COLUMBIA ASSOCIATION BOARD OF DIRECTORS

Pre-Budget Work Session for FY 2021 – FY 2022 Budget

Thursday, October 17, 2019

Columbia Association Vision Room

Table of Contents

Introduction Management’s Letter CA Strategic Plan Executive Summary Budget Schedule Budget Parameters Budget Related Policies Schedule of Properties

FY 2021 Capital Budget Projects TAB 1 Category I Category II

FY 2022 Capital Budget Projects TAB 2 Category I Category II

New Operating Initiatives TAB 3 FY 2021 FY 2022

Community Stakeholder Requests TAB 4 CA Board of Directors Advisory Committees Other Organizations Residents Village Community Associations

0-1 9 October 2019

To: Columbia Association Board of Directors

From: Milton W. Matthews, President/CEO Susan M. Krabbe, Vice President and CFO

Subject: Pre-Budget Work Session for Fiscal Year 2021 and Fiscal Year 2022 – Major Capital Project and New Operating Initiatives

Welcome to the budget process!

This binder contains Category I and Category II capital project requests and new operating initiatives for Fiscal Year 2021 and Fiscal Year 2022. These capital requests and new operating initiatives respond to the Board of Directors’ (“Board”) approved strategic plan and input received to date from the Board, the Village Community Associations, community-driven initiatives, and staff. Fiscal Year 2021 covers the period from 1 May 2020 to 30 April 2021 and Fiscal Year 2022 covers the period from 1 May 2021 to 30 April 2022. An essential component of this process is the many opportunities for the Board, community, and staff to propose changes to the conditional Fiscal Year 2022 budget in January and February of 2021.

The outlined capital projects and new operating initiatives are intended to align with and support the Board-approved Strategic Plan, the strategic priorities and corresponding goals of which are:

1. Identity Goal: Significantly improve CA’s visibility as a valued partner in enriching the quality of life and community cohesion/connections.

2. Resource Stewardship Goal: Create systems to align physical assets and financial resources to meet CA’s strategic goals and mission.

3. Environmental Sustainability Goal: Advance Columbia as a leader in environmental sustainability in Maryland.

4. Leadership Development Goal: Increase participation among a demographically diverse community to serve in leadership roles on CA advisory committees, community groups and the CA Board.

5. Advocacy Goal: Advocate on issues that are key to Columbia’s values and are key to our future as a unique, diverse, master planned community.

0-2 These five strategic priorities and corresponding goals will serve as CA’s focus for this two-year budget cycle.

At the 17 October 2019 budget work session, you will review these major capital projects and new operating initiatives and hold straw votes. At the 24 October Board meeting, actual votes will be taken. Items approved by Board vote at that meeting may be sent back to staff for further research, revisions, and development, with respect to impacts – organizational, fiscal, community – and will be included in the draft budget that will be presented to the Board and community in December 2019.

Notwithstanding the competing demands for CA’s limited resources, we will continue to strive during the budget development process for Fiscal Year 2021 and Fiscal Year 2022 to remain focused on and to maintain CA’s financial discipline. We have a history of working together to address the most important strategic budget priorities for CA and the community.

We look forward to the budget work session on 17 October. In the meantime, please contact Susan or me if you have questions.

0-3 CA STRATEGIC PLAN EXECUTIVE SUMMARY

The 2019 CA strategic plan set forth in this Executive Summary is the culmination of a seven- month planning process and covers the years 2019 through 2024.

This Executive Summary provides the complete mission, vision, goals and objectives along with a summary of the strategic planning process. The complete strategic planning report includes detailed information gathered, outcomes from each phase, and considerations for future planning efforts. That report is available from CA upon request. This summary is organized into the following sections: 1. CA mission, vision, goals, and objectives. 2. Strategic planning process.

2019 STRATEGIC PLAN MISSON, VISION, GOALS & OBJECTIVES

Mission: Engage our diverse community, cultivate a unique sense of place and enhance quality of life.

Vision: CA creates and supports solutions to meet the evolving needs of a dynamic and inclusive community.

Strategic Priority: Identity Goal: Significantly improve CA’s visibility as a valued partner in enriching the quality of life and community cohesion/connections.

Objective 1: Develop a baseline assessment of CA’s awareness, understanding, and perception in the community by the end of (FY) Q1 2020. Use the assessment to identify shortfalls and opportunities.

Objective 2: Increase CA’s awareness and value perception by 15%.

Objective 3: Create true partnership with village boards (i.e. form work groups, host town halls).

Objective 4: Drive community cohesion via events sponsored by CA.

Objective 5: Improve communications from CA to community and partners.

Objective 6: Monitor CA’s reputation and recognition in the community by surveying the community every 2-3 years and developing a subsequent plan for optimization and improvement. The first survey should be conducted toward the end of FY2020 to assess communication effectiveness following baseline.

Strategic Priority: Resource Stewardship Goal: Create systems to align physical assets and financial resources to meet CA’s strategic goals and mission.

0-4 Objective 1: Create a system to assess the physical condition of CA’s assets by 4.30.20.

Objective 2: Create a system to evaluate community impact of CA’s assets.

Objective 3: Create a scorecard combining assessments and evaluation to prioritize capital and budget resources/investments by 8.31.21. • Action Step A: Identify opportunities to provide greater access for all residents. • Action Step B: Develop assessment tool to prioritize community needs and opportunities against available budget resources. • Action Step C: Develop a process to identify assets that should be acquired, modified, or consolidated.

Objective 4: Create a 5-10 year capital investment plan based on the outputs above by 4.30.22.

Objective 5: Determine quality of revenue (consistency, dependability) needed to support programs and services by 4.30.23. • Action Step A: Create a zero-based budget review (that includes a competitive analysis to other similar organizations). • Action Step B: Develop 10-year forecast.

Strategic Priority: Environmental Sustainability Goal: Advance Columbia as a leader in environmental sustainability in Maryland.

Objective 1: Maintain and advance CA’s climate change mitigation and adaptation efforts.

• Action Step A: CA will advocate for and support access to multi-modal public transportation in the community. • Action Step B: CA will advance best procurement and waste management practices that increase source reduction, increase the use of recycled content materials, increase recycling/composting rates, and reduce single use plastic consumption. • Action Step C: CA will continue efforts to reduce energy consumption and support clean energy through its existing solar farm and procurement of renewable energy credits. • Action Step D: CA will work to reduce fossil fuel consumption associated with its vehicle and equipment fleet and encourage similar practices in its contractors. • Action Step E: CA will conduct a Columbia-wide climate change vulnerability assessment to identify key climate risks affecting its operations, property, and public safety.

Objective 2: Advance sustainable land use practices and improve the quality of streams, ponds, and lakes.

• Action Step A: CA will refine its use of best practices for fertilization, weed, and pest management so as to maintain aesthetically pleasing open space while reducing the potential harmful impacts to humans and wildlife.

0-5 • Action Step B: CA will enhance its open space management practices to support native species of grasses, increase rainwater retention, support pollinators, and increase carbon sequestration. • Action Step C: CA will advocate for advanced storm water management practices in developments in and around Columbia. • Action Step D: CA will reduce stream erosion and flooding by deploying advanced stream stabilization techniques and reducing upstream runoff volume by promoting best management practices for impervious surface area.

Objective 3: Educate and connect citizens to CA’s open spaces and best practices for sustainability. • Action Step A: CA will partner with villages to develop opportunities for resident engagement and education. • Action Step B: CA will develop engagement programs and materials that help advance community sustainability and connection to open space. • Action Step C: CA will work to more effectively promote its activities and performance associated with improving the environmental sustainability of its operations and land management practices.

Strategic Priority: Leadership Development Goal: Increase participation among a demographically diverse community to serve in leadership roles on CA advisory committees, community groups, and the CA Board.

Objective 1: Outreach to cultural and diverse community. • Action Step: Annually conduct at least one new outreach initiative.

Strategic Priority: Advocacy Goal: Advocate on issues that are key to Columbia’s values and are key to our future as a unique, diverse, master planned community.

Objective 1: Conduct an annual evaluation of CA priorities that considers all stakeholders.

Objective 2: Coordinate advocacy efforts with Village Boards where appropriate.

Objective 3: Monitor issues in the following categories for advocacy: • New town zoning • Environment • Land use • Alternative housing • Smart development

2019 CA STRATEGIC PLAN PROCESS The process incorporated six phases organized around the following objectives: • Developing a concise plan that details a clear set of priorities, responsibilities, and metrics where appropriate. • Engaging stakeholders from throughout the Columbia area.

0-6 • Engaging the Board and senior staff members in thoughtful dialog regarding the strategic issues, goals, and priorities throughout the process. • Adopting a strategic plan via Board vote.

Phase 1 – Context This phase served as preparation by reviewing key organizational documents such as By-laws, Charter, Deed, policies, progress reports, financial activities, and Board meeting reports and minutes from the past two years.

Phase 2 – Gather and explore information from a wide range of perspectives. Data was gathered through multiple channels: • Surveys. • In-person meetings with 52 stakeholders, Board members, and staff. • Published information on regional demographic and economic trends and national trends regarding master planned communities. This information was compiled into a Phase 2 Report and used by Board and staff in identifying key strategy issues, determining goals, and setting a future strategic direction for CA for the next five years and beyond.

Phase 3 – Assess information and identify strategic issues for the next five years and beyond. An all-day session was held on March 9, 2019 with Board and senior leadership team to frame strategic issues the Columbia Association faces in the next five years and beyond.

Phase 4 – Engage stakeholders for feedback on strategic issues identified. CA published initial drafts of goals, objectives, mission & vision on its website and requested input. Board members also sought out opinions from residents in their villages.

Phase 5 – Outline Strategic Plan with CA Board. A second all-day session was held on March 30, 2019 to consider input from stakeholders and prioritize strategic priorities for the next five years. A draft strategic plan document was prepared for Board and staff and distributed to stakeholder group representatives for review and input.

Phase 6 – Complete final Strategic Plan document for Board approval. A final draft of mission, vision, goals & objectives was drafted, reviewed, and approved by the Board.

0-7 FY 2021 and FY 2022 Budget Schedule – APPROVED REVISED August 28, 2019

The Columbia Association’s budget process is designed to provide opportunities for input from the Board of Directors, Advisory Committees, residents and other community stakeholders.

How to give testimony: • Submit your testimony via email to the Board of Directors at [email protected]; • Send your testimony to the Board of Directors, care of the Columbia Association Accounting Division; 6310 Hillside Court, Columbia, MD 21046; • Present your testimony at the Board work session on September 12, 2019.

Wednesday, July 3, 2019 (Not a meeting-deliverable date) Letters to the CA Board of Directors and community stakeholders will be sent from CA staff, with an invitation to submit budget requests for FY 21 and FY 22. Budget requests, including those from CA Board members, are due to staff by September 6, 2019 either via email or in writing.

Thursday, July 11, 2019 CA Board of Directors to review the total amounts of the capital budgets and the targets for annual increases in net assets for FY 21 and FY 22 (“capital and operating parameters”), the annual charge rate and cap, and membership rates guidance. This is a regularly scheduled Board work session that is open to the public.

Thursday, July 25, 2019 CA Board of Directors to review, discuss and vote on the capital and operating parameters for FY 21 and FY 22, the annual charge rate and cap, and membership rates guidance. This is a regularly scheduled meeting of the Board.

Thursday, September 12, 2019 Board work session to include the opportunity for community stakeholders to provide input for consideration for the FY 21 and FY 22 draft budgets at CA Headquarters. This is a regularly scheduled Board work session that is open to the public.

Thursday, October 10, 2019 (Deliverable Date) One binder to be delivered to the Board with Board and staff major capital projects, operating initiatives and community stakeholder requests and responses.

0-8 Thursday, October 17, 2019 Discussion of Board and staff major capital projects and new operating initiatives, and community stakeholder requests. The work session is open to the public. Straw votes will be taken, which will be subject to actual CA Board votes at the CA Board meeting on Thursday, October 24.

Thursday, October 24, 2019 Board will vote on proposed major capital projects and new operating initiatives received to date. No special voting rules apply. Projects and initiatives are included or excluded from the draft budgets based on a simple majority of those Board members who vote when the question is called during the meeting. This is a regularly scheduled Board of Directors meeting that is open to the public. Friday, December 20, 2019 (Not a meeting-a deliverable date) Draft FY 21 and Conditional FY 22 Budgets delivered to Board and village community associations.

Thursday, January 9, 2020 Board work session: Draft FY 21 and Conditional FY 22 Budgets – Operating and Capital. This is a regularly scheduled Board work session that is open to the public.

Thursday, February 13, 2020 Board work session: Draft FY 21 and Conditional FY 22 Budgets – Operating and Capital. This is a regularly scheduled Board work session that is open to the public.

Thursday, February 20, 2020 (If necessary) Board work session (if necessary): Draft FY 21 and Conditional FY 22 Budgets – Operating and Capital. This work session is open to the public.

Thursday, February 27, 2020 CA Board discussion and vote on the FY 21 and Conditional FY 22 Budgets – Operating and Capital. No special voting rules apply. The budgets are approved based on a simple majority of Board members who vote when the question is called during the meeting. This is a regularly scheduled meeting of the Board that is open to the public.

0-9 July 3, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President and CFO

Cc: Lynn Schwartz, Director of Finance/Treasurer Members of the Senior Leadership Team

Subject: Proposed Operating and Capital Budget Parameters for FY 21 and FY 22

A critical component in the Columbia Association (CA) budget process is the approval by the CA Board of the operating and capital parameters. The capital parameter is the total amount of the capital budget for a fiscal year. The operating parameter is the target for annual increases in net assets (the annual excess of revenues over expenses) for each fiscal year. These parameters will be used to develop the proposed FY 21 and conditional FY 22 budgets, along with input from the Board, community stakeholders and staff throughout the budget process. The budget process, which extends from July 2019 to February 2020, provides numerous opportunities for Board and community input and review.

Operating Parameters The pre-audit results for FY 19 indicate an increase in net assets of $3,858,000 as compared to the FY 19 budget of $3,818,000. The FY 20 budget projects an increase in net assets of $3.8 million, and we are already aware of pressures on achieving that amount (e.g. projects budgeted for FY 19 that did not get completed until FY 20). We are making decisions now to hold off on filling vacant positions, delaying consulting activities, etc. to make sure that we can achieve the budgeted increase in net assets for FY 20.

Therefore, based on analysis of trends and future indicators, we recommend operating parameters (increase in net assets) for each fiscal year (FY 21 and FY 22) of at least $3 million. Annual increases in net assets during the two fiscal years of at least $3 million appear to be achievable, given the expense trends in existing programs and services, and the amount should be adequate for unforeseen expenditures in either one of the fiscal years.

Our recommendation was analyzed carefully in the context of the actual financial results for FY 19 and prior fiscal years. Additionally, we reviewed projected capital spending, economic factors, interest rates, and other potential increases for both revenue and expenses for the two years. The recommended $3 million target for the increase in net assets also takes into consideration the proposed capital budgets for FY 21 and FY 22 (please see below), as reflected through the impact of the capital budget on depreciation, interest, loss on disposals and other operating expenses.

Even though CA is a non-profit corporation, it is still very important to continue to grow the value of the organization through annual increases in net assets. First and foremost, annual increases

0-10 in net assets generate cash that is necessary for paying CA’s operational bills, funding required debt service and making capital investments in CA facilities and amenities. Second, the trend of growth in net assets is watched closely by CA’s current lenders and credit rating agency, as well as prospective lenders when CA is in the market to issue debt. Analysts from our current lenders question in detail year to year declines in the annual increase in net assets. Consequently, maintaining a stable, consistent annual increase in net assets should be a priority for the organization.

Capital Parameters Based on review of the projected capital needs and funding capacity, we recommend the following capital budget parameters:

Capital Expenditures – FY 21 $15,000,000 Capital Expenditures – FY 22 $15,000,000

While these amounts do not fully fund the Capital Improvements Plan (CIP) for the two fiscal years, the respective capital budgets will continue to exceed the previous 10-year average of $14.4 million; thereby, continuing to focus on CA’s aging infrastructure and managing organizational commitments, such as the ongoing work on the Supreme Sports Club, planned renovations for Columbia Gym and needed improvements in the open space and CA’s community buildings. We do believe that some capital projects in the CIP will need to be deferred and perhaps set aside entirely, which the Board will determine in its deliberations. Reviewing projects in the CIP for FY 21, the FY 21 parameter considers completion of the renovations at Supreme Sports Club, Lake Kittamaqundi dredging and other watershed projects and another ADA wading pool. The FY 22 parameter includes major improvements at Columbia Gym and the Art Center and renovations at several other community buildings, as well as work on the first of the three overpasses and significant investments in watershed, dredging and pond projects.

10-Year ($ in 000's) 2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 Average Capital budget $20,000 $20,000 $17,000 $21,000 $9,900 $12,810 $13,416 $9,164 $9,933 $10,476 $14,370

Inflation and Interest Rates The Board is also asked to approve the interest rate and inflation rate thresholds for the FY 22 budget. In February 2021, if there is a difference for either of these economic factors of one percent or more between the nationally published rates and the rates noted below, the staff will revise the FY 22 budget without further approval by the Board of Directors.

We researched inflation and interest projections and developed the following proposed rates:

Thresholds for the FY 22 Budget: Inflation Rate Threshold: 3.0% Interest Rate Threshold 4.5%

In May 2021, we will issue a summary of all FY 22 budget changes approved by the Board, and changes to the inflation and interest rates, if such changes are made.

Thank you for your leadership in the budget process.

0-11 July 3, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President and CFO

Cc: Lynn Schwartz, Director of Finance/Treasurer Members of the Senior Leadership Team

Subject: Proposed Annual Charge Rate and Cap for FY 21 and FY 22

Background

The annual charge applies equally to residential and commercial properties within the boundaries of Columbia Association (CA), and is currently $0.68 per $100 of assessed valuation, subject to a three- year phase-in and 3.5 percent cap on annual assessed valuation increases. The maximum allowable rate is $0.75, and the mandated cap is 10 percent.

CA has reduced the rate twice: from $0.75 to $0.73 in 1992 and from $0.73 to $0.68 in 2003. CA has also reduced the cap multiple times since it was mandated in 2003; most recently to 2.5 percent in 2009. CA increased the cap to 3.5 percent from 2.5 percent in 2017 at the Board’s initiative to provide additional financial resources for capital projects to address CA’s aging infrastructure, resulting in an additional $220,000 in annual charge revenue for FY 17. Even with that change, the combination of the cap being below the permitted maximum (10 percent) and the rate also at less than the maximum means that CA still could generate approximately at least $7 million in additional annual charge revenue.

CA’s actions are in strong contrast to Howard County’s approach to the real property tax. Howard County’s cap of 5 percent has not changed since Columbia was founded in 1967. While its rate has both increased and decreased over the past 52 years, the rate has not changed since 2002, when it was changed as a result of a legislated change in methodology.

Annual charge revenue accounts for approximately 54 percent of CA’s total revenue. The greatest use of annual charge revenue is for open space maintenance, such as lake and pond dredging and maintenance; tot lot, plaza, pathway and bridge maintenance; and open space mowing, plantings and snow renewal. Additionally, annual charge revenue supports the village community associations; supports operations of most of our aquatics facilities – outdoor pools and Swim Center; and funds no charge community events, such as the Lakefront festivals, international and cultural activities, the Volunteer Center, the Columbia Community Exchange, and others. . The annual charge also

0-12 contributes to the CA Points program, income-qualified discounts and resident pricing for recreational facilities and programs.

From 2009 when the cap was lowered to 2.5 percent through 2019 (cap was increased to 3.5 percent for 2017), annual charge revenue increased an average of 3 percent per year. This trend reflects the increase in the cap in 2017 and new construction within the boundaries of CA. During this 11-year period, residents have consistently expressed their desire for new services and programs, as evidenced by requests for new parks, enhanced aquatics venues, and improvements to open space, recreational and fitness facilities, etc. Plus, aging capital assets continue to drive significant increases in maintenance and repair costs.

Budget Considerations

The budget implications of the annual charge are significant, as it is more than half the annual revenue for the organization. Changing the rate by one cent, either up or down, would result in a total difference of approximately $595,000. The impact on the average residential property is about $15 per year.

The annual charge applies to commercial properties exactly as it applies to residential properties. Therefore, for example, a one-cent increase or a one-cent decrease in the rate would impact the owner of The Mall in Columbia by a corresponding increase or decrease in its annual charge bill by approximately $12,600.

Recommendations

Staff recommends that the Board keep the annual charge rate at $0.68 and the cap at 3.5 percent for the FY 21 budget. At the current rate and cap, CA continues to deliver value to residential and commercial property owners within the boundaries of CA, and provides significant favorable economic impact to this region that far exceeds the value of a one-cent reduction in the rate or a lowering of the cap back to 2.5 percent.

The FY 19 average annual charge amount for residential properties is $1,011. A one-cent rate reduction represents a 1.5 percent decrease in each property owner’s annual charge bill, with an average impact of about $15 for the year, or about four cents a day.

Staff does not believe that presently the need exist or that a strong and credible message can be communicated to the community for an increase in the annual charge, given property values and the impact of downtown redevelopment on the community. Consequently, staff believes that such an increase would be detrimental to the organization’s reputation in the community to an extent that would outweigh the benefit of the additional revenue.

The Board’s options are to increase the annual charge rate and/or cap; to decrease either or both; or to keep them unchanged.

