ofthis information and therefore this document is submitted as proposed
Although we have proposed increases where needed to address critical needs we fully understand the ongoing economic challenges and will work with the Council and Executive to incorporate adjustments as needed
On-going Service Provision
The Commissions primary mission remains unchanged providing clean and safe parks and delivering a timely comprehensive development review program key master plans and other critical planning programs which drive economic development It is our goal to continue to give our customersresidents excellent service We are proud to have been awarded the National Gold Medal Award for excellence in Parks and Recreation Management in 2015 This is the sixth time we have been so recognized by the American Academy for Park and Recreation Administration in partnership with the National Recreation and Park Association
Cognizant of the limited resources available we will continue to work with the County to reach an appropriate balance with service delivery demands The FY18 Proposed Budget focuses on maintaining service levels responding to federalstatelocal mandates and addressing a limited number of critical needs The FY18 Proposed Budget includes increases related to necessary planning studies legislative mandates (which include a phased in increase of the minimum wage) and operating costs of new parks
The FY18 proposed tax-supported operating budgefis $1376 million This is $89 million more than the FY17 adopted budget a 69 percent change reflecting the critical needs requests The total
8787 Georgia Avenue Silver Spring Maryland 20910 Phone 3014954605 Fax 3014951320 vwwmoDtgsmcrTilDrnngbodrcic[g E-hil mcp-chairnlncppc-morg
(I)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
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os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
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Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 2
proposed budget including Enterprise operations Property Management Park Debt Service and Special Revenue funds is $1604 million an increase of$98 million or 65 percent from the FY17 adopted budget
Summary of FY18 Proposed Operating Budget Expenditures (net reserves ALARF Internal Service Funds and CaEital Projects Funds)
FY17 FY18 $ Adopted Proposed Change Change
Montgomery Funds
Administration (1) $ 30464202 $ 31643571 $ 1179369 39
Park (2) 96367494 104023649 7656155 79
ALA Debt 1865573 1950000 84427 45
Subtotal Tax Supported 128697269 137617220 8919951 69
Enterprise (3) 10012147 10347797 335650 34
Property Management 1319000 1311100 (7900) -06
Special Revenue 5751622 5634625 (116997) -20
Park Debt 4846969 5511210 664241 137
Total Montgomery $150627007 $160421952 $ 9794945 65
(1) Includes transfer to Special Revenue
(2) Includes transfer to Park Debt Service and Capital Projects
(3) Includes transfer to Capital Projects
Although fiscal challenges remain at all levels of government induding the Commission there are several positive indicators For FY18 assessable base is projected to grow at a rate of about 426
percent The Economic and Revenue Update from the Montgomery County Department of Finance released in December 2016 shows a drop in unemployment from 40 percent in October 2015 to 34 percent in October 2016 an increase in resident employment and an estimated 46 percent increase in wage and salary income for 2016 This follows an increase of 48 percent in 2015 and a 64 percent increase in existing home sales after increasing 111 percent in 2015
These positive indicators are welcome after the declines experienced in recent years but at the same time do not mean that the Commission is relieved of fiscal stress Costs continue to grow at higher rates than the revenues that support them Secondly National Pollutant Discharge Elimination System (NPDES) and American with Disabilities Act (ADA) mandates and Operating Budget Impacts (OBI) from previously approved CIP projects impact the base budget Maintenance needs are more expensive to address the longer they are deferred With property tax revenue making up more than 94 percent of operating revenues growth although modest means the Commission must manage its resources carefully to sustain a stable financial position
The following table begins with our FYi adopted budget total and adds each of the elements that make up the proposed General Fund increase totaling 70 percent
iif)
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
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Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
The Honorable lsiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 3
M-NCPPC Summary ofFY18 Proposed Budget Major Changes
Montgomery County General Fund Accounts Administration and Park Funds (excludes property management and reserves)
BudgetAmount Change
FY 17 Adopted Budget $ 126831696
FY18 Major Changes- increase (decrease)
Major Per~Qnnel Cost Changes OPEB Paygo and prefunding (81746)
Health Insurance 55763 Pension (ERS) 2120050
Employee Compensation Marker 1975067 Reclassification Marker 820301
--------~~~=-
Subtotal Major Personnel Changes 4889435 39 Major Non-Personnel Cost Changes
Debt Service 664241 Park- NPDES 549349
OBr 109541 Investment in Critical Needs 1612879
Operating Major Known Commitments ___--=1O10--O7c9_____ Subtotal FY18 Major NonPersonnel Changes 3946089 31
Total Dollar Change for Major Changes ====8=8=3=5=5=2=4= 70
TOTAL FY1B Proposed Budget ===$==1=3=-5=6=6=7=2=2=0==
OVERVIEW OF BUDGET DEVELOPMENT AND ASSUMPTIONS
The Commission is putting forth a budget for FY18 that includes increases for major known commitments and investments in critical needs and seeks to continue to rebuild service levels
The Proposed Budget includes the following major known commitments for personnel costs in FY18
bull Medical insurance and benefit costs bull Full funding of OPEB PayGo and Pre-Funding as determined by the actuarial study bull Full funding of pension contribution as determined by the actuarial study and bull Dollar markers to adjust employee compensationreclassification
In past years the Commission has taken a number of difficult steps to reduce costs in order to enable delivery of services These steps included renegotiating union contracts keeping wages flat from FYll through FY13 implementing retirement incentive plans and redesigning medical and
iii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 4
pension plans while continuing to ask our employees to share more of the cost We continue to reap the benefits of these actions especially in the health benefits area
As shown in the following table personnel expenses reflect an increase of $489 million
The FY18 Proposed Budget
compensation Summary of Changes in Major Personnel Costs marker Montgomery County Administration Fund and Parl Fund represents the largest cost
FY17 Adolted
FY18 Prolosed
S Change Change
increase OPEB followed by OPEB Paygo amp Prefunding $ 6464146 S 6382400 $ (81746J -13
the increased Pension (ERS) cost for Pension (ERSJ 8298478 10418528 2120050 255
pension Health and Benefit~(1)
Employee Health Benefits 13560274 13616037 55763 04 The net change for
Subtotal Personnel Costs $ 28322898 $ 30416965 $ 2094067 74
total Other Employee Compensationmiddot
Postshy Marker for Changes to Employee Compo 1975067 1975067
Employment Marker for Possible Reclassifications 820301 820301
Benefits Total Major Personnel Costs $ 4889435 (OPES) costs is $81746 a (1) Health and Benefitlt includes med ICdllnlturances (helth den tal vision prescription) long-term d~bility accidental death and
dlom~mberrnenr and Ufe Insurancedecrease of 13 percent Total OPEB funding is $638 million OPEB is shown in Non-Departmental accounts in individual funds rather than being allocated to each department
As determined by the actuary pension costs will increase by 255 percent in FY18 representing a cost of $212 million over the FY17 budget Having decreased by a similar percentage in FY17 this increase is due to an updated actuarial assumption review from this past spring which showed that our retirees are living longer thereby impacting the pension plan Health benefit costs are projected to increase by 04 percent resulting in a minor cost increase of$55763 from the FY17 Budget
As for employee compensation the budget includes a dollar marker of$198 million We are in full contract negotiations with the FOP and are in a wage reopener with MCGEO for FY18 the results of which will be presented for approval at the Joint County Council Meeting in May 2017 Also included is $820 thousand for possible reclassification adjustments based on the multi-year classification study thatis under way
Investing to Meet Critical Equipment Maintenance and Essential Service Needs
Included in the funding levels of the Administration Fund and Park Fund is a funding request of approximately $16 million to address critical maintenance equipment and essential service needs
i1)iv l
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 5
Each departments budget sections provide detailed information on how this increased investment is proposed to be used The following is a summary of the requests by department
Essential Nee ds Fund Department Inve stmentAmount Administration Planning $ 73000
Administration Commissioners Office Administration DHRM 63657 Administration Legal 35012 Administration Finance 27944 Administration Internal Audit 8650 Park Parks 1404616
Total $ 1612879
Summary ofFYiS Proposed Budgets for General Fund
The following table provides a comparative summary of the FY18 proposed budget to the FY17 adopted budget for the General Fund Specific changes in each of the departments are explained in full detail in the Department sections of the Budget Book
M-NCPPC
Summary of FY18 Proposed Budget General Fund Accounts
By Fund by Del1artment (excludes reserves
FY17 FY18 $ AdoQted Prol1osed Change Change
Montgomery
I Administration Fund
Commissioners Office S 1193633 $ 1176198 S (17435) -15
Planning Department Operating 19555706 19628945 73239 04
CAS 7556907 7925370 368463 49
I Transfer to Development Review
Grants
500000
150000
500000
150000 00
00
Non-Departmental (1) 1507956 2263058 755102 501
I Subtotal Admin Fund 30464202 31643571 1179369 39 Park Fund
Park Department Operating 85776435 90839427 5062992 59
Transferto Debt Service 4846969 5511210 664241 137
I Transfer to Capital Projects 350000 350000 00
I Grantlt 400000 400000 00
Non-Departmental [1) 4994090 6923012 1928922 386
SUbtotal Park Operating 96367494 104023649 7656155 79
Montgomery Opera ting Subtotal 126831696 135667220 8835524 70
Property Management 1319000 1311100 (7900) -06
I Montgomery General Fund Total $ 128150696 $ 136978320 $ 8827624 69
(1) NonmiddotDepartmental for FY17 Adopted includes 0 PEB prefunding and 0 PEB paygo For FYl8 NonmiddotDepatmental includes 0 PEB prefunding and OPEB paygo and a budget marker for compensation adjustments
I
I
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 6
PROGRAM HIGHLIGHTS
