The Maryland-National Capital Park and Planning Commission Proposed Annual Budget Fiscal Year 2012 Montgomery County

The Maryland‐National Capital Park and Planning Commission

www.mncppc.org

Proposed Annual Budget Fiscal Year 2012

Commissioners Samuel J. Parker, Jr., Chairman of the Commission Françoise M. Carrier, Vice-Chair of the Commission

Joseph Alfandre Amy Presley Sarah A. Cavitt John H. Squire Jesse Clark Sylvester J. Vaughns Norman Dreyfuss Marye Wells-Harley

Officers Patricia Colihan Barney, Executive Director Joseph Zimmerman, Secretary-Treasurer Adrian R. Gardner, General Counsel

Prince George’s County Directors Montgomery County Directors

Fern V. Piret Rollin Stanley Director of Planning Director of Planning

Ronnie Gathers Mary Bradford Director of Parks and Recreation Director of Parks

The Maryland-National Capital Park and Planning Commission Proposed Annual Budget Fiscal Year 2012 Montgomery County

CREDITS

Executive Director Patricia Colihan Barney

Budget Manager Holly Sun

Technical Advisor Doug Sherwood

Budget Team Luanne Bowles Powers Edward Jackson Jasmine Prepetit

Department Budget Staff Daniel Araya Joyce Garcia Alison Davis Stephanie Knox Tonya Miles Abbey Rodman Anjali Sood Mary Ellen Venzke Shuchi Vera Karen Warnick

Technical Staff James Adams Brenda Barge

Production Staff Joyce Disbrow DeWayne Williams Lawana Bush

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Maryland-National Capital Park and Planning Commission for its annual budget for the fiscal year beginning July 1, 2010. This award is the highest form of recognition in governmental budgeting.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communications device.

In addition, the Commission’s budget received a Special Performance Measures Recognition from GFOA for the first time.

The Distinguished Budget Presentation Award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. M-NCPPC Montgomery County Programs Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION ORGANIZATIONAL CHART

MONTGOMERY PRINCE GEORGE’S COUNTY GOVERNMENT COUNTY GOVERNMENT

The Maryland-National Capital Park and Planning Commission

MONTGOMERY COUNTY PRINCE GEORGE’S PLANNING BOARD COUNTY PLANNING BOARD

Merit System Internal Audit Board Division* Executive Committee Chief Information Officer

Parks Planning Commissioners’ Parks and Planning Commissioners’ Department Department Office Recreation Department Office Department

Finance Department of Legal Department Human Resources Department and Management

Central Administrative Services Departments

*Internal Audit Division reports to Chair and Vice Chair of the Commission and the Audit Committee. MONTGOMERY COUNTY PLANNING BOARD OFFICE OF THE CHAIRMAN

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION January 15, 2011

The Honorable Isiah Leggett Montgomery County Executive Executive Office Building Rockville, MD 20850

The Honorable Valerie Ervin President, Montgomery County Council Stella B. Werner Council Office Building Rockville, MD 20850

Dear Mr. Leggett and Ms. Ervin:

Pursuant to §2.118 of Article 28 of the Annotated Code of Maryland, the Montgomery County Planning Board is pleased to transmit the FY12 Proposed Operating budget for the Montgomery County operations of the Maryland-National Capital Park and Planning Commission. As discussed with Council and Budget staffs, this document is our first ―budget in brief‖, presenting only the main elements of our budget to more efficiently meet our legislative January 15th deadline. Our commitment to program budgeting continues as the Planning and Parks Departments fine-tune their program elements. The comprehensive version of the budget document will be delivered in February.

Total Proposal – Expenditure Pressures

This proposed budget continues to force a decline in the Commission's previous levels of service resulting from the decreases in funding which began in FY08. The total proposal is $126.1 million, an increase of $11.7 million or 10.2 % from the adopted FY11 budget. The proposed budget for Tax-Supported Funds is $109.8 million, an increase of 11.9% from FY11 and a decrease of 2.1% from FY10. All but 0.2% of this increase is due to non-controllable factors such as prefunding of Other Post-Employment Benefits (OPEB), pension and retiree medical costs, other fringe benefits, negotiated contracts, restoration of funds associated with the extensive furlough program imposed in FY11, and debt service, along with CIP operating budget impact (OBI) and merit increases.

Tax-Supported Funds FY12 Proposed Budget Change Breakdown COLA & Merit Total Total OPEB (Ratified Merit (Other No Debt Change Change Prefunding Pension Contract) Employees) Furloughs Service OBI Other (FY11-12) (FY10-12) 2,523,950 4,519,300 788,500 606,300 1,994,600 249,300 799,000 210,880 11,691,830 (2,340,600) 2.6% 4.6% 0.8% 0.6% 2.0% 0.3% 0.8% 0.2% 11.9% -2.1%

1 M-NCPPC Montgomery County Proposed FY12 Budget

The Commission is working closely with the County Government and other government entities through a number of committees to improve efficiencies and work collaboratively with the County to reduce costs. As noted in the Office of Legislative Oversight’s Structural Balanced Budget Report, the Commission’s total budget represents a very small portion of tax supported expenditures, and like other agencies the main cost drivers are related to compensation and benefits.

In FY11, the Commission’s adopted budget was 14.5% below FY10 in the Administration Fund and 11.9% below FY10 in the Park Fund. These were among the deepest reductions of County agencies. To operate within the resources allocated, the Commission implemented hiring freezes for all non-critical positions, furloughs, and retirement incentive programs; conducted a reduction-in-force; abolished positions; eliminated contracts; and reduced services.

Budget Development

In developing the FY12 proposed budget, the Departments have adopted reorganization plans to incorporate the FY11 reduction of 86.9 career work years (8.7% of our workforce), and the Planning Board has continued to analyze our services and programs to reduce or eliminate those less critical to our County customers. Our focus remains providing clean and safe parks and delivering key master plans, sector plans, the Zoning Code rewrite and other critical planning programs. Recognizing the fiscal environment, we continue to defer expenditures for maintenance, infrastructure replacements, studies, and plans.

Budget Assumptions

The FY12 budget proposal includes known obligations as follows:

Employer contributions to the Commission’s Retirement System, the Maryland State Retirement System and pay-as-you-go funding for retiree medical costs Prefunding Other Post Employment Benefits (OPEB) assuming the 3rd year of the 8-year phase-in plan Non-discretionary cost increases such as unfunded obligations with an operating budget impact (OBI) to maintain and operate new facilities or meet federal mandates, and fringe benefit growth Salary adjustments for employees covered by the ratified contract Restoration of funding to eliminate the FY11 furlough (ten days for non union employees, eight days for MCGEO members and 50 hours for the park police) Merit increases for all eligible employees Maintaining reserves in the tax-supported funds at 3% of expenditures in Montgomery County, in accordance with the Commission’s Fund Balance Policy

PROGRAM HIGHLIGHTS

Despite the challenging budget year, we are committed to an FY12 work program that helps achieve our goal of maintaining Montgomery County as one of the nation’s best places to live.

M-NCPPC Montgomery County Proposed FY12 Budget

Parks Department

The Department of Parks will focus on delivering core services to properly operate, maintain and protect our park system. A number of new parks and facilities have been added in the past two years through the Capital Improvements Program (CIP), developer-built amenities, and Inter-County Connector projects, without a commensurate increase in the operating budget. The Department’s responsibilities will be further expanded in FY12 to include a new unfunded mandate to comply with National Pollutant Discharge Elimination System (NPDES) requirements.

The Department of Parks, in cooperation with the Department of Recreation, is completing the VISION 2030 project. This comprehensive needs assessment and strategic plan will help guide future parks and recreation decisions, ensuring our resources are focused where the need is greatest. The plan will also assist the Department in consistently determining the appropriate cost recovery level for its programs. We continue to examine ways to deliver services with the most productive use of limited resources. This includes assessing the value of our services, our programs and the use of all park facilities. We continue to consider repurposing amenities as appropriate to achieve efficiencies and carry out our core functions.

Other major program efforts scheduled in FY12 will focus on 1) Revenue Enhancement, 2) Improving Work Efficiencies, 3) Providing Programs and Amenities for the Community at Large, 4) Protecting Natural and Cultural Resources, and 5) Planning for the Future of the County. Specific efforts are as follows:

Revenue Enhancement Increase effectiveness of efforts to generate revenue through the creation or expansion of major gifts, sponsorships, grants, and individual donation programs, including a new, comprehensive tracking system. Position the Montgomery Parks Foundation to generate support for the Department of Parks through fundraising, membership, and naming rights programs. Employ Cost Recovery Model for services identified in the Vision 2030 Plan. Review all lease, rental and occupancy policies to ensure we are charging fairly and appropriately for park managed properties.

Improving Work Efficiencies Enhance SmartParks capabilities and efficiency by integrating work order management with the new Enterprise Resource Planning (ERP) system. Continue to improve the bidding process by fully implementing electronic procurement using eMaryland marketplace to list bids and proposals.

Providing Programs and Amenities for the Community at Large Take over operations of South Germantown Driving Range (formerly Germantown Golf Park) from a concessionaire. Improve the operations, physical conditions, and return on investment.

M-NCPPC Montgomery County Proposed FY12 Budget

Take over operations of Olney Manor Skate Park from the Montgomery County Recreation Department. Improve operations and return on investment; set hours, fees, and rules; create classes, camps, and special events; devise marketing and media strategies, etc. Implement programs at the Nature Centers and Brookside Gardens that meet the Maryland Literacy Standards for school programs. Install five additional community gardens on Park and Montgomery County Public School (MCPS) property and partner with MCPS to develop school community gardens. Continue to expand marketing and programming of Event Centers, including the new tent rental facility at Woodlawn Manor and facilities at the Agricultural History Farm Park.

Protecting Natural and Cultural Resources Create program to recycle and compost bio-degradable green material generated by Montgomery Parks. The Compost Program will provide approximately 1500 yards of new compost annually, saving money on purchasing compost materials and paying landfill tipping fees. Expand deer management program into at least one additional down-county park. Continue stabilization and interpretation of priority historical sites. Complete monitoring of park natural areas, with emphasis on Best Natural and Biodiversity Areas. Launch a Tree Steward Volunteer Program to assist with tree inspections, mulching through large group projects, and monitoring and maintaining historic and significant trees.

Planning for the Future of the County Develop an interpretive master plan for the Nature Centers and Brookside Gardens. Park Planning efforts will include: o Completing update to Countywide Park Trails Plan o Completing Urban Park Planning Guidelines o Updating Parks Recreation and Open Space (PROS) Plan for Montgomery County/ Land Preservation, Parks and Recreation Plan (LPPRP) o Providing Park Planning recommendations for community based master plans such as Wheaton, Long Branch, and Chevy Chase Lake

Planning Department

To meet the challenges of reduced resources, the Planning Department evaluated and reduced or eliminated non-core services and operating costs. Core functions as described below are identified from both the Maryland Code (predominantly Article 28) and the Montgomery County Code (predominantly Article 33A).

Growth Policy/Subdivision Staging Policy Per Council direction, Growth Policy/Subdivision Staging Policy studies will begin in FY12. These include several elements: Replacement for Policy Area Mobility Review Next generation of Smart Growth Criteria

M-NCPPC Montgomery County Proposed FY12 Budget

Methodology to replace reliance on Critical Lane Volumes in Local Area Transportation Review Methodology to incorporate carbon offsets Evaluation of changes in trip generation rates/VMT (vehicle miles of travel) for neighborhood-serving retail types and proximity Changes to Policy Area boundaries

Master Plans and Sector Plans Master Plans shape communities by advancing the goals of the General Plan and setting the stage for development that will benefit County residents and enhance quality of life. The process used to develop master plans includes broad public involvement, detailed research into a variety of issues, analysis of functional areas such as transportation capacity and housing needs, and testing alternative scenarios. The FY12 proposed budget includes completion of the Wheaton Central Business District and Vicinity Master Plan, the Master Plan of Highways, and two additional Purple Line Station Area Sector Plans: Long Branch and Chevy Chase Lake. Work is scheduled to begin in FY12 on the White Flint Phase II Sector Plan, Gaithersburg East/Montgomery Village Sector Plan and Brookville Road (Lyttonsville) Purple Line Station Area Sector Plan. Work will continue in FY12 on the Glenmont Sector Plan and the East County Science Center Master Plan.

A number of plans will continue to be deferred due to reduced staffing.

Neighborhood Outreach and Planning The work program contains the Neighborhood Outreach and Planning effort, which responds to the need for quicker and more agile master planning. This effort will address community issues that do not rise to the level of a complete master/sector plan because issues are confined to a specific neighborhood (e.g., very limited geography), and/or the concerns are limited and do not require examining the full range of topics normally covered in a master plan. The FY12 work program includes finalizing the Burtonsville Neighborhood Plan and has the capacity to add one other neighborhood plan.

Zoning Code Rewrite The Department will continue the Zoning Code Rewrite. Activities for FY12 include: creating a consolidated public review draft after all sections of the zoning code draft have been reviewed by staff, the Zoning Advisory Panel and the Council’s Zoning Text Amendment Advisors; evaluating comments and modifying text if necessary; and introducing the draft in several large community forums around the County.

Development Review Process With fewer resources, simplifying the Department’s development application processes becomes more critical. Staff is working on designing new or modified development review processes that will improve service delivery and efficiency. Implementing the Project.Dox electronic plan submission and review software will continue, including a roll out to county agencies involved in reviewing development applications.

M-NCPPC Montgomery County Proposed FY12 Budget

The Department is responsible for the Forest Conservation Law (Chapter 22A) and regulations. Regulated activities include natural resource inventory and forest stand delineations, forest conservation exemptions, forest conservation plans, and plans to save trees, as well as other tools to ensure full compliance with the law.

Public Access The Planning Department provides the County with an important asset—information. Public access to information is available through the Website, in print and electronic formats, and through walk-in and phone-in services. Priorities for FY12 include:  Implement an integrated Hansen (web based application tracking) and ProjectDox (on-line application intake) framework.  Develop web based GIS tools designed to expose the agency’s development pipeline, master plan staging process, and other extended planning information and analytics to County agencies, the land development community, and to the rest of the public.  Continued address, parcel, and other County GIS base layer development derivative of/integrate with the application intake and land use monitoring functions.  Enhance the County’s land use forecasting model to better incorporate information from our existing development pipeline, newly proposed Master Plans, the new 2010 Census, and newly available economic datasets and models.  Regular analysis and publications that give policy makers insight of the demographic and land use trends that shape the County.

Central Administrative Services (CAS)

The Department of Human Resources and Management, the Finance Department and the Legal Department were restructured to deliver mandatory services with significantly reduced resources. Programs impacted include: recruitment, records management, employee and labor relations, organizational development, information technology, accounting, auditing and legal services related to land use. The CAS Departments are focusing on core services while meeting increased customer needs.

In FY12, work priorities are centered on responsive customer service, improved governance and cost containment.

Responsive Customer Service  Implement priority CAS Study recommendations.  Continue the Enterprise Resource Planning System (ERP) project (corporate financial system) to more efficiently and effectively deliver services by CAS and to provide improved information access and system integration for operating departments.  Continue to reallocate existing resources and adjust processes to mitigate on-going impact of positions eliminated/downgraded in FY11 on the delivery of core services.

M-NCPPC Montgomery County Proposed FY12 Budget

Improved Governance Implement the new governance model for the Chief Information Officer (CIO) unit under which the CIO reports directly to the Executive Committee for Commission-wide focus and more effective strategic planning and coordination of IT projects. Implement the new governance model for the Internal Audit function whereby the Audit Chief reports to the Chair and Vice Chair with additional emphasis on the Audit Committee’s role to improve the independence. Continue the revision of critical Commission policies and class specifications.

Cost Containment Study and implement Commission-wide strategies to slow the growth of fringe benefit costs. Lead collective bargaining negotiations with both unions. Streamline the records management program.

BUDGET SUMMARY

FY12 Proposed Budget Excluding Reserves Budget Budget Proposed FY11-12 FY10-12 FY10 FY11 FY12 % Chg % Chg Adm Fund - Operating Commissioners 1,208,400 1,022,660 1,136,400 11.1% -6.0% Planning 18,681,800 16,055,880 17,217,300 7.2% -7.8% DHRM 2,516,550 1,968,900 2,090,550 6.2% -16.9% Finance 4,021,900 3,174,450 3,322,600 4.7% -17.4% Legal 1,292,050 1,038,850 1,121,600 8.0% -13.2% Internal Audit Division - - 213,050 100.0% 100.0% Merit System Board 56,300 47,650 66,750 40.1% 18.6% CAS Support Services - 444,700 508,800 14.4% 100.0% CAS Subtotal 7,886,800 6,674,550 7,323,350 9.7% -7.1% Admin. Fund - Operating 27,777,000 23,753,090 25,677,050 8.1% -7.6% Admin. Fund - Non-Departmental (OPEB Prefunding) - - 831,750 100.0% 100.0% Admin. Fund Total 27,777,000 23,753,090 26,508,800 11.6% -4.6% Park Fund - Operating 79,444,100 69,450,080 76,444,700 10.1% -3.8% Park Fund - Debt Service 4,304,400 4,307,800 4,867,900 13.0% 13.1% Park Fund - NonDepartmental (OPEB Prefunding) - - 1,692,200 100.0% 100.0% Park Fund Total 83,748,500 73,757,880 83,004,800 12.5% -0.9% ALA Debt Service Fund 649,600 631,700 320,900 -49.2% -50.6% Tax-Supported Fund Total 112,175,100 98,142,670 109,834,500 11.9% -2.1% Enterprise Fund 10,374,800 9,178,600 9,622,300 4.8% -7.3% Property Management Fund 1,026,700 1,067,000 938,000 -12.1% -8.6% Special Revenue Fund 5,268,400 5,959,400 5,670,140 -4.9% 7.6% Total 128,845,000 114,347,670 126,064,940 10.2% -2.2%

Tax-Supported Fund Total W/O OPEB Prefunding 112,175,100 98,142,670 107,310,550 9.3% -4.3% Total W/O OPEB Prefunding 128,845,000 114,347,670 123,393,790 7.9% -4.2% The proposal to set the FY12 budget higher than the heavily-reduced FY11 budget – but at a level that is still below FY10 – is attributable to non-controllable factors. The table below presents the Commission’s proposal for changes in the Tax-supported Funds by item, shown with a comparison to FY11 and FY10.

M-NCPPC Montgomery County Proposed FY12 Budget

COLA & Merit Total Total OPEB (Ratified Merit (Other No Debt Change Change Prefunding Pension Contract) Employees) Furloughs Service OBI Other (FY11-12) (FY10-12) Admin. Fund 831,750 1,063,700 43,500 246,300 569,600 - - 860 2,755,710 (1,268,200) 3.5% 4.5% 0.2% 1.0% 2.4% 0.0% 0.0% 0.0% 11.6% -4.6% Park Fund 1,692,200 3,455,600 745,000 360,000 1,425,000 560,100 799,000 210,020 9,246,920 (743,700) 2.3% 4.7% 1.0% 0.5% 1.9% 0.8% 1.1% 0.3% 12.5% -0.9% ALA - - - - - (310,800) - - (310,800) (328,700) 0.0% 0.0% 0.0% 0.0% 0.0% -49.2% 0.0% 0.0% -49.2% -50.6% Total 2,523,950 4,519,300 788,500 606,300 1,994,600 249,300 799,000 210,880 11,691,830 (2,340,600) 2.6% 4.6% 0.8% 0.6% 2.0% 0.3% 0.8% 0.2% 11.9% -2.1%

All departments’ FY12 proposed budgets are significantly lower than their FY10 budget level: Commissioner’s Office: -6%, Planning: -7.8%, CAS: -7.1%, and Parks operating: -3.8%.

Department of Parks

The FY12 Proposed Budget for the Department of Parks is $97.7 million. This includes the Park Fund, the Property Management Fund, the Enterprise Fund, and the Park portion of the Special Revenue Fund.

The FY12 Proposed Park Fund Budget, excluding reserves, is $83.0 million or 12.5% above the FY11 Adopted Budget. Without prefunding OPEB and the unfunded obligations impacting the operating budget, the growth would have been 8.9%. This level is well below the level needed to address the backlog of maintenance requirements. The proposed staffing level is 641 work years, net of a 5.0% salary lapse assessment of 33.5 work years.

The adopted budgets for the past several years have been significantly below the requested amount with the FY11 adopted budget being the most dramatic cut at 16.5% below the budget proposal. To meet the appropriated budget amounts, service reductions were taken in the last three fiscal years. In addition to the reduced budget levels, the Department also was required to meet mandatory savings plans each year further compromising services. In FY11, after reducing non-personnel costs to the bare bone, the Department underwent a major restructuring eliminating 2 of 12 divisions, abolishing 63 positions, eliminating most of the funding for seasonal staffing, and furloughing staff to meet the budget reductions. During this time, the Department of Parks was also asked to staff several legislatively mandated task groups as well as provide oversight on Inter County Connector (ICC) and other mitigation projects.

Staffing levels for Montgomery Parks are almost 11% lower than a decade ago, while the acreage to maintain has increased close to 11% during the same period. The maintenance backlog – already estimated to be in the millions of dollars – continues to grow, while the Department’s capacity to respond to service requests and maintain established service levels continues to decline. Park acreage now represents more than 11% of the County’s landmass. Montgomery Parks has received no funding or staffing for the new parks and amenities that came on line through the Capital Improvements Program (CIP) or from developer built parks for FY10 or FY11.

The current level of care can be best described as ―Fair or Managed Care‖. The optimum level of care for a quality park system should be at ―Good or Comprehensive Stewardship to Showpiece‖. If the park system is forced to sustain deeper cuts, the care will be reduced to

M-NCPPC Montgomery County Proposed FY12 Budget

―Poor or Reactive Management/Crisis Response‖. The longer the maintenance is deferred, the longer it will take to reverse the trend back to a level needed to sustain a quality park system.

Continuing to defer required maintenance will eventually cause degradation of the assets. Regular maintenance will no longer be sufficient to sustain some of the parks and amenities. Ultimately, many park repairs will cost more in terms of capital improvements. In addition, federal mandates, such as the National Pollutant Discharge Eliminating System (NPDES) permit requirement and the Americans with Disabilities Act (ADA) standards and requirements will continue to draw resources away from other priority projects. The Department will attempt to continue addressing critical maintenance deficiencies and prioritize accordingly to keep the parks safe, accessible, and protected.

The Property Management Fund is proposed at $938,000 which is 12.1% lower than FY11 due to a reduction in park house inventory. The Department is renegotiating all lease agreements as the term expires in the effort to reset rent at the current fair market value of the properties based on real estate comparables. However, this fund still administers leases and performs property management functions for many Park properties that do not generate fair market revenue. The Department makes every attempt to repurpose properties and to place them in a lease situation at fair market value.

The Enterprise Fund is proposed at $9,622,300, a 3.7% increase over FY11 plus a 1.1% technical adjustment by including $100,000 CIP transfer in total appropriations. The Enterprise facilities are revenue producing facilities with funding generated through user fees and other non-tax supported sources. The increase is primarily due to filling two key positions in the Administrative Office, increases in retirement, fringe benefits, and OPEB, as well as a new chargeback to the Property Management Office for administration of leases and contracts. The FY12 Proposed Revenue Budget for the Enterprise Fund is $9,774,100, only $64,000 or 0.7% lower than FY11 budget. Despite the expenditure increases and slight revenue decrease, the Fund is projected to operate at a profit in FY12 without a transfer from the tax-supported Park Fund.

The Special Revenue Funds are used to account for proceeds from revenue sources that are earmarked for very specific purposes. The Park’s portion of Special Revenue Funds expenditures is proposed at $1,764,400 or a $17,000 increase over FY11.

Planning Department

The FY12 Proposed Budget for the Planning Department, including COLAs per ratified contract, merit increases, Special Revenue Fund transfer and $150,000 in grants, is $17.2 million, an increase of $1.2 million or 7.2%. OPEB prefunding is listed separately in the Non-Departmental account in the Administration Fund and not reflected in the Department’s budget. The proposed staffing level in the Administration Fund is 110.30 work years, 32.62 lower than the original FY11 budget, and the same as the FY11 restated work years based on the reorganization plan submitted to the County Council. The budget includes a lapse assessment of 4.5%. With only critical exceptions, vacancies in the authorized work force will not be filled.