0-13 Attachment 1 COLUMBIA ASSOCIATION ANNUAL CHARGE ANALYSIS June 21, 2019

Annual Impact of a First Year $0.01 Impact of Billable FY 19 Annual Change in Reducing the Sample Properties Valuation Charge the Rate Cap to 2.5% 1 $390,700 $1,328 $20 $0 2 $364,700 $1,240 $18 $0 3 $230,896 $785 $12 $8 4 $285,625 $971 $14 $9 5 $452,300 $1,538 $23 $12 6 $250,460 $852 $13 $8 7 $288,210 $980 $14 $9 8 $321,500 $1,093 $16 $0 9 $277,400 $943 $14 $0 10 $379,001 $1,289 $19 $12 Average Residential Property $297,256 $1,011 $15

HRD Properties $260,247,964 $884,843 $13,012 $6,089

General Growth Properties $251,806,133 $856,141 $12,590 $8,252

Total for Columbia Association $11,899,353,754 $40,457,804 $594,968 $253,163

Notes: 1. The CA Board members' residential properties were used as a sample representing one from each village. This also provides transparency regarding the impact of any Board decision on the annual charge rate. The average impact on the 10 Board members' properties is about $16, slightly higher than the overall average.

2. The impact of a one-cent increase in the rate over the 27,000 residential properties would be only $15 per year, but would provide $595,000 in total that could be used by CA in other areas of need.

3. The 2.5 percent cap applies to six of the ten sample properties shown above.

4. A sample of commercial properties was included to show the impact of a one-cent change on those as well.

0-14 July 5, 2019

To: Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President and CFO

Cc: Dan Burns, Director of Sport and Fitness Lynn Schwartz, Director of Finance/Treasurer Laura Sitler, Chief Marketing Officer

Re: CA Board Membership Pricing Guidance for the FY 21 and Conditional FY 22 Budgets

As part of the foundation for the FY 21 and FY 22 operating and capital budgets, the CA Board of Directors approves the annual charge rate and cap, which is projected to contribute just over 54% of CA’s FY 20 budgeted revenue of $77.1 million. The CA Board also will provide guidance to staff for membership pricing. Membership revenue is projected to contribute 26% (approximately $19.9 million) of CA’s FY 20 budgeted revenue. Membership revenue has consistently contributed about 26% of revenues since at least FY 13.

For many years, CA staff has worked to orient pricing for memberships and other programs and activities to minimize the use of annual charge revenue for services that may be able to fund themselves. The message conveyed by previous Boards is that what can pay for itself at maturity through its own users should pay for itself, and that the annual charge be reserved to subsidize or fully fund those activities and amenities that are either enjoyed by all (such as open space) or support CA’s community mission (such as income-qualified pricing, village community associations, the arts, lakefront music and movies, etc.). For context, the impact of CA’s income-qualified pricing is significant in that 50% discounts on memberships are extended to those residents earning below 110% of the federal income guidelines based on family size. As of April 30, 2019, 1,410 households within the boundaries of CA accessed CA memberships through this program. The total estimated FY 19 discount for these resident memberships is approximately $691,000.

Leadership in Sport and Fitness has focused on minimizing the department’s reliance on annual charge revenue, and has achieved the membership revenue contribution to Sport and Fitness operating expenses indicated on EXHIBIT A. Our ongoing focus to rely less on the annual

0-15 charge for Sport and Fitness expenses is directly impacted by such factors as increases in the minimum wage, increases in depreciation and interest expense, reflecting the significant capital investment in Sport and Fitness facilities (e.g., major renovations at the Athletic Club and Swim Center, the replacement of SplashDown, the new Long Reach Tennis Club, etc.)

In developing rates, staff considers multiple factors including CA’s own operating and capital trends, competitor pricing, sales feedback, survey data and increased current and future requirements. Based on these factors, staff recommends an increase of 2.5 - 3% for residents, depending on the type of membership, and up to a market-competitive increase for non-resident memberships, particularly the Play membership. The recommended increases are consistent with Board-approved policy from 2011 that was also applied in the membership restructuring project in 2016 (see Attachment 1).

The Ten-Year Financial Projection shared with the Board on June 27, 2019 reflects a minimal 2% increase in average membership pricing for the ten-year period, and still requires a one-cent increase in the annual charge rate in FY 26. The FY 21 membership projection also includes 5% growth in membership sales and 3% growth in the total number of memberships after attrition over the FY 20 budget.

Using the FY 20 approved budget as a base, EXHIBIT B indicates the incremental membership revenue that would be generated at three different possible percentage increase levels in rates. It also shows the important cumulative effect over 5 years at each level of increase. Revenue lost as a result of not increasing membership rates (barring a change in member behavior through increased sales or decreased attrition) is lost in perpetuity. Lost revenue would need to be offset by increased membership sales, increases in other income categories or decreases in expenses including depreciation, resulting in less capital investment. EXHIBIT B shows a few examples of what would be required...and when.

Our assessment of operational trends included a review of financially related factors that impact sales and attrition. This included member reported reasons for cancellation, Clarabridge surveys of existing members and actual sales performance for new members. All of these factors indicate that while people would enjoy lower membership rates, pricing has not had a significant impact on the membership decisions of our current or potential members. To the contrary, we have seen increased performance metrics directly correlated to increasing the value of CA’s memberships through new facilities, renovations, improved programming and service, all areas in which CA has invested significantly over the past four years. ● Reasons for cancellation as reported by members ○ FY18 reasons ■ Financial 5.25% ■ Too Expensive/Price 5.18% ○ FY19 reasons ■ Financial 4.08% ■ Too Expensive/Price 3.11% ● Clarabridge Feedback

0-16 ○ FY17 surveys ■ General Pricing 14.09% of conversation ■ Fitness Center Fees and Pricing 10.28% of conversation ○ FY18 surveys ■ General Pricing 11.28% ■ Fitness Center Fees and Pricing 7.11% ○ FY19 Surveys ■ General Pricing 11.71% ■ Fitness Center Fees and Pricing 7.45%

Sales Performance ● Significant increase higher value memberships FY18 versus FY19 ○ 232 - sale increase (21.3%) in F&P ○ 365 - sale increase (25.7%) in 1Fit ○ 363 - sale decrease (-22.5%) in Play (weather?)

● May/June FY20 versus May/June FY19 ○ 94 - sale increase (34.6%) in F&P ○ 57 - sale increase (25.1%) in 1Fit ○ 42 - sale increase (6.23%) in Play

Staff Recommendations

The staff presents the following alternatives for Board consideration and, ultimately, the approval of one or the other of these options.

1. As noted above, staff recommends an increase of 2.5 - 3% depending on the type of membership for residents and up to a market-competitive increase for non-resident memberships.

2. An alternative approach that staff believes would help the organization and the Board to advance CA through policy direction would be to base the Board’s membership guidance on a threshold at a more strategic level. To this end, staff recommends that the Board require a minimum contribution from membership revenue of 64% of Sport and Fitness operating expenses, before allocations, for the FY 21 and conditional FY 22 budgets. Then staff would balance revenue and expense changes to achieve that requirement.

0-17 Exhibit A - Membership Revenue Contribution to Sport and Fitness Expenses

Dollars in 000’s FY 17 FY 18 FY 19 FY 20 FY 21 FY 22 Actual Actual Pre Audit Budget Projection Projection

Total Membership $18,210 $18,484 $18,928 $19,916 $20,756 $21,729 Revenue

Increase (Decrease) 1.5% 2.4% 5.2% 4.2% 4.7%

Total Operating $26,811 $27,240 $29,239 $31,214 $32,427 $33,686 Expenses (excluding department allocations)

Increase (Decrease) 2.3% 6.6% 6.8% 3.9% 3.9%

Membership Revenue 68% 67% 65% 64% 64% 65% - funding of operating expenses

Increase (Decrease) (0.7%) (4.0%) (1.4%) 0.3% 0.8%

Depreciation and $4,963 $5,405 $6,158 $6,966 $7,020 $7,177 Interest

Increase (Decrease) 8.9% 13.9% 13.1% 0.8% 2.2%

Exhibit B - What If? 3% 2.5% 2%

FY 21 Revenue $611,000 $510,000 $408,000 Increase

5 Year Cumulative $3.1 million $2.6 million $2.1 million Increase

Additional New Sales 615 513 411 at May 1 in lieu of increase

Additional New Sales 671 560 448 at June 1 in lieu of increase

Annual Charge + $.01 + $.008 +$.007 increase in lieu of $ .69 $ .688 $ .687 increase

0-18 Attachment 1

Membership Pricing Philosophy (Last reviewed by the CA Board in May 2016)

1. The goal of resident membership rates is to maximize participation while generating a revenue stream to meet CA’s financial goals.

2. The goal of non-resident membership rates is, at a minimum, to match the market for comparative services and programs. (An exception to this is in the rare instances where a specific facility has limited capacity. In this case, non-resident rates are raised above the market to manage the number of non-resident memberships.)

3. Resident membership rates are significantly discounted in acknowledgement that residents pay an annual charge to CA.

4. In an effort to make Sport & Fitness memberships affordable to all residents, additional discounts on the resident membership rates are available for CA residents who are income-qualified.

5. Our goal is to make the composite rates less than the sum of the standalone memberships. (We offer these rates as incentives for individuals to choose the membership that encourages them to participate in all of the Sport & Fitness programs, services and facilities.)

6. There is no double discounting.

7. Adding value and services will increase both market share and revenue.

0-19 POLICY ON CONDUCT OF WORK SESSIONS OF BOARD OF DIRECTORS

The Columbia Association (“CA”) Board of Directors will conduct work sessions on the second Thursday of each month (except May and August) in order to discuss matters on an informal basis. This policy addresses the rules applicable to such work sessions.

A work session is a form of meeting and, as such, is governed by section 11B-111 of the Maryland Homeowners Association Act (the “Act”) and sections 2.06 and 2.07 of CA’s by-laws. The Act requires that all meetings be open to members of the association unless closed for one of the reasons specified in the Act. (While the only “members” of CA are the Directors, CA has traditionally opened its meetings to the public.) The Act also states that a designated time period must be provided for lot owners to comment on the specific topic(s) on the meeting agenda.

Based on the above, the following rules shall apply to work sessions of the Board:

1. Work sessions shall be open to the public unless closed in accordance with the Act and CA’s by-laws.

2. Notice of work sessions shall be provided in the same manner as any other meetings.

3. An agenda shall be prepared for the work session.

4. At the beginning of the work session, a time period shall be allowed for lot owners to comment only on agenda topics. Otherwise, the public will not participate in a work session unless invited to do so by the Board.

5. Robert’s Rules are suspended and do not govern the conduct of work sessions.

6. The Board will discuss agenda topics, but no formal vote will be taken on any topic.

0-20 APPROVAL GUIDELINES FOR INCLUDING CAPITAL PROJECTS IN THE DRAFT BUDGET

Approved by the Board of Directors: February 24, 2011

The Columbia Association Board of Directors requires a majority of yes/no votes and a threshold of four (4) votes for a Category I or Category II capital project to be placed into the draft budget during the initial straw voting session.

0-21 CAPITAL PROJECTS

The Capital Projects Recommendation Process has been developed to implement the Capital Project Planning and Implementation process developed by Columbia Association’s President and approved by the Board of Directors during the FY 2011 and FY 2012 budget process in February 2010. This process divided capital projects into three categories, which are summarized in the table below.

Category I Category II Category III Board-Supported Initiatives – Phased Projects – projects Projects that are for periodic projects approved by the that are either nonrecurring, or maintenance and/or upgrades Board of Directors that are projects considered to be to facilities. focused on meeting the major reinvestments in Board’s strategic goals and facilities and programs that providing improved quality of are $200,000 or greater and life venues for Columbia exceed the allocated amount residents. for the program or facility requesting the project.

Specifically identified and Specifically identified and Amount approved by the approved by the Board in the approved by the Board in the Board in the budget process is budget process budget process the total capital parameter less the amounts for both Categories I and II.

The Category III amount is allocated to facilities and programs based on a combination of 75 percent of gross value and 25 percent of net book value for each facility or program divided by the total for the organization. That percentage was multiplied by the remaining budget balance (total less Categories I and II) to give the total “maximum eligible annual expenditure.”

0-22 Columbia Association Schedule of Locations

Notes: Value is for insurance purposes, and does not equal replacement costs. Facilities are inspected annually. Gross Square 2020 Building Loc # Location Name & Address Construction/Roof Type /Occupancy Year Built Footage Insured Value

1. Amherst House Frame w/Brick Facing 1988 4,300 $1,573,200 7251 Eden Brook Drive Community Meeting House Columbia, MD 21046

2. Athletic Club Masonry Non-Combustible 1971 77,053 $12,000,000 5435 Beaver Kill Road Nautilus Center Columbia, MD 21044 Racquetball/Squash Courts Running Track, Pro-Shop

3. Barn at Wilde Lake Frame Structural Historic * 4,000 $122,300 1 West Pasture Gate Road Metal Roof Columbia, MD 21044 Storage of Theatre Props, Pool Supplies, Booths & Boats

4. Bell Tower and Bronze 1969 N/A Bells at Lake Kittamaqundi Columbia, MD 21044

5. Boat Storage Facility and Pavilion Frame 1971 600 $20,400 Lake Kittamaqundi Storage of Boats & Boating Equipment Columbia, MD 21044 Boat Rental

6. Bryant Woods Neighborhood Center Masonry 1967 2,010 $2,476,400 10451 Green Mountain Circle Neighborhood Center Columbia, MD 21044 Office Bath House & Pool

7. Claret Hall Wood Trusses, Masonry Exterior 2000 5,755 $2,000,000 6020 Daybreak Circle Sprinklered Clarksville, MD 21029 Community Meeting House

8. Clary's Forest Pool Wood Trusses, Masonry Exterior 1990 1,000 $1,100,000 11615 Little Patuxent Parkway Pool and Bath House Columbia, MD 21044

9. Clemens Crossing Pool Masonry 1976 1,000 $1,100,000 8500 Martin Road Bath House & Pool Columbia, MD 21044

10. The Columbia Gym Metal Decking, Masonry Exterior 1999 58,000 $9,235,100 6151 Daylong Drive Sprinklered - Sports Club Clarksville, MD 21029

11. Corporate Offices Fire Resistive 2005 32,853 $0 6310 Hillside Court Corporate Offices Suite 100 Masonry Columbia, MD 21046-1070

12. Cottage Frame 800 $252,800 9258 Bendix Road, Parcel B Columbia, MD 21045

13. Dasher Green Pool Wood Trusses, Wood Framing, Vinyl Siding 1974 9,611 $1,100,000 6805 Cradlerock Way Bath House & Pool includes Columbia, MD 21045 # 44

14. Dickinson Pool Wood Trusses, Masonry Exterior 1988 1,000 $1,100,000 7425 Weather Worn Way Pool and Bath House Columbia, MD 21046

15. Dog Park 2014 $161,800 5901 Rivendell Lane Fenced area with benches and watering station Columbia, MD 21044

16. Dorsey's Search Meeting Room Frame 1993 4,072 $2,600,000 4649 Columbia Road Dorsey Search Village Association Ellicott City, MD 21042 Bath House & Pool

17. Fairway Hills Golf Club Stone Historic * 4,000 $3,667,400 5100 Columbia Road Ellicott City, MD 21042

18. Fairway Hills Maintenance Building Wood Trusses, Wood Framing, Vinyl Siding 1994 7,500 $594,200 5280 Columbia Road Sprinklered Ellicott City, MD 21042 Maintenance Shop and Office

19. Family Life Center Brick on Frame 1967 1,200 $420,000 10451 Twin Rivers Road No operations for C.A. Columbia, MD 21044

0-23 Columbia Association Schedule of Locations

Notes: Value is for insurance purposes, and does not equal replacement costs. Facilities are inspected annually. Gross Square 2020 Building Loc # Location Name & Address Construction/Roof Type /Occupancy Year Built Footage Insured Value

20. Faulkner Ridge Neighborhood Center Frame 1968 2,134 $1,846,900 10518 Marble Faun Lane Neighborhood Center Office Columbia, MD 21044 Pool & Bath House

21. Haven on the Lake Lease 1 story (ground floor) 1974 27,556 $0 10275 Little Patuxent Parkway Columbia, MD 21044

22. Hawthorn Pool Concrete/Frame 1987 5,000 $1,100,000 6175 Sunny Spring Bath House & Pool includes Columbia, MD 21044 # 23

23. Hickory Ridge Neighborhood Center Frame 1980 included in $2,008,400 6175 Sunny Spring Neighborhood Center Office # 22 Columbia, MD 21044

24. Hobbit's Glen Golf Clubhouse Frame 2015 22,500 $4,482,200 11130 Willow Bottom Drive 18 Hole Championship Columbia, MD 21044 Golf Course, Restaurant Pro-Shop 24a. Turn House Frame 2015 1,588 $328,800

25. Hobbits Glen Maintenance Buildings Frame 1995 8,000 $1,097,700 11300 Willowbottom Drive Maintenance & Storage of Golf Columbia, MD 21044 Equipment

26. Hobbits Glen Pool Frame 1980 600 $900,000 11130 Willow Bottom Drive Bathhouse & Pool Columbia, MD 21044

27. Hopewell Pool Frame 1978 700 $1,100,000 9200 Rustling Leaf Bath House & Pool Columbia, MD 21045

28. Horse Center Frame (3 Buildings) 1979 45,000 $1,673,500 10400 Gorman Road Boarding Stable Laurel, MD 20723 Storage of tack and farm implements Riding Arena

29. Huntington Pool Frame 1984 1,000 $900,000 7625 Murray Hill Road Bath House & Pool Columbia, MD 21046

30. Ice Rink Frame 1970 45,000 $4,469,500 5876 Thunder Hill Road Ice Skating Only Columbia, MD 21045 Concession

31. Jeffers Hill Neighborhood Center Frame 1974 4,283 $2,599,000 6031 Tamar Drive Neighborhood Center Office Columbia, MD 21045 Pool & Bath House

32. Kahler Hall Masonry Non-Combustible 1970 12,238 $4,000,000 5440 Old Tucker Row Community Meeting House Columbia, MD 21044 Harper's Choice Village Association

33. Kendall Ridge Pool 1996 1,000 $1,100,000 8245 Tamar Drive Pool & Bathhouse Columbia, MD 21045

34. Lake Elkhorn Picnic Shelter Wood/Block 1986 2,000 $166,000 9705 Broken Land Parkway Concrete Floor Columbia, MD 21045

35. Lake Elkhorn Pump House Frame 1975 225 $6,400 Broken Land Parkway Columbia, MD 21045

0-24 Columbia Association Schedule of Locations

Notes: Value is for insurance purposes, and does not equal replacement costs. Facilities are inspected annually. Gross Square 2020 Building Loc # Location Name & Address Construction/Roof Type /Occupancy Year Built Footage Insured Value

36. Linden Hall Concrete/Frame 1993 5,000 $2,000,000 4765 Dorsey Hall Drive Ellicott City, MD 21042

37. Locust Park Neighborhood Center Frame 1972 4,068 $2,400,000 8995 Lambskin Lane Neighborhood Center Office Columbia, MD 21045 Pool & Bath House

38. Longfellow Neighborhood Center Frame 1968 2,820 $2,087,000 5267 Eliots Oak Road Neighborhood Center Office Columbia, MD 21044 Pool & Bath House

39. Long Reach Tennis Club Pre-Engineered Metal with steel frame 2018 50,000 $5,854,000 6180 Old Dobbin Lane Columbia, MD 21045

40. Macgill's Common Pool Frame 1981 1,500 $1,100,000 11025 Shaker Drive Community Meeting House Columbia, MD 21046 Bath House & Pool Kings Contrivance Village Association

41. The Meeting Room Neighborhood Center 1996 3,919 $2,471,700 6330 Trotter Road Bathhouse & Pool Clarksville, MD 21029 Concrete w/Wood Roof

42. Oakland Manor Frame 1811 12,984 $3,000,000 5430 Vantage Point Road Town Center Village Association Columbia, MD 21044

43. The Other Barn Frame 1969 8,575 $3,001,250 5851 Robert Oliver Place Sprinklered. 2 buildings Columbia, MD 21045 Community Meeting House Oakland Mills Village Association

44. Owen Brown Community Center Frame 1974 included in $2,275,500 6800 Cradlerock Way Owen Brown Village Association # 13 Columbia, MD 21045 Community Meeting House

45. Owen Brown Tennis Club Frame 2014 800 $690,500 7150 Cradlerock Way Fences & Courts, Pro-Shop Columbia, MD 21045

46. Phelps Luck Neighborhood Center Frame 1973 5,750 $3,000,000 5355 Phelps Luck Drive Neighborhood Center Office Columbia, MD 21045 Pool & Bath House

47. Maintenance Facility Maintenance Garage & 1993 35,000 $3,370,100 9450 Gerwig Lane Parts Storage Columbia, MD 21046

48. The Racquet Club at Hobbits Glen Wood trusses, wood framing 1992 450 $614,900 11130 Willowbottom Drive Pro -Shop and check in Columbia, MD 21044

49. Rose Price House Stone/Frame 4,000 $1,896,400 5434 Vantage Point Road No Operations, Columbia, MD 21044 Tenant Occupied

50. Running Brook Neighborhood Center Frame 1969 2,581 $1,100,000 5720 Columbia Road Neighborhood Center Office Columbia, MD 21044 Pool & Bath House

51. RV Park Security gated recreational vehicle 1997 $685,100 8711 Elias Howe Drive storage facility Columbia, MD 21046

52. Skate Park Wood Trusses, Wood Framed, 2000 200 $273,400 5453 Harper's Farm Road Cement Siding - Hardy Panel Columbia, MD 21044 Park Check In

53. Slayton House Joisted Masonry 1967 12,035 $5,000,000 10400 Cross Fox Lane Sprinklered Community Columbia, MD 21044 Meeting House Wilde Lake Village Association

54. Sports Park Wood Trusses, Masonry Exterior 1999 3,500 $1,033,500 5453 Harper's Farm Road Sprinklered Columbia, MD 21044 Check In, Snack Bar

0-25 Columbia Association Schedule of Locations

Notes: Value is for insurance purposes, and does not equal replacement costs. Facilities are inspected annually. Gross Square 2020 Building Loc # Location Name & Address Construction/Roof Type /Occupancy Year Built Footage Insured Value

55. Stevens Forest Neighborhood Center Frame 1970 3,779 $2,422,650 6061 Stevens Forest Road Neighborhood Center Office Columbia, MD 21045 Pool & Bath House

56. Stonehouse * Fire Resistive 1975 15,624 $4,178,600 8775 Cloudleap Court Columbia, MD 21045

Visual Arts Center * Arts Center $0 6100 Foreland Garth Columbia, MD 21045

* One building, shared by two facilities with separate entrances and street addresses. Building value is for both.