We are committed to a FY18 work program that helps achieve our goal of maintaining Montgomery County as one of the nations best places to live Below are some highlights of the program budget focus in each of the departments A more detailed discussion of department budgets is provided in each Departments section of the Budget Book
Parks Department
The Department of Parks will focus on delivering core services to properly operate maintain and protect our park system
The Commission continues to develop and maintain one of the largest and most diverse park systems in the nation with over 36000 acres in 418 parks Montgomery Parks has balanced the dual roles of providing developed parkland for active and passive recreational opportunities that promote healthy active life styles and serving as stewards and interpreters of Montgomery Countys natural and cultural resources by conserving parkland From playgrounds and sports fields to park benches and trails parks offer opportunities for people of all ages to communicate compete interact learn and grow Proximity to parks has been shown to increase property values
Montgomery Parks seeks to provide quality recreational and educational opportunities through its operation construction development and maintenance of a wide variety of facilities to meet the varied needs and interests of the Countys residents Montgomery Parks Vision 2030 plan prepared together with the Countys Department of Recreation is a comprehensive planning effort to develop long range plans and serves as a guide for future park development and resource protection to better address changing needs and growth forecasts through 2030
The Departments FY18 budget includes increases for
bull Compensation adjustments bull Unfunded Operating Budget Obligations including Operating Budget Impacts from Capital
Improvement Projects bull Known operating commitments bull Debt service on general obligation park bonds capital equipment and Commission-wide
information technology initiatives and bull National Pollutant Discharge Elimination System (NPDES) mandates
In addition the FY18 budget includes funding to address identified deficiencies in our work program as well as emerging trends aimed at meeting the future needs of the department such as
bull Activating Urban Parks bull Cultivating the Next Generation of Park Leaders and Workers bull Enhancing and Expanding the Trail System bull Improving Quality and Playability of Ballfields bull Maximizing Operational Efficiency and Reliability bull Meeting Legislative Mandates bull Enterprise Operations
vi
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 132017 Page 7
Together we have created a highly popular valued and nationally-recognized park system Our entire team remains committed to honoring our core vision to provide an enjoyable accessible safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves We will continue to aggressively seek new funding opportunities and to improve work program efficiencies We remain committed to forming viable partnerships and strong relationships with our stakeholders and within our communities
The FY18 budget request will enable us to continue to provide safe clean parks keep our programs and facilities accessible and affordable and maintain the quality of life for which Montgomery County is renowned
Planning Department
The Planning Department continues to deliver its core services to improve the quality of life in Montgomery County by conserving and enhancing both natural and man-made environments for current and future generations Central to this role the Department develops master plans reviews development applications and researches analyzes and presents information to the community and public officials to aid in planning for Montgomery Countys future
In addition to the FY18 work plan that is detailed in the Departments budget section the following critical needs are proposed
o One-Time projects
bull Assessmentresearch for a Future General Plan Update
bull The Missing Middle - Design and Economics Study
bull New Roadway Functional Classification System
bull Integrated Multi-Modal GIS Network
bull Agri-Tourism Study bull University of Marylands National Center for Smart Growth partnershjp for
assistance for the assessmentresearch for a future General Plan Update Bikeways Plan UpdateMonitoring and Makeover Montgomery 4 Conference M-NCPPC 90th Anniversary Celebration
bull Transportation and Design Studies - Gaithersburg East Master Plan bull Traffic Generation from Mixed-Use Development Projects Study
bull T901s and Analyses for Increased Biennial Transportation Monitoring
bull Transportation Analysis Supporting Bicycling Planning (every two years) o On-going project
bull Placernaking Initiatives
vii
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President MontgomelY County Council FY18 Proposed Operating Budget Transmittal January 132017 PageS
Central Administrative Services (CAS)
For FY18 CAS Departments work priorities will center on continuing to meet the needs of the operating departments Critical needs are proposed as follows
bull DHRM o One career position to lead mandatory training and leadership training o One term contract position in HR to address the seasonal workforce workload o Restoration of one workyear in the HR Directors Office
bull Finance Department Increased funding for ERP Support consulting and to move the ERP to Cloud Services
bull Legal Department Restoration of funding for a Case Coordinator bull Office of Internal Audit A part-time seasonal administrative position
Commissioners Office
The role of the Commissioners Office staff is to support the Chair and Planning Board in the performance of their official duties serve as the point of contact for meeting related issues and coordinate prompt responses to issues and inquiries from agencies and the general public This also includes preparing and web posting the Boards meeting agenda producing and preserving records of official Board proceedings and managing correspondence between the Board and other agencies and the public
In addition to known operating commitments the FY18 Proposed Budget for the Commissioners Office includes some minor operating increases
Capital Budget
This transmittal also includes the Capital Budget (the second year ofthe six year Capital Improvements Program (CIP) since the County adopts the CIP every other year) Highlights of this budget can be found within the Department of Parks detail pages
TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY
Beyond meeting the immediate FY18 challenges the Commission continues to strive for long-term fiscal sustainability Property taxes comprise more than 94 percent of operating revenue in the taxshysupported funds The Commission in proposing this budget is requesting a change in the property tax rates for both the Administration and the Park Funds The requested increase in the real property tax rate is 002 cent for the Administration Fund and 015 cent for the Park Fund At this level the total tax rate is still below what it was in FY07
The FY18 Proposed Budget requests a total tax rate for property tax supported funds of745 cents real property and 1863 cents personal property The breakdown by fund is as follows
bull Administration Fund 172 cents real and 430 cents personal bull Park Fund 563 cents real and 1430 cents personal and bull Advanced Land Acquisition Fund 010 cents real and 025 cents personal
viii (b
The Honorable Isiah Leggett County Executive The Honorable Roger Berliner President Montgomery County Council FY18 Proposed Operating Budget Transmittal January 13 2017 Page 9
At these tax rates the Commission will have sufficient property tax revenues to meet the FY18 proposed expenditures and reserve requirements for the Administration and Park Funds provided the tax increase is approved
IACTUAlFUNDS j ACTUAl I ACTUAl I ACTUAl IACTUAlI ACTUAl I ACTUAL IADOPTEDJADOPTED IPROPOSEDI ACTUAL J ACTUAL FY07 FYOS FY09 FY10 FYll FY12 FY13 FY14 FY1S FY16 FY17 FY18
Administration Fund
Reali 200 I 190 I 190 I 180 I 150 I 170 I 1BO I 180 I 170 I 180 I 170 I 172
personalj 500J 470 I 470 I 4S0j 3BO I 430j 450 I 450 I 425 I 450J 425 I 430
Park Fund
Reali 570 I 580 I 530 I 500 I 450 I 4BO 1 5401 5301 5601 552J 5481 563
Personall 14301 1450 I 1320 I 1250 I 1120 I 1200 I 1350 I 1325 1400 13BO 1370 I 140B
Advance Land Acquisition Fund
RealI 010 010 I 010 I 010 I 010 I 010 I 010 0101 010 I 010 I 010 I 010
Personal 030 I 0301 030 I 030j 030 I 030 J 030 I 025 I 0251 02Sj 025 I 025
Total TaK Rates (Cents)
Real[ 7BO I 7S0 I 730 I 690 I 610 I 660 I 7301 720J 7AOI 7421 7281 745
Personal[ 1960 I 1950 I 1820 I 1730 I 1530 I 1660 I 1830 I 1800 I 1850 I IB5S I 1820 I 1863
MONTGOMERY COUNTY PROPERTY TAX RATES (Cents per $100 of assessed value)
CONCLUSION
The Proposed 2018 Budget is respectfully submitted for your consideration In this document we are proposing a budget that not only moves us forward incrementally but allows us to address several critical needs and previously scaled back parks maintenance We continue to explore potential collaborative efforts across departments and counties in our effort to provide efficient effective quality service while maintaining our fiscal responsibility and commitment to the community we serve
We continue to strive to find new ways to save taxpayer dollars while providing quality service and achieving progress in our many areas offoeus We look forward to working with you and your staffs on this budget Working together we will do everything in our power to ensure that taxpayer dollars are invested wisely in our collective future
Respectfully Submitted ~----~-
clt~--
ca~A~erson Chair
ix
Marylmiddotand-National Capital Park and Planning Commission
I Mission Statement The Maryland-National Capital Park and Planning Commission (M-NCPPC) in Montgomery County manages physical growth and plans communities protects and stewards natural cultural and historical resources and provides leisure and recreational experiences
I Budget Overview The M-NCPPC was established by the General Assembly of Maryland in 1927 As a bi-county agency the Commission is a corporate body of and an agency created by the State ofMaryland The Commission operates in each county through a Planning Board and in Montgomery County a Park Commission Five board members appointed by the County Council serve as the Montgomery County members of the Commission The Planning Board exercises policy oversight to the Commissioners Office the Department of Parks the Planning Department and Central Administrative Services
On January 15 each year M-NCPPC submits to the County Council and the County Executive the M-NCPPC proposed budget for the upcoming fiscal year That document is a statement ofmission and goals justification of resources requested description ofwork items accomplished in the prior fiscal year and a source of important statistical and historical data The M-NCPPC proposed budget can be obtained by contacting the M-NCPPC Budget Office at 3014541731 or visiting the Commissions website at wwwmncppcorg Summary data only are included in this presentation