M-NCPPC Montgomery County Proposed FY12 Budget

While the majority of the Planning Department’s budget is funded through the tax-supported Administration Fund, there are also revenues achieved through charges for services, fees for materials and through established Special Revenue Funds. The largest of the Special Revenue Funds is for Development Review, a fee recovery fund to accommodate expenditures related to development applications. In the past three fiscal years, the Development Review Special Revenue Fund has required a transfer from the Administration Fund. For FY12, we estimate that this fund will generate $1.8 million in application fees, and we still need a transfer of $1,528,000 from the Administration Fund, the same amount as in FY11.

Despite prudent fiscal planning and actions over the last three years, the adopted FY11 budget reduced the Department to a critical funding level. The Department’s staffing level is 20% below FY10. Faced with an approved budget below the FY06 funding level, the Department could no longer avoid Reduction in Force in FY11, resulting in an authorized position count below the FY98 level. In response, the Department underwent a major restructuring.

Commissioners’ Office

The FY12 Proposed Budget for the Commissioners’ Office is $1,136,400, an increase of 11.1% from the FY11 budget. OPEB prefunding is listed separately in the Non-Departmental account in the Administration Fund and not reflected in the Department’s budget. Proposed work years remain unchanged from the FY11 budgeted level at 9.5. The budget increases are primarily attributable to compensation adjustments and fringe benefit cost increases. In FY11 the Commissioners’ Office absorbed a 15.4% reduction, mainly by freezing positions and converting one position from full-time to part time.

Central Administrative Services (CAS)

The FY12 Proposed Budget for CAS departments in Montgomery County is $7.3 million, an increase of $648,800 or 9.7% over the FY11 budget. OPEB prefunding is listed separately in the Non-Departmental account in the Administration Fund and not reflected in the CAS budget. The proposed staffing level in the Administration Fund is 56.15 work years, which is 8.4 work years (13%) lower than the adopted FY11 level. In FY11, CAS departments went through a reorganization due to fiscal constraints, including abolishing several positions per County, freezing all non-critical positions, and realigning resources within each department. Workyears in the Department of Human Resources and Management (DHRM) dropped by 3.5. Its proposed staffing level in FY12, after eliminating 4 positions (through abolishing or shifting out) and freezing 1.75 work years in Montgomery County, is 27.4% lower than its previous full capacity in Montgomery County. Finance work years declined by 3.5. Finance abolished 1 position per county, froze 1 position continuously per County, and also transferred 3 positions out of the Department (due to new governance models for the CIO and Internal Audit units). The Legal Department’s work years dropped by 2.9, after reduction-in-force and freezing positions.

In FY11, CAS departments’ adopted budget represented a 15.4% decrease from the FY10 budget. The significant decrease was achieved largely through implementing a retirement incentive program, abolishing and freezing positions, reduction-in-force in certain departments, minimizing discretionary non-personnel costs, lowering rent contributions through one-time use

M-NCPPC Montgomery County Proposed FY12 Budget of Executive Office Building fund balances, and decreasing the Merit System Board budget to a level which may require other departments to offset potential cost overruns necessary to deliver mandated services. The significant cut in FY11 posed a great challenge for CAS delivery of core services and has left CAS departments with minimal capacity to absorb additional reductions. Some core services actually experienced an increase in demand, such as conducting labor negotiations; implementing labor contracts; studying, developing and implementing policies and strategies for various cost-saving options (furloughs, reduction-in- force, pension and health cost growth mitigation, etc.); providing legal and other services to departments and employees for personnel-related issues. We expect those demands to continue while the economic challenges remain.

TAX RATES AND LONG-TERM FISCAL SUSTAINABILITY

In addition to meeting the immediate FY12 challenges, the Commission is concerned about its long-term fiscal sustainability. Property taxes comprise 97.6% of revenue in the tax-supported funds. The continued decline of the actual property assessments, compounded by the three- year assessment cycle, present the Commission with a projected revenue growth significantly lagging the future economic recovery. Due to the fact that other agencies have more diversified revenue sources, this challenge is particularly severe for the Commission and calls for reversing the recent trend of significantly declining Commission property tax rates.

The County Council has reduced the Commission’s tax rates in the past several years as shown in the following table.

The Commission's Property Tax Rates History (cents per $ of assessment)

FY06 FY07 FY08 FY09 FY10 FY11 FY06-FY11

Admin. Real 2.2 2.0 1.9 1.9 1.8 1.5 -31.8% Personal 5.5 5.0 4.7 4.7 4.5 3.8 -30.9% Park Real 6.1 5.7 5.8 5.3 5.0 4.5 -26.2% Personal 15.3 14.3 14.5 13.2 12.5 11.2 -26.8% Combined Real 8.3 7.7 7.7 7.2 6.8 6.0 -27.7% Personal 20.8 19.3 19.2 17.9 17.0 15.0 -27.9%

The proposed budget reflects Administration Fund tax rates restored to the FY10 level and the Park Fund tax rates restored to the FY09 level. The proposal limits the structural deficits created in recent years when fund balance was utilized for on-going expenditures. Like the County, the Commission supports a more fiscally responsible approach with current revenues almost fully funding current expenditures. The Advance Land Acquisition Fund tax rate is proposed to remain unchanged from FY11.

The real property tax base growth had slowed drastically and the countywide base is projected to decline (-2.7%) in FY12. Its future growth is projected to be slow for at least several years. While the Commission will continue to look for opportunities to reduce costs and increase revenues, without a gradual return of tax rates to past levels, we will face further deterioration of our facilities and major reductions to core services in the coming years. The Park Tax base was

M-NCPPC Montgomery County Proposed FY12 Budget further eroded by the reconfiguration of the Metropolitan (Park) District boundaries, most significantly by removing land annexed by Rockville and Gaithersburg.

CONCLUSION

In summary, the Commission is making continuous efforts to maintain the current level of services with a reduced workforce by focusing on our core services, primarily through improved processes and reallocation of resources. We fully understand the current economic situation and look forward to working with the Council and Executive to incorporate adjustments where needed. We hope consideration will be given to the Commission’s severe reductions in FY11, which place us at a disadvantage to absorb major reductions in FY12.

We look forward to working with you and your staffs on our FY12 budget proposal.

Sincerely,

Françoise M. Carrier Chair

M-NCPPC Montgomery County Proposed FY12 Budget

Page TABLE OF CONTENTS

CHAIR’S MESSAGE

OVERVIEW Budget Guide...... 3 Background ...... 8 Policies ...... 12 Budget Issues...... 17 Fiscal Summaries...... 20

COMMISSIONERS’ OFFICE AND CENTRAL ADMINISTRATIVE SERVICES (CAS) Montgomery County Commissioners’ Office ...... 43 CAS Overview ...... 46 Department of Human Resources and Management ...... 54 Finance Department...... 68 Legal Department...... 84 Internal Audit Division...... 93 Merit System Board ...... 99 CAS Support Services...... 103

MONTGOMERY COUNTY PLANNING DEPARTMENT Executive Overview ...... 106 Program Budget FY12 Program Summary ...... 128 Master Plans...... 129 Plan Implementation...... 168 Information Resources...... 187 Management and Administration ...... 194 Divisional Summaries...... 199

MONTGOMERY COUNTY DEPARTMENT OF PARKS (Park Fund/Other Funds) Executive Overview ...... 230 Program Budget FY12 Program Budget Summary...... 245 Park Services...... 251 Stewardship of Natural and Cultural Resources...... 269 Planning and Community ...... 282 Administration of Parks...... 288 Divisional Summaries...... 294 Property Management Fund...... 325 Enterprise Funds ...... 326 Capital Improvement Program ...... 341

M-NCPPC Montgomery County Proposed FY12 Budget

Page

OTHER FUNDS Special Revenue Funds ...... 353 Advance Land Acquisition ...... 368 Internal Service Funds Risk Management...... 370 Silver Place/MRO Headquarters...... 372 Capital Equipment Internal Service Fund ...... 374

APPENDICES Glossary ...... 379 Acronyms...... 385 Other References ...... 388

M-NCPPC Montgomery County Proposed FY12 Budget

Page OVERVIEW Budget Guide...... 3 Background ...... 8 Policies ...... 12 Budget Issues...... 17 Fiscal Summaries...... 20

M-NCPPC Montgomery County Proposed FY12 Budget

OneOneOne • A Leader in Managing Public Resources CommissionCommissionCommission and Delivering Quality Customer-Focused Services MissionMissionMission • Manage physical growth and plan communities • Protect and steward natural, cultural and historic resources • Provide leisure and recreational experiences

• Mission-driven Core Services: Delivery of quality, high performance StrategicStrategicStrategic programs and services directly related to the statutory mandates of Article 28. FocusFocusFocus • Revenue Diversification: Outreach for additional funding sources such as public/private partnerships and grants to diversify revenue sources and reduce reliance on the property taxes as a source of funds; development of fee structure for services and programs with an overall goal of covering cost but also recognizing equity and ability to pay realities; encouraging active volunteer participation to augment programs, services and service delivery. • Customer Focused Programs: Maintain on-going communication with users, key stakeholders and funders to determine needs, service performance and receive feedback. Use this information to help develop programs, facilities and services. • Management and Employee Accountability: Establish clear lines of accountability at all levels of the Commission that customers are a priority, innovation is promoted, service capacities are continuously developing and productivity is constantly improving. • Contemporary Technologies: Facilitate programs and services by advanced information technologies improving the flow of information and access to services by customers and stakeholders. • Prioritized Capital Improvement Program: Manage and direct the Commission’s capital program in a method that permits the operating budget to absorb the impact of implementing new programs, facilities and services. • Performance Measurement: Promote greater efficiency, increase fiscal responsibility and meet customer and stakeholder expectation through a performance measurement system that reports and produces information to plan, monitor, evaluate and adjust programs and services.

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BUDGET GUIDE

The Commission generates two budget documents annually – one for Montgomery County and one for Prince George’s County. Each budget contains detailed information on the proposed operating budget and summary information on the Commission’s proposed capital budget and capital improvement program (CIP).

In prior years, there have been certain differences between the budget submissions for the two counties, primarily because of issues unique to one County or because one County has requested additional or specific information. The Commission has developed a budget for the Planning Department and the Parks Department in Montgomery County that provides information primarily by program instead of administrative division. This responds to a request from the Montgomery County Council to format the budget in this manner. We are still portraying Prince George’s County and the Central Administrative Service departments under a divisional format. The guide below describes the Montgomery County document only.

For FY12, the Commission submitted an abbreviated proposed budget to the two counties on January 15, 2011. That submission was in accordance with the provisions of Article 28 of the Maryland Annotated Code, and this budget document contains all of the elements in the January 15th budget proposal, with additional supporting and explanatory information. The specific contents were agreed upon by the counties. The Guide pertains to this document – items contained in the January 15th submission will be noted in this section.

BUDGET STRUCTURE & CONTENT The budget begins with a Transmittal Letter (contained in the January 15th submission) from the Planning Board Chair to the County Executive and Council Chair. The letter provides background information, summarizes the budget request, and highlights pressing issues. It establishes the framework and context under which each department’s budget should be considered.

This section is followed by the Budget Guide, which introduces the structure and content of the budget book, explains the basis of accounting and budgeting, and also provides a brief description of the budgetary process and timeline.

Background and Policies are next, which provide the following information: • Historic, geographic and demographic information on the County. • Discussion of how the Commission defines and serves its customers. • The Commission’s fiscal policies and fund structure. • The Commission’s process for preparing long-range fiscal projections. • The Commission’s performance management initiatives.

The next section, Budget Issues (included in the January 15th submission), discusses significant revenue and expenditure issues that impact both the FY12 budget and the Commission’s long-term fiscal outlook. It takes a more in-depth look at various factors shaping the proposed budget’s development. For example, although the process is different, both counties develop spending affordability guidelines that impact the Commission.

The final summary section at the front of the budget, the Fiscal Summaries (included in the January 15th submission), includes a series of charts and graphs detailing the financial aspects of the proposed budget. They include the following: • Budget summary for the entire Commission (Montgomery and Prince George’s Counties). • Total revenue and expenditures for all funds shown in pie charts • Total revenues and expenditures for the tax-supported funds (note: the tax-supported funds include the Advance Land Acquisition Fund, which is a debt service fund and not part of the Commission’s General Fund operations) • Projected end of fiscal year fund balances

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• History of General Fund revenues, expenditures and fund balances • History of recent tax rates and assessable base levels by fund • Fund structure, broken down by individual fund • Expenditures by department for all funds • Summaries of revenues, expenditures, positions and workyears by fund

Departmental Budget Pages This section of the document explains the budget for General Fund departments. In Montgomery County it is comprised of: • The Commissioners’ Office • Central Administrative Services (CAS): o Department of Human Resources and Management o Department of Finance o Legal Department o Internal Audit Division o Merit System Board o CAS Support Services • Department of Planning • Department of Parks

To the extent possible, departments are grouped by Fund. In Montgomery County, for example, the three component units of the Administration Fund – the Commissioners’ Office, CAS and the Planning Department are presented first. The Department of Parks section includes the Park Fund, Enterprise and Property Management Funds and a brief discussion of the capital program.

Most departments present their budget at various levels:

Department Level (included in the January 15th submission) Department level budget pages begin with the Department’s organization chart. Key information includes: • An executive overview that describes the department’s mission, how it is organized and how it serves its customers. • A budget overview providing highlights of the proposed budget, how it has changed from the previous year, and the impact the budget may have on programs and staffing levels. • FY12 major changes highlighting strategic, operational and budgetary changes. • Accomplishments for the current fiscal year. • Charts detailing expenditures by type (personnel services, supplies and materials), by fund, and by division. • FY12 Work Program Priorities • Prior Year Strategic Initiatives Update

Program Level Following this departmental-level discussion, the budget highlights individual programs. In the budget book for Montgomery County, these are called Program Elements. These elements provide the details on the individual programs. The elements are grouped under Sub-Programs that are, in turn, grouped into Programs. So, for example, comprehensive amendment and update of the Kensington and Vicinity Sector Plan would be shown in the budget as a program element. It is grouped with like programs such as the Burtonsville Neighborhood Plan and some other plans into a Sub-Program titled Neighborhood Plans. This Sub-Program is, in turn, grouped with other Sub-Programs, such as Functional Plans and Corridor City Plans, into a program titled Master Plans.

In the FY12 budget book, program information changes its layout and the following is provided: • A description of the Program. • A notation of the Sub-Program. • A description of the Program Element.

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• Goals. • Performance Measures. • Specific Tasks/Products. • Proposed Funding and Workyears. • Major Changes in FY12.

Matrices will be used at various points to further demonstrate the interrelationship of the Program Elements and their funding and workyear requirements within the budget.

Division Level Following the departmental level discussion, the budget highlights individual divisions. The general outline for division review is shown below: • A divisional organization chart • A summary of proposed divisional budget and workyears • A statement of division goals • A short division overview explaining the scope of division work • FY12 major changes

Other Funds (summary information only included in the January 15th submission) Other funds include: • Property Management Fund (Montgomery County only) • Enterprise Funds (located under Enterprise Division in Montgomery County and Enterprise Activities in Prince George’s County) • Advance Land Acquisition Funds • Internal Service Funds • Special Revenue Funds

There is an executive overview of the fund explaining its structure and purpose, a budget overview identifying relevant information on the proposed budget, a summary table of revenues, expenditures, positions and workyears, and proposed budget year major changes, if any. The Enterprise Funds have the same level of detail both for the Fund as a whole and for the individual programs within the Fund (e.g., tennis bubbles, ice rinks). The Special Revenue Fund also provides information by specific program.

The Advance Land Acquisition Fund, Internal Service Funds and Special Revenue Funds Sections can be found towards the end of the budget document.

Capital Improvement Program (included in the January 15th submission) Summary information regarding the CIP is provided in the operating budget books. In the Montgomery County document, the capital budget section includes a brief overview and highlights. For both counties, this section includes charts detailing the Commission’s debt service obligation.

The Commission does not publish a separate document for the Capital Budget and CIP. Readers interested in project description detail for individual projects should consult the capital budget documents prepared by the respective County governments. They are generally published by March 15th by both the Montgomery and Prince George’s County governments.

Appendix The final section of the budget provides a glossary of relevant budget terms and other information to help with understanding and interpreting the budget.

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BUDGETARY BASIS Basis of Accounting The General, Capital Project, Debt Service and Special Revenue Funds are maintained on the current financial resources measurement focus and the modified accrual basis of accounting under Generally Accepted Accounting Principles (GAAP). Revenues and expenditures are recorded in the accounting period in which they become both available and measurable. Tax revenues which are recognized when they have been levied, are due on or before June of each year, and collection is expected within 60 days thereafter. All other revenue sources are recorded on the accrual basis of accounting. Expenditures are generally recorded as the liabilities are incurred. The exception to the rule is that principal and interest on general long-term debt are considered expenditures when due. All proprietary funds (Enterprise and Internal Service) are maintained on the accrual basis of accounting under which revenues are recorded when earned and expenses are recorded when incurred.

Basis of Budgeting The Commission maintains budgetary controls to assure compliance with legal provisions embodied in the annual budget approved by the Montgomery and Prince George's County governments, and in Article 28 of the Annotated Code of Maryland. Formal budgetary integration is employed as a management control device for the General Fund and the Special Revenue Funds. The budget for the General Fund is adopted on a basis consistent with GAAP except that encumbrances are treated as expenditures within the current fiscal year and inventories are treated as expenditures when purchased.

The Commission is authorized to transfer budget appropriations of up to 10% for each account, project, department or function as defined in the approved budget, but may not alter total expenditure authority without approval of the respective County Council through a budget amendment. Budgets may be amended by Resolution by the respective County Council on its initiative, or at the request of the Commission, and only after receipt of recommendations from the County Executive and public hearings.

The Commission's expenditures may not exceed the total approved budget for its General Fund and Special Revenue Funds without prior approval. Unencumbered expenditure authority for the General Fund and Special Revenue Funds lapses at the end of the fiscal year and is rolled into the next year’s fund balance. Capital project appropriations do not lapse until the project is completed.

The budget plan for the proprietary funds serves as a guide to the Commission and is not a legally binding limitation. Facilities in the Enterprise Funds must be able to respond to consumer demand; the Commission’s enabling legislation does not require strict expenditure limitation, but requires that increasing expenditures are offset by increasing revenues. For example, if increased participation in ice rinks generates more revenue, additional maintenance expenditures may be permitted to support greater attendance.

BUDGET PROCESS Budget development at the Commission is a collaborative, iterative effort which uses input from many sources. The process involves citizens, agency staff, and appointed and elected officials. The Budget and Management Office of the Department of Human Resources and Management in Central Administrative Services coordinates the preparation, development, defense and monitoring of the operating budget with active participation and contribution from budget coordinators and field staff from all departments.

Planning for the proposed budget begins in July. The Budget and Management Office develops preliminary six-year projections including revenue projections for the next fiscal year after incorporating input from the Counties (Finance Department in Montgomery and Office of Management and Budget in Prince George’s) and individual departments. Preliminary salary and benefits projections by position are prepared and distributed to each department. Budget guidelines, including major budget assumptions and other budget development information, are then prepared and disseminated to each department. In the fall, a rigorous review period is conducted by the respective Planning Boards, which review, modify, and approve each department’s budget proposal typically by early December. At its December meeting, the

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Commission approves the proposed operating budget of the Commission for transmittal to the respective approving bodies.

On or before January 15, the Commission submits to the County Executive and Council of each County the proposed annual operating budget for the respective accounts of the General Fund (including park debt service) and Special Revenue Funds and a budget plan for the respective County Enterprise and Internal Service Funds. The budget of the Capital Projects Funds and six-year expenditures plans are submitted prior to November 1 (every other year in Montgomery County as a biennial process). These budgets and plans include the means of financing them.

By March 15, the County Executive transmits the budget, with recommendations, to the County Council. The County Council and County budget staff review the budget and conduct at least one public hearing on the operating and capital budgets and plans. State law requires final adoption prior to the beginning of the new fiscal year on July 1.

The CAS budget and other issues common to both Counties must be jointly agreed to by the two Counties. If the two County Councils cannot agree on the proposed budget, the budget is approved as presented.

Development of the Operating Budget Staff Develops Budget July to Aug 2010 Parameters Budget Overview with Sept. to Nov. 2010 Planning Board Staff Develops Budget Sept .to Nov. 2010 Planning Board Work Sept. to Dec. 2010 Sessions Commission Approves Dec 15, 2010 Proposed Budget Staff Produce Proposed Dec. 2010 to Feb. 2011 Budget Book Submit Abbreviated Proposed Operating Budget to County Jan. 15, 2011 Executive and County Council Submit Complete Proposed Operating Budget to County Feb. 28, 2011 Executive and County Council County Executive Makes Jan. 15 to March 15, Recommendations 2011 County Council Holds April 2011 Public Hearings County Council Reviews April 2011 Budget County Councils Meet May 2011 Jointly County Councils Adopt By June 1, 2011 Budget

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BACKGROUND

AUTHORITY AND PURPOSE The Maryland-National Capital Park and Planning Commission (M-NCPPC) was established by the Maryland General Assembly in 1927 to serve the bi-county area of Prince George's and Montgomery Counties. This area has a population of approximately 1.8 million citizens and extends over 1,000 square miles of Maryland, adjacent to the Nation's Capital. The purpose, powers and duties of the Commission are found in Article 28 of the Annotated Code of Maryland. Pursuant to this Article, the Commission is empowered to: • Acquire, develop, maintain and administer a regional system of parks defined as the Metropolitan District; • Prepare and administer a general plan for the physical development in the areas of the two Counties defined as the Regional District; and • Conduct a comprehensive recreation program for Prince George's County

The Commission is a nationally recognized planning, parks and recreation agency. M-NCPPC is the only five- time gold medal winner of the National Park and Recreation Award for Excellence, and is one of 97 park or recreation entities to be accredited by the Commission for Accreditation of Park and Recreation Agencies (CAPRA).

MONTGOMERY COUNTY PROFILE Montgomery County was established by the State Convention in 1776; and from its establishment until 1948, the Montgomery County government functioned under the County Commission system. In 1948, the voters adopted a charter giving the county home rule and a council-manager form of government. In 1968, the voters approved a new charter providing for separate legislative and executive branches of government, with legislative power vested in an elected County Council and executive power in an elected County Executive. The new charter became effective with the election of the County Executive and County Council in November 1970. The Montgomery County Council is composed of nine members, four of whom are elected by all voters in the county (at large). The remaining five Council members are each elected from one of five Councilmanic districts.

Montgomery County contains 496 square miles (or 317,000 acres) of land area, with the Commission providing over 35,000 acres of parkland (over 10% of total acreage) within the County. Montgomery County lies in central Maryland west of the Fall Line, a geographic line of demarcation separating the upland plateau from the coastal plain, east of the Line. The topography of the upland plateau is rolling, with small hills. The County is bounded by the Potomac River to the west, Frederick and Howard County to the north, Prince George’s County to the east, and Fairfax County, Va. and Washington D. C. to the south.

THE RESIDENTS WE SERVE With an estimated population of 972,000 in 2010, Montgomery County is the most populous county in Maryland. One of the County’s greatest resources and strengths lies in the diversity of its population, according to census data compiled by the Commission’s Center for Research and Information Systems.

For the first time, minorities comprise over half of the population in 2010; 17% of residents are Hispanic or Latino, 17% are non-Hispanic black or African American, 14% are Asian, and 49% are non-Hispanic white. About 30% are foreign born, nearly one-half of Maryland’s foreign-born population. Of the population above age 5, it is estimated that over 37% speak a language other than English at home. Of the 334,000 foreign language speakers, 39% speak Spanish in their home, 27% other Indo-European languages, and 24% Asian languages.