57. Supreme Sports Club Masonry 1986 100,000 $14,689,200 7080 Deepage Drive Racquetball & Squash Columbia, MD 21045 Nautilus Center

58. Swansfield Neighborhood Center Frame 1969 4,422 $2,600,000 5659 Cedar Lane Neighborhood Center Office Columbia, MD 21044 Pool & Bath House (Open Space Tool & Equip. Storage)

59. Swim Center Frame/Sprinklered 1970 20,000 $10,000,000 10400 Cross Fox Lane 2 Pools, Waterslide, Columbia, MD 21044 Pro-Shop

60. Talbott Springs Neighborhood Center Frame 1970 2,220 $1,988,000 9660 Basket Ring Road Neighborhood Center Office Columbia, MD 21045 Pool & Bath House

61. Thunder Hill Neighborhood Center Frame 1969 3,240 $2,234,000 9205 Log Chain Road Neighborhood Center Office Columbia, MD 21045 Pool & Bath House (Open Space Tool & Equip. Storage)

62. Virginia Data Center Leased data storage site 1987 66,074 $0 4551 Cox Road, Suite 400 Steel and glass (renovated Glen Allen, VA 23060 Alarm system: Card reader security system in 2013)

63. Wilde Lake Boat House Frame - No Boat Rental 1968 2,500 $65,000 10027 Hyla Brook Road Columbia, MD 21044

64. Wilde Lake Pump House Stone Walls Historic * 225 $76,000 10027 Hyla Brook Road Wood Framing Columbia, MD 21044 Metal Roof

65. Wilde Lake Tennis Club Frame 1971 500 $1,034,100 10499 Cross Fox Lane Includes Fences & Courts (renovated Columbia, MD 21044 Pro-Shop in 2009)

66. Outdoor Property Various -Tot Lot Furniture, tennis courts retaining walls & their appurtenant sidewalks & steps, fences -Piers, wharves, docks, all located within the Boundaries of Columbia, MD and owned/ maintained by Columbia Association, Inc.

67. Three lakes, 40+ ponds owned and maintained by CA $148,442,900

0-26 Columbia Association FY 21 and FY 22 Draft Capital Requests (Category I)

FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

1 1-2 Columbia-Wide Building Energy Retrofits 150,000 150,000 Q

2 1-3 Going Green Projects 200,000 200,000 Q

3 1-4 Columbia-Wide Water Quality Improvements 75,000 75,000 Q

4 1-5 Watershed Improvement Projects 540,000 180,000 Q

Category I $ 965,000 $ 605,000

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 1-1 Columbia Association

000001-COLUMBIA ASSOCIATION

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Building Energy Retrofits Cat. I-000001-21-252 Category I Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request is for the continued implementation of the building energy audit and retrofit program. Energy audits and facility reviews will be performed and serve as the basis of building improvement initiatives to decrease energy consumption and CA's carbon footprint. Projects will include economizer replacements, high efficiency water heaters, and mechanical system upgrades and controls. Improving the sustainability of CA's operations is a priority for CA and the broader Columbia community. These projects will provide numerous benefits to CA operations and the natural environment through engineering analysis and prioritization of highly effective facility upgrades that reduce maintenance costs and improve quality of service

(Estimated completion dates: April 30, 2021 and April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 150,000 150,000 300,000

Properties Replacement/New Replacement

Strategic Issues Addressed Reduced Energy Use Sustainability

Community Value Added Efficient Facility Reduce Environ. Impact

Organizational Value Added Increased Efficiency Reduce Environ.Impact

Locations Columbia Wide

1-2 Columbia Association

000001-COLUMBIA ASSOCIATION

REQUEST NAME REQUEST CODE REQUEST TYPE Going Green Projects Cat. I-000001-21-253 Category I Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will continue a multi-year program to increase energy efficiency, mitigate greenhouse gas emissions and continue overall sustainability efforts. Going Green initiatives will cover a broad range of sustainability projects including LED lighting retrofits, solar photovoltaic systems and electric vehicle charging stations. It is expected that a priority will be placed on the installation of solar photovoltaic systems to further advance CA’s clean energy efforts. Improving the sustainability of CA's operations is a priority for CA and the broader Columbia community. These projects result in reductions in operating costs and simultaneously improve the quality and resiliency of CA services to the community.

(Estimated completion date: April 30, 2021 and April 30, 2022).

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 200,000 200,000 400,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance Reduced Energy Use Sustainability

Community Value Added ADA Compliance Efficient Facility Enhances Indoor Experience Reduce Environ. Impact Reduced Maintenance Cost

Organizational Value Added ADA Compliance Enhances Indoor Experience Increased Efficiency Reduce Environ.Impact Reduced Maintenance Cost

Locations Columbia Wide

1-3 Columbia Association

000001-COLUMBIA ASSOCIATION

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Water Quality Improvements Cat. I-000001-21-250 Category I Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This project addresses the needs associated with water quality improvements, such as minor stream stabilization, pond upgrades, bio-retention pond improvements and storm drain outfall improvements Columbia-wide. The improvements are necessary in order to comply with a variety of county and state water quality regulations, including annual Howard County inspections and repair orders.

(Estimated completion date: April 30, 2021 and April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 75,000 75,000 150,000

Properties Replacement/New New

Strategic Issues Addressed Sustainability

Community Value Added Reduce Environ. Impact Reduced Maintenance Cost

Organizational Value Added Reduce Environ.Impact Reduced Maintenance Cost

Locations Columbia Wide

1-4 Columbia Association

S010401-WATERSHED MGMT & IMPROVEMENTS

REQUEST NAME REQUEST CODE REQUEST TYPE Watershed Improvement Projects Cat. I-S010401-21-260 Category I Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY These watershed improvement projects are referenced in CA's Watershed Management Plan, CA's Lake Sediment Management Plan, various Howard County watershed assessments and plans, or are projects requested by village community associations or residents.

The projects will be designed to reduce the volume of water discharged to CA streams, and reduce sediment erosion into CA ponds and lakes. Implementing these projects will help lower our maintenance costs by reducing the sediment entering CA lakes and ponds that subsequently has to be dredged out.

(Estimated completion date: April 30, 2021 and April 30, 2022)

FY 21 Projects 1. Cove bioretention facility, $50,000 2. Bio-retention between Longfellow Elementary School and Harvest Moon Lane, $100,000 3. One Bio-retention facility Twenty Year Chase $50,000 4. Wilde Lake Dam stream below the bridge stabilization construction, $340,000

FY 22 Projects 1.Dorsey Hall Pool parking lot bioretention Phase II, $80,000. 2. One bioretention facility below Faulkner Ridge Circle, between Faulkner Ridge Station $100,000.

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 540,000 180,000 720,000 Properties Replacement/New New Operating Costs Associated

Strategic Issues Addressed Major Maintenance Sustainability

Community Value Added Reduce Environ. Impact

Organizational Value Added Reduce Environ.Impact

Locations OSFS-Columbia Wide Projects

1-5 Columbia Association FY 21 and FY 22 Draft Capital Requests (Category II)

FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

1 1-8 IT Improvements - Phases I and II 100,000 100,000 Q

2 1-9 Columbia-Wide HVAC Systems 200,000 200,000 Q

3 1-10 Locust Park Neighborhood Center Renovations 387,000 - Q

4 1-11 Amherst House Sprinkler Replacement 150,000 - L/S

5 1-12 Oakland Manor HVAC Renovation 600,000 - Q

6 1-13 Columbia-Wide Pathway Renovations 500,000 500,000 Q

7 1-14 Lake Elkhorn Improvements 240,000 - L/S

8 1-15 Lake Elkhorn Dam Improvements 30,000 200,000 L/S

9 1-16 Columbia Gateway Park Improvements 50,000 175,000 Q

10 1-17 Long Reach Regional Pathway 207,000 - Q

11 1-18 Wilde Lake Dam Improvements 30,000 200,000 L/S

12 1-19 Wilde Lake Fishing Pier Replacement 200,000 - L/S

13 1-20 Town Center Lakefront Improvements 100,000 500,000 Q

14 1-21 Columbia-Wide Tot Lot Replacement 456,000 456,000 L/S

15 1-22 Columbia-Wide Parking Lot Replacement 250,000 250,000 L/S

16 1-23 Columbia-Wide Boardwalk Replacement 180,000 180,000 L/S

17 1-24 Columbia-Wide Bridge Replacements 250,000 250,000 L/S

18 1-25 Maintenance Facility Asphalt Lot Replacement 100,000 - L/S

19 1-26 Equipment and Vehicles 500,000 500,000 L/S

20 1-27 Columbia-Wide Watershed Stabilization 150,000 220,000 L/S

21 1-28 Columbia-Wide Ponds Dredging and Repairs 365,000 - Q

22 1-29 Columbia Gym Renovation 200,000 2,750,000 Q

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 1-6 FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

23 1-30 Hobbit's Glen Clay Court Replacement Phase II 370,000 - Q MacGill's Common Pool Water Playground and 24 1-31 Neighborhood Center Conversion 425,000 350,000 Q

25 1-32 Supreme Sports Club Renovation Phase III 2,000,000 - Q

26 1-33 Sport & Fitness Equipment and Facility Upgrades 500,000 - Q

27 2-4 Art Center Renovation - 650,000 Q

28 2-5 Jeffers Hill Neighborhood Center Renovation - 161,000 Q

29 2-6 Stonehouse Renovation - 650,000 Q

30 2-7 Owen Brown Community Center Roof Replacement - 195,000 Q

31 2-8 Lake Kittamaqundi Dredging - 500,000 Q

32 2-9 Clemen's Crossing Water Playground and Pool House - 275,000 Q

Cat II Total CAT II 8,540,000 9,262,000

Cat I Total CAT I 965,000 605,000

Total CAT I & CAT II 9,505,000 9,867,000

Parameters for All Categories I, II, and III 15,000,000 15,000,000

CAT III 5,495,000 5,133,000

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 1-7 Columbia Association

000001-COLUMBIA ASSOCIATION

REQUEST NAME REQUEST CODE REQUEST TYPE IT Improvements - Phases I and II Cat II-000001-21-251 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY These funds are for infrastructure hardware such as the replacement of applications in the data center that have reached end of life, and core data center routers.

(Estimated completion date: April 30, 2021 and April 30, 2022) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 100,000 100,000 200,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance Reduced Energy Use

Community Value Added Efficient Facility Reduced Maintenance Cost

Organizational Value Added Increased Efficiency Reduced Maintenance Cost

Locations Columbia Wide

1-8 Columbia Association

000001-COLUMBIA ASSOCIATION

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide HVAC Systems Cat II-000001-21-249 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request is for the design and replacement of heating, ventilation and air conditioning (HVAC) systems throughout the building portfolio, based on a prioritization model developed by CA staff. New units will generally be designed and installed on a one-for-one replacement basis and will consist of smaller scale projects to replace equipment that is beyond its useful life. Due to the age of CA facilities, many HVAC systems are approaching or beyond their useful life of 15 years. In order to avoid significant equipment failures impacting operations, a dedicated funding source is required for a strategic replacement effort. Equipment will be specified to achieve significant gains in energy efficiency and reduced operating costs.

(Estimated completion date: April 30, 2021 and April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 200,000 200,000 400,000

Properties Replacement/New Replacement

Strategic Issues Addressed Reduced Energy Use

Community Value Added Efficient Facility Enhances Indoor Experience Reduced Maintenance Cost

Organizational Value Added Enhances Indoor Experience Increased Efficiency Reduce Environ.Impact Reduced Maintenance Cost

Locations Columbia Wide

1-9 Columbia Association

B050013-LOCUST PARK NC-LONG REACH

REQUEST NAME REQUEST CODE REQUEST TYPE Locust Park Neighborhood Center Renovation Cat II-B050013-21-286 Category II Start Date 6/15/2020

PROJECT DESCRIPTION / NECESSITY This request will provide A/E and construction funding for a full building renovation including structural repairs, new flooring, ceilings, cabinetry, interior and exterior doors, drywall, roof, windows, gutters and downspouts, electrical and HVAC replacements, as well as improvements to the restrooms and building access for ADA compliance.

(Estimated completion date: April 30, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 387,000 0 387,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Enhances Indoor Experience Reduced Maintenance Cost

Organizational Value Added ADA Compliance Enhances Indoor Experience Reduced Maintenance Cost

Locations VCA-Long Reach

1-10 Columbia Association

B050020-AMHERST HOUSE VC-KINGS CONT

REQUEST NAME REQUEST CODE REQUEST TYPE Amherst House Sprinkler Replacement Cat II-B050020-21-294 Category II Start Date 5/1/2020

PROJECT DESCRIPTION / NECESSITY This request will provide funding to replace the sprinkler system and associated finishes at Amherst House. The existing system has reached the end of its useful life and repairs have been made in recent years to extend the life as long as possible.

(Estimated completion date: April 30, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 150,000 0 150,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations VCA-Kings Contrivance

1-11 Columbia Association

B080009-TOWN CENTER

REQUEST NAME REQUEST CODE REQUEST TYPE Oakland Manor HVAC Renovation Cat II-B080009-21-261 Category II Start Date End Date 11/1/2020 12/31/2020

PROJECT DESCRIPTION / NECESSITY This request is to complete the design and fund construction for a building-wide replacement of heating, ventilation, and air conditioning (HVAC) systems at Oakland Manor. Existing systems are beyond their useful life and are inefficient. The project will include installation of new air handlers, condensing sections, and refrigerant line sets. Minor interior work will be included for duct work and line set configuration.

(Estimated completion date: December 31, 2020)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 600,000 0 600,000

Properties Replacement/New Replacement

Strategic Issues Addressed Reduced Energy Use Sustainability

Community Value Added Efficient Facility Reduce Environ. Impact Reduced Maintenance Cost

Organizational Value Added Increased Efficiency Reduce Environ.Impact Reduced Maintenance Cost

Locations VCA-Town Center

1-12 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Pathway Renovations Cat II-P020001-21-254 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will fund 1.9 additional miles of pathway per year to help reduce the pathway replacement cycle.

(Estimated completion date: April 30, 2021 and April 30, 2022) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 500,000 500,000 1,000,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Columbia Wide Projects

1-13 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Lake Elkhorn Improvements Cat II-P020001-21-302 Category II Start Date 10/5/2020

PROJECT DESCRIPTION / NECESSITY This request will provide funding to replace the roof, siding, gutters and downspouts on the pavilion. The existing asphalt shingle roof will be replaced with standing seam metal to match the other structures around Lake Elkhorn. Funding will also be used to replace the three fishing piers around Lake Elkhorn.

(Estimated completion date: April 30, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 240,000 0 240,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Lake Elkhorn Pavilion OSFS-Open Space Maintenance and Services

1-14 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Lake Elkhorn Dam Improvements Cat II-P020001-21-303 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide A/E and construction funding for required 3 year inspection and identified upgrades of the structure, concrete spillway, and mechanical components of the Lake Elkhorn dam.

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 30,000 200,000 230,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Open Space Maintenance and Services

1-15 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia Gateway Park Improvements Cat II-P020001-21-304 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide A/E and construction funding for a picnic pavilion and port-a-john station along the trail system in the Columbia Gateway Business Park. The amenity can be used to facilitate the many bike and running races that operate within the business park.

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 50,000 175,000 225,000

Properties Replacement/New New

Strategic Issues Addressed Other

Community Value Added Enhances Indoor Experience

Organizational Value Added Enhances Indoor Experience

Locations OSFS-Open Space Maintenance and Services

1-16 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Long Reach Regional Pathway Cat II-P020001-21-305 Category II Start Date 5/1/2020

PROJECT DESCRIPTION / NECESSITY This request will provide funding for a pathway connection from the Long Reach Tennis Center to the Long Reach Village Center. The proposed path would run through the Howard County Parks and Recreation garden plot parcel and over the BG&E right-of-Way to Foreland Garth Road and end in the vicinity of the Art Center and Stone House at the back of the Long Reach Village Center.

(Estimated completion date: April 30, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 207,000 0 207,000

Properties Replacement/New New

Strategic Issues Addressed Other

Community Value Added Reduce Environ. Impact

Organizational Value Added Reduce Environ.Impact

Locations OSFS-Open Space Maintenance and Services

1-17 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Wilde Lake Dam Improvements Cat II-P020001-21-306 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide A/E and construction funding for required 3 year inspection and identified upgrades of the structure, concrete spillway, and mechanical components of the dam

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 30,000 200,000 230,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Open Space Maintenance and Services

1-18 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Wilde Lake Fishing Pier Replacement Cat II-P020001-21-307 Category II Start Date End Date 9/14/2020 12/31/2020

PROJECT DESCRIPTION / NECESSITY This request will provide funding to replace the fishing pier at Wilde Lake.

(Estimated completion date: December 31, 2020) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 200,000 0 200,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Open Space Maintenance and Services

1-19 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Town Center Lakefront Improvements Cat II-P020001-21-309 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This project will provide funding for a reconditioning of the “z-wall” along the lakefront and construction funding for added improvements to implement the first phase of Groundswells Lakefront Master Plan.

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 100,000 500,000 600,000

Properties Replacement/New New

Strategic Issues Addressed ADA Compliance Other

Community Value Added ADA Compliance

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations OSFS-Open Space Maintenance and Services

1-20 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia Wide Tot Lot Replacement Cat II-P020001-21-311 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding to refurbish 10 tot lots in addition to the Category III funding needed to address safety concerns and bring tot lots up to current codes.

(Estimated completion dates: April 30, 2021 and April 30, 2022) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 456,000 456,000 912,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Reduced Maintenance Cost

Organizational Value Added ADA Compliance Reduced Maintenance Cost

Locations OSFS-Columbia Wide Projects

1-21 Columbia Association

P020001-OPEN SPACE MAINT & SERVICES

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia Wide Parking Lot Replacement Cat II-P020001-21-312 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding to provide ADA parking spaces and accessible routes for approximately 4 parking lots.

(Estimated completion dates: April 30, 2021 and April 30, 2022) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 250,000 250,000 500,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance

Community Value Added ADA Compliance

Organizational Value Added ADA Compliance

Locations OSFS-Columbia Wide Projects

1-22 Columbia Association

P020002-CAPITAL IMPROVEMENT PROJECTS

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Boardwalk Replacements Cat II-P020002-21-255 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding to replace two boardwalks, in addition to the Category III funding for boardwalk replacements to address the boardwalks that are currently in poor condition.

(Estimated completion dates: April 30, 2021 and April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 180,000 180,000 360,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Columbia Wide Projects

1-23 Columbia Association

P020002-CAPITAL IMPROVEMENT PROJECTS

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Bridge Replacements Cat II-P020002-21-256 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding for five bridges to supplement the Category III funding to replace additional bridges each year to help reduce the overall CA bridge replacement schedule, as the current cycle is beyond the life expectancy of our bridges.

(Estimated completion date: April 30, 2021 and April 30, 2022)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 250,000 250,000 500,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Columbia Wide Projects

1-24 Columbia Association

P041102-MAINTENANCE FACILITY BUILDING

REQUEST NAME REQUEST CODE REQUEST TYPE Maintenance Facility Asphalt Lot Replacement Cat II-P041102-21-293 Category II Start Date 3/15/2021

PROJECT DESCRIPTION / NECESSITY This request will provide funding to refurbish the Maintenance Facility storage lot. This lot is used to stage all Open Space vehicles and equipment.

(Estimated completion date: April 30, 2021) PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 100,000 0 100,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Maintenance Facility

1-25 Columbia Association

P041102-MAINTENANCE FACILITY BUILDING

REQUEST NAME REQUEST CODE REQUEST TYPE Equipment and Vehicles Cat II-P041102-21-257 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding for equipment and vehicle replacements. The funding is the minimal amount needed to ensure safe, productive operation of our fleet.

(Estimated completion date: April 30, 2021 and April 30, 2022).