Tax Supported Funds The M-NCPPC tax supported Operating Budget consists of the Administration Fund the Park Fund and the Advance Land Acquisition (ALA) Debt Service Fund The Administration Fund supports the Commissioners Office the Montgomery County funded portion of the Central Administrative Services (CAS) offices and the Planning Department The Administration Fund is supported by the Regional District Tax which includes Montgomery County less the municipalities ofBamesville Brookeville Gaithersburg Laytonsville Poolesville Rockville and Washington Grove
The Park Fund supports the activities of the Department of Parks and Park Debt Service The Park Fund is supported by the Metropolitan District Tax whose taxing area is identical to the Regional District
The Advance Land Acquisition (ALA) Debt Service Fund supports the payment of debt service on bonds issued to purchase land for a variety ofpublic purposes The Advance Land Acquisition Debt Service Fund has a countywide taxing area
Non-Tax Supported Funds There are three non-tax supported funds within the M-NCPPC that are financed and operated in a manner similar to private enterprise These self-supporting operations are the Enterprise Fund the Property Management Fund and the Special Revenue Fund
Grants are extracted from the tax supported portion of the fund displays and displayed in the Grant Fund The Grant Fund as displayed consists ofgrants from the Park and Administration Funds
Special Revenue Funds are used to account for the proceeds from specific revenue sources that are legally restricted to expenditures for J)ecific purposes The budgets are associated with Planning and Parks operations throughout the Commission
Spending Affordability Guidelines In February 2017 the Council approved FY18 Spending Affordability Guidelines (SAG) of $120800000 for the tax-supported funds of the
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot1
M-NCPPC which is a 14 percent increase from the $119100000 approved FY17 SAG For FY18 the Commission has requested $122373610 excluding debt service and retiree health insurance prefunding $1573610 above the total SAG amount of$120800000
The total FY18 requested budgets for the Enterprise Fund Property Management Fund Special Revenue Funds ALA Debt Service Fund an(
Grant Fund are $16949072 a 33 percent increase from the $16410298 total FY17 approved budget
Commissioners Office The Commissioners Office supports the five Planning Board members and enhances communication among the Planning Board County Council County residents other governmental agencies and other Commission departments
Planning Department The Planning Department provides information analysis recommendations and other staffing services to the Montgomery County Planning Board the County Council the County Executive other govemmental agencies and the general public The Department prepares master and sector plans for Planning Board review and approval by the County Council The Department reviews development applications for conformance with existing laws regulations master plans and policies and presents its recommendations to the Planning Board for action The Department gathers analyzes and reports various data (such as housing employment population growth and other topics of interest) to the County Council County government other agencies the business community and the public
Central Administrative Services The mission of Central Administrative Services (CAS) is to provide quality corporate services in the areas of corporate governance human resources finance and budget legal counsel information technology and internal audit CAS strives to deliver these services with integrity innovation responsiveness and excellent customer service to the Commission its employees elected and appointed officials and the communities served in the bi-county region The level of services and therefore funding allocation by county is tailored to the agency and the
individual department needs Certain functions are allocated based on labor distribution or a cost driver such as number of employees paid Some functions such as the Merit System Board are funded evenly by both counties
Department of Parks The Department of Parks provides recommendations information analysis and services to the Montgomery County Planning Board (which also serve as the Park Commission) the County Council the County Executive other government agencies and the general public The Department also oversees the acquisition development and management of a nationally recognized award winning park system
providing County residents with open space for recreational opportunities and natural resources stewardship The Department oversees a comprehensive park system of over 36000 acres in 418 parks of different sizes types and functions that feature Stream Valley and Conservation Parks Regional and Special Parks Recreational Parks and Local and Community Parks The Department serves County
residents as the primary provider of open space for recreational opportunities and maintains and provides security for the park system
Debt Service - Park Fund Park Debt Service pays principal and interest on the Commissions acquisition and development bonds The proceeds of these bonds are used to fund the Local Parks portion of the M-NCPPC Capital Improvements Program
Debt Service - Advance Land Acquisition Debt Service Fund and Revolving Fund The Advance Land Acquisition Debt Service Fund pays principal and interest on the Commissions Advance Land Acquisition bonds The proceeds ofthe Advance Land Acquisition bonds support the Advanced Land Acquisition Revolving Fund (ALARF) ALARF activities include the acquisition ofland needed for State highways streets roads school sites and other public uses The Commission may only purchase land through the ALARF at the request of another government agency with the approval of the Montgomery County Council
Enterprise Fund The Enterprise Fund accounts for various park facilities and services which are entirely supported by user fees Recreational activities include
ice rinks indoor tennis event centers boating camping trains carousel mini-golt driving range and sports pavilion Operating profits are reinvested in new or existing public revenue-producing facilities through the operating budget and Capital Improvements Program
Property Management Fund The Property Management Fund manages leased facilities located on parkland throughout the County including single family houses apartment units businesses farmland and facilities which house County programs
12-2 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
I County Executive Recommendations
trhe County Executive recommends a FY18 tax supported appropriation for M-NCPPC of $1242022693 percent above the FY17 approved budget for tax supported funds exclusive ofdebt service
Park Fund The County Executive recommends funding of $93493641 excluding debt service This proposed funding represents a $2 723116 or 3 percent increase from the FY17 approved budget and a reduction of $4268798 from the Commissions request Park Fund debt service
increased by $664241 from $4846969 in FY17 to $5511210 in FY18
Administration Fund The County Executive recommends funding of $30708628 This represents a $894426 or 3 percent increase from the FY17 approved
budget and a reduction of $284943 from the Commissions request
ALA Debt Service Fund The County Executive concurs with the M-NCPPC request for funding of $155550 This represents a $78021 or 1006 percent increase
from the FY17 approved budget
Enterprise Fund The County Executive concurs with the M-NCPPC request for funding of $9297797 This represents an $585650 or 67 percent increase
from the FY17 approved budget of$8712147
Property Management Fund The County Executive concurs with the M-NCPPC request for funding of$I311100 This represents a $7900 or 06 percent decrease
from the FY17 approved budget of$I319000
Special Revenue Fund The County EXecutive concurs with the M-NCPPC request for funding of$5634625 This represents a $116997 or 2 percent decrease
from the FY17 approved budget The Executive recommends a transfer of $890700 from the General Fund to cover costs associated with
the maintenance ofMontgomery County Public Schools Ballfields
In addition this agencys Capital Improvements Program (CIP) requires Current Revenue funding
I Linkage to County Result Areas
While this program area supports all eight ofthe County Result Areas the following are emphasized
Affordable Housing in an Inclusive Community
Children Prepared to Live and Learn
An Effective and Efficient Transportation Network
Healthy and Sustainable Neighborhoods
A Responsive Accountable County Government
Safe Streets and Secure Neighborhoods
Strong and Vibrant Economy
Vital Uving for All of Our Residents
1 Program Contacts
Contact John Kroll of the Maryland-National Capital Park and Planning Commission at 3014541731 or Jennifer Nordin of the Office of
MarylandNational Capital Park and Planning Commission 31 Agency Summaries 12middot3
----
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
_ _ _ _ k _ _ _ _ _ _ _ FY16__ _ _ _ _ _ _ _ FY17_ __ _ __ _ FY17 _ __ FY18_ ____ BudlRe_
ADMINlSTRAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
Administration FUrl~J~~nditures _____ __27939076 PERSONNEL FUll-Time o o o o Part-Time 0 0 0 0
FTEs 18224 18274 18274 18359 05 --__----_______---___-____-----_-------------------- -----------~---____-__-____----_-_---_-----__shy
REVENUES Intergovernmental 403617 409900 409900 420300 25
Investment Income 68041 60000 60000 70000 167
Miscellaneous 6854 o o o _____---__-__-_______-___-__-___-- ___---____---___
Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
PARKRJND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Park Fund Personnel Costs o o o o Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137
Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time o o o o Part-Time o o o o FTEs 68400 70660 70660 73130 35
REVENUES Facility User Fees 2620526 2594043 2594043 2800643 80
Intergovemmental ________________c3-=043=2=8~1 ___2--8_1--7413__~1~~___~403636 _~Q8 o~
Investment Income (24245) 5000 5000 5000
Investment Income CIP (16891) 25000 25000 15000 -400
Miscellaneous 144411 107700 107700 120900 123
Property Tax 85610387 88664950 88186161 92014320 38
Park Fund Revenues 91377469 94214106 93735317 98359499 44
ALADEBTS~CEFUND
EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o ALA Debt Service Fund Personnel Costs o o o o Debt Service Other 147625 77529 77529 155550 1006
ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006 PERSONNEL FuU-Time o o o o Part-Time o o o o FTEs 000 000 000 000
REVENUES Other Rnancing Source 15969 o o o Property Tax 1794531 1865573 1857065 1930414 35 rs
12-4 Agency Summaries ((3) FY18 Operating Budget and Public Services Program FY18-23
-------- -
i
BUDGET SUMMARY Actual Budget Estimate Recommended Chg
_______________________________ FY16______EY~___EY1L-EYtL-6uCJRec
) ALA Debt ServIce Fund Revenues 1810500 1865573 1857065 1930414 35 -shy
GRANTFUND MNCPPC EXPENDITURES