The median age of residents, currently 38 years, continues to slowly change as younger, new residents and increasing births offset the effects of aging baby boomers. About 24% of the population is under 18 years old and another 12% is age 65 or older. Family households account for 68% of total households. About 34% of households have school age children. Student enrollment in public grades K-12 was 141,722 during the school year 2009-2010. In Montgomery County, one of the most highly educated counties in the nation, over half of adults age 25 and over have at least a bachelor’s degree. Only 10% did not graduate from high school.

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The median household income in 2009 was $94,420. The median sales price of a home in Montgomery County was $355,000 in 2010, the same level as 2004.

CUSTOMER DEFINITION AND FOCUS It is important for the Commission to justify its operations based on the services it provides to its customers. We must clearly define our customer base, ascertain their needs and desires, and then communicate what services we can provide. The information that follows defines our customer base and explains the benefits of Commission programs and services.

It is not always clear who is a Commission customer. Some are very visible. For example, in defining internal customers, we know how the Finance Department serves Commission employees through the payroll function. The Planning Department assists the Parks Department in defining future needs for park acquisition and development through the efforts of the Park Planning and new geographic area units.

Certain external customers are also easily identified. The County Council and the Office of Management and Budget closely scrutinize and monitor our operations. As part of that process, we supply an annual budget proposal, backed by supporting documentation as requested. We work closely with other governmental units as well on a variety of issues, from renovating and maintaining athletic fields at some County schools to participating in the County’s geographic information system consortium, to working with the Department of Public Works and Transportation on issues of road design and pedestrian safety.

There are also the customers who actively use and enjoy our services. Skating enthusiasts enjoy afternoons at Cabin John or Wheaton; walkers, joggers and bicyclists utilize our system of trails; people seek assistance in understanding the permitting process or question why another housing development is being built in their neighborhood. These are obvious examples of Commission customers.

It is generally at this point that the definition of customer ends. Park and Planning operations are often perceived as discretionary governmental services – one that the citizen can choose whether or not to use. Other beneficial governmental services, from delivery of public health services to libraries are discretionary and may or may not be utilized by most citizens as well. However, it is the combination of all of these components that contribute to the quality of life for residents and visitors to the County.

Consider, for example, our stream valley parks. The Commission actively seeks to acquire land along County streams to serve as a buffer against development. This buffer serves to reduce the levels of pollution and sediment going into the stream, thus improving the water quality of the stream. Since people no longer get their drinking water from streams, it may not sound important. However, these streams flow into rivers that a) supply the raw water that the Washington Suburban Sanitary Commission utilizes to provide potable water to citizens of both Montgomery and Prince George’s Counties; or b) eventually flow into the Chesapeake Bay. Protecting our stream valleys and reducing the level of silt and pollution entering those waters is a major benefit to our communities and to society at large.

Along the same lines, consider the impact that the Commission’s reforestation efforts have had on air quality in the region. Or consider the time and effort Commission planners spend reviewing requests for housing developments to ensure that they are not built on flood plains, or ground otherwise unsuitable for development; that they are spaced properly; that there are amenities such as adequate open space and sidewalks; and that existing and planned infrastructure can adequately support the development. When these factors are considered, it becomes clear that all the County’s residents, visitors and neighbors (water and air quality know no man-made boundaries) are customers of the Commission.

ORGANIZATION The Commission is a bi-county agency, serving Montgomery and Prince George’s Counties. It is empowered under State law to acquire, develop, maintain and administer a regional system of parks in a defined Metropolitan District, and to prepare and administer a general plan for the physical development of a defined Regional District. In Montgomery County, the boundaries of the Metropolitan and Regional Districts are coterminous and include the entire County except for the incorporated municipalities of Rockville,

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Gaithersburg, Barnesville, Brookeville, Laytonsville, Poolesville and Washington Grove.

The Commission consists of ten members – five from each county. In Montgomery County, the five Commissioners are appointed by the County Council, subject to approval by the County Executive. A Commissioner from each county serves as chair and vice-chair of the Commission, and the chairmanship rotates annually between counties. Terms of office are staggered, and no more than three of the five Commissioners from either county can belong to the same political party.

The Commission coordinates and acts collectively on regional and administrative issues, and divides into the two respective County Planning Boards to conduct all other matters. Organizationally, there are seven departments. In Prince George's County, these are the Department of Planning and the Department of Parks and Recreation; in Montgomery County, these are the Department of Planning and the Department of Parks. The Human Resources and Management, Finance, and Legal Departments comprise the Central Administrative Services (CAS) that supports operations in both counties.

The budget for the CAS staff functions is generally divided evenly between the two counties and the budget for these units must be approved jointly by both counties. If the two counties cannot reach agreement on the budget for Central Administrative Services, the budget, as proposed by the Commission, is automatically implemented. Unlike the remainder of the budget, which must be adopted by June 1st, the two counties have until June 15th, under State law, to reach agreement on the budget for CAS.

FUNDS AND FUNDING SOURCES Under the statutory authority provided by State law, the Commission's park, recreation, planning and general administrative functions are financed primarily by five statutorily designated property taxes that must be levied on a separate county basis. In Montgomery County, county-assessed property taxes support more than 95% of the Commission's tax-supported operations. Remaining funding is derived from grants, interest income, fees, and charges.

The five accounts (funds) are separately maintained within the General Fund, as follows:

District by County Tax & Fund Purpose Regional District Montgomery County Administration Planning, Zoning, and General Administration Metropolitan District Montgomery County Park Park Acquisition, Development and Park Operations Regional District Prince George's County Administration Planning, Zoning, and General Administration Metropolitan District Prince George's County Park Park Acquisition, Development and Park Operations Prince George's County Recreation Comprehensive Public Recreation Program Note: Park Tax in Montgomery County includes a statutorily required Park Maintenance Tax.

In Montgomery County, there are three tax-supported funds. Two of the three tax-supported funds constitute the Commission’s General Fund, and are used to account for tax and non-tax revenues that fund general Commission operations. They are listed below.

The Administration Fund was established to provide funds to support current operational and administrative expenses. These include the costs necessary to exercise the powers and functions granted to the Commission, as well as the Commission’s planning function. Additionally, funds to support staff operations serving the entire Commission, such as human resources, accounting, purchasing, and legal services, are budgeted in this Fund. Since these functions support operations in both counties, their costs are divided fairly evenly between the two counties. Under State law, Montgomery County is required to levy a tax of at least 1.2 cents per $100 of real property and 3.0 cents per $100 of personal property to support operations paid from this Fund.

The Park Fund provides funds to support park maintenance, development and security operations; manage natural resources; and provide active and passive recreational opportunities. Payment of principal and interest on bonds sold to acquire and develop parkland is supported by the taxes from this Fund. Under State law, Montgomery County is required to levy a tax of at least 3.6 cents per $100 of real property and 9.0 cents per

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$100 of personal property to support operations paid from this Fund.

The third tax-supported fund is the Advance Land Acquisition Debt Service Fund. Revenues generated by this Fund’s property tax rate support debt service payments on bonds sold to acquire land in advance of the need for governmental purposes, including school sites, and rights-of-way for State highways. This Fund is classified as a Debt Service Fund and is supported by a dedicated property tax rate of 0.1 cent per $100 of real property and 0.3 cents per $100 of personal property. It is not part of the General Fund.

The Commission has three other types of funds in the budget. They include the Special Revenue Funds, Enterprise Fund, and Internal Service Funds. They are discussed in the following sections.

Special Revenue Funds Special Revenue Funds account for the proceeds from revenue sources that are legally restricted to expenditures for specific purposes. Special Revenue Funds are used when the expenditure of resources is restricted by the Commission or where there is a need to separate the accounting and budgeting for the expenditure of resources. For example, the Park Police have the authority to seize certain assets when making an arrest on drug-related charges. Following conviction, the court can award those assets to the Commission. Pursuant to State law, proceeds are placed in a Special Revenue Fund where they can only be expended for costs associated with drug enforcement activities within the County’s park system.

Special Revenue Fund budgets carry a proposal for revenues and expenditures as well as fund balances. But Special Revenue Fund balances will not be shown consolidated with the tax supported (governmental) funds to avoid the appearance of commingling the resources of one fund type with another.

Enterprise Funds The Commission has determined that certain recreational and cultural facilities should be predominantly self- supporting through user fees. Enterprise Fund accounting and reporting is used to emphasize the self- supporting nature of these activities and to provide improved cost accounting information. The fiscal management of ice rinks and indoor tennis facilities are good examples of the use of these funds.

Internal Service Funds Internal Service Funds are used to account for the consolidated funding of those goods or services that are provided centrally to the departments on a cost reimbursement basis. Internal Service Funds are used by the Commission to account for such functions as the Commission's group insurance and risk management programs, and financing of capital equipment purchases.

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POLICIES

FISCAL POLICY Throughout the management of the Commission’s fiscal resources, the following policies are maintained for tax-supported funds: • The budget must be balanced; anticipated revenues must equal or exceed anticipated expenditures. • Adequate expenditure reserves will be proposed and maintained, sufficient to fund the cost of revenue fluctuations or unanticipated emergencies. We have different reserve levels for different fund types. The Commission targets a reserve of 3-5% of operating expenditures in each fund. In FY12, the proposed budget includes a designated fund reserve equaling 3% of expenditures in the General Fund accounts in Montgomery County. A stable or rising level of reserves satisfies concerns of the bond rating agencies. • The Commission will seek cost reductions and productivity improvements as methods of minimizing taxpayer costs and maximizing customer satisfaction. • Non-tax revenue sources, such as user fees, will be sought and developed to the greatest possible extent, keeping in balance service availability, public benefit, and fairly set fees. User fees in the Enterprise Fund are set to: 1. Be competitive with comparable public and private facilities and services in the area. 2. Reflect user demand and patterns of use. • The Commission seeks to minimize debt service costs by the prudent use of appropriate debt instruments, consistent with the goal of maintaining tax rate stability and stable reserves. Debt service, correctly structured, will match the bond-funded cost of facilities with the useful life of the facilities. The Commission also limits outstanding indebtedness, in accordance with its Debt Management Policy, well below State statute limitations. • In the Enterprise Fund, the Commission’s goal is to maintain reserves equivalent to 10% of operating expenses plus one year of debt service.

CIP IMPACT CONSIDERATION The Commission pays specific attention to the impact of the Capital Improvement Program (CIP) on the Operating Budget. The capital budget and operating budget must work in tandem. Decisions on the capital budget determine levels of debt service, and operating and maintenance expenditures that must be supported by the operating budget, while the operating budget can impose limitations on the level of long-term debt that can be supported. Operating budget resources are governed by Commission revenues and debt management policies, and guide the levels and composition of the capital budget. The capital budget may receive direct project funding from the operating budget in the form of pay-as-you-go (PAYGO), which reduces reliance on long-term debt.

Operating and maintenance costs (O&M) inherent in capital acquisition and construction have a direct and continuing effect on the operating budget. New facilities must be staffed, maintained, and provided with supplies. Some CIP projects, such as the purchase of raw parkland, require relatively little O&M funding, but other projects, such as the Sports and Learning Center in Prince George’s County, require intensive staffing and maintenance. Additional facilities also place indirect stress on areas such as general maintenance, park police or information technology that support the entire system. Some CIP projects, such as renovations, can result in a decrease of O&M costs. O&M costs are budgeted in the Park Fund and the Recreation Fund.

Knowing that each dollar spent on construction must be funded by taxes, grants, contributions, debt or operating revenues, the Commission reviews each CIP project intensively to minimize short- and long-term operating budget impact. However, through the budget review process, the County has the opportunity to add, delete or modify projects.

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INVESTMENT POLICY The Commission has a comprehensive Investment Policy. Key components of the Policy are presented here. The Commission’s Investment Policy applies to the investment of all unexpended or surplus funds held by the Commission and debt proceeds managed by investment management firms. Except for cash in certain restricted and special funds and debt proceeds, the Commission pools cash balances from all funds to maximize investment earnings and to increase efficiencies with regard to investment pricing, safekeeping and administration. Investment income is allocated to the various funds based on their respective cash balances. These funds are reported in the Commission’s Comprehensive Annual Financial Report and include:

1. General Fund 2. Capital Project Funds 3. Enterprise Funds 4. Special Revenue Funds 5. Debt Service Funds 6. Internal Service Funds 7. Trust and Agency Funds 8. New funds authorized by the Commission unless specifically exempted

In accordance with the Annotated Code of Maryland, Article 95, Section 22, the responsibility for conducting investment transactions rests with the Secretary-Treasurer, Department of Finance. The Secretary-Treasurer shall establish written procedures for the operation of the Commission’s investment programs consistent with the adopted Investment Policy.

The primary objectives of the Commission’s Investment Policy are:

1. Protect investment principal and mitigate credit risk by limiting investments to those investments authorized by State law; pre-qualifying financial institutions, brokers and advisers; diversifying the investing portfolio; and requiring third-party collateralization and safekeeping. 2. The Commission’s investment portfolio will remain sufficiently liquid to enable the Commission to meet all operating requirements which might be reasonably anticipated. 3. The investment portfolio shall be designed with the objective of attaining a market rate of return throughout budgetary and economic cycles, with consideration of investment risk constraints and liquidity needs taking priority over return on investment.

The Secretary-Treasurer shall hold periodic investment strategy meetings with the delegated Accounting Division staff and shall document the resulting investment strategies approved to meet the objectives of the Investment Policy. Monthly investment reports of investment activities will be submitted to the Secretary- Treasurer for review and to the Executive Committee for information. The Secretary-Treasurer shall provide the Commission with quarterly and annual reports summarizing policy compliance, investment activity and the average rates of return.

The Secretary-Treasurer shall establish and maintain a system of internal controls, designed to prevent losses of public funds arising from fraud, employee error, and misrepresentation by third parties or imprudent actions by employees and investment officers of the Commission. An Independent Auditor, as part of the Annual Financial Audit, will review the internal controls of the investment program.

In strict accordance with state law, the Commission invests in obligations backed by the federal government, certificates of deposit and time deposits, bankers’ acceptances, commercial paper, money market mutual funds, bonds, and other similar instruments. Awards are made on a competitive bid basis whenever possible. Generally, Commission investments will have a maximum maturity of one year to maintain appropriate liquidity. The Commission strictly adheres to policy on diversification, both by type of security and institution to minimize risk. All investment policies are subject to periodic review by the Secretary-Treasurer and amendment with the approval of the Commissioners. The Commissioners have requested that such a review will be performed this spring. We will report any amendments in next year’s proposed budget.

13 M-NCPPC Montgomery County Proposed FY12 Budget

DEBT MANAGEMENT POLICY The Commission has a comprehensive Debt Management Policy. Key components of the policy are presented here. The Debt Management Policy is intended to provide written guidelines and restrictions that affect the amount and type of debt permitted to be issued, the issuance process, and the management of the debt portfolio. The Policy provides justification for the structure of the debt issuance, identifies policy goals, and demonstrates a commitment to long-term financial planning, including a multi-year capital plan. The Policy is a critical aspect of our efforts to communicate to the Commissioners, County Officials, State Officials, the public, rating agencies and capital markets that the Commission is well managed and capable of meeting its financial obligations within its available resources and in a timely manner.

The Commission has legal authority under Title 6 and Title 7 of Article 28 to issue Park Acquisition and Development Bonds (Park Bonds), Advance Land Acquisition Bonds (ALA Bonds), Revenue Bonds and Refunding Bonds for Park Bonds, ALA Bonds and Revenue Bonds as well as tax anticipation notes. Park and ALA bonds are secured by the full faith and credit of both the Commission and the county in which the bond proceeds will be spent. The Commission has legal authority to issue bond anticipation notes in accordance with Section 12 of Article 31 of the Annotated Code of Maryland (Article 31), and additional legal authority to issue Refunding Bonds in accordance with Section 24 of Article 31. Under the Commission’s general powers, it is permitted to issue certificates of participation and to enter into master lease agreements to finance capital equipment, software systems and other assets.

The Commission generally issues fixed-rate debt. Variable rate debt can be issued, but it must be monitored carefully so that the Commission is not subject to undue interest rate, liquidity, remarketing and credit risks. The Commission determines the best form of debt and the most favorable debt structure based on the projects to be financed, market conditions and advice of the Commission’s Secretary-Treasurer in consultation with the Commission’s Bond Counsel and Financial Advisor. Bond and note issues are approved through the budget process in each county, and resolutions authorizing the issuance are subsequently adopted by the Commission.

The Commission’s Debt Management Policy incorporates the following debt limit targets and/or policies:

1. If at any time, the planned debt levels of the approved capital budget are projected to be unaffordable based on conservative financial assumptions, the respective Planning Board will slow down the implementation of the capital program to a level that meets the affordability standards of the policy. 2. In both counties, debt service cannot exceed the level of revenue generated by a portion of the Park Fund tax rate designated in state law. In the case of Montgomery County, the revenue limit is equivalent to the revenue generated by three and six-tenths cents of real property tax and nine cents of personal property tax, per $100 of assessed value. For the Advance Land Acquisition Fund, the limit is the equivalent to the revenue generated by a 1.2 cent real property tax rate (three cents personal property). 3. Debt service as a percentage of General Fund expenditures in the Montgomery County Administration Fund and Park Fund should not exceed 10%. 4. Debt service as a percentage of General Fund expenditures in the Prince George’s County Administration Fund, Park Fund and Recreation Fund should not exceed 10%. 5. Financing a major project critical to Commission business that will cause the debt service ratio to exceed 10%, may be permitted as a special exception by a vote of the Commission that specifically grants the exception; however the debt ratio will be brought back into conformance with the target within the next six-year period. 6. The percentage of principal to be paid over the next ten years should remain between 60% and 70% of the outstanding debt in each of the Commission’s county debt portfolios.

Additionally, the two counties may impose further limitations through their respective spending affordability processes.

14 M-NCPPC Montgomery County Proposed FY12 Budget

With regard to debt issuance, long-term debt will be issued only for acquisition, construction or renovation of capital assets, not for operation or general maintenance. PAYGO capital financing is utilized when feasible. A competitive bidding process in issuing debt is employed unless there are unusual or complex reasons which justify an alternative method. The Commission’s decision is rendered based on the advice of the Secretary- Treasurer after consultation with Bond Counsel and other financial advisors. The Commission also maintains regular communication with the bond rating agencies to keep them informed of the Commission’s financial condition.

The Commission generally issues debt with a maximum term of 20 years. Dependent upon Commission financial planning, debt may be structured as level principal, equal payment, or another amortization schedule may be used. The Commission generally issues fixed rate debt. Variable rate debt is permissible, but cannot exceed 15% of the Commission’s total outstanding debt. These policies are reviewed by the Secretary- Treasurer every three years. Any revisions must be approved by the Commission.

LONG-TERM SUSTAINABILITY In 2009, the Commission re-initiated the development of a six-year model with projections of revenues, expenditures, debt service, reserves and changes in uncommitted and available fund balances in the two primary tax-supported funds – the Administration and the Park Fund. The projections serve as an early warning device to alert the Commission and the County to any issues that could jeopardize the Commission’s long-term fiscal soundness, including structural balance, reserve levels, debt affordability, and stability of the Commission’s property tax rates (overall and in the individual funds). It allows for long-term fiscal planning and developing strategies jointly to bring on-going revenues and expenditures into better balance.

With regard to revenues, the Commission generally employs the following assumptions.

• The County’s total assessable base for both real and personal property for the budget year is based on the latest available projection from the Maryland Department of Assessment and Taxation and Montgomery County Finance Department. Based on historical patterns, a collection factor is calculated (we currently assume collecting 99.1% for real property taxes and 97.5% for personal property taxes, same as the assumptions included in FY11 budget). The assessable base is then divided by $100, multiplied by the tax rate and then by the collection factor to derive the projection for property tax revenues. Trend analysis factoring in latest information on housing market and commercial property development is then used to project property tax revenues over the six-year cycle. • Interest and penalties on prior year taxes not paid are generally assumed at no growth from year to year, unless trend changes on collection factors are envisioned. • Fees and Charges are generally projected with modest annual growth (3-5%), unless trend analysis indicates otherwise. • Interest income is projected taking into account possible changes in both short and long-term interest rates and anticipated levels of fund balance and other cash available for investment.

On the expenditure side, the following factors are taken into account.

• The projection factors in committed (based on ratified union contracts) and projected annual cost-of- living adjustments and merit increases. Since merit increases are granted throughout the year, the projection model annualizes those costs in the following fiscal year. • Based on actuarial projections, payroll growth and trend analysis, we separately project changes in social security, retirement, health insurance and retiree health benefit costs over the six years. • Operating expenses in the categories of supplies and materials, other services and charges, and capital outlay are projected to grow in the future based on anticipated inflation. • Using the assumptions contained in the most recent six-year Capital Improvement Program (CIP) and developed by the CIP team, projections are developed on debt service and PAYGO requirements, as well as the expected impact to the operating budget as these capital facilities are completed in the future.

15 M-NCPPC Montgomery County Proposed FY12 Budget

These projections are presented to the Planning Board in September, and are updated during the year as events warrant.

PERFORMANCE MEASURES The economic downturn has forced all government agencies to examine how well they meet their financial obligations and demonstrate value to their taxpayers. The Commission is using performance measurement as a means of documenting these efforts. In this budget, performance measures (and program milestones, where applicable) can be found in each program element in Planning Department and Department of Parks. Program measures are presented graphically to facilitate understanding at the Department level for the Central Administrative Services Departments.

The Commission’s performance measures are comprehensive and continue to evolve, including a continued effort to develop more outcome measures to evaluate results of the services delivered.

16 M-NCPPC Montgomery County Proposed FY12 Budget

BUDGET ISSUES

This section of the budget provides the global context underlying the Commission’s FY12 Proposed Budget. Both revenue and expenditure assumptions and major issues are discussed here.

REVENUES The Commission’s revenue outlook has weakened significantly in FY12, and it appears the situation may decline before it improves. The recent economic downturn has slowed property assessable base growth. According to the latest projections provided by the Maryland State Department of Assessments and Taxation (SDAT) and the Montgomery County Finance Department, the County’s assessable base in FY12 will decrease by 2.7% countywide from the FY11 Budget level. The Montgomery County Finance Department and the Commission’s Budget Office project that the Commission’s assessable base for real property will grow by 2.7% annually on average during FY12-17 due to the lagging impact of the depressed housing market as a result of the three-year phase-in of reassessment growth required under Maryland law. Since the Commission generates over 90% of its General Fund revenues through property tax collections, the Commission must manage its resources carefully to sustain a solid financial position.

Property Tax Revenue Total proposed tax revenues in the three tax-supported funds are budgeted to increase by $15.0 million or 15.9% in FY12 to $109.7 million, assuming restoration of the Administration Fund tax rates to the FY10 level (1.8 cents for real property and 4.5 cents for personal property) and restoration of the Park Fund tax rates to the FY09 level (5.3 cents for real property and 13.3 cents for personal property). The Advance Land Acquisition Fund tax rates remain unchanged from the FY11 budget. This revenue estimate is also based on an assumed -2.7% drop in real property value countywide from the FY11 budget with personal property value projected to grow by 2.4%. The SDAT will update its assessable base projections at the end of March. Based on those revised projections, we will work with the County government to modify the projected property tax revenues if warranted.

The proposed tax rates restoration is necessary to meet the Contingency Reserves requirement (3% at the minimum based on Commission policy). During FY06-11, the County reduced the Commission’s tax rates by approximately 28%, which caused the Commission to lose a cumulative $80 million of revenue generation capacity. The tax rate reduction in FY11 alone caused a revenue loss of $26.3 million in FY11 and lowered the Commission’s revenue base significantly. The significant tax reductions in recent years, combined with a deterioration of assessable base growth, have resulted in a structural deficit in the Commission’s budget. The FY11 adopted budget was balanced by relying on prior year fund balance of $3.6 million ($2.2 million in the Administration Fund and $1.4 million in the Park Fund.) The FY10 adopted budget was also balanced by using prior year fund balance of $5.6 million ($1.0 million in the Administration Fund and $4.6 million, in the Park Fund). The Commission is projected to face a long-term sustainability issue unless there are gradual tax rate restorations, significant reductions in services, and/or hard decisions related to employee compensation and benefits which drive expenditure growth.