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 500,000 500,000 1,000,000

Properties Replacement/New Replacement

Strategic Issues Addressed Sustainability

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations OSFS-Equipment and Vehicles

1-26 Columbia Association

S010401-WATERSHED MGMT & IMPROVEMENTS

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Watershed Stabilization Cat II-S010401-21-258 Category II Start Date End Date 5/1/2020 4/30/2022

PROJECT DESCRIPTION / NECESSITY This request is for various stream and pathway erosion repairs. Over 34 miles of streams and 95 miles of pathways wind their way through CA open space parcels. The streams parallel pathways for miles and are crossed by 284 footbridges. The majority of stream miles in open space have steeply eroded banks and are eroding badly on the outside bank of most bends or meanders. These projects are the highest priority sites in open space where stream bank erosion has undermined a pathway or bridge foundation or is directly impacting private property. These sites are safety concerns. Fences have been erected to protect pathway users from precipitous drops at a number of these sites where erosion is at the edge of or undermining pathways.

(Estimated completion date: April 30, 2021 and April 30, 2022)

Projects for FY21: Majors Lane $75,000 Fairway Hills Golf Course Hole # 15 Corner of Whetstone and Ten Mills $75,000

Projects for FY22: Fairway Hills Golf Course # 2 $220,000

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 150,000 220,000 370,000

Properties Replacement/New New

Strategic Issues Addressed Major Maintenance Sustainability

Community Value Added Reduce Environ. Impact

Organizational Value Added Reduce Environ.Impact

Locations OSFS-Columbia Wide Projects

1-27 Columbia Association

S010401-WATERSHED MGMT & IMPROVEMENTS

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia-Wide Ponds Dredging and Repairs Cat II-S010401-21-259 Category II Start Date 5/1/2020

PROJECT DESCRIPTION / NECESSITY This request is for dredging and pond repairs related to the maintenance and management of the wet ponds that CA owns and is responsible for maintaining in open space.

These projects are outlined in the Pond Assessment Report and have been scheduled based on Howard County inspections, work requests, and the condition of the pond structure.

(Estimated completion date: April 30, 2021)

Projects for FY 21: Stevens Forest $365,000

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 365,000 0 365,000

Properties Replacement/New New

Strategic Issues Addressed Major Maintenance Sustainability

Community Value Added Reduce Environ. Impact Reduced Maintenance Cost

Organizational Value Added Reduce Environ.Impact Reduced Maintenance Cost

Locations OSFS-Columbia Wide Projects

1-28 Columbia Association

Z041101-C.G. ADMINISTRATIVE

REQUEST NAME REQUEST CODE REQUEST TYPE Columbia Gym Renovation Cat II-Z041101-21-288 Category II Start Date End Date 5/1/2020 11/30/2021

PROJECT DESCRIPTION / NECESSITY This request will provide funding for A/E (in FY 21) and construction (in FY 22) for a renovation to the Columbia Gym. The renovation will include ADA improvements to the locker rooms and family changing rooms, finish upgrades at the main lobby, and mechanical improvements.

(Estimated completion date: November 30, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 200,000 2,750,000 2,950,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance Sustainability

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations SF-Columbia Gym

1-29 Columbia Association

Z100003-HOBBITS GLEN TENNIS

REQUEST NAME REQUEST CODE REQUEST TYPE Hobbit's Glen Clay Court Replacement Phase II Cat II-Z100003-21-289 Category II Start Date End Date 9/14/2020 12/31/2020

PROJECT DESCRIPTION / NECESSITY This request will provide funding for the replacement of four clay courts, associated irrigation system, court perimeter fencing, court accessories, drainage improvements, and access pathways.

(Estimated completion date: December 31, 2020)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 370,000 0 370,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations SF-Tennis-Racquet Club at Hobbit’s Glen

1-30 Columbia Association

Z110848-MACGILLS POOL

REQUEST NAME REQUEST CODE REQUEST TYPE MCP Water Playground and NC Conversion Cat II-Z110848-21-287 Category II Start Date End Date 9/7/2020 5/31/2021

PROJECT DESCRIPTION / NECESSITY This request will provide funding for the replacement of the existing wading pool at MacGill's Common with a new water playground with splashpad and autism sensory considerate features, shade structures, replacement of the main pool deck and electrical bonding, pool filtration system, and improvements to the guard room. Funding will also be used for the conversion of the neighborhood center to an expanded ADA compliant bath house with a family changing space, and improvements to the parking lot.

(Estimated completion date: May 31, 2021)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 425,000 350,000 775,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance

Organizational Value Added ADA Compliance

Locations SF-Pools-MacGills Common

1-31 Columbia Association

Z161101-TSSC ADMINISTRATIVE

REQUEST NAME REQUEST CODE REQUEST TYPE Supreme Sports Club Renovation Phase III Cat II-Z161101-21-290 Category II Start Date End Date 5/1/2020 11/30/2020

PROJECT DESCRIPTION / NECESSITY This request will provide additional funding for on-going renovations to the Supreme Sports Club. Phase III of the project will include ADA improvements to the lower level locker rooms converting two racquetball courts into a new women’s gym, relocating the cycle studio, finish improvements in the lower level free weight areas, and HVAC and mechanical improvements. This funding will also be used to repave the parking lot and rebuild storm drains and curbs.

(Estimated completion date: November 30, 2020)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 2,000,000 0 2,000,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations SF-Supreme Sports Club

1-32 Columbia Association

Z011101-SPORT & FITNESS ADMINISTRATIVE

REQUEST NAME REQUEST CODE REQUEST TYPE Sports & Fitness Facilities and Equipment Upgrades Cat II-Z011101-21-318 Category II Start Date 5/1/2020

PROJECT DESCRIPTION / NECESSITY The project will fund improvements and upgrades to the Sport & Fitness facilities and equipment that will enable them to better serve our members and guests.

(Estimated completion date: April 30, 2023)

PROJECT PLAN Capital Items FY 2021 FY 2022 Total Total 500,000 0 500,000

Properties Replacement/New New

Strategic Issues Addressed Major Maintenance Reduced Energy Use

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations Columbia Wide

1-33 Columbia Association FY 21 and FY 22 Draft Capital Requests (Category I)

FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

1 1-2 Columbia-Wide Building Energy Retrofits 150,000 150,000 Q

2 1-3 Going Green Projects 200,000 200,000 Q

3 1-4 Columbia-Wide Water Quality Improvements 75,000 75,000 Q

4 1-5 Watershed Improvement Projects 540,000 180,000 Q

Category I $ 965,000 $ 605,000

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 2-1 Columbia Association FY 21 and FY 22 Draft Capital Requests (Category II)

FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

1 1-8 IT Improvements - Phases I and II 100,000 100,000 Q

2 1-9 Columbia-Wide HVAC Systems 200,000 200,000 Q

3 1-10 Locust Park Neighborhood Center Renovations 387,000 - Q

4 1-11 Amherst House Sprinkler Replacement 150,000 - L/S

5 1-12 Oakland Manor HVAC Renovation 600,000 - Q

6 1-13 Columbia-Wide Pathway Renovations 500,000 500,000 Q

7 1-14 Lake Elkhorn Improvements 240,000 - L/S

8 1-15 Lake Elkhorn Dam Improvements 30,000 200,000 L/S

9 1-16 Columbia Gateway Park Improvements 50,000 175,000 Q

10 1-17 Long Reach Regional Pathway 207,000 - Q

11 1-18 Wilde Lake Dam Improvements 30,000 200,000 L/S

12 1-19 Wilde Lake Fishing Pier Replacement 200,000 - L/S

13 1-20 Town Center Lakefront Improvements 100,000 500,000 Q

14 1-21 Columbia-Wide Tot Lot Replacement 456,000 456,000 L/S

15 1-22 Columbia-Wide Parking Lot Replacement 250,000 250,000 L/S

16 1-23 Columbia-Wide Boardwalk Replacement 180,000 180,000 L/S

17 1-24 Columbia-Wide Bridge Replacements 250,000 250,000 L/S

18 1-25 Maintenance Facility Asphalt Lot Replacement 100,000 - L/S

19 1-26 Equipment and Vehicles 500,000 500,000 L/S

20 1-27 Columbia-Wide Watershed Stabilization 150,000 220,000 L/S

21 1-28 Columbia-Wide Ponds Dredging and Repairs 365,000 - Q

22 1-29 Columbia Gym Renovation 200,000 2,750,000 Q

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 2-2 FY 21 FY 22 Reason Page No. Project name 2020-2021 Straw Vote 2021-2022 Straw Vote Code

23 1-30 Hobbit's Glen Clay Court Replacement Phase II 370,000 - Q MacGill's Common Pool Water Playground and 24 1-31 Neighborhood Center Conversion 425,000 350,000 Q

25 1-32 Supreme Sports Club Renovation Phase III 2,000,000 - Q

26 1-33 Sport & Fitness Equipment and Facility Upgrades 500,000 - Q

27 2-4 Art Center Renovation - 650,000 Q

28 2-5 Jeffers Hill Neighborhood Center Renovation - 161,000 Q

29 2-6 Stonehouse Renovation - 650,000 Q

30 2-7 Owen Brown Community Center Roof Replacement - 195,000 Q

31 2-8 Lake Kittamaqundi Dredging - 500,000 Q

32 2-9 Clemen's Crossing Water Playground and Pool House - 275,000 Q

Cat II Total CAT II 8,540,000 9,262,000

Cat I Total CAT I 965,000 605,000

Total CAT I & CAT II 9,505,000 9,867,000

Parameters for All Categories I, II, and III 15,000,000 15,000,000

CAT III 5,495,000 5,133,000

Reason Codes L/S Legal or safety reasons $/Q Produces additional revenue and upgrades quality of service Q Quality of service upgrade but no additional revenue anticipated 2-3 Columbia Association

B031101-ARTS CENTER ADMINISTRATIVE

REQUEST NAME REQUEST CODE REQUEST TYPE Art Center Renovation Cat II-B031101-22-298 Category II Start Date 5/1/2021

PROJECT DESCRIPTION / NECESSITY This request will provide additional funding for a full building renovation including lighting, finishes, ADA and HVAC improvements for the studios, lobby, gallery, and restrooms. The renovation will also include the addition of a new shared entrance, lobby, and elevator with the Stonehouse.

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2022 Total Total 650,000 650,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations CS-Art Center

2-4 Columbia Association

B050015-JEFFERS HILL NC-LONG REACH

REQUEST NAME REQUEST CODE REQUEST TYPE Jeffers Hill Neighborhood Center Renovation Cat II-B050015-22-297 Category II Start Date End Date 5/1/2021 9/30/2021

PROJECT DESCRIPTION / NECESSITY This request will provide funding for a building renovation including flooring, ceilings, cabinetry, ADA restroom improvements, HVAC upgrades, and structural improvements at the main entrance.

(Estimated completion date: September 30, 2021)

PROJECT PLAN Capital Items FY 2022 Total Total 161,000 161,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations VCA-Long Reach

2-5 Columbia Association

B050016-STONEHOUSE VC-LONG REACH

REQUEST NAME REQUEST CODE REQUEST TYPE Stonehouse Renovation Cat II-B050016-22-296 Category II Start Date 5/1/2021

PROJECT DESCRIPTION / NECESSITY This request will provide additional funding for a full building renovation including lighting and finishes in the main level ‘Plaza Room’, lower level ‘Tamar Room’, lower level restrooms and the stairs and hallways serving these areas, as well as ADA and HVAC improvements. The renovation will also include the addition of a new shared entrance, lobby, and elevator with the Art Center.

(Estimated completion date: April 30, 2022)

PROJECT PLAN Capital Items FY 2022 Total Total 650,000 650,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance Major Maintenance

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance Enhances Indoor Experience

Locations VCA-Long Reach

2-6 Columbia Association

B080007-OWEN BROWN

REQUEST NAME REQUEST CODE REQUEST TYPE Owen Brown Community Center Roof Replacement Cat II-B080007-22-315 Category II Start Date End Date 5/1/2021 11/30/2021

PROJECT DESCRIPTION / NECESSITY This request will provide funding for the replacement of the roof, gutters and downspouts, and additional items identified in the 2018 facility assessment report.

(Estimated completion date: November 30, 2021) PROJECT PLAN Capital Items FY 2022 Total Total 195,000 195,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance

Community Value Added Reduced Maintenance Cost

Organizational Value Added Reduced Maintenance Cost

Locations VCA-Owen Brown

2-7 Columbia Association

S010401-WATERSHED MGMT & IMPROVEMENTS

REQUEST NAME REQUEST CODE REQUEST TYPE Lake Kittamaqundi Dredging Cat II-S010401-22-292 Category II Start Date 5/1/2021

PROJECT DESCRIPTION / NECESSITY This request will provide dredging funds for the dredging of the Lake Kittamaqundi forebay based on the Large Lake Sediment Management Plan.

CA has developed a Large Lake Sediment Management Plan to guide the sediment management in the large lakes. As part of this plan, forebay dredging is scheduled for the large lakes based on bathymetric surveys and average annual sediment accumulation rates.

Dredging the forebay in Lake Kittamaqundi has been extended several years due to lower than expected sedimentation rates. At this point, the forebay should be dredged to avoid material overflowing the forebay and entering the upper reaches of the lake. The project is currently being designed and permitted with FY20 funds.

(Estimated completion dates: Dredging April 30, 2022)

PROJECT PLAN Capital Items FY 2022 Total Total 500,000 500,000

Properties Replacement/New Replacement

Strategic Issues Addressed Major Maintenance Sustainability

Community Value Added Reduce Environ. Impact Reduced Maintenance Cost

Organizational Value Added Reduce Environ.Impact Reduced Maintenance Cost

Locations OSFS-Open Space Maintenance and Services

2-8 Columbia Association

Z110809-CLEMENS CROSSING POOL

REQUEST NAME REQUEST CODE REQUEST TYPE Clemens Crossing Water Playground and Pool House Cat II-Z110809-22-317 Category II Start Date End Date 9/1/2021 5/31/2022

PROJECT DESCRIPTION / NECESSITY This request will provide funding for the replacement of the existing wading pool with a new water playground. Other pool improvements include new shade structures and sitting areas, drainage improvements, replacement of the perimeter fencing, replacement of the main pool deck and electrical bonding. Funding will also be used for interior finish and fixture replacements in the bath house, and parking lot improvements. Assumes additional funding to be reallocated from pending Hickory Ridge Park projects.

(Estimated completion date: May 31, 2022)

PROJECT PLAN Capital Items FY 2022 Total Total 275,000 275,000

Properties Replacement/New Replacement

Strategic Issues Addressed ADA Compliance

Community Value Added ADA Compliance Enhances Indoor Experience

Organizational Value Added ADA Compliance

Locations SF-Pools-Clemens Crossing

2-9 FY 21 and FY 22 DRAFT OPERATING BUDGETS

Page No. OPERATING INITIATIVES FY 21 Straw Vote FY 22 Straw Vote

1 3-2 Administrative Services - Compensation and Benefits Study 100,000 - Administrative Services - IT Cybersecurity Managed Services (ongoing service 2 3-4 fee) 180,000 120,000

3 3-6 Board of Directors - CA Board Development and Education 25,000 25,000

4 3-8 Community Services - Community Outreach position for diverse communities 25,000 25,000

5 3-10 Community Services - Temporary Funding for Arts Festival 100,000 -

6 3-12 Community Services - Temporary Funding for Downtown Columbia Partnership 200,000 200,000

7 3-14 Community Services - Temporary Funding for Inner Arbor Trust Operations 183,000

8 3-16 Office of the President - President/CEO Search 85,000 -

9 3-25 Open Space and Facility Services - Cedar Lane Overpass Removal - 490 ,000

10 3-18 Sport and Fitness - Additional Full-time Clippers Coach 28,000 28,000

11 3-20 Sport and Fitness - Additional Full-time Pool Supervisor 16,000 16,000

12 3-22 Sport and Fitness - Customer Relationship Management Software 65,000 55,000

Total $907,000 $959,000

3-1 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: ADMINISTRATIVE SERVICES – HUMAN RESOURCES

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Compensation and Benefits Study

PROJECT AMOUNT: $100,000

PROJECT DESCRIPTION:

Best practices for human resources and compensation management include periodic compensation and benefits studies, generally every five years. CA’s most recent study was done in two parts – a compensation study focused on pay in FY 2014 and a benefits study in FY 2015. Generally, the studies focus on full-time and part-time year- round positions. In an effort to have a revised compensation program that is fair, competitive, and sustainable, we propose that CA undertake a compensation and benefits study that would result in the following, as necessary:

• Understand the fairness and competitiveness of CA’s compensation and benefits, • Ensure that the program is designed to be sustainable and equitable for the future, and, • Develop a budget plan to achieve the desired outcomes.

The study would incorporate review and evaluation of: • Job descriptions. Consistent, updated, accurate job descriptions that describe what team members are doing within their respective roles • Relevant markets for compensation and benefits. Comparison markets by functional area and team member level that more accurately capture the compensation paid and the benefits offered at the types of organizations from which CA recruits team members • Market-based structure. Salary structure that is based on a balance between defined, specific comparison markets and internal factors • Potentially revised pay guidelines. Key principles that help managers and leaders administer compensation in a disciplined way to ensure that compensation of team members across CA is managed fairly and consistently

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

3-2 Coordination with other planned No capital investment is required. The outcomes of the study investments (either capital or may impact operations in future fiscal years. operating)

CA’s financial capacity (external Implementing the results of the study would necessitate funding sources, additional evaluation and full integration with CA’s financial capacity. revenue generated, other expenses reduced, etc.)

CA’s resource capacity and These studies can be very CA resource-intensive. The project capabilities (staffing, required plan will have to take into account the other activities expertise, space limitations, etc.) underway and current staffing in place.

Future users of CA facilities (For Future users will benefit from a solid compensation and example, will future users benefits program that attracts and retains highly performing engage in this new initiative in team members. the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities See above. (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

Not directly related other than perhaps evaluation of benefits such as teleworking.

Request submitted by Susan Krabbe Date 10/7/2019

3-3 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: ADMINISTRATIVE SERVICES - IT ACCOUNTING UNIT: A030004

PROJECT FISCAL YEAR: FY 2021 and ongoing

PROJECT NAME: Cybersecurity Managed Services

PROJECT AMOUNT: $180,000 (ongoing service fee – $120,000)

PROJECT DESCRIPTION:

In order to provide 24x7 continuous monitoring of CA’s technology infrastructure to continue to meet the organization’s cyber security management requirements, CA IT requires managed services to provide coverage.

These services are to include gateway and device management, network threat detection and response, endpoint detection and protection through 24x7x365 security operations centers (SOCs).

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned This project will utilize improvements that have been provided investments (either capital or through CA’s previous and current IT improvements capital operating) projects.

CA’s financial capacity (external Confidentiality, integrity, and availability (CIA) are critical for funding sources, additional proper data security. The organization has a desire for revenue generated, other continuous monitoring of threats and anomalies in the CA expenses reduced, etc.) computing environment.

CA’s resource capacity and Provide staff augmentation for 24x7x365 monitoring. capabilities (staffing, required expertise, space limitations, etc.)

3-4 Future users of CA facilities (For N/A example, will future users engage in this new initiative in the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities N/A (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Chuck Thompson Date September 10, 2019

3-5 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: BOARD OF DIRECTORS

PROJECT FISCAL YEAR: FY 2021 and FY 2022

PROJECT NAME: Board Development and Continuing Education

PROJECT AMOUNT: $25,000 each year

PROJECT DESCRIPTION:

Best practices for boards of directors include annual opportunities for directors to continue growing in their respective roles through board development activities that emphasize, among other goals, a Board’s ability to focus on important issues and effective Board operations.

This operating initiative is intended to provide the CA Board of Directors with funding to pursue board development and continuing education opportunities that will further grow each director’s knowledge, skills and abilities as a member of the governing body for Columbia Association.

The specific activities, workshops, etc. will be determined by the CA Board.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned No capital investment is required. The outcomes of this investments (either capital or investment may impact operations in future fiscal years. operating)

CA’s financial capacity (external Continuing professional education and Board development funding sources, additional activities have the potential to improve CA’s financial capacity. revenue generated, other expenses reduced, etc.)

CA’s resource capacity and No impact anticipated. capabilities (staffing, required expertise, space limitations, etc.)

Future users of CA facilities (For Future users will benefit from the leadership and decision-

3-6 example, will future users making of a Board of Directors that participates in ongoing engage in this new initiative in development and educational activities. the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities See above. (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

The Board development and continuing professional education should facilitate the CA Board’s commitment to all of CA’s strategic priorities, including environmental sustainability.

Request submitted by Susan Krabbe Date 10/8/2019

3-7 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: COMMUNITY SERVICES

ACCOUNTING UNIT: B01

PROJECT FISCAL YEAR: FY 2021 and ongoing

PROJECT NAME: Community Outreach Position for Diverse Communities

PROJECT AMOUNT: $25,000

PROJECT DESCRIPTION:

Operating funds are requested for initiatives related to outreach to diverse communities. The first focus will be the Asian community, the fastest growing demographic group in Howard County. The initiatives include: a part-time, 10-15 hours/week position to assist in providing facility tours, implement and attend outreach events to inform the community about CA programs, facilities and services. Funds are also requested for translation services and supplies for outreach events.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned May coordinate with other CA programs - International investments (either capital or Exchange and Multicultural Programs, membership and sales, operating) marketing and communications, etc.

CA’s financial capacity (external Additional revenue may occur through the outreach events, funding sources, additional revenue generated, other expenses reduced, etc.)

CA’s resource capacity and Expertise in Korean or Chinese languages capabilities (staffing, required expertise, space limitations, etc.)