Salaries and Wages o o o o Employee Benefits o o o o Grant Fund MNCPPC Personnel Costs o o o o Operating Expenses 8877 550000 550000 550000
_~It FundJIIN~PP~J~q~en~itu~~__________________J~L___ _ 550000 550000 _____sectQQOO __= PERSONNEL
Full-TIme o o o o Part-TIme o o o o
__~_______________________________________O_~________O_O_O__________q~ ______________O_OO__________
REVENUES
Administration Fund Grants o 150000 150000 150000
Park Fund Grants 8877 400000 400000 400000
Grant Fund MNCPPC Revenues 8877 550000 550000 550000
ENTERPRISE FUND EXPENDITURES
Salaries and Wages Employee Benefits
_EklJlrise Fund P~~onnel_~Qs~_____ Operating Expenses
0o o 0 0 0 0
_____O___________O___________L___ 0 8605222 8712147 9029809 9297797 67
-=E~n=re~~~n~middots~e~F~u~n~d~Ex==pe~n~d~it~ure~s__________________8==6=05==2=22~_ __=8712~14~7~__~9~0~2~9~8~0~9____~9~2~9~7~7~9~7____6~~7~
~ PERSONNEL ~~me 0 ____0 o o-------------__-------------------------------------_
Part-TIme o o o o FTEs 11000 11930 11930 12670 62
REVENUES
_=l~ and~harges__________________________________9467~_____J563~258______6612I_______ 664~~_Q~J(~ Merchandise Sales 552860 621300 685558 698686 125
Miscellaneous 691366 0 0 0
Non-Operating RevenuesInterest 58618 50000 51200 60000 200
Rentals 3220579 3370624 3368956 3314020 -17
Enterprise Fund Revenues 10470211 10681182 10722989 10715981 03 i
PROP MGMT MNCPPC EXPENDITURES
Salaries and Wages 0 0 0 0
Emplo~ee Benefits 0 0 0 0
Pro~ Mgmt MNCPPC Personnel Costs 0 0 0 0 0eeratin9 Expenses 1059506 1319000 1276935 1311100 -06
Pro~ Mgmt MNCPPC Ex~enditures 1059506 1319000 1276935 1311100 -06 PERSONNEL
Full-TIme 0 0 0 0 ------Part-TIme 0 0 0 0
FTEs 700 700 700 700
REVENUES
Investment Income 4410 4000 4000 4500 125
Miscellaneous 6220 0 5500 0
Rental Income 1115182 1315000 1267435 1306600 -06
Prop Mgmt MNCPPC Revenues 1125812 1319000 1276935 1311100 -06
SPECIAL REVENUE FUNDS
MarylandmiddotNational Capital Park and Planning Commission Agency Summaries 12middot5Cy)
--- BUDGET SUMMARY ---- shy
__ ____________________ Actual
FY16 Budget Estimate Recommended Chg
__EY1L_____FY1_7__ FY1LJlliIjLBe
EXPENDIlURES Salaries and Wages 0 0 0 0
Emelo~ee Benefits 0 0 0 0
S~ecial Revenue Funds Personnel Costs 0 0 0 0 Operating Expenses 4460089 5751622 5814456 5634625 -20
S~ecial Revenue Funds Ex~enditures 4460089 5751622 5814456 5634625 -20
PERSONNEL Full-Time 0 0 0 0
Part-Time 0 0 0 0
FTEs 2485 2955 2955 3205 85
REVENUES Intergovernmental 108362 145000 145000 145000
Investment Income 16796 15000 13100 16500 100
Misceaneous 230597 0 160885 200~00
Service Chales 3301641 2597945 2329970 2543770 -21
Special Revenue Funds Revenues 3657396 2757945 2648955 2906070 54
DEPARlMENTTOTALS --Total EQenditures 133054612 141841994 11-2180425 1466~b551 ~t~
Total Full-Time Positions 0 0 0 0 Total Part-Time Positions 0 0 0 0 TOO~_________________________ ~0809 ____J 045middot1~_____~04__1~_______L9_19___f~_____ ~4~
Total Revenues 137257699 139508256 138763182 144532956 36
12-6 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Parks and Planning Commissioners Commissioners Parks
Recreation Department Office Office DepartmentDepartment
~ Finance Department of Human Legal~
Department Resources and Managment Department~
sect (I)
~ J ~ I The Office of Internal Audit reports to Chair and Vice Chair of the Commission and the Audit Committee
N ~
Planning Department
i III
os ~ D
Z ashyir I n III CI at III ~ D
~ I 5 ea n o I I if 0 I
~10-j
Maryland-National Capital Park and Planning Commission
MmiddotNCPPC
Planning Board
Merit SystemExecutive Committee Board
Planning Board
Office of Internal Audit
MONTGOMERY COUNTY DEPARTMENT OF PARKS THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
April 7 2017
TO Marlene Michaelson Senior Legislative Analyst
VIA Michael F Riley Director of Parks ~ John Nissel Deputy Director of Parks Operations Mitra Pedoeem Deputy Director of Parks Administration mi~
Shuchi Vera Chief Management Services Division f1-V
FROM Nancy Steen Budget Manager Management Services Division ltuCJ~
SUBJECT PHED Budget Worksession
Below please find the Department of Parks responses to council staff questions in preparation for the budget worksession of April 17
1 What reductions do you propose to meet the Executives recommended reductions
The chart below shows the Department of Parks FY18 Proposed Budget in comparison to the County Executives recommendation and the overall amount of reductions required in to achieve the County Executives (CE) recommendation
M-NCPPC
Montgomery County FY 18 Park Fund Budget
ss Change
FY 17 Adopted Budget (excluding grants debt service transfer and ClP transfer) 90770525
Compensation Adjustments (salary retirement benefits meritCOLA marker
reclassification marker) 3492425 38
Known Operating Commitments 1545438 17
WQPF Ma ndate 586223 06
OPEB (36788) 00
New Initiatives 1404616 15
FY 18 Requested Budget (excluding grants debt service transfer and CIP transfer)
County Executives Recommended Budget
Difference between Adopted FY 17 and Recommended FY 18
Difference between Requested FY 18 and Recommended FY 18
97762439 77
93493641
2723116 30
(4268798) -45
1
In preparing the FY18 proposed budget the Department of Parks included program enhancements that addressed the top priorities of the department and focused on maintaining service levels responded to government mandates and addressed a limited number of essential needs
To meet the Executives recommended budget the Department of Parks would have to cut program enhancements included in the FY18 budget including key initiatives to energize public spaces improve quality and playability of ballfields and enhance and expand trail systems These cuts will also result in reduced service delivery across several park programs and impact our delivery of core services including general park maintenance public safety tree care non-native invasive plant control and stormwater management
The Department of Parks has compiled a set of reductions to reach the County Executives target and divided the requested restoration into two tiers Items included in Tier 1 are the Departments highest priority for restoration and represent the items that our Department is requesting to be restored
Our department has conducted a thorough review of our FY18 proposed budget and identified certain items that can be deferred or removed from our budget request In addition we have identified savings in FY17 that can be used to cover costs originally planned for FY18 Through these belt-tightening efforts we can address all Tier 2 items and are requesting only Tier 1 items to be restored
The detail for these tiers can be found on the following page followed by additional detail on the TIer 1 items
2
TIer 1- Essential Needs
Departmental Priority for Restoration Funding Positions Workyears
Tier 1-a Activating Urban Parks -Energizing Public Spaces 125000 30
Tier 1-b Improving the quality and playability of bafields 625463 40 40
Tier 1-c Enhancing and expanding the trail system 212269 20 35
Tier 1-d
OBI (Operating Budget Impact) - Operating and maintaining new and
expanded parks 109541
Tier 1-e
Contractual increases - sustaining the Departments contractual
agreements 235150
Tier 1-f
Inflationary Increases associated with supplies and materials utilities and
maintenance equipment 236699
Tier 1-g ADA Assistant - Assisting with ADA compliance 24412 10 03
Tier 1-h
Quality Assurance Officer - Oversee design and construction phases of
new projects to ensure safety and design compliance 50292 10 05
Tier 1-i
Cultivating the Next Generation of Park Leaders and Workers - internship
program 75000 30
Tier 1-j Weed Warrior Program Lead 17045 02
Tier 1-k
Resource Analyst - overseeing new project reviews to improve water
quality 100583 10 10
Tier 1-1
Program Access Outreach Specia list - Assisting with ADA compliance for
park facilities and programs 81329 09
SUBTOTAL TIER 1- Departmental Priority to go on Reconciliation List 1892783 90 164
Tier 2 - Budget Reductions to Meet the FY18 County Executive Recommendation Funding Positions Workyears
Tier 2-a NN IMeadowsReforestation Ma intena nce 193806 20 20
Tier 2-b StormwaterBioretention Management - vehicles 100000
Tier 2-c Volunteer Coordinator Assistant 81112 10 10
Tier 2-d Delay hiring of essential needs positions 191454
Tier 2-e Debt Service on Capital Equipment ISF - delaying financing 513000
Tier 2-f Risk Management Chargeback 100000
Tier 2-g Chargeback for CIO AocationCWIT 56096
Tier 2-h Prepay FY18 Non-personnel items with savings from FY17 697246
Tier 2-i Purchase of Specialized Equipment - Mini Excavator 60000
Tier 2-j Remove capital outlay funding - one time purchase completed in FY17 55000
Tier 2-k Reclassification Marker - defer part of the funding to FY19 321541
Tier 2-1 CAS Chargeback - Park Fund Audit - Grants 6760
SUBTOTAL TIER 2 - Adjustments to FY18 Proposed Budget 2376015 30 30
TOTAL OF ALL TIERS - 1 AND 2 4268798 120 194
3
Impact Statements for Tiered Non-Recommended Reductions
Tier 1 - Essential Needs Departmental Priority for Restoration
Funding Positions Workyrs
Tier i-a I Activating Urban Parks -Energizing Public Spaces 125000 30
Impact This program helps to build community by providing residents with new opportunities to explore use and enjoy available park land and amenities This funding helps us put lively spaces in lively places This additional seasonal staffing and supplies funding is needed to support the program coordinator in developing and overseeing activities and programs that will increase the daily use of the Countys parks particularly in areas of high population density Without this funding we lose the capacity to program popular activities such as pop-up recess
Tier 1-b I Improving the Quality and Playability of Ballfields 625463 40 40
Impact Montgomery Parks will be the leader and go-to resource among park and recreation agencies across the country in delivering high quality public athletic fields The 720 athletic fields in parks and at schools are highly utilized and valued by athletic leagues students and walk on users who expect safe playable and wellshymaintained fields upon their arrival Fields will have good turf coverage throughout the season and diamond fields will have well-graded infields free of rocks Supporting amenities such as lighting irrigation systems fenCing backstops dugouts goals and bleachers will be in good repair Specific performance standards for each tier offield (regionalrecreational local park school) will be developed and periodic inspections and surveys will document the effect of renovation maintenance and usage on field condition Field types size location and distribution will match demand
Tier 1-c I Enhancing and Expanding the Trail System 212269 20 35
Impact This funding will help make our natural surface trail network a destination for regional bikers hikers and walkers alike These staff resources will join other members of ourtrail crew to improve access to an expanded trails system work to connect existing trails and provide users with up-to-date conditions and trail maps