Assessable base growth has been cyclical for many years, characterized by boom years with strong growth followed by years of stagnation. The Commission responds with caution in projecting revenues, managing expenditures and maintaining adequate reserves to ensure the Commission is able to successfully manage through difficult economic environments. However, the significant reductions in the FY11 budget severely impact the Commission’s capacity to absorb further reductions, and a loss of revenue generation capacity due to tax cuts and assessable base deterioration are posing a great challenge for the Commission to maintain its core services of protecting our parks for residents and planning for future development which drives economic growth.

Fees, Charges, and Rentals Revenues resulting from operation and functions of the Parks and Planning Departments are considered as non-tax operating revenues. These are mainly fees and charges from services and programs, and revenues from the rental of Commission properties. Some small miscellaneous fees are collected, such as parking fines from Park Police enforcement operations. Service charges and fees of the two major

17 M-NCPPC Montgomery County Proposed FY12 Budget

tax-supported funds (Administration and Park) are projected at $1.9 million in FY12, a 13.5% decrease from the FY11 budget due to the economic downturn.

The Planning Board continues to review the Commission’s fee schedules with the objective of generating fee revenue to lessen the burden on taxpayers, while maintaining programs that are affordable and desirable.

Interest Income Each tax-supported fund maintains a cash balance, and the balance fluctuates from the effects of tax and program revenue inflows as well as expenditure outflows. The cash balance from each fund is held in a cash pool, and cash in the pool is invested at the highest responsible rate within the constraints of protection of principal and liquidity requirements. Interest income depends on the cash balance in each fund as well as the prevailing interest rates earned throughout the year.

Total General Fund interest income for FY12 is proposed at $177,000, a decrease of 52.2% from the FY11 budget, largely reflecting the decrease of investable cash due to the utilization of fund balances.

Grant Revenues Total grants for the Departments of Planning and Parks are projected at $550,000, the same as last year. This includes Program Open Space and other future grants.

Enterprise Fund Revenues In FY12, total Enterprise Fund revenues are proposed to remain flat at $9.8 million. Due to strong fiscal and operational management, the Enterprise Fund budget no longer depends on any subsidies from the Park Fund. The Park Fund transferred $35,000 in FY10 and $650,000 in FY09 to the Enterprise Fund to help cover the ice rink debt service.

EXPENDITURES The total tax-funded FY12 proposed budget (excluding reserves and the transfer to ALARF) based on reduced service level adopted in FY11 is $109.8 million, a 11.9% increase from FY11. The total FY12 proposed budget for Tax and Non-Tax Supported Funds (less reserves), including the Enterprise Fund, the Property Management Fund and the Special Revenue Funds, is $126.1 million, 10.2% higher than the FY11 budget. Without prefunding Other Post Employment Benefits (OPEB), the budget growth would be 8.0%.

The proposed budget includes the funding for cost-of-living adjustments for employees covered by the ratified contract, merit increases for all eligible employees, significant increases in pension contribution, and other fringe benefit increases. After suspending OPEB prefunding for two years during FY10 and 11 due to fiscal constraints, the budget provides OPEB prefunding assuming the 3rd year of the 8-year phase-in plan. We are anticipating that both Montgomery County and Prince George’s County will take similar actions in FY12. OPEB prefunding is shown in Non-Departmental accounts in individual funds rather than being allocated to each department. In addition, the proposed budget funds the operation of new park facilities that have come on line and non-discretionary cost increases such as maintenance agreements. No inflation growth is budgeted for non-personnel cost increases.

FUND BALANCE At the end of FY10, the Commission had only $0.8 million undesignated fund balance in the Administration Fund and $2.2 million undesignated fund balance in the Park Fund. The FY12 proposed budget reduces the use of fund balance to approximately $1 million to support on-going costs - the Administration Fund requires $0.2 million, and the Park Fund requires $0.7 million. The Commission complied with the request from the County to save $231,640 in FY11 to partially enable the fund balance support. Fund balances of the Commission’s General Fund are projected to reach $4.0 million by the end of FY12 in accordance with the Commission’s Fund Balance Policy. Based on the latest estimate from the Montgomery County Finance Department and the Commission, the Commission will likely experience a FY11 revenue shortfall of around $1 million due to revised real property assessable base by the State.

18 M-NCPPC Montgomery County Proposed FY12 Budget

DEBT Debt Service in the Park Fund is proposed to be $4.9 million in FY12. Expenditures for the Land Acquisition Debt Service Fund are proposed at $320,900 in FY12, as part of the continuing debt service repayment. The current ALA personal property tax rate of 0.3 cents, and the associated ALA real property tax rate of 0.1 cents are proposed to stay unchanged.

Debt service is the amount the Commission must pay each year for the principal and interest on the Commission's bonded indebtedness. The debt limit is established by State law using a formula that is based on the mandatory tax rate over the next 30 years. For Park Acquisition and Development Bonds, the Commission's legal debt margin on June 30, 2010, is estimated at $1.6 billion. This represents the excess of anticipated tax revenue from the mandatory 9-cent personal property and 3.6-cent real property tax available during the next 30 years over the debt service on the $29.7 million of outstanding Park Acquisition and Development bonds as of June 30, 2010. The Commission’s Montgomery County bonds are rated AAA by Standard & Poor’s Rating Services and Fitch Ratings, and Aaa by Moody’s Investor Services Inc.

SPENDING AFFORDABILITY PROCESS The Montgomery County Council annually adopts spending affordability guidelines (SAG) for the operating budgets of all County agencies as well as the Commission. The law used to stipulate that the Council set three preliminary guidelines for the upcoming fiscal year’s budget no later than the third Tuesday in December, including:

• A ceiling on property tax revenues. • A ceiling on the aggregate operating budget. This is defined as the total appropriation from current operating revenues, including current revenue funding for capital projects, but excluding grants and Enterprise Fund operations. • An allocation of the budget among operating expenses, current revenue funding for the capital budget, and debt service for the County government, the County’s school system, the Community College and the Commission.

In September 2008, the Montgomery County Council changed the report’s deadline from December to February (Bill 28-08). Because the Commission is mandated to submit its proposed budget by January 15, the Commission’s proposed budget was produced while the SAG was still being developed.

DEVELOPMENT REVIEW The Development Review Special Revenue Fund was created in recognition of the fact that a certain portion of the costs associated with the review of plans would be recovered through fees. However, there was always an understanding that a certain percentage of the costs of development review would continue to be covered by the Administration Fund. This was an acknowledgement of the fact that the regulatory review of plans was necessary to protect the public’s interest and that it was not reasonable to expect fees to cover 100% of such review.

When the Development Review Special Revenue Fund was created, FY07 fee collections were estimated at $3.5 million. In FY10, actual fees were $1.6 million, compared to actual expenditures of $3.1 million. The FY12 projected fees are $1.8 million, requiring a transfer of $1.5 million from the Administration Fund, which is the same level as FY11.

19 M-NCPPC Montgomery County Proposed FY12 Budget

THE COMMISSION SUMMARY MONTGOMERY COUNTY AND PRINCE GEORGE'S COUNTY

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Tax Revenue 352,696,266 378,452,091 348,328,340 345,778,300 -0.7% Prop. Taxes - Int. & Penalty 1,269,997 1,840,364 1,225,000 1,225,000 0.0% Service Charges, User Fees, Concessions 12,188,540 11,690,129 12,809,500 12,636,800 -1.3% Interest 7,005,333 1,777,978 2,505,000 1,916,000 -23.5% Grants 1,841,201 1,491,424 688,000 688,000 0.0% Miscellaneous Revenue 564,857 637,248 402,400 416,700 3.6% Transfers (Net) (3,104,549) (3,007,943) (3,319,018) (3,525,300) 6.2% Total Current Revenue 372,461,645 392,881,291 362,639,222 359,135,500 -1.0% Fund Balance from Prior Years 17,910,892 3,842,950 31,998,918 42,064,484 31.5% Total Tax-Supported Fund Revenue $390,372,537 $396,724,241 $394,638,140 $401,199,984 1.7% Enterprise & Property Mngt. Fund 29,093,698 29,428,340 30,924,950 31,387,800 1.5% Special Revenue Fund 11,070,932 10,506,891 13,899,700 13,458,340 -3.2% Total Tax & Non-Tax Supp. Fund $430,537,167 $436,659,472 $439,462,790 $446,046,124 1.5% Allocation by County: Prince George's 305,989,964 313,624,992 322,218,720 316,937,884 -1.6% Montgomery 124,547,203 123,034,480 117,244,070 129,108,240 10.1%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Administration Fund 74,636,455 69,339,598 67,942,740 74,517,000 9.7% Designated Reserve (Admin. Fund) 0 0 2,922,000 3,195,700 9.4% Park Fund 228,247,763 251,796,452 215,888,980 216,351,700 0.2% Designated Reserve (Park Fund) 0 0 9,405,400 9,254,800 -1.6% Recreation Fund 66,856,025 66,497,008 75,303,150 77,133,500 2.4% Designated Reserve (Rec. Fund) 0 0 3,765,200 3,856,700 2.4% Debt Service: Park Fund 17,741,222 16,493,709 17,528,600 16,565,900 -5.5% Advance Land Acq. Debt Ser. Fund 1,875,809 1,980,729 1,882,070 324,684 -82.7% Total Tax-Supported Fund $389,357,274 $406,107,496 $394,638,140 $401,199,984 1.7% Enterprise & Property Mgmt. Fund 29,498,499 29,155,515 30,265,450 31,236,000 3.2% Special Revenue Fund 12,723,679 11,035,858 15,477,300 14,083,140 -9.0% Total Tax & Non-Tax Supp. Fund $431,579,452 $446,298,869 $440,380,890 $446,519,124 1.4% Allocation by County: Prince George's 308,821,085 320,264,470 323,237,120 317,314,784 -1.8% Montgomery 122,758,367 126,034,399 117,143,770 129,204,340 10.3%

This schedule presents the total budget of the Maryland-National Capital Park and Planning Commission's seven tax-supported funds, self-supporting Enterprise Funds, Property Management Funds and Special Revenue Funds. This schedule excludes Internal Service Funds, Capital Projects Funds and the Advance Land Acquisition Revolving Fund. Transfer from ALA Debt Service Fund to Revolving Fund is shown as negative revenue in Montgomery County and expenditure in Prince George's.

NOTE: FY09 actual revenues in Tax Supported funds restated to include only the amount of fund balances used to balance the budget rather than showing all existing fund balance from prior year.

20 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County FY12 Revenues - All Operating Funds Total Revenues $129,108,240

Fees & Charges 10.8%

Interest 0.2% Grants 0.4% Transfers -1.4% Property Taxes 84.9% Fund Balance 3.2% Miscellaneous 1.9%

Montgomery County FY12 Expenditures - All Operating Funds Total Expenditures (Including Reserves) $129,204,340

Debt Service 5.0% Oper. Reserves 2.4% Property Mgmt. 0.7% Enterprise 6.5% Special Rev. 4.4%

Non-Departmental 2.0%

Parks Comm. Office 59.2% 0.9%

Planning 13.3%

CAS 5.7%

Excludes Internal Service Funds and Advanced Land Acquisition Revolving Fund

21 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY BUDGET IN BRIEF TAX-SUPPORTED FUNDS

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Taxes: Administration Tax 27,503,864 27,893,688 23,220,970 27,352,700 17.8% Park Tax 76,815,841 77,539,025 69,596,600 80,555,700 15.7% Adv. Land Acq Tax 1,700,802 1,804,764 1,810,670 1,768,200 -2.3% Service Charges, User Fees, Concessions 1,847,481 1,725,928 2,195,000 1,899,300 -13.5% Grants 1,163,569 726,753 550,000 550,000 0.0% Interest 579,120 103,013 370,000 177,000 -52.2% Misc. Revenue 168,705 230,252 85,600 74,000 -13.6% Total Current Revenue 109,779,382 110,023,423 97,828,840 112,376,900 14.9% Transfers: Transfers to Special Revenue Fund (1,773,000) (1,528,000) (1,528,000) (1,528,000) 0.0% Transfer to Park Fund 0 0 (700,000) 0 -100.0% Transfer to CIP 289,009 (270,000) (350,000) (350,000) 0.0% Transfer from Admin Fund 0 0 700,000 0 -100.0% Transfer to Enterprise Fund (619,000) (35,000) 0 0 0.0% Transfer to Property Mgmt 0 0 (250,000) (200,000) -20.0% Transfer to ALA Revolving Fund (1,001,558) (1,174,943) (1,191,018) (1,447,300) 21.5% Subtotal 106,674,833 107,015,480 94,509,822 108,851,600 15.2% Fund bal. from Prior Years 3,153,609 1,874,580 6,428,948 4,122,300 -35.9% Total Revenues 109,828,442 108,890,060 100,938,770 112,973,900 11.9% 109,828,442 108,869,900 100,938,770 EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Administration Fund 26,241,385 26,383,142 23,753,090 26,508,800 11.6% Park Fund - Operating 78,099,672 77,663,577 69,450,080 78,136,900 12.5% Park Fund - Debt Service 3,804,650 3,658,975 4,307,800 4,867,900 13.0% Adv Land Acq Debt Service 677,356 649,981 631,700 320,900 -49.2% Total Expenditures 108,823,063 108,355,675 98,142,670 109,834,500 11.9%

Expenditure Reserves: Administration Fund 0 0 712,600 795,300 11.6% Park Fund 0 0 2,083,500 2,344,100 12.5% Total Expenditures with Reserves 108,823,063 108,355,675 100,938,770 112,973,900 11.9% 108,823,063 108,355,675 100,938,770 * Fund balance in FY09 actual revenues in tax-supported funds restated to show only the amount needed to balance the budget (rather than showing the total accumulative fund balance from prior years).

22 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County FY12 Revenues - Tax Supported Funds Total Revenues $112,973,900

Property Taxes 97.1%

Fees & Charges 1.7% Interest 0.2% Fund Balance 3.6% Miscellaneous 0.6%

Transfers -3.1%

Montgomery County FY12 Expenditures - Tax Supported Funds Total Expenditures $112,973,900

Debt Service 4.6% Oper. Reserves 2.8% Non Departmental 2.2% Parks 67.7% Comm. Office 1.0%

Planning 15.2%

CAS 6.5%

23 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County Budgetary Fund Balance

Actual Estimated FY11 Proposed Proposed Projected FY12 Funds FY10 Fund Balance FY12 Revenue FY12 Expenses Fund Balance

GENERAL FUND (Tax Supported Funds) * Administration Fund $3,667,419 $1,227,299 $26,264,700 $26,508,800 $983,199 Park Fund 5,694,551 3,725,511 82,266,000 83,004,800 2,986,711 Total General Fund 9,361,970 4,952,810 108,530,700 109,513,600 3,969,910

NONMAJOR GOVERNMENTAL FUNDS Advance Land Acquisition-Debt Service Fund 8,958 0 1,768,200 1,768,200 0 (Tax-Supported Fund) Special Revenue Fund 1,370,430 1,373,672 5,422,240 5,670,140 1,125,772 Total Non-major Governmental Funds 1,379,388 1,373,672 7,190,440 7,438,340 1,125,772

PRIVATE PURPOSE TRUST FUND Adv. Land Acquisition-Revolving Fund 7,348,509 7,348,509 1,447,300 8,795,809 0

PROPRIETARY FUNDS Enterprise Fund ** 2,335,200 2,708,900 9,774,100 9,622,300 2,760,700 Property Management Fund 0 0 938,000 938,000 0 Total Proprietary Fund 2,335,200 2,708,900 10,712,100 10,560,300 2,760,700

INTERNAL SERVICE FUNDS Risk Management ISF 5,441,683 4,883,883 2,614,300 3,209,100 4,289,083 Capital Equipment ISF 10,545,424 9,892,124 1,196,100 1,666,700 9,421,524 Silver Place/MRO Headquarters ISF 1,378,019 1,378,019 0 0 1,378,019 Total Internal Service Fund 17,365,126 16,154,026 3,810,400 4,875,800 15,088,626

GRAND TOTAL FUND BALANCE $37,790,193 $32,537,917 $131,690,940 $141,183,849 $22,945,008

Elements of Ending Fund Balance in General Fund Administration Park Total General Fund Fund Fund Designated Expenditure Reserve (3%) $795,300 $2,344,100 $3,139,400 Uncommitted Fund Balance 187,899 642,611 830,510 Total $983,199 $2,986,711 $3,969,910

* FY11 Estimated Fund Balance factors in Montgomery County Government's mid-year savings plan of $231,640 that was absorbed entirely in the Park Fund. Revenue estimates for the general fund also reflect anticipated FY11 property tax revenue shortfalls of $270,000 in the Administration Fund and $750,000 in the Park Fund. ** Fund balance projection for Enterprise Fund factors in the transfer of $100,000 to the CIP in FY11 and FY12. Definition of Fund Balance: Except otherwise noted below, fund balance represents amounts left unexpended or unencumbered in a fund at the end of the fiscal year. It can be used either to support budget amendments for unanticipated projects in the current fiscal year, or to reduce the demand for tax revenue in the next fiscal year. General Fund: The general operating fund at the Commission accounts for all revenues and expenditures except those required to be accounted for in other funds. In the Montgomery County portion of the Commission, the General Fund consists of the Administration Fund and Park Fund. These funds are tax-supported operations, and property taxes constitute over 90% of their revenue. The remaining funding is derived from grants, interest income, fees and charges.

Non-major Governmental Funds: This category consists of the Advance Land Acquisition Debt Service Fund and Special Revenue Fund. Funding to pay ALA debt service is derived from a dedicated property tax. The ALA Debt Service Fund is needed to repay principal and interest on outstanding bonded indebtedness. Special Revenue Funds are used to account for proceeds from specific revenue sources that are legally restricted to support only expenditures for specified purposes. Private Purpose Trust Fund: The ALA Fund is a source of disbursements for highways, streets, school sites and other public purposes. It was originally financed by Bond Issuance. Proprietary Fund: The Proprietary Fund includes the Enterprise Fund and the Property Management Fund (Montgomery County only). Enterprise Funds are those funds designated for operation and maintenance of various facilities and services such as ice rinks that are primarily supported by user fees. These activities are similar to businesses operated by private enterprise, and are accounted for utilizing the commercial accrual basis of accounting. Fund balances shown in the above chart represent available cash or cash equivalents. The Property Management Fund accounts for income and expenses associated with the rental of park properties. The method of accounting and definition of fund balance is the same as for the Enterprise Fund. Internal Service Fund: Separate financial accounts are used to record transactions provided by one department or unit to other departments of the Commission on a cost-reimbursement basis. Fund Balance figure represents net assets.

24 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County FY03 - FY12 General Fund Revenues and Expenditures ($ in millions)

$120

$100

$80

$60

$40

$20

$0 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 Revenues 74.0 74.2 79.7 89.5 98.1 104.8 106.0 106.4 92.9 108.5 Expenditures 72.4 76.0 82.3 89.0 92.4 102.0 108.1 107.7 97.3 109.5 FY03 - FY10 are actuals; FY11 is estimated; FY12 is budgeted. Reserves are not included in these numbers.

Montgomery County General Fund Ending Fund Balance FY03- FY12 ($ in millions)

14.0

12.0

10.0

8.0

6.0

4.0

2.0

- FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11 FY12 Fund Balance 7.8 6.8 4.8 5.3 10.1 12.9 10.7 9.4 5.0 4.0 FY03 - FY10 are actual; FY11 is estimated; FY12 is budgeted.

25 M-NCPPC Montgomery County Proposed FY12 Budget MONTGOMERY COUNTY TAX RATES AND ASSESSABLE BASE

FUNDS ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Tax Rates: (Cents per $100 of assessed value)

Administration Real 1.9 1.8 1.5 1.8 Personal 4.7 4.5 3.8 4.5

Park Real 5.3 5.0 4.5 5.3 Personal 13.2 12.5 11.2 13.3

Adv. Land Acquisition Real 0.1 0.1 0.1 0.1 Personal 0.3 0.3 0.3 0.3

Total Tax Rates (Cents) Real 7.3 6.9 6.1 7.2 Personal 18.2 17.3 15.3 18.1

Assesessable Base): (in billions)

Regional District (Administration Fund) Real 137.037 145.753 147.735 144.712 Personal 3.217 3.409 3.400 3.508

Metropolitan District (Park Fund) Real 137.037 145.753 147.735 144.712 Personal 3.217 3.409 3.400 3.508

Adv. Land Acquisition (Entire County) Real 158.133 167.097 170.479 165.903 Personal 3.920 4.124 4.144 4.243

NOTE: The assessable base for both the Administration Fund and the Park Fund covers all of Montgomery County except the municipalities of Rockville, Gaithersburg, Washington Grove, Barnesville, Brookeville, Poolesville, and Laytonsville.

26 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY FUND STRUCTURE

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

General Fund Administration Fund 27,224,876 26,917,527 21,582,970 26,264,700 21.7% Park Fund 78,750,713 79,468,132 72,307,200 82,266,000 13.8% Fund Bal Prior Year - General Fund 3,153,609 1,854,420 6,416,900 4,122,300 -35.8% Subtotal 109,129,198 108,240,079 100,307,070 112,653,000 12.3% NonMajor Governmental Funds Adv Land Acq - Debt Service Fund 1,700,802 1,804,764 1,810,670 1,768,200 -2.3% Special Revenue Fund 4,445,681 3,906,150 5,400,200 5,422,240 0.4% Fund Bal Prior Year - NonMajor 0 406,721 571,248 247,900 -56.6% Subtotal 6,146,483 6,117,635 7,782,118 7,438,340 -4.4% Private Purpose Trust Fund Adv Land Acq- Revolving Fund 1,580,502 1,259,882 1,201,018 1,447,300 20.5% Fund Bal Prior Year - Trust 5,265,987 12,804,595 20,153,104 7,348,509 -63.5% Subtotal 6,846,489 14,064,477 21,354,122 8,795,809 -58.8% Proprietary Funds Enterprise Fund 9,367,043 9,446,362 9,838,100 9,774,100 -0.7% Property Management Fund 906,037 791,908 817,000 938,000 14.8% Retained Earning/Fund Bal - Enterprise 0 0 0 0 0.0% Retained Earning/Fund Bal - Property Mgmt 0 0 250,000 0 -100.0% Subtotal 10,273,080 10,238,270 10,905,100 10,712,100 -1.8% Internal Service Funds Risk Management 3,910,892 3,350,673 3,119,900 2,614,300 -16.2% Capital Equipment 4,399,931 4,546,227 1,168,200 1,196,100 2.4% Silver Place/ MRO 200,000 0 0 0 0.0% Retained Earning/Fund Bal - ISF 0 0 1,211,100 1,065,400 -12.0% Subtotal 8,510,823 7,896,900 5,499,200 4,875,800 -11.3%

Total Revenues 140,906,073 146,557,361 145,847,610 144,475,049 -0.9%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

General Fund Administration Fund 26,241,385 26,383,142 24,465,690 27,304,100 11.6% Park Fund 81,904,322 81,322,552 75,841,380 85,348,900 12.5% Subtotal 108,145,707 107,705,694 100,307,070 112,653,000 12.3% NonMajor Governmental Funds Adv Land Acq - Debt Service 1,678,914 1,824,924 1,822,718 1,768,200 -3.0% Special Revenue Fund 3,971,293 4,292,711 5,959,400 5,670,140 -4.9% Subtotal 5,650,207 6,117,635 7,782,118 7,438,340 -4.4% Private Purpose Trust Fund Adv Land Acq- Revolving Fund 6,846,489 14,064,477 21,354,122 8,795,809 -58.8% Proprietary Funds Enterprise Fund 9,057,974 8,935,130 9,178,600 9,622,300 4.8% Property Management Fund 906,037 791,908 1,067,000 938,000 -12.1% Subtotal 9,964,011 9,727,038 10,245,600 10,560,300 3.1% Internal Service Funds Risk Management 3,375,729 2,932,141 3,677,700 3,209,100 -12.7% Capital Equipment 1,541,252 1,614,941 1,821,500 1,666,700 -8.5% Silver Place/ MRO 139 0 0 0 0.0% Subtotal 4,917,120 4,547,082 5,499,200 4,875,800 -11.3%

Total Expenditures 135,523,534 142,161,926 145,188,110 144,323,249 -0.6%

NOTE: Revenues include use of fund balance, where applicable; Expenditures include reserves, where applicable. * Fund balance in FY09 actual revenues in tax-supported funds restated to show only the amount needed to balance the budge (rather than showing the total accumulative fund balance from prior years).