Future users of CA facilities (For Yes example, will future users engage in this new initiative in the same way and to the same

3-8 extent that current users are expected to engage?)

Potential users of CA facilities Will expand diversity of services to populations that may be (For example, will this expand underserved. CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Michelle Miller Date 9/5/19

3-9 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: COMMUNITY SERVICES

ACCOUNTING UNIT: B10

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Temporary Funding Support for Free, Three-day Downtown Arts Event

PROJECT AMOUNT: $100,000

PROJECT DESCRIPTION:

Funding support is requested for the Columbia Festival of Arts to produce a free, three- day downtown Columbia arts festival.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned Coordination with CA’s summer Lakefront events investments (either capital or operating)

CA’s financial capacity (external This is an expense for CA that will not directly generate funding sources, additional revenue. revenue generated, other expenses reduced, etc.)

CA’s resource capacity and Logistical support is requested from CA’s Open Space. capabilities (staffing, required expertise, space limitations, etc.)

Future users of CA facilities (For Yes example, will future users engage in this new initiative in the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities The Columbia Festival of Arts estimates 20,000 people will (For example, will this expand attend over the three days. Some of these attendees will

3-10 CA’s delivery of services to experience CA open space for the first time and will become those not currently served in the more aware of CA services through an outreach table. Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Michelle Miller Date 10/7/2019

3-11 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: COMMUNITY SERVICES

ACCOUNTING UNIT: B10

PROJECT FISCAL YEAR: FY 2021 and FY 2022

PROJECT NAME: Temporary Funding Support for the Downtown Columbia Partnership

PROJECT AMOUNT: $200,000 each year

PROJECT DESCRIPTION:

Funding support is requested for the Downtown Columbia Partnership. The Downtown Columbia Partnership is focused on creating a thriving and welcoming Downtown Columbia to the benefit of all the city of Columbia’s residents, community institutions, businesses, and other organizations. Activities supported through this funding include Festive Fridays, Books in Bloom (which was awarded a 2018 Downtown Achievement Award from the International Downtown Association), and the Discover Downtown Columbia 5K.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned No capital investment or additional operating investments are investments (either capital or needed. operating)

CA’s financial capacity (external This is an expense for CA that will not directly generate funding sources, additional revenue or reduce other expenses. revenue generated, other expenses reduced, etc.)

CA’s resource capacity and This is a request for temporary funding for another capabilities (staffing, required organization. expertise, space limitations, etc.)

Future users of CA facilities (For We now have the beginnings of a real Downtown – a thriving example, will future users Downtown with arts and culture, entertainment and recreation, engage in this new initiative in dining and shopping, a variety of residential options, and a the same way and to the same multitude of employment opportunities which will make

3-12 extent that current users are Columbia an even more desirable place to live. expected to engage?)

Potential users of CA facilities These events showcase the assets of Downtown Columbia (For example, will this expand and its potential for engagement by families, single young CA’s delivery of services to adults, office workers, and older adults. those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Phillip Dodge, Executive Director of the Downtown Columbia Partnership Date 9/12/2019

3-13 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: COMMUNITY SERVICES

ACCOUNTING UNIT: B10

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Temporary Funding Support for Inner Arbor Trust Operations

PROJECT AMOUNT: $183,000

PROJECT DESCRIPTION:

Funding support is requested for Inner Arbor Trust (IAT) operations for FY 2021. Given the current initiative underway to consolidate arts groups in Columbia, any further funding should be considered during the FY 2022 CA budget amendment process that will begin in the fall of calendar year 2020.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned No capital investment or additional operating investments are investments (either capital or needed. CA is interested in the success of the Trust, and has operating) invested in pathway funding for FY 2019 and FY 2020, as well as IAT operations in FY 2020.

CA’s financial capacity (external This is an expense for CA that will not directly generate funding sources, additional revenue or reduce other expenses. revenue generated, other expenses reduced, etc.)

CA’s resource capacity and This is a request for temporary funding for another capabilities (staffing, required organization. expertise, space limitations, etc.)

Future users of CA facilities (For Per the IAT, attendees of programming in the Park will example, will future users continue to be able to attend free and affordable events. engage in this new initiative in Further, the condition of the Park will be maintained for the same way and to the same passive uses. extent that current users are expected to engage?)

3-14 Potential users of CA facilities N/A (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

Per the Trust, consistent funding of Trust overhead allows the Trust to properly safeguard the land and encourage appropriate use.

Request submitted by Susan Krabbe, based on the Trust’s request of 9/24/2019 Date 10/7/2019

3-15 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: OFFICE OF THE PRESIDENT

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Search – President/CEO

PROJECT AMOUNT: $85,000

PROJECT DESCRIPTION:

Funds are requested for the search and recruitment of a President/CEO in FY 2021. The contract for the current President/CEO expires on April 30, 2021. The Board has traditionally begun these searches at about six months before a contract ends, if needed. Given the estimated cost of $100,000, it is only prudent to include it in the budget, in the event that it is needed. It would be difficult to identify $85,000 in other expense savings mid-way through the fiscal year.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned No capital investment is required. The outcome of the search investments (either capital or may impact operations in future fiscal years. operating)

CA’s financial capacity (external The President/CEO would need to demonstrate commitment funding sources, additional to all of CA’s strategic priorities, including resource revenue generated, other stewardship. expenses reduced, etc.)

CA’s resource capacity and N/A capabilities (staffing, required expertise, space limitations, etc.)

Future users of CA facilities (For Future users will be impacted by the leadership of a new example, will future users President/CEO. engage in this new initiative in the same way and to the same extent that current users are expected to engage?)

3-16 Potential users of CA facilities Potential users will be impacted by the leadership of a new (For example, will this expand President/CEO. CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

The search should note that the new President/CEO must be committed to all of CA’s strategic priorities, including environmental sustainability.

Request submitted by Susan Krabbe Date 10/7/2019

3-17 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: SPORTS AND FITNESS ACCOUNTING UNIT: Aquatics - Columbia Aquatics Association (Clippers) - Z171802

PROJECT FISCAL YEAR: FY 2021 & FY 2022 ongoing

PROJECT NAME: Full-time Clippers Coach

PROJECT AMOUNT: $28,000 Salary: $40,000 Benefits: $15,000 Salary savings from part-time coach hours covered: ($27,000) Net additional cost: $28,000

PROJECT DESCRIPTION:

This proposal is to add one additional full-time Clippers Coach to the Aquatics Division.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned Clippers Parent Board has agreed to an increased fee investments (either capital or increase in FY 2021 to cover the additional benefits expense. operating)

CA’s financial capacity (external This request is from the Clippers Parent Board. The Clippers funding sources, additional are the largest club swim team in Maryland. In comparison to revenue generated, other the other, smaller club teams that tend to have six full-time expenses reduced, etc.) staff, the Clippers currently have four. The parents would like CA to add an additional full-time coach for consistency.

CA’s resource capacity and This position would be the combination of several part-time capabilities (staffing, required positions. It would further enhance the experience of Clippers expertise, space limitations, etc.) team members by facilitating better communication between groups of swimmers, because they would all have the same point person.

Future users of CA facilities (For N/A example, will future users engage in this new initiative in

3-18 the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities It will not expand service, but should improve consistency (For example, will this expand between swim groups and give parents a single point of CA’s delivery of services to contact. those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Marty Oltmanns Date 9/5/2019

3-19 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: SPORTS & FITNESS ACCOUNTING UNIT: Aquatics Division 25% Haven Pool 25% Athletic Club Pool 25% Columbia Gym Pool 25% Supreme Sports Club Pool

PROJECT FISCAL YEAR: FY 2021 and ongoing

PROJECT NAME: Additional Full-Time Pool Supervisor

PROJECT AMOUNT: $16,000 Salary: $40,000 Benefits: $15,000 Salary savings from grade change: ($10,000) Salary savings from guard hours: ($29,000) Net additional cost: $16,000

PROJECT DESCRIPTION:

This proposal is to add one additional full-time Pool Supervisor to the Aquatics Division.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned This is part of a planned Aquatics Restructure. The additional investments (either capital or benefits expense will be partially funded by lowering a position operating) from grade 6 to 5 and rehiring the old grade 6 position at a lower rate and different duties, as well as covering 30-35 hours a week of open guard shifts at the indoor pools.

CA’s financial capacity (external See above. funding sources, additional revenue generated, other expenses reduced, etc.)

CA’s resource capacity and N/A capabilities (staffing, required expertise, space limitations, etc.)

3-20 Future users of CA facilities (For N/A example, will future users engage in this new initiative in the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities Will help fill unfilled guard shifts at the indoor pools, which will (For example, will this expand lead ultimately to a better member experience. CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Marty Oltmanns Date 9/5/2019

3-21 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: SPORTS & FITNESS ACCOUNTING UNIT: Sports & Fitness Administration

PROJECT FISCAL YEAR: FY 2021 and ongoing

PROJECT NAME: Customer Relationship Management Software

PROJECT AMOUNT: $65,000 in FY 2021 and $55,000 each year thereafter

PROJECT DESCRIPTION:

This software will provide a complete lead and team member productivity management solution to support the membership sales function. This initiative had originally been requested for FY 2020 in the FY 2019/FY 2020 budget process, but was withdrawn by staff in the FY 2020 budget amendment process, due to other priorities competing for operating funds at that time.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned This software will provide an essential tool to the membership investments (either capital or sales team. operating)

CA’s financial capacity (external For every 100 memberships sold over the 4,000 new funding sources, additional memberships sold each year historically, CA would expect to revenue generated, other generate an additional $96,000 in annual revenue. We expect expenses reduced, etc.) that providing the sales team with the proper tools and support will enable them to sell ultimately 1,000 additional memberships per year.

CA’s resource capacity and The software will be used by the membership sales teams and capabilities (staffing, required managed locally by the membership sales director. The expertise, space limitations, etc.) application will be cloud-based and primarily vendor- supported.

Future users of CA facilities (For We believe this software product is a key tool in attracting example, will future users future users to CA facilities. engage in this new initiative in the same way and to the same extent that current users are expected to engage?)

3-22 Potential users of CA facilities This software will assist the membership sales team in (For example, will this expand engaging the community by facilitating new membership CA’s delivery of services to sales, which will encourage increased community participation those not currently served in the in CA’s programs. Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

N/A

Request submitted by Susan Krabbe Date 10/9/2019

3-23 FY 21 and FY 22 DRAFT OPERATING BUDGETS

Page No. OPERATING INITIATIVES FY 21 Straw Vote FY 22 Straw Vote

1 3-2 Administrative Services - Compensation and Benefits Study 100,000 - Administrative Services - IT Cybersecurity Managed Services (ongoing service 2 3-4 fee) 180,000 120,000

3 3-6 Board of Directors - CA Board Development and Education 25,000 25,000

4 3-8 Community Services - Community Outreach position for diverse communities 25,000 25,000

5 3-10 Community Services - Temporary Funding for Arts Festival 100,000 -

6 3-12 Community Services - Temporary Funding for Downtown Columbia Partnership 200,000 200,000

7 3-14 Community Services - Temporary Funding for Inner Arbor Trust Operations 183,000

8 3-16 Office of the President - President/CEO Search 85,000 -

9 3-25 Open Space and Facility Services - Cedar Lane Overpass Removal - 490 ,000

10 3-18 Sport and Fitness - Additional Full-time Clippers Coach 28,000 28,000

11 3-20 Sport and Fitness - Additional Full-time Pool Supervisor 16,000 16,000

12 3-22 Sport and Fitness - Customer Relationship Management Software 65,000 55,000

Total $907,000 $959,000

3-24 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: OPEN SPACE AND FACILITY SERVICES

PROJECT FISCAL YEAR: FY 2022

PROJECT NAME: Cedar Lane Overpass Removal

PROJECT AMOUNT: $490,000

PROJECT DESCRIPTION:

The Cedar Lane overpass is at the end of its useful life and will need a full replacement. As an alternative to a $1,000,000+ capital investment in FY 2022 and perpetual operating and capital maintenance costs thereafter, this operating initiative would provide funding for the complete removal of the overpass.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned This initiative would eliminate the need for a $1.1million capital investments (either capital or investment in FY 2022 to replace the overpass. operating)

CA’s financial capacity (external While there would be a one-time operating expenditure, of funding sources, additional $350,000 and a loss on the disposal of the asset of revenue generated, other $140,000, this would ultimately reduce maintenance costs expenses reduced, etc.) as this asset will be taken out of service.

CA’s resource capacity and This initiative will reduce resources needed to maintain the capabilities (staffing, required overpass especially during winter months when snow and ice expertise, space limitations, etc.) removal requires a large amount of staff time.

Future users of CA facilities (For This will have no negative effects on future users of CA example, will future users facilities. Users will continue to engage in existing facilities in engage in this new initiative in the same manor. The overpass currently serves Swansfield the same way and to the same Elementary school and Howard County will need to make extent that current users are other provisions for at-grade crossings for safe pedestrian expected to engage?) access.

Potential users of CA facilities This will have no effect on potential users of CA facilities. (For example, will this expand

3-25 CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

The existing overpass is concrete and steel which will be demolished and recycled.

Request submitted by Al Edwards Date 10-9-2019

3-26 October 7, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President/CFO

Cc: Jessica Bellah, Community Planner Dennis Mattey, Director of Open Space and Facility Services

Re: Board of Directors Input with Staff Responses for the FY 2021 – FY 2022 Budgets

The Board of Directors was asked to submit their new operating initiatives and/or new capital projects for the FY 2021 – FY 2022 budgets. The Board member’s input is in bold, regular type and the staff response is in italics.

Ginny Thomas

1. I would like to have CA staff explore in the next budget the feasibility of building a path behind Orchard Green (Thunder Hill area) that would connect to Route 108. This is needed to provide a safe way to cross Route 108. It will become more of an issue once the County Courthouse opens. Jessica and Dennis are familiar with this request and the OMVB supports it. We understand that it would be only an evaluation of the feasibility of the path and not construction money at this time.

This request has been the focus of discussion at the county and state levels. The connection would be good for the community and beneficial to have it cross Route 108 at Red Branch Road; however, a cursory review of the project feasibility indicated that there is a utility pipe line and easement on the CA property that may impact the ability to construct a pathway there. We anticipate that the evaluation of the feasibility of the path would cost approximately $15,000, and will include that in our operating expenditures for FY 2020.

2. Also I would like to have some funds set aside for CA to hire a facilitator to work with the Oakland Mills community on developing a plan for the Stevens Forest area that would result in a year round gathering place for all generations. It would include working with the school system and SF PTSA to determine if we could combine recreation facilities in the plan and perhaps better utilize all the land in that area. We would need to acquire the HRD parcel adjacent to the parking lot. At one point HRD wanted to sell the parcel for a 7-Eleven store. Bill McCormack organized opposition to it and it was defeated. It would look at the nearby tot lots and neighborhood center and determine if there is a better way to provide services to the community. It should also include the CA land behind the school.

4-1 This would be a project for CA’s Director of Planning and Community Affairs to either facilitate directly or to oversee. That position is vacant and in the process of being filled, and the priorities for the role/function need to be evaluated in light of that change and the skills and abilities a new director would bring to the role. It is staff’s recommendation that this request be re-evaluated for the FY 2022 budget amendment process, given the uncertainty in this role and the vacancy at this time.

4-2 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: Open Space and Facility Services

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Study Feasibility of a Pathway in Thunder Hill to Cross Route 108 at Red Branch Road

PROJECT AMOUNT:

PROJECT DESCRIPTION: Have CA staff explore in the next budget the feasibility of building a path behind Orchard Green (Thunder Hill area) that would connect to Route 108.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned See note below. investments (either capital or operating)

CA’s financial capacity (external See note below. funding sources, additional revenue generated, other expenses reduced, etc.)

CA’s resource capacity and This request has been the focus of discussion at the county capabilities (staffing, required and state levels. The connection would be good for the expertise, space limitations, etc.) community and beneficial to have it cross Route 108 at Red Branch Road; however, a cursory review of the project feasibility indicated that there is a utility pipe line and easement on the CA property that may impact the ability to construct a pathway there. We anticipate that the evaluation of the feasibility of the path would cost approximately $15,000, and will include that in our operating expenditures for FY 2020.

Future users of CA facilities (For See note above. example, will future users engage in this new initiative in the same way and to the same extent that current users are

4-3 expected to engage?)

Potential users of CA facilities See note above. (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

This project would help to make Columbia a more walk-able and bike-able community, improving safety and potentially reducing reliance on automobiles.

Request submitted by Virginia Thomas Date September 5, 2019

4-4 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: Planning and Community Affairs

PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Facilitation of a Plan for a Year-round Gathering Place in Stevens Forest

PROJECT AMOUNT:

PROJECT DESCRIPTION: Hire a facilitator to work with the Oakland Mills community on developing a plan for the Stevens Forest area that would result in a year-round gathering place for all generations. It would include working with the school system and SF PTSA to determine if we could combine recreation facilities in the plan.

RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned See note below. investments (either capital or operating)

CA’s financial capacity (external See note below. funding sources, additional revenue generated, other expenses reduced, etc.)

CA’s resource capacity and This would be a project for CA’s Director of Planning and capabilities (staffing, required Community Affairs to either facilitate directly or to oversee. expertise, space limitations, etc.) That position is in the process of being filled, and the priorities for the role/function need to be evaluated in light of that change and the skills and abilities a new director would bring to the role. It is staff’s recommendation that this request be re- evaluated for the FY 2022 budget amendment process, given the uncertainty in this role and the vacancy at this time.

Future users of CA facilities (For See note above. example, will future users engage in this new initiative in the same way and to the same extent that current users are

4-5 expected to engage?)

Potential users of CA facilities See note above. (For example, will this expand CA’s delivery of services to those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

No impact anticipated.

Request submitted by Virginia Thomas Date September 5, 2019

4-6

To: Susan Krabbe From: Ginny Thomas Date: Sep 5, 2019 Subject: Budget request – path behind Orchard Green in Oakland Mills

I would like to have CA staff explore in the next budget the feasibility of building a path behind Orchard Green (thunder hill area) that would connect to RT 108. This is needed to provide a safe way to cross RT 108. It will become more of an issue once the County Courthouse opens. Jessica and Dennis are familiar with this request and the OMVB supports it. We understand that it would be only an evaluation of the feasibility of the path and not construction money at this time.

Also I would like to have some funds set aside for CA to hire a facilitator to work with the Oakland Mills Community on a developing a plan for the Stevens Forest area that would result in a year round gathering place for all generations. It would include working with the school system and SF PTSA to determine if we could combine recreation facilities in the plan and perhaps better utilize all the land in that area. We would need to acquire the HRD parcel adjacent to the parking lot. At one point HRD wanted to sell the parcel for a 7-11 store. Bill McCormack organized opposition to it and it was defeated.

It would look at the nearby tot lots and neighborhood center and determine if there is a better way to provide services to the community. It should also include the CA land behind the school.

Thanks Ginny Virginia (Ginny) Thomas, CA Representative for Oakland Mills Vice Chair of the Columbia Association Board of Directors [email protected] 410-992-7984

4-7

October 7, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President/CFO

CC: Dennis Mattey, Director of Open Space and Facility Services Michelle Miller, Director of Community Services

Re: Advisory Committees Input with Staff responses for the FY 2021-22 Budget

On July 3, 2019, letters were sent to all Advisory Committees from CA staff soliciting budget requests for the FY 2021-22 Budget. Below are requests from the Advisory Committees. The question is in bold, regular type, and staff response is in italics.

International and Multicultural Advisory Committee

1. CA’s International & Multicultural Advisory Committee greatly appreciates the CA Board’s commitment to supporting programs and international exchanges with Columbia’s five Sister Cities: Cergy-Pontoise, France (1977); Tres Cantos, Spain (1990); Tema, Ghana (2014); Cap-Haitien, Haiti (2016); and Liyang, China (2018).

For many years, we have been able to provide one to two scholarships per year for Columbia high school students who qualify under CA’s Income Qualified program for airfare so they can travel to our sister cities in France and Spain. These scholarships have been provided thanks to the Alex Waters International Exchange & Multicultural Programs Fund that was established back in 1990, first at the Columbia Foundation, and is now held at the Community Foundation of Howard County.

The fund has become smaller over the years, as no additional monies have been added to the Alex Waters Fund, and only 5% of the fund can be drawn upon in any given year. This means that we can only afford to send one student per year at this time for the European High School exchange. Now that we are beginning a program to take high school students to Liyang, China, we want to make sure that low income students will be able to take advantage of these new sister cities opportunities.

We would hereby like to request $10,000 in FY 2021 so that CA can provide five (5) Sister Cities Scholarships of $2,000 each for high school students who wish to participate in a CA Sister Cities Exchange and who qualify under CA’s Income Qualified program. Each scholarship will cover the cost of airfare to one of our sister cities and the program fees.

4-8

We very much hope you will consider this request as we would like to make sure that students whose families could not afford to send their child on a foreign exchange will be able to do so.

CA already provides a 50 percent discount on the program fee for income-qualified participants to assist families in sending their child on a foreign exchange. CA also has a mechanism where youth can receive a subsidy on their airline fees through the Alex Waters Fund administered by the Community Foundation of Howard County. Rather than creating an additional scholarship, staff suggests budgeting $10,000 in each of the FY 21 and FY 22 budgets to increase the Alex Waters Fund at the Community Foundation of Howard County.