Trails are one ofthe most popular offerings for the Department of Parks and the blossoming trend of natural resource based recreation puts even more pressure on our department to deliver safe and enjoyable natural surface trails that meet this need while stewarding the environment within which they reside The Department of Parks currently offers approximately 162 miles of sanctioned trails across the park system A sanctioned trail is a trail that has been constructed to sustainable standards is inspected and maintained on a regular basis has been blazed and signed in the field and has maps available on the web
Vision 2030 shows that the Department of Parks provides too few sanctioned natural surface trails in the downshycounty area - which is the area of greatest trail needs These positions will facilitate the inspection and maintenance of existing natural surface trails and allow for the planning and construction of new facilities in the areas of higher population density
Our existing staff complement cannot pace with the number of requests from our patrons for the expansion of trails The department recognizes the importance of these requests however without additional staffing it will be challenging to meet the growing demand for these popular facilities
Tier l-d Operating Budget Impact - Operating and maintaining 109541I
new and expanded parks
4
Impact Montgomery Countys new and expanded park facilities including Laytonia Recreational Park Brookside Gardens Greenhouse Western Grove Urban Park and Poplar Run Trail require operating maintenance and safety resources If we do not receive additional resources each year to care for new facilities they will quickly deteriorate resulting in an imprudent financial investment in their construction
Tier l-e I Contractual Increases I 235150 I I Impact Montgomery Parks supports small and local businesses by outsourcing certain services more efficiently done through contractors such as trash removal recycling portable toilets and tree work By not keeping up with inflation the departments buying power for continuation of contractual services effectively shrinks
Tier 1-f J Inflationary Increases for Supplies and Materials
I 236699
I IUtilities and Equipment Impact The Department of Parks requested a 2 increase in our supplies and materials budget and a 27 increase for utilities and telecommunications costs By not keeping up with inflation the departments buying power for these costs is diminished
Tier 1-g J ADA Assistant I 24412 J 10 I 03
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Physical accessibility improvements are anticipated over the next 20-25 years Current estimates for barrier removals within our parks and facilities are more than $31M to complete and will likely be higher due to limited funding and resources This ADA Assistant position will be part ofthe transition team assisting in tracking and reviewing projects and updating the system with additions and deletions to amenities The cost of this position will be partially funded with CIP funds (70) If this position is not funded our ability to deliver and meet the objectives and deadlines specified in our transition plan submitted to DOl may be jeopardized
Tier 1-h I Quality Assurance Officer I 50292 I 10 I 05
Impact This position will help minimize design errors and address constructability issues that may result in project delays and costly construction claims and change orders Ensuring a consistent level of quality will aid in controlling construction costs The cost of this position will be partially funded with CIP funds (50) Ultimately it helps improve the park user experience by getting new parks and amenities online on time and on budget
Tier 1-i I
Cultivating the Next Generation of Park Leaders and
J 75000 I
30Workers
Impact The Montgomery Parks internship program cultivates the next generation of park leaders and workers Interns are a valuable resource for the park system as they can introduce modern and fresh ideas at a significant cost savings for the department Interns are given impactful projects that truly make a difference in the community Many of our interns return to the park system after graduation This program is an effective recruiting tool
Tier 1-j I Weed Warrior Program Lead I
17045 I j 02
Impact Increases the capacity to engage individual park volunteers and large groups of community partners to help non-native invasive plant management A term contract position was added in FY14 to support this program resulting in an immediate 59 increase in volunteerism In the subsequent years the number of trained volunteers has increased an additional 39 The number of park areas treated also grew by 81 The conversion of a term contract position to a career position for a small increase will enable this program to go a long way in stymying the increase of invasive plants which pose threats to the Countys natural areas
5
Tier 1-k I Resource Analyst I 100583 I 10 I 10
Impact Montgomery Parks owns more than half ofthe major stream valleys in the county so we regularly review and approve streamwork by other agencies (Le USACOE SHA DEP DOT WSSC MTA WGL etc) on parkland As a result Parks is directly involved in most ofthe stream work undertaken throughout the County This staff person will be dedicated to the review of external projects like road construction on parkland to ensure the avoidance minimization andor mitigation of environmental impacts to water quality and other natural resources Failure to fund this position will hinder our departments ability to respond to requests from county agencies which will impact the countys ability to comply with its NPDES permit mandates
Tier 1-1 I Program Access Outreach Specialist I 81329 I I 09
Impact In accordance with the Department of Justice (DOJ) project civic access initiative Montgomery County entered into a Settlement Agreement in 2011 that spells out its plan to promote and confirm its commitment to inclusion and accessibility The Montgomery County Department of Parks submitted a Final Transition Plan to the DOJ in August 2016 The plan which has tentatively been approved by the DOJ provides a strategy and timeline for physical access as well as program access Programmatic access includes expanding the number of appropriate programs and services to enhance and promote inclusion and coordinating and providing reasonable modifications for individuals with disabilities As the department progresses with the removal of physical barriers the necessity for training and outreach to manage programmatic needs will continue to increase
1middot
2 What are your priorities for restoration of funding
The Tier 1 items in the order listed above represent our departments top priorities for restoration of funding
3 Provide greater detail if available for new initiatives focusing on those that can be funded within the Executive-recommended funding level (if any) and higher priorities if available
Additional detail for the new initiatives is provided in question 1 and in the Planning Board memo from our budget overview on 101316 httpwwwmontgomeryplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
At the current Executive funding level only two of the Departments proposed new initiatives will be funded They are both funded through the WQPF
bull Stormwaterbioretention management positions (2) plus a portion of the supplies and services funding included in this request
bull Conversion of a term contract position to career for the management of nuisance wildlife programs
6
4 Does this budget include any changes in feesrevenues or any strategies to achieve the Vision 2030 cost recovery goals
Both the Enterprise Fund and Park Fund revenue programs continue to use the cost recovery analysis tool to calculate cost recovery for select fee based activities at least twice a year to analyze our program costs and to bring our programs into alignment with the cost recovery pyramid This information is presented to senior management and helps the department determine whether a program is achieving its cost recovery goals and if not generates discussion on whether the subsidy is acceptable or if we need to increase the cost recovery by restructuring the program raising fees reducing expenses increasing the use of volunteers or eliminating the program
Over the past several years our department has made many fee adjustments in conjunction with cost recovery targets and based on the change of incorporating transaction fees into all ActiveMONTGOMERY bookings Most of these fee changes were phased in during FY16 or FY17 depending on the program However fee increases related to permits that impacted the County (eg ballfield permits) were deferred until FY18 so that the County can also adjust its budget to incorporate this change When reviewing the Park Fund revenue you will notice the impact of these fee adjustments in the increased totals for RecreationUser fees and for Rentals
5 Provide an update on efforts to improve the efficiency of maintenance operations during FY17
Over the last year the department has continued to look for ways to deliver maintenance operations in a more efficient and sustainable manner Here are some examples
Technology use in the field has increased to save time and improve collection of data o Staff is using the Global Information Systems (GIS) Collector App on mobile devices to
track all trees that are replanted into parks from the Pope Farm Nursery This helps crews to easily locate these trees to provide aftercare needed for healthy and sustainable trees in the parks Also staff are better able to identify causes of tree loss by tracing them back to certain species to improve future tree placement
o The GIS Collector App is also used to collect data on ballfield conditions to prioritize ballfield maintenance as well as collect precise location codes for several amenities (trails parking lots bridges) that previously required staff to spend an inordinate amount ohime locating them for inspections and repairs
o The Enterprise Asset Management System (EAM) is being used to monitor and improve preventive maintenance schedules and checklists resulting in more efficient use of staff time and reduced reactive maintenance
The Storm Water Management (SWM) team developed more efficient inspection routes resulting in reduced travel time as crews are deployed based on geographic area and not SWM facility type This has allowed staff to conduct more inspections ultimately resulting in less reactive maintenance of SWM facilities
Certain maintenance equipment used only seasonally or sparingly is increasingly being shared between maintenance yards to reduce capital and maintenance costs
Retrofitting existing equipment and purchasing more efficient equipment for ballfield maintenance has reduced time and labor
7
Pesticide and fertilizer inventories are being managed such that unused products sitting in inventory are being relocated to different management areas where they are needed
Trees that are taken down by the tree crew are used for other purposes such as to provide firewood for nature center programs