27 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY EXPENDITURES BY DEPARTMENT AND OTHER ORGANIZATIONAL UNITS

(EXCLUDING RESERVES)

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Planning Department $18,033,266 $17,881,620 $16,055,880 $17,217,300 7.2% Parks Department & Debt Service 81,904,322 81,322,552 73,757,880 81,312,600 10.2% Department of Human. Res. & Mgmt. 2,586,042 2,391,258 1,968,900 2,090,550 6.2% Department of Finance 3,127,365 3,864,350 3,174,450 3,322,600 4.7% Internal Audit Division 0 0 0 213,050 100.0% Legal Department 1,066,048 1,239,263 1,038,850 1,121,600 8.0% Commissioners' Office 988,287 1,033,748 1,022,660 1,136,400 11.1% Other Units: Merit System Board 51,527 71,895 47,650 66,750 40.1% Support Services 513,188 0 444,700 508,800 14.4% Non-Departmental (124,338) (98,992) 0 2,523,950 100.0% Advance Land Acquisition : Debt Service* 677,356 649,981 631,700 320,900 -49.2% Total Tax Supported Funds $108,823,063 $108,355,675 $98,142,670 $109,834,500 11.9%

Enterprise Fund 9,057,974 8,935,130 9,178,600 9,622,300 4.8% Property Management 906,037 791,908 1,067,000 938,000 -12.1% Special Revenue Fund 3,971,293 4,292,711 5,959,400 5,670,140 -4.9% Total Tax & Non-Tax Supp. Funds $122,758,367 $122,375,424 $114,347,670 $126,064,940 10.2%

* Excludes Transfer to Revolving Fund (FY12 $1,447,300)

28 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY ADMINISTRATION FUND SUMMARY

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Property Taxes $27,503,864 $27,893,688 $23,220,970 $27,352,700 17.8% Service Charges 401,328 292,727 350,000 230,000 -34.3% Interest 201,425 60,468 90,000 60,000 -33.3% Miscellaneous 23,156 61,262 0 0 0.0% Grants 868,103 137,382 150,000 150,000 0.0% Total Current Revenue 28,997,876 28,445,527 23,810,970 27,792,700 16.7% Transfers to Special Revenue Fund (1,773,000) (1,528,000) (1,528,000) (1,528,000) 0.0% Transfers to Park Fund 0 0 (700,000) 0 -100.0% Fund Balance from Prior Years 0 0 2,882,720 1,039,400 -63.9% Total Revenues $27,224,876 $26,917,527 $24,465,690 $27,304,100 11.6%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Commissioners' Office $988,287 $1,033,748 $1,022,660 $1,136,400 11.1% Planning Activities: Director Of Planning 578,087 479,748 486,200 883,000 81.6% Management & Techonology Services 2,306,175 3,819,502 3,777,600 3,702,700 -2.0% Community Based Planning 2,263,300 2,556,139 2,137,300 0 -100.0% Urban Design / Historical Preservation 1,358,594 1,404,698 1,298,800 0 -100.0% Environmental Planning 2,310,847 2,318,365 1,873,600 0 -100.0% Transportation Planning 1,866,452 1,629,771 1,352,100 0 -100.0% Development Review 945,022 1,220,441 900,100 0 -100.0% Ctr for Research & Information Systems 4,309,150 2,767,918 2,199,200 2,033,300 -7.5%

Functional Planning & Policy 0 0 0 2,099,200 100.0% Area 1 0 0 0 1,568,500 100.0% Area 2 0 0 0 1,867,400 100.0% Area 3 0 0 0 1,802,500 100.0% Dev Applications & Regulatory Coordination 0 0 0 990,900 100.0% Support Services 2,095,639 1,685,038 1,880,980 2,119,800 12.7% Grants 0 0 150,000 150,000 0.0% Total Planning Activities $18,033,266 $17,881,620 $16,055,880 $17,217,300 7.2% Central Administrative Services: Dept. of Human Resources & Management 2,586,042 2,391,258 1,968,900 2,090,550 6.2% Department Of Finance 3,127,365 3,864,350 3,174,450 3,322,600 4.7% Legal Department 1,066,048 1,239,263 1,038,850 1,121,600 8.0% Internal Audit Division 0 0 0 213,050 100.0% CAS Support Services 513,188 0 444,700 508,800 14.4% Merit System Board 51,527 71,895 47,650 66,750 40.1% Total CAS $7,344,170 $7,566,766 $6,674,550 $7,323,350 9.7% Nondepartmental (124,338) (98,992) 0 831,750 100.0% Total Expenditures $26,241,385 $26,383,142 $23,753,090 $26,508,800 11.6% Designated Expenditure Reserve 0 0 712,600 795,300 11.6% Total Funds Required $26,241,385 $26,383,142 $24,465,690 $27,304,100 11.6%

Tax Rates (Cents) Real 1.9 1.8 1.5 1.8 20.0% Personal 4.7 4.5 3.8 4.5 18.4% Assessable Base (Billions) Real 137.037 145.753 147.735 144.712 -2.0% Personal 3.217 3.409 3.400 3.508 3.2% NOTE: This assessable base covers all of Montgomery County except the municipalities of Rockville, Gaithersburg, Washington Grove, Barnesville, Brookeville, Poolesville, and Laytonsville. * Fund balance in FY09 actual revenues in tax-supported funds restated to show only the amount needed to balance the budget (rather than showing the total accumulative fund balance from prior years).

29 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY PARK FUND SUMMARY

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Property Taxes $76,815,841 $77,539,025 $69,596,600 $80,555,700 15.7% Facilities User Fees $1,446,153 1,433,201 1,845,000 1,669,300 -9.5% Interest - operating 377,695 40,584 110,000 115,000 4.5% Interest - CIP 0 1,961 170,000 2,000 -98.8% Grants 295,466 589,371 400,000 400,000 0.0% Misc. Revenue 145,549 168,990 85,600 74,000 -13.6% Total Current Revenue 79,080,704 79,773,132 72,207,200 82,816,000 14.7% Fund Bal. from Prior Years 3,153,609 1,854,420 3,534,180 3,082,900 -12.8% Subtotal $82,234,313 $81,627,552 $75,741,380 $85,898,900 13.4% Transfer from Administration Fund 0 0 700,000 0 -100.0% Transfer to CIP 289,009 (270,000) (350,000) (350,000) 0.0% Transfer to Enterprise Fund (619,000) (35,000) 0 0 0.0% Transfer to Property Mgmt Fund 0 0 (250,000) (200,000) -20.0% Total Revenues $81,904,322 $81,322,552 $75,841,380 $85,348,900 12.5%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09* FY10 FY11 FY12 CHANGE

Director of Parks $2,749,983 $863,036 $780,500 $909,000 16.5% Public Affairs & Community Partnerships 0 1,241,608 939,100 2,035,400 116.7% Special Programs 0 823,587 640,000 0 -100.0% Management Services 902,343 929,278 822,000 3,375,500 310.6% Facilities Management (Old) 1,547,319 1,215,639 873,000 0 -100.0% Technology Center 1,667,153 1,576,606 1,658,900 0 -100.0% Park Planning and Stewardship 3,340,937 3,352,766 2,960,500 3,187,000 7.7% Park Development 3,265,843 3,285,949 2,385,600 3,284,500 37.7% Park Police 11,833,281 11,737,802 11,288,500 12,437,600 10.2% Horticulture, Forestry & Environmental Ed 5,866,903 6,256,581 5,272,900 7,618,300 44.5% Facilities Management (Formerly Cent Maint) 10,989,955 11,574,831 10,759,900 11,037,900 2.6% Northern Parks 8,725,496 8,981,609 7,949,900 7,876,800 -0.9% Southern Parks 13,016,940 13,793,337 11,499,000 11,677,800 1.6% Non-Departmental (25,199) (474,426) 0 1,692,200 100.0% Grants 275,448 515,765 400,000 400,000 0.0% Support Services 13,943,270 11,989,609 11,220,280 12,604,900 12.3% Total Operating $78,099,672 $77,663,577 $69,450,080 $78,136,900 12.5% Debt Service 3,804,650 3,658,975 4,307,800 4,867,900 13.0% Total Expenditures $81,904,322 $81,322,552 $73,757,880 $83,004,800 12.5% Designated Exp. Reserve 0 0 2,083,500 2,344,100 12.5% Total Funds Required $81,904,322 $81,322,552 $75,841,380 $85,348,900 12.5%

Tax Rates (Cents) Real 5.3 5.0 4.5 5.3 17.8% Personal 13.2 12.5 11.2 13.3 18.8% Assessable Base (Billions) Real 137.037 145.753 147.735 144.712 -2.0% Personal 3.217 3.409 3.400 3.508 3.2% NOTE: This assessable base covers all of Montgomery County except the municipalities of Barnesville, Brookeville, Rockville, Gaithersburg, Washington Grove, Poolesville, and Laytonsville. * Fund balance in FY09 actual revenues in tax-supported funds restated to show only the amount needed to balance the budget (rather than showing the total accumulative fund balance from prior years).

30 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY ENTERPRISE FUND SUMMARY

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Fees & Charges $5,456,653 $5,908,744 $6,372,000 $6,065,100 -4.8% Rentals 2,419,036 2,647,483 2,586,400 3,018,500 16.7% Merchandise Sales 651,471 637,367 761,200 649,300 -14.7% Concessions 88,899 55,850 88,500 29,200 -67.0% Interest 49,735 11,918 30,000 12,000 -60.0% Transfer In (from Park Fund) 619,000 35,000 0 0 0.0% Intergovernmental Revenue 82,249 150,000 0 0 0.0% Total Revenues $9,367,043 $9,446,362 $9,838,100 $9,774,100 -0.7%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Personnel Services $2,999,495 $3,002,271 $3,061,400 $3,156,500 3.1% Administration (Alloc.) * 849,390 916,405 905,100 1,200,800 32.7% Chargebacks (Alloc.) * 398,000 399,399 396,500 446,500 12.6% Cost of Goods Sold 356,967 345,027 406,300 325,200 -20.0% Supplies & Materials 503,561 431,349 472,900 497,200 5.1% Other Services & Charges 2,574,006 2,542,369 2,661,300 2,636,400 -0.9% Capital Outlay 54,988 0 0 0 0.0% Transfer to CIP ** 0 0 0 100,000 Debt Service-Revenue Bonds 214,344 168,752 122,500 83,200 -32.1% Principal Payments 1,107,223 1,129,558 1,152,600 1,176,500 2.1% Total Expenditures $9,057,974 $8,935,130 $9,178,600 $9,622,300 4.8% Revenue Over (Under) Expenditures $309,069 $511,232 $659,500 $151,800

* Administrative and chargeback costs are allocated to the various facilities in the fund on a percentage basis. ** Beginning in FY12, the CIP transfer from Enterprise Fund is reflected in the total expenditure appropriation.

Cash Flow Elements: CIP Transfers, Per Appropriation ** 225,724 0 100,000 0 Payment to Enterprise Reserve 0 0 0 0 Net Increase/(Decrease) in Cash 83,345 511,232 559,500 151,800

Positions/Workyears - F/T Career 32/32.00 32/32.00 32/32.00 32/32.00 Positions/Workyears - P/T Career 0/0.00 0/0.00 0/0.00 0/0.00 Career Total 32/32.00 32/32.00 32/32.00 32/32.00 Positions/Workyears - Contract Term 1/1.00 1/1.00 1/1.00 1/1.00 Workyears - Seasonal 68.70 77.20 75.00 82.40 ` Chargebacks 2.90 2.90 2.90 3.40 Less Normal Lapse 0.00 0.00 0.00 0.00 Total Workyears 104.60 113.10 110.90 118.80

31 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY PROPERTY MANAGEMENT FUND

REVENUES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Rental Income $876,219 $786,393 $807,000 $733,000 -9.2% Interest 29,818 5,515 10,000 5,000 -50.0% Transfer from Park Fund 0 0 250,000 200,000 -20.0% Total Revenues $906,037 $791,908 $1,067,000 $938,000 -12.1%

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED % FY09 FY10 FY11 FY12 CHANGE

Personnel Services $297,669 $313,326 $310,100 $335,500 8.2% Supplies & Materials 948 931 2,800 0 -100.0% Other Services & Charges 575,040 452,951 701,900 652,500 -7.0% Capital Outlay & Other 00000.0% Chargebacks * 32,380 24,700 52,200 (50,000) -195.8% Total Expenditures $906,037 $791,908 $1,067,000 $938,000 -12.1%

Revenue Over (Under) Expenditures (Transfer to Park Gen. Fund) $0 $0 $0 $0 0.0%

Positions/Workyears: Full-Time Career 3/3.00 3/3.00 3/3.00 3/3.00 Part-Time Career 0000 Total Career (Pos/Wys) 3/3.00 3/3.00 3/3.00 3/3.00 Term Contract 0/0.00 0/0.00 0/0.00 0/0.00 Chargebacks 0/0.50 0/0.50 0/0.50 0/(0.50) Total Workyears 3.50 3.50 3.50 2.50

* FY10 & FY11 Budgets include 0.5 workyears from Special Programs Division. This chargeback was discontinued in late FY10. FY12 Budget includes 0.5 workyears charged to Enterprise Fund

32 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS BY FUND

ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS

ADMINISTRATION Full-Time Career 242.50 242.50 242.50 242.50 244.50 244.50 207.80 207.10 206.80 206.10 Unfunded Career (Planning Dept)*** 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 12.00 7.45 12.00 7.45 11.00 6.45 8.50 4.90 8.50 4.90 Career Total 254.50 249.95 254.50 249.95 255.50 250.95 223.30 212.00 222.30 211.00 Term Contract 8.00 6.05 7.50 5.55 6.50 4.80 1.00 0.75 1.00 0.75 Seasonal/Intermittent 0.60 0.20 0.20 0.00 0.00 Chargebacks (34.21) (27.12) (27.25) (26.55) (26.55) Total Workyears 222.39 228.58 228.70 186.20 185.20 Less Normal Lapse WYs (9.80) (11.70) (11.73) (9.25) (9.25) 212.59 216.88 216.97 176.95 175.95 PARK OPERATION Full-Time Career 711.00 697.62 713.00 700.93 713.00 700.93 656.00 656.00 662.00 662.00 Part-Time Career 16.00 10.10 16.00 10.40 16.00 10.40 13.00 8.90 13.00 9.00 Career Total 727.00 707.72 729.00 711.33 729.00 711.33 669.00 664.90 675.00 671.00 Term Contract 8.00 7.25 6.00 5.15 6.00 5.20 4.00 3.70 4.00 4.00 Seasonal/Intermittent 57.64 55.19 54.91 1.00 32.70 Chargebacks (29.70) (31.00) (31.30) (33.70) (33.20) Total Workyears 742.91 740.67 740.14 635.90 674.50 Less Normal Lapse WYs (54.70) (52.17) (52.25) (33.00) (33.50) 688.21 688.50 687.89 602.90 641.00 TOTAL TAX SUPPORTED Full-Time Career 953.50 940.12 955.50 943.43 957.50 945.43 863.80 863.10 868.80 868.10 Unfunded Career (Planning Dept) 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 28.00 17.55 28.00 17.85 27.00 16.85 21.50 13.80 21.50 13.90 Career Total 981.50 957.67 983.50 961.28 984.50 962.28 892.30 876.90 897.30 882.00 Term Contract 16.00 13.30 13.50 10.70 12.50 10.00 5.00 4.45 5.00 4.75 Seasonal/Intermittent 58.24 55.39 55.11 1.00 32.70 Chargebacks (63.91) (58.12) (58.55) (60.25) (59.75) Total Workyears 965.30 969.25 968.84 822.10 859.70 Less Normal Lapse WYs (64.50) (63.87) (63.98) (42.25) (42.75) 900.80 905.38 904.86 779.85 816.95 ENTERPRISE Full-Time Career 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Term Contract 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 68.70 77.20 75.00 75.00 82.40 Chargebacks 2.90 2.90 2.90 2.90 3.40 Total Workyears 104.60 113.10 110.90 110.90 118.80 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 104.60 113.10 110.90 110.90 118.80 PROPERTY MANAGEMENT Full-Time Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Chargeback 0.50 0.50 0.50 0.50 (0.50) Total Workyears 3.50 3.50 3.50 3.50 2.50

SPECIAL REVENUE FUND Seasonal/Intermittent 30.23 27.12 27.55 27.55 28.55

INTERNAL SERVICE FUNDS Full-Time Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00

TOTAL TAX & NON-TAX SUPPORTED Full-Time Career 991.50 978.12 993.50 981.43 995.50 983.43 901.80 901.10 907.80 907.10 Unfunded Career (Planning Dept) 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 28.00 17.55 28.00 17.85 27.00 16.85 21.50 13.80 21.50 13.90 Career Total 1019.50 995.67 1021.50 999.28 1022.50 1000.28 930.30 914.90 936.30 921.00 Term Contract 17.00 14.30 14.50 11.70 13.50 11.00 6.00 5.45 6.00 5.75 Seasonal/Intermittent 157.17 159.71 157.66 103.55 143.65 Chargebacks (60.51) (54.72) (55.15) (56.85) (56.85) Total Workyears 1106.63 1115.97 1113.79 967.05 1013.55 Less Normal Lapse WYs (64.50) (63.87) (63.98) (42.25) (42.75) Total Workyears 1042.13 1052.10 1049.81 924.80 970.80

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

33 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS

ACTUAL ACTUAL BUDGET RESTATED** PROPOSED Administration FY09 FY10 FY11 FY11 FY12 Fund POS WYS POS WYS POS WYS POS WYS POS WYS

COMMISSIONERS' OFFICE Full-Time Career 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Part-Time Career 5.00 2.50 5.00 2.50 5.00 2.50 5.00 2.50 5.00 2.50 Career Total 12.00 9.50 12.00 9.50 12.00 9.50 12.00 9.50 12.00 9.50 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.40 0.00 0.00 0.00 0.00 Total Workyears 9.90 9.50 9.50 9.50 9.50

CENTRAL ADMINISTRATIVE SERVICES

DEPARTMENT OF HMN. RES. & MGMT. Full-Time Career 24.00 24.00 20.50 20.50 20.50 20.50 17.00 17.00 17.00 17.00 Part-Time Career 0.50 0.25 0.50 0.25 0.50 0.25 0.00 0.00 0.00 0.00 Career Total 24.50 24.25 21.00 20.75 21.00 20.75 17.00 17.00 17.00 17.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 Total Workyears 24.25 20.75 20.75 17.00 17.00 Less Normal Lapse WYs (0.50) (2.00) (2.00) (1.75) (1.75) 23.75 18.75 18.75 15.25 15.25 DEPARTMENT OF FINANCE Full-Time Career 30.00 30.00 33.50 33.50 33.50 33.50 32.50 32.50 29.50 29.50 Part-Time Career 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 Career Total 30.50 30.30 34.00 33.80 34.00 33.80 33.00 32.80 30.00 29.80 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 30.30 33.80 33.80 32.80 29.80 Less Normal Lapse WYs (1.20) (1.20) (1.50) (1.50) (1.00) 29.10 32.60 32.30 31.30 28.80 LEGAL DEPARTMENT Full-Time Career 11.50 11.50 11.50 11.50 12.50 12.50 10.80 10.35 10.80 10.35 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 11.50 11.50 11.50 11.50 12.50 12.50 10.80 10.35 10.80 10.35 Term Contract 1.50 1.25 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 Total Workyears 12.75 12.25 13.25 10.35 10.35 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 12.75 12.25 13.25 10.35 10.35 INTERNAL AUDIT DIVISION Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 0.00 Total Workyears 0.00 0.00 0.00 0.00 2.00 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 (0.50) 0.00 0.00 0.00 0.00 1.50 MERIT SYSTEM BOARD Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.25 0.50 0.25 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.25 0.50 0.25 Term Contract 0.50 0.25 0.50 0.25 0.50 0.25 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 0.25 0.25 0.25 0.25 0.25 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 0.25 0.25 0.25 0.25 0.25 TOTAL Central Administrative Services Full-Time Career 65.50 65.50 65.50 65.50 66.50 66.50 60.80 60.10 59.80 59.10 Part-Time Career 1.00 0.55 1.00 0.55 1.00 0.55 0.50 0.30 0.50 0.30 Career Total 66.50 66.05 66.50 66.05 67.50 67.05 61.30 60.40 60.30 59.40 Term Contract 2.00 1.50 1.50 1.00 1.50 1.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 67.55 67.05 68.05 60.40 59.40 Less Normal Lapse WYs (1.70) (3.20) (3.50) (3.25) (3.25) 65.85 63.85 64.55 57.15 56.15

PLANNING

DIRECTOR'S OFFICE Full-Time Career 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.75 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 4.00 3.00 3.00 3.00 5.75 Less Normal Lapse WYs (0.18) 0.00 0.00 0.00 0.00 3.82 3.00 3.00 3.00 5.75

MANAGEMENT & TECHNOLOGY SERVICES Full-Time Career 26.00 26.00 28.00 28.00 29.00 29.00 23.00 23.00 21.00 21.00 Part-Time Career 0.00 0.00 1.00 0.90 1.00 0.90 1.00 0.90 1.00 0.90 Career Total 26.00 26.00 29.00 28.90 30.00 29.90 24.00 23.90 22.00 21.90 Term Contract 1.00 0.75 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (0.28) (0.25) (0.26) (0.26) (0.26) Total Workyears 26.47 29.40 30.39 23.64 21.64 Less Normal Lapse WYs (1.17) (1.30) (1.37) (0.99) 0.00 25.30 28.10 29.02 22.65 21.64

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

34 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued)

ADMINISTRATION ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

FUNCTIONAL PLANNING AND POLICY Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 17.00 17.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 18.00 17.50 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 (3.00) Total Workyears 0.00 0.00 0.00 0.00 14.50 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 14.50 AREA 1 Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 (4.51) Total Workyears 0.00 0.00 0.00 0.00 14.49 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 (2.00) 0.00 0.00 0.00 0.00 12.49 AREA 2 Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 (4.51) Total Workyears 0.00 0.00 0.00 0.00 14.49 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 14.49 AREA 3 Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 18.00 18.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.70 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 19.00 18.70 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 (4.51) Total Workyears 0.00 0.00 0.00 0.00 14.19 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 14.19 DEV APPLICATIONS & REGULATORY COORDINATION Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 (8.40) Total Workyears 0.00 0.00 0.00 0.00 12.60 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 (1.00) 0.00 0.00 0.00 0.00 11.60 COMMUNITY-BASED PLANNING Full-Time Career 21.00 21.00 23.00 23.00 23.00 23.00 22.00 22.00 0.00 0.00 Part-Time Career 1.00 0.70 1.00 0.70 1.00 0.70 1.00 0.70 0.00 0.00 Career Total 22.00 21.70 24.00 23.70 24.00 23.70 23.00 22.70 0.00 0.00 Term Contract 2.00 1.50 2.00 1.50 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (2.10) (1.50) (1.88) (1.88) 0.00 Total Workyears 21.10 23.70 22.57 20.82 0.00 Less Normal Lapse WYs (0.98) (1.03) (1.37) (1.02) 0.00 20.12 22.67 21.20 19.80 0.00 ENVIRONMENTAL PLANNING Full-Time Career 24.00 24.00 24.00 24.00 24.00 24.00 17.00 17.00 0.00 0.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 24.00 24.00 24.00 24.00 24.00 24.00 17.00 17.00 0.00 0.00 Term Contract 1.00 0.75 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (0.84) (0.55) (0.50) (0.50) 0.00 Total Workyears 23.91 24.20 24.25 16.50 0.00 Less Normal Lapse WYs (1.08) (1.08) (1.82) (0.77) 0.00 22.83 23.12 22.43 15.73 0.00 TRANSPORTATION PLANNING Full-Time Career 19.00 19.00 19.00 19.00 19.00 19.00 14.00 14.00 0.00 0.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 19.00 19.00 19.00 19.00 19.00 19.00 14.00 14.00 0.00 0.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (3.01) (2.37) (2.43) (2.43) 0.00 Total Workyears 15.99 16.63 16.57 11.57 0.00 Less Normal Lapse WYs (1.11) (0.86) (1.37) (0.68) 0.00 14.88 15.78 15.20 10.89 0.00