Senior Advisory Committee

2. The Senior Advisory Committee appreciates CA commitment and support of services and programs for older adults and the progress to date on implementing the Older Adult plan. Many services and programs have now become operational and will continue in future years.

We request a grant of $50,000 be considered in FY 2021 so that the Village in Howard can hire a full-time Manager and expand the type of services offered to older adults. We also request $10,000 grant be provided to Neighbor Ride as operational support for this much needed transportation service for seniors.

Both The Village in Howard and Neighbor Ride will be considered for a grant, as any organization can submit an application for funding. Applications will be available in March 2020.

4-9 International & Multicultural Advisory Committee (IMAC) Fiscal Year’s 2021 Budget testimony

Dear CA Board Members,

CA’s International & Multicultural Advisory Committee greatly appreciates the CA Board’s commitment to supporting programs and international exchanges with Columbia’s five Sister Cities: Cergy-Pontoise, France (1977); Tres Cantos, Spain (1990); Tema, Ghana (2014); Cap- Haitien, Haiti (2016); and Liyang, China (2018).

For many years, we have been able to provide one to two scholarships per year for Columbia high school students who qualify under CA’s Income Qualified program for airfare so they can travel to our sister cities in France and Spain. These scholarships have been provided thanks to the Alex Waters International Exchange & Multicultural Programs Fund that was established back in 1990, first at the Columbia Foundation, and is now held at the Community Foundation of Howard County.

The fund has become smaller over the years, as no additional monies have been added to the Alex Waters Fund, and only 5% of the fund can be drawn upon in any given year. This means that we can only afford to send one student per year at this time for the European High School exchange. Now that we are beginning a program to take high school students to Liyang, China, we want to make sure that low income students will be able to take advantage of these new sister cities opportunities. We feel that it is important to look at the cultural and language opportunities provided through the Sister Cities Exchanges through the lense of Equity.

We would hereby like to request $10,000 in FY 2021 so that CA can provide five (5) Sister Cities Scholarships of $2,000 each for high school students who wish to participate in a CA Sister Cities Exchange and who qualify under CA’s Income Qualified program. Each scholarship will cover the cost of airfare to one of our sister cities and the program fees.

These Scholarships could be offered and publicized in much the way the Spirit of Columbia scholarships are run. At the moment, we do not ask for an essay that explains why the student would like a scholarship, as it is part of the Sister Cities normal application process, but we could make a separate essay required for these scholarships.

We very much hope you will consider this request as we would like to make sure that students whose families could not afford to send their child on a foreign exchange will be able to do so.

Marcy Gitt, Chair, International Exchange & Multicultural Programs (IMAC)

4-10 Senior Advisory Committee Fiscal Year’s 2021 Budget testimony

Dear CA Board Members,

The Senior Advisory Committee appreciates CA commitment and support of services and programs for older adults and the progress to date on implementing the Older Adult plan. Many services and programs have now become operational and will continue in future years.

We request a grant of $50,000 be considered in FY 2021 so that the Village in Howard can hire a full-time Manager and expand the type of services offered to older adults. We also request $10,000 grant be provided to Neighbor Ride as operational support for this much needed transportation service for seniors.

Thank you for your continued support.

Respectfully submitted,

Sharonlee Vogel Chair, Senior Advisory Committee

4-11 October 7, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President/CFO

Cc: Michelle Miller, Director of Community Services

Re: Other Organizations’ Input with Staff Responses for the FY 2021 – FY 2022 Budgets

Other organizations’ requests for new operating initiatives and/or new capital projects for the FY 2021 – FY 2022 budgets is in bold, regular type and the staff response is in italics. The organizations’ full testimony/requests are presented after this summary.

Downtown Columbia Partnership

1. According to written testimony submitted at the September 12, 2019 CA Board of Directors Work Session, “the Downtown Columbia Partnership is focused on creating a thriving and welcoming Downtown Columbia to the benefit of all the city of Columbia’s residents, community institutions, businesses, and other organizations. We are helping raise the profile of the entire city of Columbia as a desirable place to live, work, and play, thereby increasing economic viability, quality of life, and inclusivity. Until the Downtown Partnership is self-sustaining, funding for its operations must be augmented by partners who share the mission and goals of the Downtown Partnership and are the beneficiaries of its efforts. I request that the Columbia Association grant the Downtown Partnership $200,000 in each FY 21 and FY 22 to support the coming year’s activities.” …from Phillip Dodge, Executive Director

Staff acknowledges the benefits of the Downtown Columbia Partnership and recommends funding of $200,000 in each year, FY 21 and FY 22.

Festival of the Arts

2. The Festival's total cash budget is only $500k annually, and we have not had red ink in three years. If possible, it would be helpful to know this fall what approximate level of support, if any, will be available for 2020. The $95k we received in June for 2019

4-12 was $15,000 less than our 2018 grant and $35,000 less than CA's full 2018 support when we were asked to provide two events at the Chrysalis.

Staff recommends providing $100,000 to the Columbia Festival of the Arts in FY 2021 to support a free, three-day arts festival in Downtown Columbia. Given the current initiative underway to consolidate arts groups in Columbia, further funding should be considered during the FY 2022 CA budget amendment process beginning in the fall of 2020.

3. The Columbia Festival of the Arts is part of a current project to combine three downtown arts groups into one, those being the CFA, the Downtown Columbia Arts and Culture Commission, and the Inner Arbor Trust. We ask that CA support that initiative so that we can have coordinated scheduling of downtown events stretching from the lakefront to the Chrysalis, to Merriweather Post Pavilion and Merriweather Park, and to the coming Merriweather District Lawn. By combining organizations, we will be able to strategically improve programming and be of greater service to Columbia than we now do separately.

CA supports the initiative of combining arts groups.

Inner Arbor Trust

4. The Inner Arbor Trust, Inc. (“Trust”) is requesting a grant of $183,133 towards operations for the FY 2021 Fiscal Year and a grant of $185,000 towards operations for the FY 2022 Fiscal Year for its overhead operations costs. The Trust holds a phased perpetual easement on approximately 51 acres of Open Space owned in fee simple by the Columbia Association, Inc. (“CA”). The Trust is requesting 1/3 of the Trust’s planned FY2021 and FY2022 operating budgets. Over 2/3 of the Trust’s operating income will come from earned income, unrestricted grants, restricted programming grants, and individual and business contributions. Overhead operating funds are required to ensure that the Trust upholds its obligations under the Perpetual Easement, particularly enforcing compliance of all agreements for third party users of the Park, and that the Trust continues to have the capacity to program at the Chrysalis, and to provide the public with benefits of an arts park in Downtown Columbia.

Staff recommends funding the Inner Arbor Trust’s operations with $183,000 as requested in FY 2021. Given the current initiative underway to consolidate arts groups in Columbia, any further funding should be considered during the FY 2022 CA budget amendment process that will begin in the fall of calendar year 2020.

Village in Howard

5. According to written testimony submitted at the September 12, 2019 CA Board of Directors Work Session, “The Village in Howard has been the grateful recipient of

4-13 grant assistance from the Columbia Association for the past several years. This assistance has been vital in helping The Village establish itself as a successful non- profit serving seniors in Howard County.”

The Village in Howard hopes to “again have the opportunity to apply for CA’s support to continue this highly successful partnership which greatly benefits the growing senior community in Columbia and Howard County in line with CA’s own goals.”

The Village in Howard will have an opportunity to apply for a grant as the application process is open to any non-profit.

4-14 Phillip Dodge, Executive Director Downtown Columbia Partnership Testimony for CA Board – September 12, 2019

 Hello – My name is Phillip Dodge and I am the executive director of the Downtown Columbia Partnership.

 I am here tonight to request the Columbia Association’s continued support of our programs and activities.

 The Downtown Columbia Partnership is focused on creating a thriving and welcoming Downtown Columbia to the benefit of all the city of Columbia’s residents, community institutions, businesses, and other organizations.

 We are helping raise the profile of the entire city of Columbia as a desirable place to live, work, and play, thereby increasing economic viability, quality of life, and inclusivity.

 Columbia is my forever home. I grew up here. I moved away. I came back to start my family.

 I want the next generation to also make that choice. I want to make sure that Columbia is a place where my kids will want to raise their own families.

 That will require continuing attention to Columbia’s founding values and to the amenities that have attracted newcomers to the city for over five decades.

 We now have the beginnings of a real Downtown - a thriving Downtown with arts and culture, entertainment and recreation, dining and shopping, a variety of residential options, and a multitude of employment opportunities which will make Columbia an even more desirable place to live.

 The Downtown Columbia Partnership is telling the story of what makes Columbia so amazing and bringing that story to life.

4-15  Your previous grants helped to support promotional and beautification efforts as well as community-building events like the popular Festive Fridays, Books in Bloom (which was awarded a 2018 Downtown Achievement Award from the International Downtown Association), and the Discover Downtown Columbia 5K.

o These events showcase the assets of Downtown Columbia and its potential for engagement by families, single young adults, office workers, and older adults.

 New development in Downtown Columbia is the foundation of economic development for the city.

 Eventually, as decreed in the Downtown Columbia Plan, that new development will generate enough CEPPA fees to fully fund the Downtown Columbia Partnership. This new development will also generate over $9 million in annual fees to the Columbia Association.

 Until the Downtown Partnership is self-sustaining, funding for its operations must be augmented by partners who share the mission and goals of the Downtown Partnership and are the beneficiaries of its efforts. The Columbia Association is at the top of that list. I request that the Columbia Association grant the Downtown Partnership $200,000 in each FY21 and FY22 to support the coming year’s activities.

 Thank you for your continued support and partnership.

4-16 4-17 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: Community Services ACCOUNTING UNIT (This should match PowerPlan): ​ ​ PROJECT FISCAL YEAR: FY 2021

PROJECT NAME: Operating Grant for the Inner Arbor Trust

PROJECT AMOUNT: $183,133

PROJECT DESCRIPTION:

The Inner Arbor Trust, Inc. (“Trust”) is requesting a grant towards operations for the FY 2021 Fiscal Year of for its overhead operations costs. The Trust holds a phased perpetual easement on approximately 51 acres of Open Space owned in fee simple by the Columbia Association, Inc. (“CA” The Trust is requesting 1/3 of the Trust’s planned FY2021 operating budget. Over 2/3 of the Trust’s operating income will come from earned income, unrestricted grants, restricted programming grants, and individual and business contributions. Overhead operating funds are required to ensure that the Trust upholds its obligations under the Perpetual Easement, particularly enforcing compliance of all agreements for third party users of the Park, and that the Trust continues to have the capacity to program at the Chrysalis, and to provide the public with benefits of an arts park in Downtown Columbia.

The Trust opened the Chrysalis Amphitheater in 2017, and is in the process of working with CA, Howard County, and the Downtown Columbia Partnership, Inc. (“DTC”) to fund pathways across Phase 1 of the Easement, connecting the Chrysalis to the multiuse pathway adjacent to Little Patuxent Parkway, as well as to parking. The Trust engages in extensive, generally free programming during the Spring, Summer, and Fall.

In FY2020, the Trust held a number of donor-sponsored events, including Community Concerts, Chrysalis Kids, Downtown Columbia Maker Faire, and many more community based events that show the diversity and strength of our community. The Trust has effectively partnered with Howard County Recreation and Parks, Columbia Association, Downtown Partnership, Downtown Columbia Arts and Culture Commission, Columbia Festival of the Arts, Columbia Orchestra, and many other arts organizations.

The Trust has obtained substantial additional grant revenue and has increased donations and sponsorships. We anticipate that programming at the Chrysalis will become self-sustaining through programming grants, concession sales, and ticketed events.

4-18 RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned CA is the owner in fee simple of the land, and is thus heavily investments (either capital or invested in the success of the Trust. In addition, CA has operating) invested in pathway funding for FY2019 and FY2020, along with other funders, to improve the Park.

CA’s financial capacity (external Historically, CA’s investments in the Park lead to additional funding sources, additional investments in the Park – which is CA property – from other revenue generated, other parties. For example, CA’s seed capital into the Park planning expenses reduced, etc.) process lead to Howard County’s investment into the Chrysalis. In addition, CA’s budget approval for one pathway lead to Howard County Recreation and Parks and DTC moving forward on considering additional pathway funding.

CA’s resource capacity and No CA staff time or resources except the grant amount will be capabilities (staffing, required required. expertise, space limitations, etc.)

Future users of CA facilities (For Attendees of programming in the Park will continue to be able example, will future users to attend free and affordable events. Further, the condition of engage in this new initiative in the Park will be maintained for passive uses. the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities Financial health of the Trust will allow the Trust to accept (For example, will this expand additional programming grants and partnerships, expanding CA’s delivery of services to the outreach of those programs to new users. those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

Consistent funding of Trust overhead allows the Trust to properly safeguard the land and encourage appropriate use.

Request submitted by

______Lindell C. Eagan

4-19 CA Director, CA Council Member for Town Center, Chair, Inner Arbor Trust Board of Directors

______Nina Basu, President & CEO, Inner Arbor Trust Date 9/24/2019

4-20 Operating Expenses

Overhead Salary Costs President / CEO $60,000 Facilities Management $30,000 Administrative $30,000 Total Salary $120,000

General & Administrative Insurance $45,000 Legal Expenses $50,000 Audit & Bookkeeping $15,000 Marketing $10,000 Fundraising Costs $7,500 Rent $4,200 Utilities $4,000 Fire monitoring $3,200 Lawn and Tree Care $4,000 Trash Management $8,000 Supplies $2,000 Printing $2,000 Maintenance $8,000 Memberships / Dues $1,000 Postage & Mail $500 Total G&A $164,400

Total Overhead $284,400

Programming *n1 Free Programming *n2 Community Concerts $60,000 Maker Faire $25,000 Chrysalis Kids $30,000 $115,000

Ticketed Programming *n3 Stand Alone Shows $50,000 Chrysalis Cabaret $10,000 Special Events $90,000 $150,000

Total Programming $265,000

TOTAL OPERATING EXPENSES $549,400

*n1 Programming is associated with revenue *n2 Grant and sponsor funded prorgramming *n3 Ticket sales revenue are projected to exceed costs

4-21 OPERATING BUDGET NEW INITIATIVES PRE-BUDGET PROPOSAL

DEPARTMENT: Community Services ACCOUNTING UNIT (This should match PowerPlan): ​ ​ PROJECT FISCAL YEAR: FY 2022

PROJECT NAME: Operating Grant for the Inner Arbor Trust

PROJECT AMOUNT: $185,000

PROJECT DESCRIPTION:

The Inner Arbor Trust, Inc. (“Trust”) is requesting a grant towards operations for the FY 2022 Fiscal Year of for its overhead operations costs. The Trust holds a phased perpetual easement on approximately 51 acres of Open Space owned in fee simple by the Columbia Association, Inc. (“CA” The Trust is requesting 1/3 of the Trust’s planned FY2022 operating budget. Over 2/3 of the Trust’s operating income will come from earned income, unrestricted grants, restricted programming grants, and individual and business contributions. Overhead operating funds are required to ensure that the Trust upholds its obligations under the Perpetual Easement, particularly enforcing compliance of all agreements for third party users of the Park, and that the Trust continues to have the capacity to program at the Chrysalis, and to provide the public with benefits of an arts park in Downtown Columbia.

The Trust opened the Chrysalis Amphitheater in 2017, and is in the process of working with CA, Howard County, and the Downtown Columbia Partnership, Inc. (“DTC”) to fund pathways across Phase 1 of the Easement, connecting the Chrysalis to the multiuse pathway adjacent to Little Patuxent Parkway, as well as to parking. The Trust engages in extensive, generally free programming during the Spring, Summer, and Fall.

In FY2020, the Trust held a number of donor-sponsored events, including Community Concerts, Chrysalis Kids, Downtown Columbia Maker Faire, and many more community based events that show the diversity and strength of our community. The Trust has effectively partnered with Howard County Recreation and Parks, Columbia Association, Downtown Partnership, Downtown Columbia Arts and Culture Commission, Columbia Festival of the Arts, Columbia Orchestra, and many other arts organizations.

The Trust has obtained substantial additional grant revenue and has increased donations and sponsorships. We anticipate that programming at the Chrysalis will become self-sustaining through programming grants, concession sales, and ticketed events.

4-22 RATIONALE: 1. Describe how this proposed new operating initiative is an appropriate investment of CA’s resources, based on each of the considerations in the following table.

Coordination with other planned CA is the owner in fee simple of the land, and is thus heavily investments (either capital or invested in the success of the Trust. In addition, CA has operating) invested in pathway funding for FY2019 and FY2020, along with other funders, to improve the Park.

CA’s financial capacity (external Historically, CA’s investments in the Park lead to additional funding sources, additional investments in the Park – which is CA property – from other revenue generated, other parties. For example, CA’s seed capital into the Park planning expenses reduced, etc.) process lead to Howard County’s investment into the Chrysalis. In addition, CA’s budget approval for one pathway lead to Howard County Recreation and Parks and DTC moving forward on considering additional pathway funding.

CA’s resource capacity and No CA staff time or resources except the grant amount will be capabilities (staffing, required required. expertise, space limitations, etc.)

Future users of CA facilities (For Attendees of programming in the Park will continue to be able example, will future users to attend free and affordable events. Further, the condition of engage in this new initiative in the Park will be maintained for passive uses. the same way and to the same extent that current users are expected to engage?)

Potential users of CA facilities Financial health of the Trust will allow the Trust to accept (For example, will this expand additional programming grants and partnerships, expanding CA’s delivery of services to the outreach of those programs to new users. those not currently served in the Columbia community?)

2. Describe the environmental sustainability implications of this new operating initiative, including the components that will reduce CA’s greenhouse gas emissions.

Consistent funding of Trust overhead allows the Trust to properly safeguard the land and encourage appropriate use.

Request submitted by

______Lindell C. Eagan

4-23 CA Director, CA Council Member for Town Center, Chair, Inner Arbor Trust Board of Directors

______Nina Basu, President & CEO, Inner Arbor Trust Date 9/24/2019

4-24 4-25 4-26

October 7, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President/CFO cc: Dennis Mattey, Director of Open Space and Facility Services John McCoy, Director of Watershed Management

Re: Resident Input with Staff responses for the FY 2021 – FY 2022 Budgets

The request received from a resident is in bold, regular type, and staff response is in italics. The resident’s full request is presented after this summary.

Larry Carson

1. Mr. Carson is President of the Elkhorn Landing Community Association, which includes 152 townhouses on the shores of Lake Elkhorn.

Three years ago, interested in helping to preserve the lake from sediment and storm water runoff, our board voted 7-0 to allow Howard Eco Works to build a large rain garden on our community property close by the lake. We feel it is working well. After it was completed, we hired the same group to maintain it for the next year at a cost to us of $750. In 2017, that cost increased to $900. This year, we were told they had lost their county subsidy and the cost would double to $1,800 for three weeding and maintenance visits over the year. After seeking bids from several other landscapers, they all quoted us the same price so we returned to Howard Eco-Works.

I'd like to request that in its next budget, CA consider creating a rain garden cost- sharing program to help small communities like ours all around town that have rain gardens. All of these gardens are designed to help Columbia's waterways stay free of sediment and reduce storm water flow. We feel it only fair that CA consider ways to encourage, not discourage, our activities. This would not necessarily require out of pocket cash. In our case, for example, if CA could weed our garden once a year, that would cut our costs by one third. That's one day's work for several people. That would be a big help.

Thank you for your interest. CA staff is familiar with the rain garden that Howard EcoWorks built at Elkhorn Landing and appreciates your community’s interest in managing storm water. Staff also supports Howard County’s effort to help communities like yours treat the runoff they generate. The county provides funds to Howard EcoWorks for the installation of rain

4-27 gardens on nonprofit-owned properties. The county also helps nonprofit organizations by waiving the Watershed Restoration and Protection Fee under the Nonprofit Hardship Credit Program. The requirement for that program is that the nonprofit organization implements the practices recommended by the county or its representative, Howard EcoWorks.

It is unfortunate that Howard EcoWorks has increased their cost for maintaining rain gardens. CA staff would be glad to provide the names of several other contractors for you to talk to about less expensive maintenance.

Maintenance of storm water facilities is not a popular activity and carries a cost. There are at least 120 small homeowners associations in Columbia that are faced with the same or similar situations. Howard County government views the storm water management system as a shared system, public and private. Residents may choose to treat storm water on their properties and carry the cost of maintenance or pay the Watershed Restoration and Protection Fee. CA is in the same position with significantly larger maintenance obligations.

There would indeed be an incremental cost to CA to provide staff or contractor labor to weed Elkhorn Landing’s rain garden. It seems that this would be a positive community-building activity for Elkhorn Landing to do as a team of neighbors with a common goal of improving their own property and the environment at the same time.