The departments Green Waste Recycling Program takes landscape debris logs invasive plants etc and produces compost and wood chips that are used for various maintenance efforts such as mulching park trees planted county-wide at nature centers in landscape demonstration gardens and at community gardens for pathways They are also used for tree preservation work for park development and renovation projects
Tree maintenance along parkways and trails has been contracted out to allow tree crews to focus on more pressing hazard tree removal work requests in parks The backlog of work requests associated with tree work has been reduced from over 1000 work requests to under 500 work requests
At the Pope Farm Nursery o Cover crops are installed in nursery fields which has decreased the need for mowing
and herbicide use and increased organic matter in soil for future planting o Existing equipment was retrofitted to fill large holes in the soil where trees were dug
which has drastically reduced labor reduced wear and tear on equipment and prevented tearing up the nursery rows
At Brookside Gardens o In keeping with the departments commitment to environmentally responsible
gardening practices pesticide use was eliminated by releasing beneficial insects to control pest populations thus reducing labor and material costs
o Purchased 100 LED lights for Garden of Lights which last longer and use less energy than incandescent bulbs The incandescent lights are recycled when they are at the end of their lifecycle
8
6 Provide the vacancies by quarter for the last 3 years
DEPARTMENT OF PARKS QUARTERLY VACANCY REPORTmiddot FY15 FY16 FY17
FY15 FY16 FY17
Authorized Positions 694 Authorized Positions 706 Authorized Positions 725
lt Qtr ISept2014 Vacancies Vacancy Rate 1 Qtr JSept 2015 Vacancies Vacancy Rate lQtr I Sept 2016 Vacancies Vaca ncy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Camp etc 10 etc 9
Total Vacant 81 Total Vacant 78 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 3 Riled on Temp Basis 1 Filled on Temp Basis 6
Net Vacant 275 40 Net Vacant 245 35 Net Vacant 23 32
2nd
Qtr 1Dec 2014 Vacancies Vacancy Rate 2nd
Qtr JDec 2015 Vacancies Vaca ncy Rate 2nbull Qtr I Dec 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0 On LTD Workers On LTD Workers On LTD Workers Camp
Camp etc 0 Competc 10 etc 10
Total Vacant 62 Total Vacant 86 Total Vacant 82
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Riled on Temp Basis 4 Filled on Temp Basis 1 Filled on Temp Basis 5
Net Vacant 75 11 Net Vacant 325 46 Net Vacant 21 29
3 Qtr IMar 2015 Vacancies Vacancy Rate 3 Qtr I Mar 2016 Vacancies Vacancy Rate 3middot Qtr JMar 2017 Vacancies Vacancy Rate
Frozen 0 Frozen 0 Frozen 0
On LTD Workers 0 On LTD Workers 5 On LTD Workers Camp 9
Total Vacant 71 Total Vacant 71 Total Vacant 69
Budgeted Lapse 505 Budgeted Lapse 525 Budgeted Lapse 56
Filled on Temp Basis 4 Filled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 165 24 Net Vacant 145 21 Net Vacant 8 11
4th Qtr IJun 2015 Vacancies Vaca ncy Rate 4th Qtr J Jun 2016 Vacancies Vacancy Rate
Frozen 0 Frozen 0
On LTD Workers On LTD Workers
Camp etc 0 Camp etc 13 Total Vacant 65 Total Vacant 85
Budgeted Lapse 505 Budgeted Lapse 525
Riled on Temp Basis 4 Riled on Temp Basis 5
Net Vacant 105 15 Net Vacant 275 39 Notes FY15 and FY16 totals are for ment posItIons only FY17 totals Include merit and term POSItIOns
7 Provide the rationale for any increases in supplies and materials capital outlay or other services and charges more than 10 relative to the FY17 budget
bull Office of the Director - Services - Funding in the amount of $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts accounts for the bulk of the increase Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices and for providing new mobile devices for the two pOSitions that were added to the Directors Office in FYI7
bull Public Affairs ampCommunity Partnerships - Services - increase of $80000 for credit card fees associated with ActiveMONTGOMERY This includes an increase of $23000 plus $57000 that was transferred from Support Services This cost increase is being offset by an increase in revenue
bull Park Planning ampStewardship - Supplies - increase of $10000 for the Trails Crew included as a program enhancement Also $8300 was transferred from Services to Supplies to meet divisional needs
9
(if1
bull Park Development - Supplies and Services -this division has a small non-personnel budget so even small dollar changes yield a large percentage increase An increase of $5000 was included for office supplies Since this division has the largest staff complement at Parkside Headquarters it purchases most of the office supplies for that building (ex copy paper for the shared copiers) This increase is based on the actual trend from the past several years Services increases include $4000 for cell phone cost based on recent historical spending and $3000 for funding to lease a wide format scanner to continue our departments move to digitizing our project documents
bull Horticulture Forestry ampEnvironmental Education - Supplies ampServices - the divisions requests include the program enhancement request for Activating Urban Parks (see TIer i-a) with a $50000 increase in supplies and OBI of $58345 in supplies for Brookside Gardens The increase in services includes $17200 for green waste grinding at Pope Farm Our quantity of green waste has increased significantly due to the debris from removing trees and limbs damaged by the emerald ash borer Our proposed budget also includes $12000 for funding to clean the new permeable paving at Brookside Gardens The permeable paving requires regular cleaning and debris removal between the pavers to comply with NPDES regulatory requirements The increased funding for tree contract services of $9661 is based on negotiated labor rates in our contracts
bull Facilities Management - Services - includes an increase of $25000 for the custodial contract and $20650 for parking garage maintenance at the new Multi-Agency Service Park These amounts were not included in the OBI funded in FY17 An additional increase of $40850 is included in the proposed budget for color coating and striping of tennis and basketball courts This increased funding is needed to address the large project backlog within the major maintenance program
bull Northern Parks shy Supplies - our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) includes $25000 in supplies The requested new position for stormwaterbioretention management includes $10000 for supplies In addition this division has $32750 in OBI funding for supplies for Laytonia Regional Park
bull Southern Parks shy Supplies - the biggest portion of this increase is $325000 for the program enhancement for the ballfield team (see TIer i-b) Our program enhancement request for a new position supporting NNIMeadowsReforestation Maintenance (see Tier 2-a) also includes $25000 in supplies and the requested new position for stormwaterbioretention management includes $10000 for supplies
8 Provide a rationale for any new proposed positionsworkyears Please indicate whether each new position is needed due to growth in the park system new legislativeregulatory mandates or improved service delivery
Additional detail for the new positionsworkyears is provided in the Planning Board memo from our budget discussion on 101316 httpwwwmontgomervplanningboardorgagenda2016documentsMCPB10-13-16Finalpdf
Here is a chart with the position changes for the Park Fund
10
MONTGOMERY PARKS - FY18 PROPOSED BUDGET - POSITION CHANGES CHANGE
TIerfor
Restoration Description Need Catllgory
Career
Positions
Tenn
Positions
Career
Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
TIer lob
Improving the quality and playability of
ballfields I mproved Service Delivery 40 40
Tierl-c EnhanCing and expanding the trail system
GIS - trails mapping and evaluation I mproved Service Delivery 10 (10) 10 (10 Conversion from Term to FT
Tierl-c Enhancing and expanding the trail system
new trails crew Improved Service Delivery 20 20
TIer1-g
ADA Assistant - Assisting with ADA
compliance Legislative Mandate 10 10 (07
Position will be partially funded
thro~h CIP
Tierl-h
Quality Assurance Officer - OVersee
design and construction phases of new
projects to ensure safety and design
compliance I mproved Service Delivery 10 10 (05
Position will be partially funded
through CIP
TIer1-j Weed Warrior Program lead Improved Service Delivery 02 Conversion from PT to FT
Tier1-k
Resource Analyst - overseeing new
project reviews to improve water quality Legislative Mandate 10 10
TIer1-1 Program Access Legislative Mandate 09
The program access team is
managed by Enterprise Division
so this is an Enterprise position
with part of costtransferred as
a chargeback to the Park Fund
Tier 2-a NNIMeadowsReforestation
Maintenance Improved Service Delivery 20 20 -Tier2-c Volunteer coordinator assistant Improved Service Delivery 10 10
NA
Convert PT position to FT - change title
and grade - no cost impact Improved Service Delivery os Position at Meadowside Nature
Center
NA Landscape Construction Inspector Improved Service Delivery 10 (10) 10 (10)
Conversion from Term to FT shy
no cost impact - elP
chargeback was increased to
offset this conversion
NA StormwaterBioretention Mgmt Improved Service Delivery 20 20
NA Wildlife management - NPDES Improved Service Delivery 10 (10) 10 (10) Conversion from Term to FT
Total Park Fund 160 (20) 167 (20) (03)
Here is the chart with the Enterprise Fund position changes
Enterprise Fund CHANGE
TIer for
Restoration Description Need Catlglgtly
career
Positions
Tenn
Positions
Career Wkyrs
Tenn
Wkyrs
Chargeback
wkyr Comments
NA Progra m Access Legislative Mandate 10 - 10 jO9)
This will be a chargeback to
Park Fund at 9 wkyrs
NA RecEnt Fac Mgmt Tech Improved Service Delivery 10 10 New Position for Ice Rinks
NA Admin Asst Principal Improved Service Delivery (10 (10) Inactivating position that was
frozen in FY17 - Park Facilities
NA Admin Asst Principal Improved Service Delivery 10 10 Park Facilities
Total Enterprise Fund 30 (10) 30 (10) (09)
9 Where you propose to add staff to an existing program indicate the current level of staffing (eg what current staffingresources are devoted to non-native invasive plant management)
See the table below for details on current staffing levels
11
Tier for Current No
Restoration Description of Staff Additional Comments
We have a number of staff who provide routine field maintenance in our parks in conjunction with other
maintenance duties (eg mowing) Currently when specialized services are needed available park Improving the quality and playability of
3 Dedicated maintenance workers are selected to perform services under the guidance of our Athletic Field Program ballfields
Manager or the services are contracted out Adding a ballfield team will provide a dedicated staff with
Tier1-b expertise in turf management and in the use of the specialized eguipment needed for proper turf care
Enhancing and expanding the trail system 4
Tierl-c new trails crew This position will supplement the work done by the 3 members of the ADA team and will allow the eXisting