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

35 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued)

ADMINISTRATION ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

URBAN DESIGN / HISTORIC PRESERVATION Full-Time Career 14.00 14.00 14.00 14.00 15.00 15.00 13.00 13.00 0.00 0.00 Part-Time Career 4.00 2.80 4.00 2.80 3.00 1.80 1.00 0.50 0.00 0.00 Career Total 18.00 16.80 18.00 16.80 18.00 16.80 14.00 13.50 0.00 0.00 Term Contract 1.00 0.75 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.20 0.20 0.20 0.00 0.00 Chargebacks (4.62) (4.41) (4.46) (3.76) 0.00 Total Workyears 13.13 13.34 13.29 9.74 0.00 Less Normal Lapse WYs (0.74) (0.76) 0.00 (0.61) 0.00 12.39 12.58 13.29 9.13 0.00 DEVELOPMENT REVIEW Full-Time Career 33.00 33.00 33.00 33.00 33.00 33.00 26.00 26.00 0.00 0.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 33.00 33.00 33.00 33.00 33.00 33.00 26.00 26.00 0.00 0.00 Term Contract 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.75 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (21.68) (16.70) (16.36) (16.36) 0.00 Total Workyears 12.12 17.10 17.44 10.39 0.00 Less Normal Lapse WYs (1.49) (2.32) (1.84) (1.25) 0.00 10.64 14.78 15.60 9.14 0.00

CTR FOR RESEARCH & INFO SYSTEMS (formerly RTC) Full-Time Career 29.00 29.00 26.00 26.00 25.00 25.00 22.00 22.00 20.00 20.00 Part-Time Career 1.00 0.90 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 30.00 29.90 26.00 26.00 25.00 25.00 22.00 22.00 20.00 20.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks (1.68) (1.34) (1.36) (1.36) (1.36) Total Workyears 28.22 24.66 23.64 20.64 18.64 Less Normal Lapse WYs (1.35) (1.16) (0.46) (0.68) (3.00) 26.87 23.50 23.18 19.96 15.64 TOTAL PLANNING Full-Time Career 170.00 170.00 170.00 170.00 171.00 171.00 140.00 140.00 140.00 140.00 Unfunded Career** 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 6.00 4.40 6.00 4.40 5.00 3.40 3.00 2.10 3.00 2.10 Career Total 176.00 174.40 176.00 174.40 176.00 174.40 150.00 142.10 150.00 142.10 Term Contract 6.00 4.55 6.00 4.55 5.00 3.80 1.00 0.75 1.00 0.75 Seasonal/Intermittent 0.20 0.20 0.20 0.00 0.00 Chargebacks (34.21) (27.12) (27.25) (26.55) (26.55) Total Workyears 144.94 152.03 151.15 116.30 116.30 Less Normal Lapse WYs (8.10) (8.50) (8.23) (6.00) (6.00) 136.84 143.53 142.92 110.30 110.30

TOTAL ADMINISTRATION FUND (Commissioners' Office, CAS, and Planning) Full-Time Career 242.50 242.50 242.50 242.50 244.50 244.50 207.80 207.10 206.80 206.10 Unfunded Career (Planning Dept) *** 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 12.00 7.45 12.00 7.45 11.00 6.45 8.50 4.90 8.50 4.90 Career Total 254.50 249.95 254.50 249.95 255.50 250.95 223.30 212.00 222.30 211.00 Term Contract 8.00 6.05 7.50 5.55 6.50 4.80 1.00 0.75 1.00 0.75 Seasonal/Intermittent 0.60 0.20 0.20 0.00 0.00 Chargebacks (34.21) (27.12) (27.25) (26.55) (26.55) Total Workyears 222.39 228.58 228.70 186.20 185.20 Less Normal Lapse WYs (9.80) (11.70) (11.73) (9.25) (9.25) 212.59 216.88 216.97 176.95 175.95

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils. *** Planning Dept includes unfunded workyears to provide flexibility in staff levels if development activity increases during the fiscal year.

36 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued)

PARK ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

DIRECTOR OF PARKS Full-Time Career 22.00 21.77 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Part-Time Career 1.00 0.80 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 23.00 22.57 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Term Contract 1.00 0.80 1.00 0.80 1.00 0.80 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.80 Chargebacks 0.10 0.00 0.00 0.00 0.00 Total Workyears 23.47 5.80 5.80 5.00 5.80 Less Normal Lapse WYs (1.90) (0.25) (0.25) 0.00 0.00 21.57 5.55 5.55 5.00 5.80 SPECIAL PROGRAMS Full-Time Career 0.00 0.00 7.00 7.00 7.00 7.00 0.00 0.00 0.00 0.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 7.00 7.00 7.00 7.00 0.00 0.00 0.00 0.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 (0.50) (0.50) 0.00 0.00 Total Workyears 0.00 6.50 6.50 0.00 0.00 Less Normal Lapse 0.00 (0.50) (0.50) 0.00 0.00 0.00 6.00 6.00 0.00 0.00 PUBLIC AFFAIRS & COMMUNITY PARTNERSHIPS Full-Time Career 0.00 0.00 11.00 11.00 11.00 11.00 20.00 20.00 20.00 20.00 Part-Time Career 0.00 0.00 1.00 0.80 1.00 0.80 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 12.00 11.80 12.00 11.80 20.00 20.00 20.00 20.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 (0.50) (0.50) (0.50) (0.50) Total Workyears 0.00 11.30 11.30 19.50 19.50 Less Normal Lapse 0.00 (1.00) (1.00) (1.00) (1.00) 0.00 10.30 10.30 18.50 18.50 MANAGEMENT SERVICES Full-Time Career 7.00 6.93 8.00 8.00 8.00 8.00 22.00 22.00 22.00 22.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.90 1.00 0.90 Career Total 7.00 6.93 8.00 8.00 8.00 8.00 23.00 22.90 23.00 22.90 Term Contract 1.00 0.80 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 (1.00) (1.00) Total Workyears 7.73 8.00 8.00 21.90 21.90 Less Normal Lapse WYs (0.60) (0.33) (0.50) (1.20) (1.20) 7.13 7.67 7.50 20.70 20.70 FACILITIES MANAGEMENT (Old) Full-Time Career 7.00 6.93 6.00 6.00 6.00 6.00 0.00 0.00 0.00 0.00 Part-Time Career 1.00 0.50 1.00 0.50 1.00 0.50 0.00 0.00 0.00 0.00 Career Total 8.00 7.43 7.00 6.50 7.00 6.50 0.00 0.00 0.00 0.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 7.43 6.50 6.50 0.00 0.00 Less Normal Lapse WYs (0.60) (0.50) (0.50) 0.00 0.00 6.83 6.00 6.00 0.00 0.00 TECHNOLOGY CENTER Full-Time Career 11.00 10.84 11.00 11.00 11.00 11.00 0.00 0.00 0.00 0.00 Part-Time Career 1.00 0.90 1.00 0.90 1.00 0.90 0.00 0.00 0.00 0.00 Career Total 12.00 11.74 12.00 11.90 12.00 11.90 0.00 0.00 0.00 0.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 1.00 1.00 1.00 0.00 0.00 Chargebacks (1.00) (1.00) (1.00) 0.00 0.00 Total Workyears 11.74 11.90 11.90 0.00 0.00 Less Normal Lapse WYs (1.00) (1.00) (0.75) 0.00 0.00 10.74 10.90 11.15 0.00 0.00 PARK PLANNING AND STEWARDSHIP Full-Time Career 28.00 27.73 28.00 28.00 28.00 28.00 26.00 26.00 26.00 26.00 Part-Time Career 3.00 2.10 3.00 2.40 3.00 2.40 4.00 2.90 4.00 2.90 Career Total 31.00 29.83 31.00 30.40 31.00 30.40 30.00 28.90 30.00 28.90 Term Contract 2.00 1.75 2.00 1.50 2.00 1.50 1.00 0.80 1.00 1.00 Seasonal/Intermittent 4.35 4.00 3.72 1.00 1.60 Chargebacks (0.10) (1.50) (1.50) (2.50) (4.60) Total Workyears 35.83 34.40 34.12 28.20 26.90 Less Normal Lapse WYs (2.40) (2.44) (2.50) (1.50) (1.50) 33.43 31.96 31.62 26.70 25.40 PARK DEVELOPMENT Full-Time Career 44.00 43.73 45.00 45.00 45.00 45.00 41.00 41.00 41.00 41.00 Part-Time Career 3.00 2.30 3.00 2.30 3.00 2.30 3.00 2.30 3.00 2.40 Career Total 47.00 46.03 48.00 47.30 48.00 47.30 44.00 43.30 44.00 43.40 Term Contract 3.00 3.00 2.00 1.95 2.00 2.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 0.50 0.00 0.00 0.00 0.00 Chargebacks (18.00) (18.50) (18.50) (20.00) (17.80) Total Workyears 31.53 30.75 30.80 24.30 26.60 Less Normal Lapse WYs (3.10) (2.25) (2.25) (1.40) (1.40) 28.43 28.50 28.55 22.90 25.20

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

37 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued) PARK ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 CONTINUED POS WYS POS WYS POS WYS POS WYS POS WYS

PARK POLICE Full-Time Career 122.00 119.32 122.00 120.11 122.00 120.11 114.00 114.00 114.00 114.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 122.00 119.32 122.00 120.11 122.00 120.11 114.00 114.00 114.00 114.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 4.50 4.50 4.50 0.00 4.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 123.82 124.61 124.61 114.00 118.00 Less Normal Lapse WYs (9.10) (9.05) (9.00) (6.70) (6.70) 114.72 115.56 115.61 107.30 111.30 HORTICULTURE, FORESTRY & ENVIRONMENTAL ED Full-Time Career 69.00 66.94 69.00 66.40 69.00 66.40 79.00 79.00 79.00 79.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 4.00 2.30 4.00 2.30 Career Total 69.00 66.94 69.00 66.40 69.00 66.40 83.00 81.30 83.00 81.30 Term Contract 1.00 0.90 1.00 0.90 1.00 0.90 1.00 0.90 1.00 1.00 Seasonal/Intermittent 4.00 2.40 2.40 0.00 0.00 Chargebacks (2.80) (1.20) (1.20) (1.20) (1.20) Total Workyears 69.04 68.50 68.50 81.00 81.10 Less Normal Lapse WYs (5.20) (5.10) (5.00) (4.10) (4.20) 63.84 63.40 63.50 76.90 76.90 FACILITIES MANAGEMENT (formerly Central Maint.) Full-Time Career 119.00 117.26 118.00 116.05 118.00 116.05 106.00 106.00 106.00 106.00 Part-Time Career 2.00 0.70 2.00 0.70 2.00 0.70 0.00 0.00 0.00 0.00 Career Total 121.00 117.96 120.00 116.75 120.00 116.75 106.00 106.00 106.00 106.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 2.50 2.50 2.50 0.00 0.00 Chargebacks (6.60) (7.60) (7.60) (8.00) (7.60) Total Workyears 113.86 111.65 111.65 99.00 99.40 Less Normal Lapse WYs (9.10) (8.75) (9.00) (5.20) (5.30) 104.76 102.90 102.65 93.80 94.10 NORTHERN PARKS Full-Time Career 114.00 111.75 114.00 111.72 114.00 111.72 97.00 97.00 97.00 97.00 Part-Time Career 3.00 1.80 3.00 1.80 3.00 1.80 1.00 0.50 1.00 0.50 Career Total 117.00 113.55 117.00 113.52 117.00 113.52 98.00 97.50 98.00 97.50 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 12.40 12.40 12.40 0.00 9.20 Chargebacks (0.90) (0.90) (0.90) (0.90) (0.90) Total Workyears 125.05 125.02 125.02 96.60 105.80 Less Normal Lapse WYs (8.80) (8.50) (8.50) (4.80) (4.90) 116.25 116.52 116.52 91.80 100.90

SOUTHERN PARKS Full-Time Career 168.00 164.42 169.00 165.65 169.00 165.65 146.00 146.00 146.00 146.00 Part-Time Career 2.00 1.00 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 Career Total 170.00 165.42 171.00 166.65 171.00 166.65 146.00 146.00 146.00 146.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 28.39 28.39 28.39 0.00 16.00 Chargebacks (0.40) (0.40) (0.70) (0.70) (0.70) Total Workyears 193.41 194.64 194.34 145.30 161.30 Less Normal Lapse WYs (12.90) (12.50) (12.50) (7.10) (7.30) 180.51 182.14 181.84 138.20 154.00 SUPPORT SERVICES Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 1.10 Chargebacks 0.00 1.10 1.10 1.10 1.10 Total Workyears 0.00 1.10 1.10 1.10 8.20 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 0.00 1.10 1.10 1.10 8.20

TOTAL PARK FUND POSITIONS/WORKYEARS Full-Time Career 711.00 697.62 713.00 700.93 713.00 700.93 656.00 656.00 662.00 662.00 Part-Time Career 16.00 10.10 16.00 10.40 16.00 10.40 13.00 8.90 13.00 9.00 Career Total 727.00 707.72 729.00 711.33 729.00 711.33 669.00 664.90 675.00 671.00 Term Contract 8.00 7.25 6.00 5.15 6.00 5.20 4.00 3.70 4.00 4.00 Seasonal/Intermittent 57.64 55.19 54.91 1.00 32.70 Chargebacks (29.70) (31.00) (31.30) (33.70) (33.20) Total Workyears 742.91 740.67 740.14 635.90 674.50 Less Normal Lapse WYs (54.70) (52.17) (52.25) (33.00) (33.50) 688.21 688.50 687.89 602.90 641.00

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

38 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued)

ENTERPRISE ACTUAL ACTUAL BUDGET RESTATED PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

GOLF COURSES Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Total Workyears 0.00 0.00 0.00 0.00 0.00

ICE RINKS Full-Time Career 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 26.00 25.90 24.10 24.10 28.70 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 37.00 36.90 35.10 35.10 39.70

INDOOR TENNIS Full-Time Career 3.00 3.00 3.00 3.00 3.00 3.50 3.00 3.50 3.00 3.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 3.00 3.00 3.00 3.00 3.00 3.50 3.00 3.50 3.00 3.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 8.50 8.50 8.40 8.40 7.90 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 11.50 11.50 11.90 11.90 10.90

SOCIAL-CONFERENCE CENTERS Full-Time Career 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 3.60 3.70 3.40 3.40 4.80 Chargebacks 0.00 0.00 0.00 0.00 0.00 Total Workyears 7.60 7.70 7.40 7.40 8.80

PARK FACILITIES Full-Time Career 4.00 4.00 3.00 3.00 3.00 2.50 3.00 2.50 3.00 3.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 4.00 4.00 3.00 3.00 3.00 2.50 3.00 2.50 3.00 3.00 Term Contract 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 29.50 35.80 35.80 35.80 36.50 Chargebacks 0.50 0.50 0.50 0.50 0.50 Total Workyears 35.00 40.30 39.80 39.80 41.00

ADMINISTRATION Full-Time Career 10.00 10.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 10.00 10.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 1.10 3.30 3.30 3.30 4.50 Chargebacks 2.40 2.40 2.40 2.40 2.90 Total Workyears 13.50 16.70 16.70 16.70 18.40

TOTAL ENTERPRISE FUND POSITIONS/WORKYEARS Full-Time Career 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Term Contract 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 68.70 77.20 75.00 75.00 82.40 Chargebacks 2.90 2.90 2.90 2.90 3.40 Total Workyears 104.60 113.10 110.90 110.90 118.80 Less Normal Lapse WYs 0.00 0.00 0.00 0.00 0.00 104.60 113.10 110.90 110.90 118.80

39 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY POSITIONS/WORKYEARS (continued) PROPERTY ACTUAL ESTIMATED BUDGET RESTATED PROPOSED MANAGEMENT FY09 FY10 FY11 FY11 FY12 FUND POS WYS POS WYS POS WYS POS WYS POS WYS

PROPERTY MANAGEMENT Full-Time Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Chargeback 0.50 0.50 0.50 0.50 (0.50) Total Workyears 3.50 3.50 3.50 3.50 2.50

SPECIAL REVENUE ACTUAL ACTUAL BUDGET RESTATED PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

Seasonal/Intermittent 30.23 27.12 27.55 27.55 28.55

INTERNAL SERVICE ACTUAL ACTUAL BUDGET RESTATED PROPOSED FUNDS FY09 FY10 FY11 FY11 FY11 POS WYS POS WYS POS WYS POS WYS POS WYS

CAPITAL EQUIPMENT Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00

RISK MANAGEMENT Full-Time Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00

ACTUAL ACTUAL BUDGET RESTATED** PROPOSED FUND FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

TOTAL TAX AND NON-TAX SUPPORTED FUNDS Full-Time Career 991.50 978.12 993.50 981.43 995.50 983.43 901.80 901.10 907.80 907.10 Unfunded Career (Planning) 0.00 0.00 0.00 0.00 0.00 0.00 7.00 0.00 7.00 0.00 Part-Time Career 28.00 17.55 28.00 17.85 27.00 16.85 21.50 13.80 21.50 13.90 Career Total 1019.50 995.67 1021.50 999.28 1022.50 1000.28 930.30 914.90 936.30 921.00 Term Contract 17.00 14.30 14.50 11.70 13.50 11.00 6.00 5.45 6.00 5.75 Seasonal/Intermittent 157.17 159.71 157.66 103.55 143.65 Chargebacks (60.51) (54.72) (55.15) (56.85) (56.85) Total Workyears 1106.63 1115.97 1113.79 967.05 1013.55 Less Normal Lapse WYs (64.50) (63.87) (63.98) (42.25) (42.75) 1042.13 1052.10 1049.81 924.80 970.80

See Glossary for definitions of "Positions", "Workyears", "Term Contract", and "Seasonal" ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

40 M-NCPPC Montgomery County Proposed FY12 Budget

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42 M-NCPPC Montgomery County Proposed FY12 Budget

COMMISSIONERS’ OFFICE

EXECUTIVE OVERVIEW The mission of the Commissioners’ Office staff is to assist the Chair and Planning Board in the performance of their official duties; preparing and web posting the Board’s meeting agenda; producing and maintaining records of official Board proceedings; managing correspondence between the Board and other agencies and the public; coordinating schedules for the Chair and Board members; and coordinating prompt responses to issues and inquiries addressed to the Board from agencies and the general public.

The Montgomery County Commissioners’ Office consists of the Planning Board, the Chair’s Office staff, and the Technical Writers/Editors unit.

The five Planning Board members, appointed by the Montgomery County Council, meet weekly (or more often if needed) as the Montgomery County Planning Board. They also serve as members of the Maryland-National Capital Park and Planning Commission. In that role, Board members meet jointly with their Prince George’s County counterparts each month to act on full Commission business (pursuant to Article 28 of the Annotated Code of Maryland).

The Planning Board sets policy on parks and planning issues, prepares master plans for County Council action, and acts as the final decision-maker in subdivision reviews and for site, sketch and project plans. The Board makes recommendations to the County Council, the Board of Appeals, the school system, and other local, county, state, and federal agencies on projects affecting land use. The Planning Board reviews and makes recommendations on the Capital Improvements Program, reviews and approves land acquisitions and major park development contracts, and approves plans to develop park facilities.

Commissioners’ Office staff: 1) provide administrative support to the Planning Board, 2) record, produce and maintain the official record of Planning Board meetings, and 3) serve as liaison to the general community and elected officials.

• The Planning Board includes one (1) full-time chair position and four (4) part-time commissioner positions • The Chair’s Office staff includes four (4) full-time and one (1) part-time position • The Technical Writers/Editor’s unit includes two (2) full-time positions

The Commissioners’ Office includes two units:

Chair’s Office Unit In FY12, the Chair’s Office will continue to carry out the following responsibilities:

• Serve as primary point of contact for callers and visitors to the Chair and/or Planning Board members • Coordinate and provide administrative, technical, and public support at Board hearings • Develop and manage the Planning Board meeting agenda • Web post the Board’s meeting agenda, meeting minutes, and Resolutions • Receive, acknowledge, and distribute all correspondence directed to the Chair and Planning Board members for hearings • Manage the C-Track correspondence system and ensure timely response to written and verbal inquiries concerning parks and planning issues • Serve as point of contact for local, county, state, regional, and federal officials and agencies • Act as liaison to the public to assist with resolution of issues • Assist with management of the electronic database of homeowners, civic groups, and community association contacts

43 M-NCPPC Montgomery County Proposed FY12 Budget

• Develop and manage the budget for the Commissioners’ Office • Manage the human resource functions for the Commissioners’ Office • Represent the Commission on internal and external committees related to outreach, diversity, and special events

Technical Writers/Editors Unit This unit serves the Planning Board by performing duties as follows:

• Produce the minutes for Planning Board open and closed session meetings • Coordinate transcription of specific Planning Board meetings as requested by the Office of the General Counsel and the Board of Appeals, and as needed for master plans • Provide CD and audio tapes of Planning Board meetings to staff and the public, as requested • Assist with the editing of Commission documents, including master and sector plans, as requested • Provide Spanish and French translation of public documents for communications staff • Participate on internal committees specifically related to general writing procedures, archiving of documents, and issues related to outreach

The Commissioners’ Office objectives for FY12 include:

• Continue to coordinate prompt response times for public inquiries • Expand web postings for better accessibility to Board meeting minutes, Resolutions, and other documents • Increase efforts with the translation of public documents to Spanish and French

BUDGET OVERVIEW The Montgomery County Commissioners’ Office proposes an FY12 operating budget of $1,136,400, an increase of 11.1% from the FY11 budget. There is no requested increase in personnel proposed for FY12, which includes the current composition of seven (7) full-time and five (5) part-time positions for a total of 12 positions and 9.50 workyears. There is no request for funding a vacant part-time position in FY12.

The proposed FY12 operating budget includes the following major categories:

• $1,092,400 in Personnel Services, a $106,740 increase from the FY11 adopted budget due to adjustments in retirement, group insurance, restoration of funding for the furlough imposed in FY11, and other compensation increases such as merit adjustments

44 M-NCPPC Montgomery County Proposed FY12 Budget

• $25,000 in Supplies and Materials, which represents no change from FY11 adopted budget levels • $19,000 for Other Services and Charges, which represents an increase of $7,000 from FY11 adopted budget levels for professional services, transcript preparation, and general supplies

MONTGOMERY COUNTY COMMISSIONERS' OFFICE Summary of Annual Comparisons ACTUAL ACTUAL BUDGET PROPOSED by Major Object FY09 FY10 FY11 FY12

Personnel Services $933,051 $974,658 $985,660 $1,092,400 Supplies & Materials 31,443 29,907 $25,000 $25,000 Other Services & Charges 23,793 29,183 $12,000 $19,000 Capital Outlay 0 0 $0 $0 Sub Total $988,287 $1,033,748 $1,022,660 $1,136,400 Chargebacks 0 0 0 $0 Total $988,287 $1,033,748 $1,022,660 $1,136,400 Positions/Workyears Full Time Career 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 Positions/Workyears Part-Time Career 5.00 2.50 5.00 2.50 5.00 2.50 5.00 2.50 Positions/Workyears Total Career 12.00 9.50 12.00 9.50 12.00 9.50 12.00 9.50

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.40 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00

Workyears Total 9.90 9.50 9.50 9.50

45 M-NCPPC Montgomery County Programs Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES

The Maryland-National Capital Park and Planning Commission

Chief Information Officer Merit System Executive

46 Board Committee Internal Audit Division*

Legal Department of Finance Department Human Resources Department and Management

*Internal Audit Division reports to Chair and Vice Chair of the Commission and the Audit Committee. M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES

EXECUTIVE OVERVIEW Central Administrative Services (CAS) provides high quality core corporate administrative governance services to the Commission. The services are tailored to the agency and the individual needs of the departments. They include oversight of enterprise-wide administrative, human resources, corporate governance and financial business services; legal counsel and representation; and risk mitigation and liability management to safeguard, protect and support the Commission’s operations.