4-28 ------Forwarded message ------From: larry Carson Date: Sun, Aug 25, 2019 at 2:31 PM Subject: 2020 budget request To: [email protected] , [email protected], [email protected]

I am Larry Carson, president of the Elkhorn Landing Community Association, 152 townhouses on the shores of Lake Elkhorn. Three years ago, interested in helping to [preserve the lake from sediment and storm water runoff, our board voted 7-0 to allow Howard Eco Works to build a large rain garden on our community property close by the lake. We feel it is working well. After it was completed, we hired the same group to maintain it for the next year at a cost to us of $750. In 2017, that cost increased to $900. This year, we were told they had lost their county subsidy and the cost would double to $1,800 for three weeding and maintenance visits over the year.. After seeking bids from several other landscapers, they all quoted us the same price so we returned to Howard Eco- Works. As you can see, this presents a growing financial burden on us, adding to the costs of grass cutting snow removal, tree removal (especially ash trees), sidewalks, etc. etc. Our community is 41 years old and more things need maintenance. I'd like to request that in it's next budget, CA consider creating a rain garden cost-sharing program to help small communities like ours all around town that have rain gardens. All of these gardens are designed to help Columbia's waterways stay free of sediment and reduce storm water flow. We feel it only fair that CA consider ways to encourage, not discourage, our activities. This would not necessarily require out of pocket cash. In our case, for example, if CA could wee our garden once a year, that would cut our costs by one third. that's one day's work for several people. That would be a big help. Thanks. Larry Carson, Pres. Elkhorn Landing Community Association 7168 Winter Rose path, 21045 410-381-6506

4-29

October 10, 2019

To: Members of the Columbia Association Board of Directors Milton W. Matthews, President/CEO

From: Susan Krabbe, Vice President/CFO

Cc: Dan Burns, Director of Sport & Fitness Jessica Bellah, Community Planner Dennis Mattey, Director of Open Space and Facility Services Michelle Miller, Director of Community Services

Re: Village Board Input with Staff responses for the FY 2021-22 Budget

On July 3, 2019, letters were sent to the Village Community Associations from CA staff soliciting budget requests for the FY 2021-22 Budget. Below are requests from the Village Associations. The requests are in bold, regular type, and staff responses are in italics. KINGS CONTRIVANCE

Amherst House 1. The flooring at Amherst House needs replacing. The carpet and flooring were installed in 2011 and are now very damaged and worn. We have repaired the flooring in the large ballroom several times and the carpet in the remainder of the building has dark stains in many areas that cannot be removed. This directly impacts our ability to maintain the building for our residents and renters and impacts our potential rental income.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

MacGill’s Common Pool 2. We support the transition at Macgill’s Common wading pool to a splashpad. We look forward to working with the designers to bring new concepts for the pool in our village and attract more residents to enjoy the facility.

A funding request for the installation of a splashpad in place of the wading pool at Macgill’s Common will be forwarded to the CA Board of Directors for approval within the FY 2021 capital budget.

3. We would also like to see the expansion of the Macgill’s Common bathrooms into larger ADA bathrooms that would encompass using our Neighborhood Center space at The Meeting Room to accomplish this redevelopment. Although we have had residents use The Meeting Room for many years as home to Children’s Time

4-30 Preschool, it is now an empty space that could be used by residents to provide an improved bathroom space for the pool. We understand this will mean giving up some potential rental space for the village, but we balance that with the improved pool experience for our residents.

A funding request for the expansion of the Macgill’s Common pool bathrooms into the Neighborhood Center will be forwarded to the CA Board of Directors for approval within the FY 2022 capital budget. LONG REACH

4. The Long Reach Village Board requests that Columbia Association review its facilities and its operational and capital maintenance expenses for each facility as they enter the budgeting process.

Thank you for your input. This exercise is an inherent component of CA’s budget process and the development of the long-term plans such as the financial project and the capital improvements plan.

Phelps Luck Neighborhood Center 5. Replace ceiling tiles in front room, hallway, & bathrooms (new ceiling tiles were to be installed with the roof replacement job from November 2018).

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

6. Downspout drain extension to the right of back room entrance needs to be placed underground. The exposed drain extension is non-compliant per Long Reach covenants. The drain was supposed to be placed underground with new pathway and black top project (March 2019) but the one down spout was forgotten. (All other downspout extensions were installed correctly).

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

7. Re-key neighborhood center to one master key.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

8. Build a trash receptacle enclosure.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

Locust Park Neighborhood Center 9. Remove particleboard in lobby closet, it retains odor and moisture. Replace with drywall.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

4-31 Jeffers Hill Neighborhood Center 10. Install an exhaust fan in four bathrooms. Currently, there is no heat or A/C (or airflow) in two hallway bathrooms.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

11. Refinish and apply safety tread to both staircases to loft.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

Stonehouse 12. New roof

The roof replacement project is currently out for bid and will be completed using prior year approved Category II funding.

13. Remove old inoperable HVAC units that are creating roof leaks.

The inoperable HVAC units will be removed in conjunction with the roof replacement.

14. Replace lower level bathroom partitions due to age and rust, new flooring, tile walls to cover cinder block walls.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

15. Install baby changing tables in bathrooms (4).

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

16. Replace ceiling tile in lower level hallway, Montgomery room, Jeffers Room, and bathrooms.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

17. Replace water fountains with water fountain with fillable stations (lower level & upper level).

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

18. Repair Tamar Room entrance patio-large cracks and uneven joints create a tripping hazard.

This work is being done in September-October 2019 with FY 2020 Category III funds.

4-32 19. Repair sidewalk on loading dock sidewalk and along the side of Stonehouse, numerous tripping hazards where sidewalk has deteriorated.

This work is being done in September-October 2019 with FY 2020 Category III funds.

20. New carpet/ flooring in the main lobby

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

21. Repair & fill cracked/ chipped concrete on left side of Stonehouse (near dock door). Hazardous chunks of the concrete are missing.

This work is being done in September-October 2019 with FY 2020 Category III funds.

Pathways 22. Connector pathway from Snowden Overlook to the current CA pathways.

Prior to any pathway development work, staff recommends that the village association staff initiate a thorough public process with Snowden Overlook residents for community input. This pathway connection would impact stream buffers and possibly traverse steep slopes complicating the permitting and construction processes. The estimated cost for permitting is $75,000, which could be initiated in FY 22 following community input.

Jackson Pond 23. Dredging of Jackson pond is needed again.

Jackson Pond is currently in the queue for dredging pending repairs to upstream weirs to be started in October 2019. The full project including upstream weir repairs is scheduled to be completed prior to the end of the current fiscal year.

24. Invasive species removal

Funding for invasive species removal is allocated on a case by case basis. The CA open space team recently eliminated application of “Round-up” type herbicides on any CA open space or any waterway. Newer treatment options are currently under evaluation; however, existing alternative solutions will limit invasive species removal for the short term.

Waiting Spring and Dannon Garth 25. Invasive species removal

The CA open space team recently eliminated application of “Round-up” type herbicides on any CA open space or any waterways based on recent court cases in California. Newer treatment options are currently under evaluation; however, existing alternative solutions will limit invasive species removal for the short term. This summer and early fall have been inordinately warm and dry, increasing the proliferation of pond and lake-based invasive species.

4-33 OAKLAND MILLS

The Other Barn 26. Replacement HVAC Units in the Loft. We request that the replacement occur during FY2020 or before summer 2020 begins. Prior to replacement, we’d like an evaluation of the existing ventilation configuration in the Loft. Currently there are vents on only one side of the large room. In our opinion, the airflow is insufficient to either cool or heat both sides of the room.

Staff has allocated $100,000 from the current FY 2020 capital funding to replace two units at the Other Barn. New units will significantly improve space conditioning and eliminate the need for a cost-prohibitive duct replacement.

27. Loft - Replace carpet in Loft. Current carpet is six years old.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

28. Loft - Replace wood dance floor – 12 years old

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

29. Smithy/Tack - NEW HVAC units

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

30. Replace carpet in Smithy and Tack rooms, hallways, lobby and offices. Public area carpet is 12 years old; office carpeting is more than 20 years old.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

31. Rear Hall Stairs -- Current covering is 12 years old.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

32. Rear Hall entrance door to Smithy Room -- Elevator entrance door on the main level needs a floor entry and be ADA accessible, and the door into the Smithy Room needs to be moved to accommodate the elevator door ADA accessibility.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

33. Rear Hall - Paint and repair walls/ceiling on Main level and 2nd Floor. This was damaged during elevator replacement and will be impacted when the new door to the Smithy Room is installed.

Damaged wall/ceiling paint finishes will be addressed using current year operating funds.

4-34

34. Kitchen Stair Covering Replacement – Current flooring is torn and unsafe. Stair covering is at least 20 years old.

Staff will evaluate this and assess alternatives and timeframes as part of the established Category III capital project review process.

35. Dome and Silo work – This has been scheduled and approved by Mr. Mattey for September 2020 and we have blocked all rental use of the facility for September 2020.

We request that interior items in the Other Barn that are approved be done during September 2020 while we are closed for rentals due to the Silo repairs.

We will take this request into consideration in scheduling whatever work is approved.

Oakland Mills Community Association 36. Request funding for a Property Standards Evaluator to conduct a property standards evaluation of one of our three neighborhoods in FY21, and then request funding each year thereafter for the remaining two neighborhoods in Oakland Mills, doing one neighborhood evaluation per year.

During the FY 2018 process to review and approve the new Annual Charge Share allocation, the CA Board of Directors accepted the committee’s recommendation that if a village wishes to do a property standards evaluation, then the village may plan and pay for it.

Columbia Association 37. The Oakland Mills Board supports funding for Columbia Association to hire an outside consultant to evaluate the status and the entire operation of the association. Study should evaluate current operation and long-range planning for 10, 20, and 30 years out, relative to community needs and best practices.

Thank you for your input.

Neighborhood Centers 38. The village board supports the CA request for Category II funding for Stevens Forest Neighborhood Center for ADA Interior upgrades and for one ADA accessible restroom at Talbott Springs.

The CA Board is currently reviewing the Columbia-wide neighborhood center program, which includes future capital improvement expenditures

Ice Rink 39. The Oakland Mills Board, at its August 28, 2018 [sic] meeting, voted unanimously to support expansion of the Columbia Ice Rink in the Oakland Mills Village center to include a second sheet of ice.

CA will continue to work on partnering with the Howard County Executive’s Office on this concept.

4-35 Parking Lot where Oakland Mills Police Trailer is located 40. Repave/stripe/mark entire lot, remove island trees at each corner entrance to the lot (entrance closest to Other Barn), cut curbs for handicap access from parking lot to sidewalk (Other Barn side).

The parking is generally in good condition and existing bad areas will be patched, seal- coated and re-striped.

OWEN BROWN

41. We recommend a formal mechanism for requesting category 3 spending. Currently, there is a good process for requesting category 3 investment for village facilities; we request similar mechanisms are established for other category 3 requests (such as green space).

A well-functioning, formal process has been in place since FY 2011 for requesting Category III projects. If the village community associations have specific interests in projects for non- village facilities, please contact CA’s Department of Open Space and Facility Services.

Input for CA Board

42. Please emphasize the maintenance & repairs of existing assets. Adequate funding should be dedicated to maintain assets in place and adhere to repair and maintenance schedules. This should include trash removal from green spaces.

The proposed FY 2021 and FY 2022 operating budgets will request funding to continue to fund the ongoing capital improvement program, which prioritizes maintenance of existing assets on a regular improvement schedule. The proposed FY 2021 and FY 2022 open space budget, like the prior year funding, will include trash removal from green spaces.

43. Increase funding for Category Ill capital funds. If necessary, reduce Category I or Category II funds to offset this spending.

Thank you for your input. The Category III funding has increased over the years. In FY 2011, the first year of the category process, the Category III funding was $4,395,000. Since then, it has averaged $5,118,000 per year through FY 2020. It is a challenge to balance stakeholder needs and desires for capital project funding.

44. Continue renovations of Supreme Sports Club.

A funding request for the continuation of the renovations of Supreme Sports Club will be forwarded to the CA Board of Directors for approval within the FY 2021 capital budget. Please note that this is a Category II project.

45. Increase tree planting to combat climate change, prevent erosion, and maintain Columbia's natural look.

The CA open space team agrees that this is an important initiative and is continuing to investigate tree planting and specialized turf mixes to combat climate change, prevent erosion and maintain Columbia’s natural look.

4-36 46. Continue to fund lake dredging plan, ponds plan, and watershed improvements.

Continued funding will be requested in the proposed FY 2021 and FY 2022 capital and operating budgets.

47. Continue with the pathway signage program.

Continued funding will be requested in the proposed FY 2021 and FY 2022 capital and operating budgets.

48. Support Patuxent Trail from Downtown Columbia to Stevens Forest Road.

This connection is identified as the top priority in Columbia Association’s Active Transportation Action Agenda. CA supports this initiative, which is currently undergoing final design by the Howard County Office of Transportation. CA will continue to work with the County and coordinate on this project including advocating for funding of the project by the County as part of the Howard County Bicycle Master Plan. 49. Ensure Sports & Fitness memberships cover the cost of those services/programs instead of offsetting costs using the Annual Charge.

This is extremely difficult, if not impossible, given the important goal and commitment by CA to provide 50 percent discounts for income-eligible residents for CA memberships as well as the CA Points program that provides free memberships for Columbia students to earn for themselves and their families. In addition, CA Board constraints on pricing for outdoor pools access and the Board’s disinclination for reducing the number of outdoor pools make it impossible for these services/programs to cover their own costs, for example.

50. Conduct a review of existing assets to determine if their value is worth the return on investment. Specific assets include, but are not limited to, Fairway Hills and Neighborhood Centers.

A number of CA facilities are on the CA Board’s agenda to study and evaluate, beginning in FY 2020.

51. Owen Brown Dog Park. The CA dog park in Harper's Choice is not convenient for residents in Owen Brown. We would like this dog park to include water features and recommend designing it to function without staffing.

We understand the desire for additional dog parks because this is a popular amenity. However, the dog park is less than five miles from the Owen Brown Interfaith Center and there is still sufficient capacity at the existing dog park. Columbia community members have to go outside of their villages for a number of CA amenities that do not exist anywhere else, such as the Swim Center, Long Reach Tennis, Lake Elkhorn, etc. Also, each village has open space where owners can walk their dogs.

Staff does not believe it would be in CA’s or the community’s best interest to not staff a dog park; the existing dog park is well received in part because of the staffing. The operating budget for the dog park is substantial, and duplicate amenities would need to be considered with competing budget requests. Staff does not recommend adding another dog park in the FY 2021 or FY 2022 operating and capital budgets.

4-37 52. Hopewell Park Renovation. Hopewell Park is regularly used by residents and children for sports. We request its quality as a sports field be improved and maintained. Improvements should include leveling the grade of the field, repairing the divots and ruts currently in the field, and place fencing/trees/obstacles around the field to prevent cars from driving on it.

Reducing CA’s carbon footprint includes a program which would minimize mowed areas in the Columbia open space. Howard County maintains a variety of play fields throughout Columbia within the school system and the recently improved Blandair Park, all of which are well suited for casual use as play fields. Staff agrees that cars should not be allowed to drive onto the open space and will look at what measures can be taken to reduce the likelihood of cars driving onto Hopewell Park. Category III Owen Brown Requests Owen Brown requests the following investments be made in Owen Brown. On several of these issues (tree planting, rain gardens, etc.), we are open to collaborating with CA and other organizations to implement the request.

53. Tree planting in green space. We would like investment to replant trees in traditionally forested areas and reforestation efforts in some areas currently mowed by CA. We request the CA reduce the amount of areas that are regularly mowed in several locations, including but not limited to reducing the distance on either side of paths that are mowed. Owen Brown is open to creating community events to assist in the reforestation efforts. Owen Brown can identify areas we would like to reforest:

• The corner of Homespun and Cradlerock • Along Broken Land, west of Lake Elkhorn • Near Homespun Pond between the pond and the road • Any place along the Lake Elkhorn Loop and other paths where maintenance crews currently mow around large stumps.

Staff agrees that replanting traditional forested areas and reducing mowing requirements are worthwhile additions to CA’s overall carbon footprint reduction initiative. CA open space team members will specifically evaluate the identified areas for reforestation and engage the village board in ongoing open space reforestation initiatives. 54. Pollinator Gardens. Utilize some of the regularly mowed space in the area to plant pollinator gardens. This could be done both in small areas (i.e. by Homespun Pond or off Sandchain) or in larger areas such as Hopewell Park or by the Village Center.

Six pollinator gardens were installed this summer, and the open space team is currently planning to install two test flowering meadows this fall. Staff will be evaluating the efficacy of the pollinator gardens and meadows during the next 12 months with wider distribution pending the conclusion of the study period.

55. Additional rain gardens on green space. There are multiple areas on CA green space and/or other Homeowners space that would benefit from rain gardens. We would appreciate CA's support in identifying and funding the installment or rain gardens in those locations. For example, a rain garden would be beneficial along the north side of Lake Elkhorn near Swan Point.

The CA open space team is planning to install a rain garden at Lake Elkhorn adjacent to the

4-38 dock.

56. Trash Mitigation. There is an unfortunate amount of garbage in and around Lake Elkhorn and other green space. We would like additional investment to reduce these levels: • Additional trashcans around Lake Elkhorn. At least one trash can at locations that commonly accumulate garbage including at each pier and at the top the dam. • Labor. More cleanup crews removing the large pieces of garbage from green space more frequently. • Increase the frequency of community cleanup days.

The CA open space team will review the installation of two new trash cans at Lake Elkhorn based on the ongoing maintenance experience of the open space team in Owen Brown at Lake Elkhorn. Pending ongoing experience with the two new trash cans, consideration will be given to increasing litter pick-up at Lake Elkhorn.

57. Additional events: Schedule additional events (festivals, shows, picnics, concerts) at Lake Elkhorn. Elkhorn could not accommodate the same scale of events as downtown lakefront but could still be used as a venue more often.

The Lake Elkhorn pavilion, gazebo and surrounding grounds are used Monday through Friday during the summer as a home for Nature Camp. The Camp averages around 75 youth each day. In addition, CA rents out the Pavilion and Gazebo for private functions. When the area is not being used by camps or for private functions, CA often uses the area for outreach events such as BikeAbout, camp outreach events, or Sister Cities programs.

CA will consider other ways to use the park and suggest that Owen Brown Community Association also consider scheduling some events at Lake Elkhorn.

58. Lake Elkhorn Dock: The Lake Elkhorn Dock does not drain well during rainfall. During warm weather, this leads to puddles and prevents the rain washing away goose droppings. During cold weather, these puddles tum into black ice creating a hazard. We would like CA to repair or modify the dock so that it drains efficiently during rainfall.

The CA open space team made several changes late last winter to address puddles on the dock area and will continue to monitor this area going forward and implement additional improvements as warranted.

59. Lake Elkhorn Maintenance: Maintenance vehicles currently access Lake Elkhorn via Dasher Court. While we appreciate the maintenance work, we would like CA to consider alternatives. When trailers are brought in through this route (such as the seaweed harvester), they often slip off the path and damage the abutting areas. We would like an infrastructure improvement made at the docks to accommodate the insertion of heavy equipment at that location. Alternatively, we request that the area near the boat ramp near Lasting Light (insertion) and Angelina Circle be improved. It is routinely used as a loading zone for trailers and heavy equipment creating an area that is in constant need of grass replanting and is an eyesore.

The open space team will evaluate current and alternate travel paths and message that information back to the village board.

4-39 RIVER HILL

60. Operating funds for employee benefits Effective in FY20, the association converted its Facility Coordinator position from part-time to full-time. At this time the employee has not elected to utilize the Columbia Association's (CA) medical benefits. However, for planning purposes for FY21 and FY22, we ask that the association's Annual Charge Share be increased to include reimbursement of the employer costs associated with medical benefits, life insurance, and accidental death and dismemberment insurance.

CA will increase the River Hill Annual Charge Share Grant to include the employer costs of medical, life, short-term disability and AD&D insurance for one employee for FY 2021 and FY 2022, subject to the terms of the management agreement.

61. Capital improvement funds for updating a tot lot in Pointers Run Neighborhood In September 2017, after working with CA staff and members of the community and determining there was no viable location for a community playground in the village, the River Hill Board of Directors requested capital funding for upgrades to two tot lots, one in each neighborhood. In March 2019, one of these tot lots officially became a reality during a ribbon cutting ceremony at the Indian Summer Drive tot lot (RH25) in the Pheasant Ridge neighborhood. The community welcomed the updated tot lot and feedback collected to-date has been very positive with neighboring property owners noting an uptick in usage.

It is now time, to complete the second phase of the request and upgrade a tot lot in the Pointers Run neighborhood. The association has begun the process to identify the tot lot to be upgraded and will coordinate with members of the Open Space Management team and solicit feedback from the Pointers Run residents following the steps used with the upgrades to RH25. We ask that planning and construction funds be allocated for this project in FY21.

The CA open space team is beta testing a comprehensive tot lot evaluation program in Oakland Mills which, if successful, would be rolled out to the other nine villages. Pending evaluation of this tot lot evaluation program in Oakland Mills and a subsequent review of Columbia-wide tot lot improvements, staff recommends postponing any major tot lot expenditures at this time.

62. Increased operating funds to improve open space maintenance In recent years the general maintenance of open space in the Village of River Hill has declined. The decline in maintenance includes: overgrown landscaping at many of the entrances into the village; succession taking over previously maintained areas; erosion along pathways; and weeds and poison ivy growing up under trees in high visibility locations such as along Great Star Drive.

During a visit to multiple tot lots in early June, weeds growing through the mulch and compacted and unusable sandboxes were observed. While we recognize that the large amount of rain during the last year and the late spring 2019 weather events may have disrupted maintenance, the deterioration of the open space had already begun and is occurring in other locations throughout Columbia as well.