ADA Assistantmiddot Assisting with ADA 3 staff to focus on CIP and major maintenance project plan reviews and on conducting project inspections
compliance for compliance with ADA regulations
Quality Assurance Officer - Oversee
design and construction phases of new
Tier1-g
a projects to ensure safety and design
Tier1middoth compliance
Currently there is not a staff resource dedicated to handling environmental review projects There are
three positions who serve as project managers for large projects (eg Purple Line Brooke Bypass Goshen
Road wideningetc) and to handle other major items in the work program (eg managing the NPDES Resource Analyst - overseeing new
a Dedicated permit running the Aquatic Resource Management Group and as a section lead) When environmental project reviews to middotImprove water quality
review projects are received they must be split among these three resources and absorbed within their
work program A dedicated resource is needed to ensure timely and impactful responses to these requests
Tier 1middotk from other agencies
Tier 1-1 Program Access 2
We have three pesitions in the Park Planning amp Stewardship Division who playa lead role in identifying NNI
infestation areas directing and training maintenance staff and volunteers in NNI removal and in identifying
NNIMeadowsReforestation areas that need reforestation However we do not currently have dedicated NNI maintenance staff 3 Dedicated
Maintenance within the Northem and Southern Parks Division Currently we have to redirect staff from routine
maintenance activities to handle the mechanical NNI removal on parkland and to rely on volunteers for
Tier2-a supplementa I suppert
There are currently 4 staff members in the Volunteer Services Office performing a variety of roles Volunteer coordinator assistant 4
Tier2-c pertaining to volunteer support and coordination with partnerships
We have 6 staff members who are dedicated to stormwater management within our parks and ensuring
StormwaterBioretention Mgmt 6 Dedicated compliance with regulations under our NPDES permit Under the direction of this staff other park
NA maintenance workers sometimes provide mowing services and ~_n placement
10 Provide information on the reasons for the significant increases in Support Services (107) NonshyDepartmental (386) the Directors office (97) If this information is in the budget direct me to the page rather than preparing an answer
Support Services - page 244 of the budget book lists the major changes There are a few items contributing to most of that increase
bull Debt service for the Capital Equipment Internal Service Fund at $617500
bull Commission-wide IT services at $225411 bull OBI for utilities at $63600 bull Chargebacks from CAS at $98305 and the chargeback from the Enterprise Fund of $90754 (of
which $81329 is the request forthe new position for Program Access)
Non-Departmental- For the proposed budget the compensation funding of $1977408 for the markers for wage adjustments and for the reclassification study are included in the Non-Departmental total Since we are in contract negotiations with the FOP and in a wage reopener with MCGEO for FY18 the compensation markers were budgeted in Non-Departmental Once the final amounts are determined the compensation will be distributed as appropriate to each division
Since the Directors Office has a small budget even a small increase is magnified The main increase is $8000 for the Parks Foundation for printing services to support their corporate sponsorship efforts Another increase adds $2100 in funding based on recent historical trends in the cost of mobile devices
12
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple offiscal years and there is no financial impact ofthese changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item i-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FY18
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications ifthey are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Balfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and balfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion of that total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 lfthe determination is made that
13
and for providing new mobile devices for the two positions that were added to the Directors Office in FY17
11 Provide background on the proposed changes to some maintenance standards and the budget impact of these changes
Most of the changes to the proposed FY18 maintenance standards are revisions based on the trend from actual totals over the last couple of fiscal years and there is no financial impact of these changes However the changes in frequency reflected in the maintenance standards for athletic fields and mowing are directly linked to the funding request for a ballfield crew to focus on enhancing and renovating ballfields That request is included as one of our top priority requests for restoration of funding (see Tier 1 item I-b) If that funding is not restored the department will be unable to achieve the proposed increases reflected in our maintenance standards for FYI8
12 What is the basis for the significant increases in funding for On-Site Desktop Support Help Desk Support and Sign Language Interpretation
Our contract for the On-Site Desktop and Help Desk Support includes language for annual rate escalations that the vendor had not exercised The contractor had not requested the rate increase for a couple of the technical support positions for several years The vendor realized their error this fall when the contract extension occurred They subsequently made the rate correction to charge the higher allowable contract rate So the FY18 cost will jump by 20 but we incurred less cost over the last couple of years
As part of our ADA compliance we are required to provide sign language services to program participants who need modifications if they are deaf or hard of hearing In addition if we have a large event such as a festival we are required by law to provide a sign language interpreter With the increased outreach of our program access team and increased compliance the number of requested modifications has increased Since the increase has been a gradual one our department has been able to absorb the small amounts but we have now reached the point where we need to increase the funding since this will be an on-going cost
13 The proposed transfer for athletic field maintenance from County Government is $843K in your budget and $890 in the Executive budget Why the discrepancy
The departments budget for FY18 for the MCPS Ballfields Special Revenue Fund is $890700 The FY17 budget was $843200 The funding increase is due to the increase in the number of schools and ballfields being maintained by our department
14 Does OMB concur with the recommended increase in funding for the Water Quality Protection Charge
There is a discrepancy in the Countys budget book pertaining to the WQPF amount The revenue total listed on page 75-12 reflects the entire $586223 that was requested in our proposed budget However page 63-3 of the budget book only references a change of $160000 for M-NCPPC with the Parks portion ofthat total being $149600 Our prioritization of reductions to meet the County Executives recommendation is based on the of lower amount of $149600 If the determination is made that
13
(f)
additional WQPF is available we will amend our request for the reconciliation list Here is how the funding of $149600 will be allocated
Funding for WQPF Approved Amount
5torm Water Contract amp Pond Maintenance (major known commitment) 6757
MeritCOLA for career staff paid out of the WQPF (major known
commitment) 30117
5tormwaterBioretention Management 158878
Remove ca pital outlay funding for one-time purchases from previous
years (80000)
Management of nuisance wildlife programs - convert term contract
position to career 33848
Using $14928 of FY17
year-end savings to
prepay supplies that
were in proposed budget
Total in CE Recommendation 149600
15 Many of the Goals and Performance Measures in the budget just indicate quantities without any link to quality of performance or whether the activity is meeting program objectives (eg the of supervisors who access SmartParks just says how many people are attempting to use it not whether they are doing so successfully or with any meaningful outcome) Are there any plans to increase the use of true performance measures
Our performance measures have evolved over the last several years We continuously review our performance measures and look for opportunities to improve them Over the past year we have revised certain measures and started tracking them in SmartParks as Key Performance Indicators (KPls) creating transparency and accountability The responsibility of coordinating and collecting performance measures is currently being transitioned from the budget team to the new Chief Performance Officer (CPO) The CPO will work more closely with each division in identifying SMART (Specific Measurable Attainable Realistic and Trackable) goals that better measure the value of our major programs
16 What is the cost of the events lists on page 235 and what reimbursement (if any) does the Commission receive
Some of these events are permitted special events so the revenue collected for the event resides in the Special Event Special Revenue Fund Any direct costs associated with the event (eg staff working during the day of the event or supplies purchased specifically for the event) are transferred to that Special Revenue Fund Events listed that are permitted include the Persian Festival the Sizdeh Bedar and the MoCo Epic The permit fee should cover all or most of the direct costs and our permit staff does monitor their overall budget to confirm that the fees are covering costs Since these events occur on park properties located within Northern Parks divisional staff playa supporting role in the planning for the event and in ensuring that the grounds are ready for the event Depending on the magnitude of the event this may include having additional portable toilets fencing tables or trashrecycling containers available and making sure that the grounds are well maintained (eg mulched seeded mowed) before and after the event Park Fund costs are minimal since most ofthe maintenance cost would be incorporated into the regular maintenance plan for that park
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several ofthe other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these item~ as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local reSidents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition oftents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out ofthe property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
The Germantown Glory event is a free event managed by Montgomery County Recreation but hosted on parkland Our Department does incur unreimbursed expenses for mulching seeding trash removal and temporary fencing for preparation and follow-up from this event