CAS provides the institutional foundation on which the Commission operates and serves the citizens of the bi- county region. CAS supports the Commission’s operations through three departments and two specialized units. The Executive Director leads the Department of Human Resources and Management (DHRM), the Secretary-Treasurer leads the Finance Department, and the General Counsel directs the Legal Department. The Chief Information Officer’s unit reports to the Executive Committee to enable focus on Enterprise-wide IT initiatives. The Internal Audit Division reports to the Chair and Vice Chair along with the Audit Committee to increase independence. Administrative oversight is provided by the Executive Director. CAS also includes funding for the Merit System Board and Support Services for the CAS Departments.

The Executive Director serves in partnership with the Montgomery County and the Prince George’s County Planning Board Chairs as the Executive Committee to address Commission-wide management, personnel, administrative, and governance issues. The Executive Director organizes regular meetings with the Department Directors and Deputies of the operating departments to share information, collaborate, and make recommendations to the Executive Committee and the Commission.

Most CAS programs are based on a centralized or decentralized (hybrid) management model. Throughout the agency, CAS activities support virtually every transaction performed by the Commission affecting both internal and external customers.

BUDGET OVERVIEW The proposed FY12 operating budget for Central Administrative Services bi-county is $14,636,500, an increase of $1,274,900, or 9.5% from the FY11 budget. The gross increase, before chargebacks, is 7.4%. Montgomery County funds 47.3% and Prince George’s County funds 52.7% of CAS through the Administration Fund and chargebacks to other funds. The net proposal in the Administration Fund is $7,323,350 for Montgomery County and $7,313,150 for Prince George’s County.

The proposed budget change is driven by non-controllable factors primarily associated with compensation and benefits and no inflationary growth is budgeted for non-personnel costs. The following table provides a breakdown of the budget change:

CAS FY11-12 Budget Changes Breakdown COLA & Merit (Ratified Merit (Other No Total Change Pension Contract) Employees) Furloughs Other (FY11-12) CAS - Montgomery 254,120 11,100 62,120 190,800 130,660 648,800 3.8% 0.2% 0.9% 2.9% 2.0% 9.7% CAS - Prince George's 251,120 11,100 57,450 188,800 117,630 626,100 3.8% 0.2% 0.9% 2.8% 1.8% 9.4%

Compensation and benefit costs increase by 7.6% over FY11 levels, assuming normal merit increases for eligible employees, a cost-of-living in accordance with the union contract, health benefit increases and an increase to the Commission’s contribution to the Employees’ Retirement System. The proposal also includes the reinstatement of the third year of the eight-year phase-in of pre-funding of other post employment benefit (OPEB) costs. The cost of prefunding OPEB is in the non-departmental account of the Administration Fund. The budget assumes that CAS employees will not be furloughed in FY12. The other increases are primarily

47 M-NCPPC Montgomery County Proposed FY12 Budget

driven by $89,300 for the Finance Department’s payment to the Capital Equipment Internal Service Fund (for Finance and Commission-wide IT projects), $30,500 for information technology maintenance agreements, and $98,300 of additional CAS rent payment to the Executive Office Building due to increased utility costs and the less reliance on the use of fund balance of the Executive Office Building Fund.

In FY11 the two County Councils reduced the CAS budgets by $3.1 million or 18.7% from the proposed level. To maintain reasonable service levels within budget constraints, CAS created efficiencies through cost- sharing, consolidation, and combined purchasing. For example, in DHRM and Finance, units were consolidated and positions were abolished and in all three Departments, positions were downgraded to achieve permanent savings. Some reductions, however, such as the FY 11 ten day furlough, are not long- term solutions.

The CAS budget proposal reflects 4.5 frozen positions in DHRM, or slightly over 10% of DHRM’s total general fund positions. Two Finance Department positions and one Internal Audit position are likewise frozen. The Legal Department continues to lapse one position, or 4.3% of the authorized positions. These are on top of the elimination of several positions in CAS during the reorganization in FY11, including abolishing and transferring out four positions in DHRM, abolishing two positions in the Finance Department, and reduction-in-force in Legal Department.

The FY12 proposed budget includes no new initiatives given the fiscal constraints. Finance and DHRM will continue work on the Enterprise Resource Planning System. No increase in funding has been proposed for this project.

During FY11, County Council staff presented recommendations from a jointly conducted CAS study. Department budgets reflect actions taken to date that were endorsed by the Commission.

During the budget process, the CAS Departments of Finance, Legal and Human Resources and Management analyzed the current chargeback methodology incorporated into the budget proposals. The results supported maintaining the current approach; however labor distribution and cost driver data will be analyzed each year to determine if changes are justified. The overall chargeback of $3,833,460 grew by less than $6,000 from the FY11 level.

In FY12, CAS Support Services’ budget provides for shared expenses such as rent, postage, utilities, printing, and unemployment insurance, which were allocated to individual departments in FY10 to achieve improved accountability. Actual experience proved the consolidated approach to be more effective.

The following CAS restructuring changes were adopted:

• The Internal Audit Division, previously a component unit of the Finance Department, is established as an independent unit within CAS. This change promotes greater autonomy and independence for the audit function.

• The Commission adopted a new IT governance model resulting in the transfer of the CIO unit out of the Finance Department to the Capital Equipment Internal Service Fund, where Commission-wide IT initiatives are budgeted.

• DHRM merged the Classification and Compensation section with the Employee Records and HRIS section and the Recruitment and Selection section with the Employee/Labor Relations section.

• The Finance Department merged the Treasury Operations Division with the Accounting Division, and Payroll Operations with the Administration Division.

48 M-NCPPC Montgomery County Proposed FY12 Budget

The total CAS proposed budget of $14,636,500 is 3.4% of the Commission’s proposed total bi-county budget. CAS has remained below 4.5% of the total budget for over a decade. CAS continually strives to improve its operations by promoting best management practices and increasing its transparency. Below is a list of FY11 accomplishments and highlights of FY12 priorities. More comprehensive details on programs can be found in the individual department sections.

CAS as a Percentage of the Commission's Total FY12 Proposed Budget

Ent. & Prop. Mgt. 7.3% ALAF 0.1% Special Rev. Fund 3.3% Debt Serv. - Park Admin. Fund 3.9% 13.9% CAS 3.4%

Rec. Fund 17.9%

Park Fund 50.3%

DHRM FY12 WORK PROGRAM PRIORITIES  Lead the team responsible for conducting collective bargaining negotiations with both unions.  Continue implementation efforts on priority CAS Study recommendations.  Continue implementation of the Enterprise Resource Planning System, working with the Finance Department and the Commission’s operating Departments.  Continue revision of critical Commission policies and class specifications.  Implement a streamlined records management program.  Continue work to contain costs related to employee benefits.  Reallocate existing resources to strengthen core services and programs.  Design and implement CAS energy savings strategies in the Executive Office Building.

FY11 STRATEGIC INITIATIVES UPDATE  Implemented 90% of the CAS Study recommendations that were targeted for completion within the short-term. A substantial number of the medium term recommendations were also completed. A progress report was presented to the Commission and the Councils’ CAS Study Task Force members.

49 M-NCPPC Montgomery County Proposed FY12 Budget

 Reviewed and provided revisions to Commission Practices Series 1 and 2 and related Administrative Procedures to update the policies and improve governance. The recommendations were provided to Departments for review and comment.  Led the IT Council in developing a new governance model which was adopted by the Commission.  Absorbed a $1.0 million (20.2%) budget reduction below FY11 proposed primarily by abolishing positions, furloughing for ten days, cutting non-personnel costs and restructuring the Department.  Spearheaded implementation of two retirement incentive programs, reduction-in-force proceedings, and the furlough policy to address financial constraints.  Applied to participate in the Early Retiree Reinsurance Program, and bid and awarded contracts to new medical and dental providers to achieve cost savings.  Led negotiations with the Commission’s two collective bargaining agents to achieve wage concessions and other cost control measures necessary to minimize the need for employee layoffs in FY11.  Received Special Recognition for Performance Measures from the Government Finance Officers Association (GFOA) for its FY11 proposed budget. This Special Recognition award is granted to approximately 2% of all governments that receive the Distinguished Budget Presentation Award from the GFOA annually.  Received the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for its FY11 annual proposed budget for the 25th consecutive year.  Appointed new Diversity Council members.  Rolled out the new on-line applicant tracking system for seasonal/intermittent hiring to field offices.

DEPARTMENT OF FINANCE FY12 WORK PROGRAM PRIORITIES  Continue the Enterprise Resource Planning System (ERP) project to implement a more user friendly corporate financial system which meets the needs of the Finance, DHRM and operating departments.

FY11 STRATEGIC INITIATIVES UPDATE  Received the Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the FY 2009 CAFR. This marks the 37th consecutive year we have been so honored.  Developed strategy for long-term investment of Commission funds to increase portfolio yield performance.  Reengineered cash flow projections to gain efficiencies and more effectively manage Commission funds.  Absorbed a $1.2 million (16.3%) budget reduction below FY11 proposed by merging the Treasury Operations Divisions within the Accounting Division, abolishing and downgrading positions, furloughing for ten days, along with other non-personnel reductions.  Initiated efforts to transform the completed Disaster Recovery warm site to a “hot” site to better manage and secure all finance applications.  Participated in a Commission-Wide project to update active directory and exchange servers.  Upgraded the firewall and enhanced remote access to enable faster and more secure access to financial systems, email, network drives, major applications and desktop PCs.  Implemented new security training, policies and monitoring services.  Purchased, installed and configured a new central help desk, change management and asset inventory database.  Negotiated master agreements for Verizon, Verizon Wireless and Sprint/Nextel contracts to enable faster and easier procurement and monthly online reporting.  Upgraded Storage Area Network eva5000 to eva6400 which reduced backup times by over 30%, enabled snap-shots of databases, and increased on-site storage capacity of incremental backups.  Developed databases and generated performance measures for purchasing, established service level agreements to better plan procurements and monitor status, and recommended changes to

50 M-NCPPC Montgomery County Proposed FY12 Budget

procurement policies and procedures.  Established placement on the intranet and internet for Central Purchasing.

OFFICE OF THE GENERAL COUNSEL (LEGAL DEPARTMENT) FY12 WORK PROGRAM PRIORITIES  Refine data collection protocols and reporting capabilities for Department’s workload management information system.  Adjust Legal Department’s work processes to mitigate ongoing impact of positions eliminated or downgraded by FY11 reduction-in-force.

FY11 STRATEGIC INITIATIVES UPDATE  Guided Commission-wide leadership during a challenging five-month window to comply with civil service requirements for: o A reduction-in-force involving abolishment of filled positions, o Employee furloughs, and o Two retirement incentive programs.  Initiated in-house litigation of all Commission tort and workers compensation litigation to capture savings of approximately $80,000 Commission-wide in legal administration fees.  Absorbed a $627,750 (23.9%) budget reduction below FY11 proposed level by implementing reduction-in-force, furloughs, deferral of outside counsel, and curtailing continuing legal education to meet County Councils’ adopted budget cuts.  Managed more than 40 litigation active cases during the fiscal year.

INTERNAL AUDIT FY12 WORK PROGRAM PRIORITIES  Expand risk-based methodology and develop an audit work plan to include any risk or control concerns identified by management. Submit the plan to the Chair and Vice Chair and Audit Committee for review and approval.

FY11 STRATEGIC INITIATIVES UPDATE  Received highest rating for compliance with Generally Accepted Government Auditing Standards (GAGAS) after undergoing its first Quality Assessment Review.  Restructured reporting relationship from Finance Department to Executive Committee with the Executive Director having administrative oversight only.

51 M-NCPPC Montgomery County Proposed FY12 Budget CENTRAL ADMINISTRATIVE SERVICES COMBINED CAS DEPARTMENTS AND OTHER UNITS

SUMMARY OF ANNUAL COMPARISONS

COUNTY/ MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $6,820,612 $6,908,686 $6,359,650 $6,797,830 Supplies and Materials 157,537 249,453 176,100 173,600 Other Services & Charges 1,596,816 1,593,602 1,633,250 1,762,030 Capital Outlay 11,505 0 0 0 Less Chargebacks (1,242,300) (1,184,975) (1,494,450) (1,410,110) Total Expenditures $7,344,170 $7,566,766 $6,674,550 $7,323,350

PRINCE GEORGE'S COUNTY Personnel Services $7,090,022 $7,262,222 $7,198,650 $7,785,560 Supplies and Materials 164,917 250,089 176,100 173,600 Other Services & Charges 1,686,390 1,841,617 1,645,700 1,777,340 Capital Outlay 11,505 0 0 0 Less Chargebacks (1,549,400) (1,696,075) (2,333,400) (2,423,350) Total Expenditures $7,403,434 $7,657,853 $6,687,050 $7,313,150

TOTAL CAS Personnel Services $13,910,634 $14,170,908 $13,558,300 $14,583,390 Supplies and Materials 322,454 499,542 352,200 347,200 Other Services & Charges 3,283,206 3,435,219 3,278,950 3,539,370 Capital Outlay 23,010 0 0 0 Less Chargebacks (2,791,700) (2,881,050) (3,827,850) (3,833,460) Total Expenditures $14,747,604 $15,224,619 $13,361,600 $14,636,500

52 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES CHARGEBACKS BY FUND AND DEPARTMENT

Mont. Pr. Geo. Total Mont. Pr. Geo. Total Service FY11 FY11 FY11 FY12 FY12 FY12 Supplier Service User/Fund Budget Budget Budget Proposed Proposed Proposed

Risk Management DHRM $38,100 $38,100 $76,200 $32,000 $39,100 $71,100 Finance 36,000 54,000 90,000 31,200 46,700 77,900 Legal 153,200 153,200 306,400 127,000 190,000 317,000 Subtotal $227,300 $245,300 $472,600 $190,200 $275,800 $466,000

Data Center - Park Fund Finance 217,700 217,700 435,400 241,200 410,800 652,000 Enterprise Funds Finance 216,000 302,300 518,300 216,000 231,200 447,200 Sportsplex Finance 0 84,700 84,700 - 64,800 64,800 Park Fund - Purchasing Finance - 50,000 50,000 - 50,000 50,000 Rec Fund - Purchasing Finance - 50,000 50,000 - 50,000 50,000 Grants - Single Audit Finance 7,500 7,500 15,000 7,500 7,500 15,000 Group Insurance Finance 225,000 153,000 378,000 116,900 116,900 233,800 CE Fund/EOB Fund Finance 45,000 3,600 48,600 54,500 21,800 76,300 Trust/Agency and Special Revenue Funds Finance 9,000 153,000 162,000 7,800 124,600 132,400 Park Fund P/P Prtnshps. Finance 61,200 61,200 122,400 61,200 61,200 122,400 Park Fund (5713) Finance 0 222,200 222,200 0 108,700 108,700 Pension Trust Fund Finance 23,600 23,600 47,200 23,600 23,600 47,200 Park Fund Internal Audit - - - - 68,100 68,100 Pension Trust Fund Legal 30,900 30,900 61,800 32,140 32,100 64,240 Admin Fund - Dev. Rev. Legal 134,400 - 134,400 135,450 - 135,450 Park Fund - Atty support Legal - 80,000 80,000 - 80,000 80,000 Admin Fund - Planning Legal 85,000 192,450 277,450 85,000 195,500 280,500 Park Fund Legal 128,650 158,750 287,400 140,420 164,550 304,970 Adm Fund/PL HRIS/CC DHRM - 20,000 20,000 - 20,000 20,000 Park Fund HRIS/CC DHRM - 50,000 50,000 - 50,000 50,000 Recreation Fund HRIS/CC DHRM - 50,000 50,000 - 50,000 50,000 PG Planning Recruit. DHRM - 14,000 14,000 - 18,000 18,000 Rec Fund Recruit. DHRM - 47,000 47,000 - 59,000 59,000 Park Fund Recruit DHRM - 33,000 33,000 - 41,000 41,000 Park Police Support DHRM 50,000 50,000 100,000 50,000 50,000 100,000 Labor Relations - Park DHRM 33,200 33,200 66,400 48,200 48,200 96,400 Total $1,267,150 $2,088,100 $3,355,250 $1,219,910 $2,147,550 $3,367,460 Supplier Department Recap:

DHRM 121,300 335,300 456,600 130,200 375,300 $505,500 Finance 841,000 1,382,800 $2,223,800 759,900 1,317,800 $2,077,700 Internal Audit Division - - - - 68,100 $68,100 Legal 532,150 615,300 $1,147,450 520,010 662,150 $1,182,160 Total $1,494,450 $2,333,400 $3,827,850 $1,410,110 $2,423,350 $3,833,460

53 M-NCPPC Montgomery County Programs Proposed FY12 Budget

DEPARTMENT OF HUMAN RESOURCES & MANAGEMENT

Executive Director

● Corporate Governance ● Organizational Systems/Policies ● Department Oversight ● Merit System/Fair Practices ● Appeal Adjudication ● Collective Bargaining

Human Resources Budget Corporate Policy & Management Operations

 Management & Administration  Economic Analysis & Forecasting  Management & Administration  Training Coordination  Long Term Projections  Corporate Programs 54  Corporate Budget Development, Review & Analysis  Collective Bargaining & Insurance Fund Costing

Classification/ Recruitment & Employee Risk Management Management Corporate Policy Compensation Selection Health & Benefits and Operations and and and Workplace Safety¹ and Corporate Records Employee Employee/Labor Internal Services¹ Records/HRIS Relations

 Classification Plan  Applicant Recruitment  Health Insurance Plan  Liability/Insurance  MFD Program  Program Analysis & Administration  Position Eligibility Review Administration (Medical,  Regulatory Standards &  Diversity Initiatives Research  Classification Analysis & Certification LTD, Life) Compliance  Organizational  Policy Development  Compensation/Salary  Park Police Testing  Fringe Benefits (OSHA/MOSH/EPA/DOT) Communications (Update, (Merit Rules, Practices, Administration  Employment Policy  Fitness for Duty  Worker’s Compensation Intra/Internet, publications) Procedures, Notices)  HR Information/Systems Implementation Coordination  Risk Assessments  Dept. Budget Development  Organizational Operations  Collective Bargaining  Medical Standards  Occupational Safety & Implementation Standards  Position Management Administration Maintenance Training  Dept. Procurement  Corporate Records  Personnel Actions  Grievance & Complaint  Short & Long Term  Accident Investigations  Facility Management & (Actions/Minutes  Personnel Records/Files Resolution Disability Coordination  Facility Inspections/Audits Security Resolutions)  Employee Orientation  Employment Advisory  Emergency  Agency-wide Records  Legislative Liaison  Unemployment Services Preparedness Management/Archives  Background Investigation

¹Programs funded by tax and non-tax supported funds

M-NCPPC Montgomery County Proposed FY12 Budget

DEPARTMENT OF HUMAN RESOURCES AND MANAGEMENT

EXECUTIVE OVERVIEW The mission of the Department of Human Resources and Management (DHRM) is to provide quality corporate governance and human resource management systems; to perform with integrity, innovation, and responsiveness, and deliver excellent customer service to the Commission, its employees, elected and appointed officials and the communities served in the bi-county region. The Department provides executive and operational leadership through a set of best management practices, recommends policy, and establishes administrative procedures, including internal controls for efficient and effective operations. The Executive Director provides executive functions for the Commission and also oversees the work of DHRM.

Responsibilities include balancing public and organizational needs, and creating systemic mechanisms that adhere to local, State, County and Federal regulatory requirements. DHRM also provides human resource operations and services to ensure fair and lawful treatment of all employees, develops administrative and personnel policies and processes aligned with overarching Commission goals and objectives and promulgates a diverse, qualified, healthy, and motivated workforce focused on achieving quality park, recreation, and planning programs.

Department stakeholders are both internal and external. The Executive Director meets regularly with the two respective Planning Board Chairs as the Executive Committee to support and administer the business of the Commission. Internal customers include the Planning Boards, Department Directors and Deputies, operational managers and full- and part-time employees. External customers include the County Councils, County Executives and their staffs, other governments and agencies, citizens and residents. The Department manages and delivers corporate services including budget coordination, fiscal planning, human resources information systems, employee fringe benefits, job classifications and pay systems, recruitment and selection, risk mitigation and compliance, governance standards and policies and collective bargaining.

To deliver these services, staff work in partnership with the operating departments. DHRM operates through three cross-functional divisions: Corporate Policy and Management Operations (CPMO), Budget, and Human Resources. Department staff is assigned to teams that provide support in the following program areas: Corporate Policy and Corporate Records, Management Operations and Internal Services, Risk Management and Workplace Safety, Employee Health and Benefits, Recruitment and Selection Services, Employee/Labor Relations, Classification/Compensation, and Employee Records/Human Resource Information Systems (HRIS).

Employee Health and Benefits and Risk and Workplace Safety teams are jointly funded by the Department and the Risk Management/Insurance Internal Service Funds. Management Operations and Internal Services includes management of the Executive Office Building Internal Service Fund.

The Department manages the Support Services account for the Central Administrative Services Departments (CAS), which includes non-discretionary items like office space rent, utilities, and unemployment and liability insurance expenses. The Executive Office Building (EOB) facility is also managed by the Department; activities include landlord-tenant relations, energy conservation, major maintenance projects, and space planning. EOB houses the Human Resources and Management, Finance and Legal Departments, certain Department of Parks and Recreation offices, the Employees’ Retirement System, and the Merit System Board.

55 M-NCPPC Montgomery County Proposed FY12 Budget

BUDGET OVERVIEW For FY12, the Department’s total proposed budget is $4,211,100, an increase of $243,300, or 6.1% above the FY11 budget. The budget incorporates salary lapse of 4.5 work years (11.5%) and abolishment of 4 positions resulting from the FY 11 restructuring. The FY 12 increase is primarily attributed to funding pension, retiree medical, and group insurance costs. Prefunding Other Post-Employment Benefits (OPEB) assuming the 3rd year of an 8-year phase-in totals $170,500 and is budgeted in the Administration Fund non-departmental account. Major assumptions include:

 Restoration of funding to eliminate the FY11 furlough.  Merit increments for qualified employees.  Retirement contribution funded at recommended actuarial rates.  Adjustments to group insurance costs for medical benefits.  Risk Management contribution based on claims experience.

The proposed FY12 budget reflects the recently restructured organization to align resources with the FY11 adopted budget. Personnel costs account for the largest portion of expenditures in the DHRM operating budget. The budget holds 4 vacancies unfilled in anticipation of another challenging fiscal year. FY12 includes funding for 39 positions and 34.5 workyears for a total cost of $3,958,900. Considering the 4 abolished positions and the 4.5 work years that are lapsed, the Department’s capacity has been reduced by about 20%. . The Supplies and Materials category reflects no change from FY11 due to cost control measures and is proposed at $82,900. The Other Services and Charges category increases by a net of $22,200 or 3.4% primarily due to labor counsel services required to assist with collective bargaining negotiations for two union contracts partially offset by other reductions in professional services. The remaining DHRM costs in this category cover specialized supplies, small office equipment, employment advertisements, professional services (e.g., arbitrators, park police testing services), temporary personnel services, corporate records management/archives, and a portion of the Document Production Services center.

As noted in the CAS overview, the Department participated in developing a possible new model for cost allocation between the two counties, which was based on FY10 labor distribution data and cost drivers. The results of the analysis indicated that although DHRM program costs would shift slightly more to Prince George’s County funding, for CAS as a whole, the allocation had minor implications. As a result, the Commission approved the current allocation methodology and directed that it be tested for reasonableness each year against the labor distribution and cost driver data.