4-40 We ask that the CA establish and implement maintenance standards for all open space. While high-profile amenities such as the Lakefront area, Symphony Woods, and the Dog Park must be well maintained, it should not be at the expense of the open space in each village. We encourage CA to collaborate with the village associations when developing these standards so that the perspectives of Columbia's residents are incorporated. We also encourage CA to plan ahead financially for natural disasters and climate change-related events. It is our position that general open space maintenance should not suffer when unanticipated issues arise. Based on our experience, we request that CA increase open space maintenance funding for FY21/22. CA needs to reward the employees out in the field who work in all kinds of conditions with too few resources, hire more employees if that is what is needed to meet acceptable open space maintenance standards, and purchase and maintain the equipment CA staff needs to perform their jobs in a timely manner.

Open space leadership has spent the last six months developing maintenance standards for open space assets including tot lots, pathway and various other amenities. The maintenance standards will be shared with each of the village boards in conjunction with plans for an annual open space update visit by the CA open space team to village board meetings in FY 2021. Recent survey results indicate that CA’s open space, the most highly used CA asset, is consistently and overwhelmingly highly rated. Based on that feedback and the need to fund the full spectrum of CA’s service, staff does not believe additional funding is warranted.

63. Increased funding for stormwater management and watershed related support and improvements at the village level Due to the extremely wet weather of the past year, the association has seen a rise in the number of requests from residents for help with water related issues and approval of stormwater management solutions on their properties. We have also experienced an increase in the number of neighbor - neighbor issues having to do with water runoff. River Hill residents had just begun applying for CA's rain garden cost share program when the funds ran out. Given concerns that this wet weather may be a trend, and knowing that more needs to be done to improve water quality and reduce stormwater flows at a county and state level, we encourage CA to seek outside funding where possible and to re-implement the rain garden cost share program in the FY21/22 budgets.

The association's Watershed Committee and the community have benefitted greatly from the assistance and expertise of CA's Watershed Manager, John McCoy, and Environmental Program Manager, Danielle Tyeryar. The installation of the rain garden adjacent to the River Hill Meeting Room and the oyster reef ball making event held in April 2019 are just two examples of projects in our village that would not have been possible without CA staff assistance and funds. Our committee's events routinely involve other volunteers from the community which helps the projects to have greater impact and educational reach. Watershed committees in the other villages are doing similar things. We do not envision that the need for storm water management and watershed related improvements will diminish in the short term and suspect that CA staff is already spread too thin. Therefore, we ask that operating and capital funds be allocated in FY21/FY22 to expand staffing and the number and variety of watershed related projects at the village level.

CA’s open space team is continuing to leverage outside funding for watershed projects,

4-41 such as State Highway Administration grant programs and, where possible, move watershed maintenance costs for Howard County infrastructure such as transferring various stormwater ponds to Howard County. CA staff believes that the current level of funding and staffing is adequate given long-term plans to reduce CA’s watershed overhead. 64. Increased funding for covenants administration Covenant enforcement is a prime function of the village associations. Most issues can, and are, addressed on a village level through the village covenant enforcement process. On rare occasions, a village will request assistance with a case and ask consent to join with CA as plaintiff and file suit on the village's behalf.

Early in the 4th Quarter of FY19, a case which had previously been accepted by CA's Architectural Resource Committee (ARC) was deemed by CA's outside legal counsel ready to be forwarded to the next step in the ARC process. However, shortly after, River Hill staff was informed by CA that the case was being put on hold pending FY20 funding. It appeared as if enforcement was being delayed due to insufficient funds. Subsequently, the property owner halted further actions needed to bring the property into the condition required to close the case. Putting enforcement on hold, even for a few months, sends the wrong message to the offending property owner and the community.

We are therefore requesting increased funding and/or support for covenant administration to ensure that the enforcement process is fluid and consistent.

The delay was necessitated by an overspending situation in legal fees for covenant enforcement in FY 2019. Budgeted fees, primarily legal fees, were $276,000, and the actual fees were $416,000. Funding for covenant enforcement efforts has increased in the past 10 years. In FY 2017, a part-time position was added to CA’s Office of the General Counsel solely for architectural covenant support for the village community associations. That position has been very effective in clearing the backlog of cases and in training and assisting the village covenant enforcement teams. Legal fees for covenant enforcement vary by year based on the cases. Over the past 10 years, budgeted fees, primarily legal fees, have increased from $153,000 to $276,000, while actual fees have increased from $163,000 to an estimate for FY 2020 of $311,000. Staff will evaluate the current needs in FY 2020 in determining the budget for FY 2021.

WILDE LAKE

The Wilde Lake Village Board requests that funding for the following initiatives and projects is included in the Columbia Association FY2021/FY2022 budget:

65. Slayton House Theatre The Wilde Lake Village Board appreciates Columbia Association’s continued support of Slayton House Theatre which is a unique amenity for the community. Specifically, the CA Board approved planning funds for FY2019, and, in February 2019, approved funding in the FY2020 budget to upgrade theater lighting & electrical systems, install a new sound system, and replace interior finishes. The lighting and sound systems are used by groups and individuals who rent Slayton House Theatre for community theatre performances and dance & music recitals throughout the year, Slayton House Theatre Camp of the Arts during the summer and Life Change Church every Sunday.

4-42

After the bidding process, it was determined that the project must be separated into two phases. The first phase, to be completed in March 2020, will involve replacing the 25-year-old sound system and related improvements. The second phase which is anticipated to be completed in March 2021 involves replacing the theatre lighting system.

The theatre lighting control board was replaced in 2016. The new board has the capability to use LED theatre lights. The existing theatre light fixtures use a great deal of energy and generate significant amounts of heat. LED lights are cooler and are much more energy efficient. In addition, Slayton House Theatre users are requesting more sophisticated lighting arrangements. The new lighting control system along with LED theatre lighting fixtures would allow Slayton House theatre users to create more advanced, state-of-the-art theatre lighting design using fewer fixtures.

The Wilde Lake Village Board requests approval of construction funding for a new theatre lighting system to complete the Slayton House Theatre renovation in FY2021.

The original plan, as noted, was to make all of the renovations (upgrade theater lighting and electrical systems, install a new sound system, and replace interior finishes) in FY 2020 with CA Board-approved funding of $470,000. Also as noted, this funding was found to be inadequate after bidding out the project due to multiple factors, including concern about the complexity of the lighting scope, the compressed time frame to complete the work, and the very tight construction market where pricing for all work is coming back higher than anticipated. Under these conditions, the $470,000 will cover the sound system, theater curtains, and some electrical upgrades.

Staff estimates that the more advanced, state-of-the-art theater lighting requested will require an additional $200,000, bringing the total theater renovation project to $670,000. Staff recommends using Category III funding in FY 2021 for the $200,000 theater lighting upgrade.

66. Pet Waste Stations The Wilde Lake Village Board believes that there are not enough pet waste stations along the pathway that goes around Wilde Lake Park. Pet waste is a major source of harmful bacteria and nutrients that wash into storm drains and eventually into Columbia’s streams and lakes.

In order to encourage dog walkers to pick up after their pets, the Wilde Lake Village Board suggests installing additional pet waste stations at all of the Columbia Association lakes. In addition, the WLVB requests supplying the stations with compostable plastic bags.

The Wilde Lake Village Board requests funding for pet waste stations and compostable bags.

The open space team will install an additional composting bag pet station at each of the three Columbia lakes and monitor usage in early FY 2021 and then monitor overall impact on litter and pet waste for possible expansion of the pet waste station program in FY 2022.

4-43

Kings Contrivance Community Association Amherst House 7251 Eden Brook Drive, Columbia, Maryland 21046 (410) 381-9600 Fax (410)381-9628 [email protected]

August 2, 2019

TO: Columbia Association Board of Directors

FROM: Kings Contrivance Village Board

RE: Input for FY2021/22 Budget

The Kings Contrivance Village Board would like the following items included in the capital budget for FY2021/22.

The flooring at Amherst House needs replacing. The carpet and flooring were installed in 2011 and are now very damaged and worn. We have repaired the flooring in the large ballroom several times and the carpet in the remainder of the building has dark stains in many areas that cannot be removed. This directly impacts our ability to maintain the building for our residents and renters and impacts our potential rental income.

In addition we support the transition at Macgill’s Common wading pool to a splashpad. We look forward to working with the designers to bring new concepts for the pool in our village and attract more residents to enjoy the facility.

Furthermore, we would also like to see the expansion of the Macgill’s Common bathrooms into larger ADA bathrooms that would encompass using our Neighborhood Center space at The Meeting Room to accomplish this redevelopment. Although we have had residents use The Meeting Room for many years as home to Children’s Time Preschool, it is now an empty space that could be used by residents to provide an improved bathroom space for the pool. We understand this will mean giving up some potential rental space for the village, but we balance that with the improved pool experience for our residents.

The village board thanks you for the opportunity to express our views on CA’s Proposed Fiscal Year 2021/22 Budget.

4-44 Long Reach Community Association 8775 Cloudleap Court ● Columbia MD 21045 410/730-8113 ● FAX 410/730-5882 ● Email: [email protected] Tina Addo, Administrator Nina Basu, Chair ● Edward Coleman, Vice-Chair ● Reginald Avery ● Josh Friedman ● David Wissing● Janet Evans, Council Rep

To: Columbia Association Board of Directors From: Long Reach Village Board Date: September 4, 2019

RE: FY 21/22 CA Budget Request

Columbia Association

The Long Reach Village Board requests that Columbia Association review its facilities and its operational and capital maintenance expenses for each facility as they enter the budgeting process.

Phelps Luck Neighborhood Center

-replace ceiling tiles in front room, hallway, & bathrooms (new ceiling tiles were to be installed with the roof replacement job from November 2018).

-downspout drain extension to the right of back room entrance needs to be placed underground. The exposed drain extension is non-compliant per Long Reach covenants. The drain was supposed to be placed underground with new pathway and black top project (March 2019) but the 1 down spout was forgotten. (All other downspout extensions were installed correctly).

-rekey neighborhood center to 1 master key

-build a trash receptacle enclosure Locust Park Neighborhood Center

-remove particleboard in lobby closet, it retains odor and moisture, replace with drywall Jeffers Hill Neighborhood Center

-Install an exhaust fan in 4 bathrooms. Currently, there is no heat or A/C (or airflow) in 2 hallway bathrooms.

-refinish and apply safety tread to both staircases to loft

4-45 Stonehouse

-new roof

-remove old inoperable HVAC units that are creating roof leaks

-replace lower level bathroom partitions due to age and rust, new flooring, tile walls to cover cinder block walls

-install baby changing tables in bathrooms (4)

-replace ceiling tile in lower level hallway, Montgomery room, Jeffers Room, and bathrooms

-replace water fountains with water fountain with fillable stations (lower level & upper level)

-repair Tamar Room entrance patio-large cracks and uneven joints create a tripping hazard

-repair sidewalk on loading dock sidewalk and along the side of Stonehouse, numerous tripping hazards where sidewalk has deteriorated

- New carpet/ flooring in the main lobby

- Repair & fill cracked/ chipped concrete on left side of Stonehouse (near dock door). Hazardous chunks of the concrete are missing. Pathways

- Connector pathway from Snowden Overlook to the current CA pathways

Jackson Pond

- Dredging of Jackson pond is needed again. - Invasive species removal

Waiting Spring

- Invasive species removal

Dannon Garth

- Invasive species removal

4-46 Oakland Mills Community Association The Other Barn• 5851 Robert Oliver Place Columbia, MD 21045 410-730-4610 • oaklandmills.org aakland mills we 1.•alue cannP.ctions

September 12, 2019

CA FY FY20 Budget Requests Submitted by the Oakland Mills Board of Directors

Good evening, I'm Bill McCormack Jr., Vice-Chairman of the Oakland Mills Board of Directors. Thank you for the opportunity to present Oakland Mills requests for the CA FY 21 and FY22 budget. The following requests were discussed and approved by the Oakland Mills Board of Directors on August 27, 2019. We ask your consideration of each request and thank you in advance for your time and deliberation during the budget process.

Items Listed for The Other Barn and Neighborhood Centers and Columbia Association facilities and infrastructure are listed and include items that may be classified as Category 111 requests.

THE OTHER BARN

1) Replacement HVAC Units in the Loft Replacement had been scheduled for FY21- We request that the replacement for units in the Loft occur in FY2020, however, if this is not the case we request that the replacement occur in FY21 but that it is the top priority project and occur May 1, 2020 before we enter the summer. Each year several renters comment on the hot conditions in the Loft, the warm temperature is evident at our community events. I can attest to this firsthand.

Prior to the replacement, we'd like an evaluation of the existing ventilation configuration in The Loft. Currently there are vents on only one side of the large room; however, in our opinion, the airflow is insufficient to either cool or heat both sides of the room

2) Loft- Replacement carpet in the Loft. Current carpet is six years old.

4-47 3) Loft- Replacement wood dance floor - Current flooring is 12 years old.

Please note that we average about 300 - 400 guests per weekend which causes wear and tear on our flooring.

Smithy/Tack Room New HVAC units.

Replacement carpet for Smithy and Tack Rooms, Hallways, Lobby and offices. Public area carpet is 12 years old; office carpeting is over 20 years old.

Rear Hall Stairs - stair covering is 12 years old.

Rear Hall entrance door to Smithy Room - Elevator entrance door on the main level needs a floor entry and be ADA accessible and the door into the Smithy room needs to be moved to accommodate the elevator door ADA accessibility.

Rear Hall - Paint and repair walls/ceiling on Main level and 2nd floor. This was damaged during elevator replacement and will be impacted when the new door to the Smithy Room is installed.

Kitchen Stair covering replacement Current flooring is torn and unsafe. Stair covering is at least 20 years old.

SILO - Dome and Silo work. This has been scheduled and approved by Mr. Mattey for September, 2020 and we have blocked all rental use of the facility for September 2020.

We request that interior items in the Other Barn that are approved be done in September 2020 while we are closed for rentals due to the Silo repairs.

Oakland Mills Community Association Request funding for a Property Standards Evaluator to conduct a property standards evaluation of one of our three neighborhoods in FY21 and then request funding each year thereafter for the remaining two neighborhoods in Oakland Mills, doing one neighborhood evaluation per year.

4-48 Columbia Association The Oakland Mills Board supports funding for Columbia Association to hire an outside consultant to evaluate the status and the entire operation of the association. Study should evaluate the current operation and long-range planning for 10, 20, and 30 years out, relative to community needs and best practices.

Neighborhood Centers Interior Upgrades for Stevens Forest Neighborhood Center The village board supports the CA request for Category II (2) funding for Stevens Forest Neighborhood Center for ADA interior upgrades and for one ADA accessible restroom at Talbott Springs.

Columbia Association - Open Space and Facility Requests

Ice Rink Improvements

The Oakland Mills Board, at its August 28, �201§ meeting voted unanimously to support expansion of the Columbia Ice Rink in the Oakland Mills Village Center to include a second sheet of ice.

We continue to advocate for a state-of-the-art Ice Rink to accommodate Columbia and Howard County users. Currently these ice hockey teams and skaters spend more money outside of the County than at the CA Ice Rink. Improvements to the ice rink will attract additional users and revenue for CA and support the revitalization of Oakland Mills.

Parking Lot where Oakland Mills Police Trailer is located: Repave/stripe/make entire lot, ,Remove island trees at each corner entrance to the lot (entrance dosest to Other Barn) cut curbs for handicap access from parking lot to sidewalk (Other Barn side).

Thank you for your time.

4-49 4-50 1. Owen Brown Dog Park. The CA dog park in Harper's Choice is not convenient for residents in Owen Brown. We would like this dog park to include water features and recommend designing it to function without staffing. 2. Hopewell Park Renovation. Hopewell Park is regularly used by residents and children for sports. We request its quality as a sports field be improved and maintained. Improvements should include leveling the grade of the field, repairing the divots and ruts currently in the field, and place fencing/trees/obstacles around the field to prevent cars from driving on it.

Section 2, Cat III Owen Brown Requests

Owen Brown requests the following investments be made in Owen Brown. On several of these issues (tree planting, rain gardens, etc.), we are open to collaborating with CA and other organizations to implement the request. Tree planting in green space. We have lost many trees to ash borers and storms. We would like investment to replant trees in traditionally forested areas and reforestation effortsin some areas currently mowed by CA. Additionally, we request the CA reduce the amount of areas that are regularly mowed in several locations, including but not limited to reducing the distance on either side of paths that are mowed. Owen Brown is open to creating communityevents to assist in the reforestationefforts. Owen Brown can identifyareas we would like to reforest: • The corner of Homespun and Cradlerock • Along Brokenland, west of Lake Elkhorn • Near Homespun Pond between the pond and the road • Any place along the Lake Elkhorn Loop and other paths where maintenance crews currently mow around large stumps (pictured) Pollinator Gardens. Utilize some of the regularly mowed space in the area to plant pollinator gardens. This could be done both in small areas (i.e. by Homespun Pond or offSandchain) or in larger areas such as Hopewell Park or by the Village Center. Additional rain gardens on green space. There are multiple areas on CA green space and or other Homeowners space that would benefit from rain gardens. We would appreciate CA's support in identifyingand funding the installment or raingardens in those locations. For example, a rain garden would be beneficial along the north side of Lake Elkhornnear Swan Point (pictured). Trash Mitigation. There is an unfortunateamount of garbage in and around Lake Elkhorn and other green space. We would like additional investment to reduce these levels: • Additional trashcans around Lake Elkhorn. At least one trash can at locations that commonly accumulate garbage including at each pier and at the top the dam. near Swan Point • Labor. More cleanup crews removing the large pieces of garbage from green space more frequently. • Increase the frequency of community cleanup days.

4-51 Additional events: Schedule additional events (festivals, shows, picnics, concerts) at Lake Elkhorn. The Elkhorncould not accommodate the same scale of events as downtown lakefrontbut could still be used as a venue more often. Lake ElkhornDock: The Lake Elkhorn Dock does not drain well during rainfall. During warm weather, this leads to puddles and prevents the rain washing away goose droppings. During cold weather, these puddles tum into black ice creating a hazard. We would like CA to repair or modify the dock so that it drains efficiently during rainfall. Lake Elkhorn Maintenance: Maintenance vehicles currently access Lake Elkhorn via Dasher Court. While we appreciate the maintenance work, we would like CA to consider alternatives. When trailers are brought in through this route (such as the seaweed harvester), they often slip offthe path and damage the abutting areas. We would like an infrastructure improvement made at the docks to accommodate the insertion of heavy equipment at that location. Alternatively, we request that the area near the boat ramp near Lasting Light (insertion) and Angelina Circle be improved. It is routinely used as a loading zone fortrailers and heavy equipment creating an area that is in constant need of grass replanting and is an eye sore.

Lake Elkhorn area in perpetual state of damage due to maintenance

Sincerely,

Michael1/� Golibersuch, Chair Owen Brown Village Board

4-52 4-53 4-54 4-55 WILDE LAKE COMMUNITY ASSOCIATION SLAYTON HOUSE 10400 Cross Fox Lane Columbia, Maryland 21044-2398 410-730-3987 Fax 410-730-6695

August 30, 2019

To: Jessica Bellah, Community Planner, Columbia Association

Cc: Susan Krabbe, CFO, Columbia Association

Fr: Kristin Shulder, Village Manager

Re: FY2021-FY2022 Budget Input

On behalf of the Wilde Lake Village Board, thank you for the opportunity to participate in the FY2021 and FY2022 budget process.

The Wilde Lake Village Board would also like to thank Columbia Association for funding recent projects in the Village, including a Water Journey splash pad at Running Brook pool, bio-retention facilities in Faulkner Ridge and facility improvements at Slayton House, such as roofing and theatre sound system replacement.

The Wilde Lake Village Board requests that funding for the following initiatives and projects is included in the Columbia Association FY2021/FY2022 budget:

1. Slayton House Theatre Lighting The Wilde Lake Village Board appreciates Columbia Association’s continued support of Slayton House Theatre which is a unique amenity for the community. Specifically, the CA Board approved planning funds for FY2019, and, in February 2019, approved funding in the FY2020 budget to upgrade theater lighting & electrical systems, install a new sound system, and replace interior finishes. The lighting and sound systems are used by groups and individuals who rent Slayton House Theatre for community theatre performances and dance & music recitals throughout the year, Slayton House Theatre Camp of the Arts during the summer and Life Change Church every Sunday.

After the bidding process, it was determined that the project must be separated into two phases. The first phase, to be completed in March 2020, will involve replacing the 25 year old sound system and related improvements. The second phase which is anticipated to be completed in March 2021 involves replacing the theatre lighting system. Please see detailed explanation from Jeremy Scharfenberg attached.

4-56 The theatre lighting control board was replaced in 2016. The new board has the capability to use LED theatre lights. The existing theatre light fixtures use a great deal of energy and generate significant amounts of heat. LED lights are cooler and are much more energy efficient. In addition, Slayton House Theatre users are requesting more sophisticated lighting arrangements. The new lighting control system along with LED theatre lighting fixtures would allow Slayton House theatre users to create more advanced, state-of-the-art theatre lighting design using fewer fixtures.

The Wilde Lake Village Board requests approval of construction funding for a new theatre lighting system to complete the Slayton House Theatre renovation in FY2021.

2. Pet Waste Stations The Wilde Lake Village Board believes that there are not enough pet waste stations along the pathway that goes around Wilde Lake Park. Pet waste is a major source of harmful bacteria and nutrients that wash into storm drains and eventually into Columbia’s streams and lakes.

In order to encourage dog walkers to pick up after their pets, the Wilde Lake Village Board suggests installing additional pet waste stations at all of the Columbia Association lakes. In addition, the WLVB requests supplying the stations with compostable plastic bags.

The Wilde Lake Village Board requests funding for pet waste stations and compostable bags.

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