Several of the other events referenced are environmental education programs held in conjunction with school programs These include the EarthArbor Day event and the Close Encounters with Agriculture event Costs are minimal since the programming is conducted by Parks staff and like the information provided above the primary role for the Northern Parks division is to ensure that the grounds are well maintained and ready to accommodate the groups visiting the site
Northern Parks included these items as accomplishments because of the divisions role in providing patrons with well-maintained parks for special events
17 Does the Department of Parks plan to extend the agreement with MCRA to operate its golf courses
The original 2006 lease for all the golf courses expires 10312036 Subsequently the lease was amended to extract Sligo Golf and that amendment continues to operate until 11302017 Our Department does plan to have a discussion with MCRA regarding future plans for Sligo Golf
18 What is the updated community agreement referred to in the second bullet on page 270
There is no formal agreement However in discussions at community meetings with local residents the department agreed to make some changes mainly because of complaints about noise during events The main operational changes at Rockwood Manor include discontinuing the addition of tents on the property (which was very popular for outdoor events) no amplified music closely following the noise ordinance which means no guests talking outside or congregating outside to allow their voices to travel discontinuing use of the fire pit after 8pm discontinuing rental hours after lOpm and lowering the rental capacity to ease the number of vehicles coming into and out of the property Unfortunately these operational changes have negatively impacted the revenue for Rockwood Manor
15
Management and Budget at 2407772779 for more information regarding this agencys operating budget
BUDGET SUMMARY Actual Budget Estimate Recommended C
__ _ ____ _ _ _ _ _ _ _ _FY16 _ ____ FY17 _ _~17___ _ __ FY18 _Budl~e
ADMINIS1RAllON FUND EXPENDITURES Salaries and Wages o o o o Employee Benefits o o o o Administration Fund Personnel Costs o o o o Operating Expenses 27939076 29814202 29814202 30708628 30
~dmi~stration Fund ExQ-=cenccd=it==ures--=--____ 29814202 _l9814202 PERSONNEL Full-Time o o o o Part-Time 0 o o o FTEs 18224
--~---------------~---------------------- shyREVENUES
18274 18274 18359 05
Intergovernmental 403617 409900 409900 420300 25 Investment Income 68041 60000 60000 70000 167 Miscellaneous 6854 0 0 0 ------------------------------ ~--------~--------------------~--------- Property Tax 27931521 27505550 27357021 28106192 22
User Fees 397401 145000 145000 163400 127
Administration Fund Revenues 28807434 28120450 27971921 28759892 23
cPARKFl~ EXPENDIllJRES
Salaries and Wages 0 0 0 0 Employee Benefits 0 0 0 0
Park Fund Personnel Costs 0 0 0 0 Operating Expenses 86577901 90770525 90770525 93493641 30
Debt Service Other 4256316 4846969 4846969 5511210 137-Park Fund Expenditures 90834217 95617494 95617494 99004851 35
PERSONNEL FUll-Time 0 0 0 0 Part-Time 0 0 o 0 -------~-- --___---___-- -----__-_____0____-
FTEs 68400 70660 70660 Prvie~~FCJ) REVENUES Sh~ 4f a 0 223 1rC ftltLQ ~UJa+et Q va-I 1 Facility User Fees ) 2 594043 2800643 80 Intergovernmental 2817413 208 -Investment Income
Investment Income CIP 25000 15000 -400 Miscellaneous 107700 120900 123 Property Tax 85610387 88664950 88186161 92014320 38
2 043
25000 107700
Park Fund Revenues 91377469 94214106 93735317 98359499 44
AlA DEBTSERVICE FUND EXPENDIllJRES
Salaries and Wages
Employee Benefits
0 0
0 0
0 0
0 0
ALA Debt Service Fund Personnel Costs 0 0 0 0 Debt Service Other 147625 77529 77529 155550 1006 ALA Debt Service Fund Expenditures 147625 77529 77529 155550 1006
PERSONNEL
Full-Time 0 0 0 0 Part-Time 0 0 0 0 FTEs 000 000 000 000
REVENUES
Other Anancing Source 15969 0 0 0 Property Tax 1794531 1865573 1857065 1930414 35
12-4 Agency Summaries FY18 Operating Budget and Public Services Program FY18-23
Fiscal Summary By Fund
ACTUAL BUDGET EST REC CHG FY16 FY17 FY17 FY18 BUDIREC
- Total APPROPRIATIONEXPENDITURE (27939076) (29814202) (29814202) (30708628) 30
Total Use of Resources _(279390761 ~98142021 (298142021 (30708 6281 30
PROJECTED FUND BALANCE 5404084 1028914 3061803 1113067 82
Park Fund BEGINNING FUND BALANCE 5838271 5842873 7263188 5031011 -139 =shy- REVENUES shew4~1z23 IVlC~ ~ UJai0QClIJrJ~ f1Y
Taxes 85610387 88664950 88186161 92014320 38 2620526 2594043 2800643 80
Intergovernmental 043281 3403636 208
Investment Income (41136) 20000 -333
Miscellaneous 144411 107700 120900 123
Total REVENUES 91377469 94214106 93735317 98359499 44
NET INTER-FUND TRANSFERS
From Non-Tax Supported Funds
From Tax Supported Funds Total NET INTER-FUND TRANSFERS
Total Resources CIP CURRENT REVENUE
805550 700000
1505550
98721290 (3500001
0 0 0- -
100056979 (3500001
0 0 b
100998505 (3500001
0 0 0
103390510 (350000)
33
APPROPRIATIONEXPENDITURE
Appropriationexpenditure
Debt Service - Other Adjustment for Prior Year EncumbrancesReserves
Total APPROPRIATIONEXPENDITURE Total Use of Resources
PROJECTED FUND BALANCE
(86577901 ) (4256316)
(273885) (91108102)
(914581021 7263188
(90770525) (4846969)
0 (95617494)
(959674941 4089485
(90770525) (4846969)
0 (95617494) (959674941
5031011
(93493641 ) (5511210)
0 (99004851)
(993548511 4035659
30 137
35 35
-13
ALA Debt Service Fund BEGINNING FUND BALANCE 9166 0 8174 0
REVENUES
Taxes 1794531 1865573 1857065 1930414 35 Miscellaneous 15969 0 0 0 Total REVENUES 1810500 1865573 1857065 1930414 35
NET INTER-FUND TRANSFERS
To Internal Service Funds (1663867) (1788044) (1787710) (1774864) -07 Total NET INTER-FUND TRANSFERS (1663867) (1788044) (1787710) (1774864) -07 Total Resources 155799 77529 77529 155550 1006
APPROPRIATIONlEXPENDITURE
AppropriationlExpenditure (147625) (77529) (77529) (155550) 1006 Total APPROPRIATIONEXPENDITURE (147625) (77529) (77529) (155550) 1006 Total Use of Resources (147 6251 [7 5291 [7529) (155550) 1006
PROJECTED FUND BALANCE 8174 0 0 0
NON-TAX SUPPORTED
MONTGOMERY COUNTY GOVERNMENT Water Quality Protection Fund
BEGINNING FUND BALANCE 13221064 5112258 16884269 1337245 -738
REVENUES
Taxes 33278147 36810616 37020182 39973767 86 Charges for Services 106288 200000 1090000 565000 1825 Investment Income 69878 91130 137520 235750 1587
Schedule A-4 Budget Summary Schedules Multi-Agency Summaries 73-17
0
Cost Maryland-National Capital Park and Planning Commission (M-NCPPC) Stonnwater 160000
Shift Staff realignment from Solid Waste Services to Quality Protection Fund for 113502 071
work (Le Countywide Water and Sewer Plan Ten Year Environmental Plan)
Increase Cost Charges from the Department ofTransportation 33198 000
Increase Cost Operating Expenses for new Office Services Coordinator - watershed management division billing 1442 000
~~~~~j~i~~~~~______________ ____ _________ _ __ _ _ ___ __ _____ ____ ____ Technical Adj Use County staff versus contractors to inspect Environmental Site Design (ESD) facilities on public o 200 and private properties as required by current State stonnwater management law
Decrease Cost Charges from the Deparbnent of Finance (15139) 000
Decrease Cost United States Geological Survey (USGS) Water Quality Monitoring contract (73830) 000
Decrease Cost Align stream restoration and maintenance program costs with prior year actuals (108651) 000 - ___- -_ __ _-- _ -__-_ _ _
Multi-program adjustments including negotiated compensation changesemployee benefit changes changes due to 1955837 100
staff tumover reorganizations and other budget changes affecting multiple programs bull _ __ r bull bull bull_ J_ ~ _~ _ _ ~
FY18 Recommended 27180322 9147
~ Environmental Policy and Compliance
The Division ofEnvironmental Policy and Compliance develops and implements integrated programs which protect and enhance the Countys environmental resources and promote sustainable practices by residents businesses and the County government The division analyzes develops and implements programs related to air quality energy conservation and renewable energy forest and tree resources and other sustainability issues The division also helps formulate and enforce County laws and regulations related to air and water pollution illegal dumping noise control pesticides and other environmental issues Finally the division is responsible for environmental monitoring of the Countys solid waste facilities coordination ofresponses on all legislative referrals at the local state and federal levels and participation on local and regional task forces committees and various advisory groups
--- ----------------~---------- __--__-___-_ _----__--_ - - - __- ---- ----- ---__----_- _ shy
Program Performance Measures Actual
FY15 Actual
FY16 Estimated
FY17 Target
FY18 Target
FY19
28 27 28 28 2B
Percent of customers who rated themselves as satisfied with DEP response to environmental complaints 1
776 NA 750 750 750
Non-residential building energy use (Million British Thennal Units) (ODDs) 33316 31672 31457 31431 31330 _ _ __ _ _
Residential building energy use (Minion British Thermal Units) (ODDs) 3 39731 34097 33274 33307 32730 _bullbullbull _ bullbullbullbullbull - __ __ bullbull -0 bullbull_ bullbullbullbull __bullbullbullbull__ bullbullbull bull bullbull _ bullbullbull __ bullbull__ _ bullbull__bull __bull ____bullbullbullbull _ bullbullbull__ bull __ _bullbullbullbull ___ bull ___bullbullbull __bullbullbullbull_____ bullbull _ bullbullbull __ bull __bullbullbullbull_ bullbullbull__bull __bullbull__bull ___bull ___ bull - _ bull bullbullbullbull __bullbullbullbull_ bullbull _ bullbullbull - -_ bullbullbullbull- ___bullbullbull __ bull - bullbull _- _ - bullbullbull--_ bullbullbullbull bull bullbull - - -_bullbullbull -_bullbullbullbull- bullbullbullbullbull
1 FY16 numbers are not fully available due to a system malfunction that failed to send out electronic email customer surveys The system malfunction has been corrected
2 Projections are made based on the average annual change in consumption over the previous five years
3 Projections are made based on the average annual change in consumption over the previous five years
FY18 Recommended Changes Expenditures FTEs
FY17 Approved 2079624 1244
Decrease Cost Operating Expense Reductions (8341) 000
Multi-program adjustments including negotiated compensation changes employee benefit changes changes due to (79448) (100)
staff turnover reorganizations and other budget changes affecting multiple programs
FY18 Recommended 1991835 1144
~ Administration
fhe Office of the Director provides leadership on policy development implementation and administration for all departmental programs imd management services The Directors Office is also responsible for planning development and administration of water supply and
wastewater policies for the County as well as development ofthe State-required Montgomery County Comprehensive Water Supply and Sewerage System Plan in order to ensure that the Countys management ofwater and wastewater protects public health and the
ltgt Environmental Protection 7 ~ C~_____bull