The DHRM Risk Management Internal Service Fund (RMISF) provides funding for two DHRM programs, in the total amount of $ 2,163,600 including chargebacks of $ 466,000. This budget funds expenses, including personnel and operating expenses, that are exclusively related to the management and provision of Employee Benefits and Risk and Safety Programs and is part of the Commission’s Risk Management Internal Service Fund. The FY12 budget increases by $157,000 or 7.8% from FY11 primarily due to the restoration of furlough funding, pension, retiree medical, and group insurance. Professional Services increases by $25,000 for occupational medical testing for all employees, (pre- and post-offer physicals, post-accident drug/alcohol testing), the employee assistance program, and special testing and studies such as indoor air quality or risk mitigation.

Guiding principles sustained are accountable and transparent processes, innovative leadership, collaboration, and open communications with the operating departments, employees, managers, Commissioners, County government elected officials and the public.

56 M-NCPPC Montgomery County Proposed FY12 Budget

DEPARTMENT OF HUMAN RESOURCES & MANAGEMENT

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 * FY12

Personnel Services $4,819,680 $3,954,555 $3,688,900 $3,958,900 Supplies & Materials $75,680 $104,940 $82,900 $82,900

Other Services & Charges $656,898 $1,159,815 $652,600 $674,800 Capital Outlay $10,526 $0 $0 $0 Sub Total $5,562,784 $5,219,310 $4,424,400 $4,716,600

Chargebacks ($390,700) ($377,100) ($456,600) ($505,500) Total $5,172,084 $4,842,210 $3,967,800 $4,211,100

Positions/Workyears Full Time Career 49.00 49.00 42.00 42.00 39.00 39.00 39.00 39.00 Positions/Workyears Part-Time Career 1.00 0.50 1.00 0.50 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 50.00 49.50 43.00 42.50 39.00 39.00 39.00 39.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (1.00) (4.00) (4.50) (4.50) Workyears Total 48.50 38.50 34.50 34.50

* Restated Positions and Workyears after restructuring.

RISK MANAGEMENT/EMPLOYEE BENEFITS ISF (DHRM ADMINISTRATIVE PORTION)

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $1,026,798 $1,140,163 $1,120,600 $1,252,500 Supplies & Materials $13,325 $45,456 $65,100 $65,100 Other Services & Charges $382,255 $396,998 $348,300 $380,000 Capital Outlay $0 $0 $0 $0 Sub Total $1,422,378 $1,582,617 $1,534,000 $1,697,600

Chargebacks $100,800 $107,800 $76,200 $71,100 Total $1,523,178 $1,690,417 $1,610,200 $1,768,700

Positions/Workyears Full Time Career 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 Workyears Total 6.00 6.00 6.00 6.00

Chargebacks reflect DHRM internal administration.

57 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES DEPARTMENT OF HUMAN RESOURCES AND MANAGEMENT

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $2,369,490 $1,945,536 $1,737,450 $1,856,900 Supplies & Materials 37,840 52,711 41,450 41,450 Other Services & Charges 328,449 535,511 311,300 322,400 Capital Outlay 5,263 0 0 0 2,741,042 2,533,758 2,090,200 2,220,750 Less Chargebacks (155,000) (142,500) (121,300) (130,200) Total $2,586,042 $2,391,258 $1,968,900 $2,090,550

PRINCE GEORGE'S COUNTY Personnel Services $2,450,190 $2,009,019 $1,951,450 $2,102,000 Supplies & Materials 37,840 52,229 41,450 41,450 Other Services & Charges 328,449 624,304 341,300 352,400 Capital Outlay 5,263 0 0 0 2,821,742 2,685,552 2,334,200 2,495,850 Less Chargebacks (235,700) (234,600) (335,300) (375,300) Total $2,586,042 $2,450,952 $1,998,900 $2,120,550

TOTAL EXPENDITURES Personnel Services $4,819,680 $3,954,555 $3,688,900 $3,958,900 Supplies & Materials 75,680 104,940 82,900 82,900 Other Services & Charges 656,898 1,159,815 652,600 674,800 Capital Outlay 10,526 0 0 0 5,562,784 5,219,310 4,424,400 4,716,600 Less Chargebacks (390,700) (377,100) (456,600) (505,500) Total $5,172,084 $4,842,210 $3,967,800 $4,211,100

58 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES DEPARTMENT OF HUMAN RESOURCES AND MANAGEMENT

SUMMARY OF ANNUAL COMPARISONS

ACTUAL ACTUAL* BUDGET RESTATED** PROPOSED COUNTY/WORKYEARS FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

MONTGOMERY COUNTY

Full-Time Career 24.00 24.00 20.50 20.50 20.50 20.50 17.00 17.00 17.00 17.00 Part-Time Career 0.50 0.25 0.50 0.25 0.50 0.25 0.00 0.00 0.00 0.00 Career Total 24.50 24.25 21.00 20.75 21.00 20.75 17.00 17.00 17.00 17.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (0.50) (2.00) (2.00) (1.75) (1.75) Total Workyears 23.75 18.75 18.75 15.25 15.25

PRINCE GEORGE'S COUNTY

Full-Time Career 25.00 25.00 21.50 21.50 21.50 21.50 22.00 22.00 22.00 22.00 Part-Time Career 0.50 0.25 0.50 0.25 0.50 0.25 0.00 0.00 0.00 0.00 Career Total 25.50 25.25 22.00 21.75 22.00 21.75 22.00 22.00 22.00 22.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (0.50) (2.00) (2.00) (2.75) (2.75) Total Workyears 24.75 19.75 19.75 19.25 19.25

TOTAL

Full-Time Career 49.00 49.00 42.00 42.00 42.00 42.00 39.00 39.00 39.00 39.00 Part-Time Career 1.00 0.50 1.00 0.50 1.00 0.50 0.00 0.00 0.00 0.00 Career Total 50.00 49.50 43.00 42.50 43.00 42.50 39.00 39.00 39.00 39.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (1.00) (4.00) (4.00) (4.50) (4.50) Total Workyears 48.50 38.50 38.50 34.50 34.50

* Decrease reflects merging DHRM IT unit with Finance IT Division. ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

59 M-NCPPC Montgomery County Proposed FY12 Budget

DEPARTMENT PROGRAMS

OFFICE OF THE EXECUTIVE Actual Budget Proposed HUMAN RESOURCES Actual Budget Proposed DIRECTOR FY10 FY11 * FY12 DIRECTOR'S OFFICE FY10 FY11 * FY12 Personnel Services $491,958 $350,000 $366,000 Personnel Services $184,570 $350,000 $377,900 Supplies & Materials $4,803 $5,000 $4,800 Supplies & Materials $3,155 $7,000 $7,200 Other Services & Charges $101,415 $60,000 $30,000 Other Services & Charges $43,728 $18,000 $19,000 Capital Outlay $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks ($59,300) ($76,200) ($71,100) Chargebacks $0 $0 $0 Total Expenditures $538,876 $338,800 $329,700 Total Expenditures $231,453 $375,000 $404,100 Workyears 2.00 2.00 2.00 Workyears 1.00 3.00 3.00

CORPORATE POLICY Actual Budget Proposed CLASSIFICATION & Actual Budget Proposed CORPORATE RECORDS FY10 FY11 * FY12 COMPENSATION FY10 FY11 * FY12 Personnel Services $310,070 $458,000 $480,000 Personnel Services $407,147 $400,000 $535,000 Supplies & Materials $11,090 $12,100 $12,000 Supplies & Materials $3,001 $2,000 $6,000 Other Services & Charges $8,734 $12,700 $10,000 Other Services & Charges $0 $45,000 $45,000 Capital Outlay $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks $0 $0 $0 Chargebacks $0 ($60,000) ($60,000) Total Expenditures $329,894 $482,800 $502,000 Total Expenditures $410,148 $387,000 $526,000 Workyears 3.00 4.00 4.00 Workyears 4.00 3.50 3.50

MANAGEMENT OPS Actual Budget Proposed EMPLOYMENT RECORDS & Actual Budget Proposed INTERNAL SERVICES FY10 FY11 * FY12 HRIS FY10 FY11 * FY12 Personnel Services $566,825 $545,600 $565,000 Personnel Services $511,118 $441,000 $457,000 Supplies & Materials $56,385 $40,100 $18,000 Supplies & Materials $3,193 $2,000 $13,200 Other Services & Charges $713,038 $240,900 $285,800 Other Services & Charges $0 $4,000 $0 Capital Outlay $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks $0 $0 $0 Chargebacks ($46,100) ($60,000) ($60,000) Total Expenditures $1,336,248 $826,600 $868,800 Total Expenditures $468,211 $387,000 $410,200 Workyears 5.00 5.00 5.00 Workyears 5.00 4.50 4.50

RISK MANAGEMENT & Actual Budget Proposed RECRUITMENT & Actual Budget Proposed WORKPLACE SAFETY FY10 FY11 * FY12 SELECTION SERVICES FY10 FY11 * FY12 Personnel Services $579,117 $582,600 $643,700 Personnel Services $565,400 $504,400 $435,000 Supplies & Materials $31,705 $23,000 $45,100 Supplies & Materials $11,090 $8,000 $8,000 Other Services & Charges $4,525 $42,600 $35,000 Other Services & Charges $82,941 $90,000 $95,000 Capital Outlay $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks $53,900 $38,100 $35,550 Chargebacks ($148,000) ($148,000) ($148,000) Total Expenditures $669,247 $686,300 $759,350 Total Expenditures $511,431 $454,400 $390,000 Workyears 5.00 5.00 5.00 Workyears 6.00 3.50 3.50

Actual Budget Proposed EMPLOYEE & LABOR Actual Budget Proposed BUDGET FY10 FY11 * FY12 RELATIONS FY10 FY11 * FY12 Personnel Services $465,527 $400,000 $416,500 Personnel Services $451,939 $239,500 $326,500 Supplies & Materials $5,328 $2,200 $5,500 Supplies & Materials $6,896 $4,500 $8,200 Other Services & Charges $82,084 $60,000 $60,000 Other Services & Charges $127,876 $122,000 $130,000 Capital Outlay $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks $0 $0 $0 Chargebacks ($123,700) ($112,400) ($166,400) Total Expenditures $552,939 $462,200 $482,000 Total Expenditures $463,011 $253,600 $298,300 Workyears 4.00 3.00 3.00 Workyears 5.00 2.50 2.50

EMPLOYEE Actual Budget Proposed BENEFITS FY10 FY11 * FY12 * FY11 workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. FY11 budget also reflects a reorganization of programs. Personnel Services $561,046 $538,000 $608,800 Supplies & Materials $13,751 $42,100 $20,000 Other Services & Charges $392,473 $305,700 $345,000 Capital Outlay $0 $0 $0 Chargebacks $53,900 $38,100 $35,550 Total Expenditures $1,021,170 $923,900 $1,009,350 Workyears 4.50 4.50 4.50

60 M-NCPPC Montgomery County Proposed FY12 Budget

OFFICE OF THE EXECUTIVE DIRECTOR The Office of Executive Director provides executive leadership, coordination, and administrative direction for the operation of the Commission and the Department of Human Resources and Management. The Executive Director assures public accountability through a set of responsible best management practices, systems and programs to meet local, State, County, and Federal regulatory requirements and sustain the agency, its employees, and citizens of the bi-county region. Services provided by the Office include ensuring fair and prudent workplace practices, implementation of the Merit System Rules and Regulations, and oversight of the organizational policies and union contracts. The Office ensures compliance and understanding with adopted policies and effectiveness of the Minority Female and Disabled procurement program (MFD), conducts contract execution and procurement waiver review, handles review of employment concerns and appeal adjudication, negotiates collective bargaining agreements, serves as liaison with the County Council and County Executive offices, provides oversight of the Diversity Council, The office administers other corporate functions of the agency including policy development, administration of workforce programs/benefits/insurance, and coordination of meetings of the Commission, Executive Committee, and Department Directors. The Executive Director and both Planning Board Chairs comprise the Executive Committee. The Executive Committee operates pursuant to Commission practices, meets regularly to conduct business and effectively lead the administrative bi- county operations of the Commission.

FY12 Major Changes • Negotiate new collective bargaining agreements with the FOP and MCGEO. • Manage the Commission’s initiatives for diversity and inclusion through oversight and corporate leadership to Diversity Council and continuation of the DHRM Culture Change Initiative. • Ensure the changes to information technology governance structure and the Office of the CIO result in effective, value-added services. • Provide administrative oversight for the Internal Audit Function. • Implement the recommendations of the Pension Funding & Design Study Work Group. • Implement cross training for department activities to assure continuity and improve service delivery.

CORPORATE POLICY AND MANAGEMENT OPERATIONS DIVISION The Corporate Policy and Management Operations Division was created in FY11 through consolidation and restructuring to emphasize governance, employee communications, and corporate programs and to enhance the support to the Office of the Executive Director, Executive Committee, and the Commission. This division provides services to ensure that business operations are efficiently utilizing resources and effectively meeting customer requirements. Staff incorporates general management principles of responsibility and transparency into everyday guidelines, recommends operational standards and workplace policy, and provides systems analysis and resource planning. Federal, State, and local mandates are implemented through policies and procedures to assure compliance and due diligence in business operations. The Division operates under three cross-functional teams – Corporate Policy and Corporate Records, Management Operations and Internal Services, and Risk Management and Workplace Safety.

FY12 Major Changes • Restructured operations from Adopted FY11 Budget include the following actions: o Incorporated policy development unit from Human Resources Division with reduced staff. o Downgraded 1.0 position and 1.0 workyear (Division Chief to Manager) to align staffing and funding with Corporate Policy program requirements. o Eliminated 1.0 position and 1.0 workyear in Records Management/Archives Program. o Transferred in 1.0 position and 1.0 workyear from Budget Division to support work initiatives. • In conjunction with the Merit System Board, update Merit System Rules and Regulations pertaining to workplace responsibilities, due process, management prerogatives, and code of conduct standards. • Complete comprehensive review of operating procedures and Practices in the area of organizational functions, employee programs, and internal controls. • Design and implement CAS Energy Savings Campaign to improve awareness of resource management, and reduce energy consumption.

61 M-NCPPC Montgomery County Proposed FY12 Budget

• Develop and implement Commission-wide emergency preparedness training and updated emergency notification system. • Implement updated controlled substance and alcohol testing program through updated standards and training to ensure improved detection of drug use and reduce policy violations. • Implement streamlined and technology efficient Records Management/Archives Program in collaboration with departments and the State. • Continue planned investment/life cycle replacement projects for the Executive Office Building. • Implement bi-monthly audits of workers’ compensation and liability claims program to ensure effective claims management, proper reserve levels and cost containment. • Implement medium term CAS Study recommendations identified as priorities. • Update “Defensive Driving” training program to incorporate new and expected regulatory driving standards, and to meet goals of reduced operating costs and improved user access through migration to online tools. • Implement online Motor Vehicle Administration Tracking System to ensure more timely notification and response to driver violations.

Corporate Policy and Corporate Records conducts research and analysis of organizational needs and processes with respect to functional, employment, and business principles. The office conducts regular review of organizational standards and programs and recommends policy. Recommendations ensure alignment with current law, legislation, best practices/industry standards and operational needs. The office implements collaborative review of policy recommendations with departments, Merit System Board, and union representatives. Other responsibilities include safeguarding custody of official Commission records through managing the Commission’s archives in accordance with State mandates; coordinating full Commission, Department Director, and Executive Committee Meetings, and other ad hoc or standing committees; and preparing and publishing the Commission calendar, agendas, and minutes to formally document the actions of the Commission. The Office maintains the Commission’s policy systems including the Merit System Rules and Regulations, Notices, Administrative Practices, Administrative Procedures, and Resolutions.

Management Operations and Internal Services provides regular corporate communications (e.g., Update newsletter, telephone directories, and facility/safety hotline); administrative oversight for document production, mailroom, internal workforce development/training, and budget/procurement for the Department including Risk Management, Health Benefits, the Executive Office Building, and CAS Support Services. In addition, this team operates the Executive Office Building, which provides office space for the Central Administrative Services departments, certain divisions of Prince George’s Department of Parks and Recreation, the Employees’ Retirement System, and the Merit System Board.

Risk Management and Workplace Safety administers risk activities including a comprehensive insurance program, designed to protect and secure Commission assets and keep the cost of managing risk to a prudent minimum; workers’ compensation administration; and general liability programs. Risk management activities include risk assessments to ensure adequate protection of Commission assets, minimize risks to patrons and employees, review of vendor contracts to mitigate liability, and risk analysis of workplace accidents and loss. The office also administers the agency’s workplace safety programs and ensures compliance with Federal and State statutes and regulations including OSHA, MOSH, EPA and DOT. The Office facilitates a safe work environment through a comprehensive training program on safety regulations and standards, hazard recognition, accident prevention and on-site inspections. The team is also responsible for administering the Commission’s controlled substance and alcohol free workplace program.

BUDGET DIVISION The Budget Division provides comprehensive analysis and coordination and makes recommendations regarding the development of the Commission’s annual operating budget and the organization’s long- term fiscal policies and strategies. Staff develops multi-year projections, provides budget instructions and direction to operating departments, prepares recommendations to the Executive Director and the Planning Boards, and acts as the Commission’s key contact with the two County Councils, the County

62 M-NCPPC Montgomery County Proposed FY12 Budget

Executives’ branches, and the State on budget-related issues. The Office prepares and delivers public presentations and develops the Annual Proposed and Adopted Budget for the Commission in accordance with State and County regulations. Various analyses routinely undertaken by the Budget Division include costing-out collective bargaining proposals, providing salary and compensation projections, and developing and coordinating fiscal impact statements for State and County legislation. This unit also coordinates preparation and presentation of the CAS budgets to the Planning Boards.

FY12 Budget Priorities • Restructured operations from Adopted FY11 Budget include the following actions: o Transferred 1.0 position and 1.0 workyear to Management Services and Internal Operations. o Eliminated 1.0 unfunded position. • Prepare fiscal impact of proposals for union negotiations. • Develop sustainable long-term fiscal plans. • Reengineer budget process to align with new ERP System.

HUMAN RESOURCES DIVISION The Human Resources (HR) Division ensures fair and equitable treatment of all employees and administers a personnel system to create and maintain a diverse, qualified, healthy, and motivated workforce. The Merit System Rules and Regulations, Administrative Practices, and Administrative Procedures and union contracts are the foundation for this work. The two collective bargaining agreements cover Park Police Officers through the rank of Sergeant (FOP), and general service career employees in the Service/Labor, Skilled Trades, and Office/Clerical classifications (MCGEO). The Division includes the Human Resources Director and three cross-functional teams to carry out the HR employee and employment services activities.

FY12 Major Changes • Restructured operations from Adopted FY11 Budget include the following actions: o Consolidated four units into two units to maximize resources and provide cross training and growth opportunities. o Downgraded 1.0 manager position and 1.0 workyear to professional level through consolidating and streamlining workflow of the Compensation/Classification and Employee Records (HRIS) teams. o Eliminated 1.0 position and 1.0 workyear and downgraded 1.0 manager position and 1.0 workyear to professional level through consolidating the Employee and Labor Relations and Recruitment and Selection teams. o Transferred Risk and Safety Management Office (5.0 positions and 5.0 workyears) and Policy Development program (1.0 position and 1.0 workyear) to Corporate Policy and Management Operations Division. o Transferred 1.0 position and 0.0 worykyear to the Merit System Board. • Begin implementation of the ERP System HR modules. • Support negotiations of collective bargaining with the FOP and MCGEO. • Implement revised policies as adopted by the Commission. • Conduct Park Police Promotional Assessment Center and coordinate selection and promotions with the Divisions. • Assess Commission trends relevant to internal/external hiring to develop initiatives for workforce/succession planning.

Human Resources Director provides expert guidance and advice on human resources management for the Commission. The HR Director also provides supervision of all programs and activities provided to the Commission relating to employment and working conditions. Services of the Office include training coordination, employment for disabled persons, background investigations, fingerprinting, and personnel management review.

Classification and Compensation establishes and administers a personnel system to assure equal pay for equal work. Staff analyzes and evaluates positions based on duties, responsibilities, and minimum

63 M-NCPPC Montgomery County Proposed FY12 Budget

qualifications and recommends the Commission’s compensation (salary) schedule. Related work includes benchmarking, salary exception review, classification specification development and maintenance, and position control in accordance with adopted budgets.

Employment Records (HRIS) safeguards and maintains official employee records (physical and electronic) according to Federal and State regulations. Staff uses the Human Resources Information System (HRIS) to maintain the employee/employment database, and review, enter, authorize, and/or approve employee actions (e.g., hire, pay, termination) in accordance with personnel policy and collective bargaining agreements. Responsibilities include custodianship of employee records, oversight and coordination for State unemployment reimbursement or claims, employment verification and tracking legal garnishments, provision of ad hoc and regular employee-data reporting, and support and integration with existing timekeeping (KRONOS) and payroll systems.

Recruitment and Selection Services supports the provision of a diverse, skilled, and effective workforce. Staff provides whole-cycle recruitment activities to the Commission from advertising, testing, application processing, selection, employment/promotion offers, and orientation. This team manages an outsourced on-line applicant tracking system. Two options are provided to the operating departments: either full-service recruitment or on-line recruitment support as requested. Related tasks involve administration of background/reference checks, and Park Police entry and advancement testing.

Employee and Labor Relations provides Merit System Rules and Regulations and collective bargaining contract administration, monitors employee relations activities, investigates complaints and resolves grievances. Duties include fostering management/employee partnerships and assisting management in handling complex employment concerns. Staff reviews disciplinary and performance issues, provides alternate dispute resolution, supports the Park Police Chief’s Committee and Grievance Mediation Boards, and administers the Performance Recognition and Performance Management Programs. Labor relations’ functions include assistance on negotiation, implementation and administration of collective bargaining contracts, and on-going training on updated and current Commission policies for managers and employees.

Employee Benefits administers a comprehensive health benefits program including medical, dental, vision service, prescription drug plans and life and long-term disability insurance programs. Related work covers administration of the flexible spending account program, Consolidated Omnibus Budget Reconciliation Act (COBRA), the Employee Assistance Program, critical incident support, long-term care, childcare and elder care referral networks, Employees’ Sick Leave Bank, a blood bank, deferred compensation plans, and the Tuition Assistance Program. The team also coordinates specialized medical testing and monitoring such as return to work, pre-employment, police physicals, fitness for duty examinations, psychological evaluations, and oversees the family medical leave program (FMLA) and reasonable accommodation as required by the American with Disabilities Act.

ELIMINATED PROGRAM Information Technology (IT) Management was eliminated from the department and the resources were consolidated into the Finance Department during the FY10-FY11 Budgets. In FY11 a new IT governance model for the Office of the Chief Information Officer was established. The CIO now reports directly to the Executive Committee. This reporting structure emphasizes the enterprise-wide focus and the function is funded in FY12 through an Internal Service Fund.

64 M-NCPPC Montgomery County Proposed FY12 Budget

PERSONNEL COMPLEMENT Restated Proposed DEPARTMENT OF HUMAN RESOURCES & MANAGEMENT Positions Positions Title Grade FY11* FY12

Administrative Specialist I G 1 1 Administer Supervisor (Policy Manager) J 1 1 Budget Manager (Division Chief) K 1 1 Corporate Policy and Management Ops Div. Chief K 1 1 Executive Director UC 1 1 Human Resources Director K 1 1 Human Resources Manager J 3 3 Human Resources Specialist G 2 2 Management Analyst H 2 2 Principal Administrative Specialist I 3 3 Principal Human Resource Specialist I 5 5 Records Management Specialist G 1 1 Risk Manager J 1 1 Senior Safety Specialist H 3 3 Senior Administrative Asst. E 3 3 Senior Workers Compensation Specialist H 1 1 Senior Budget Analyst I 2 2 Senior Graphic Designer H 1 1 Senior Human Resource Specialist H 7 7 Senior Human Resources Technician F 4 4 Human Resources Technician E 1 1

TOTAL PERSONNEL COMPLEMENT 45 45 * Restated positions reflects elimination of 4 positions, downgrading of others, and classification title changes

EXECUTIVE OFFICE BUILDING Restated Proposed (EOB Internal Service Fund) * Positions Positions Title Grade FY11 FY12

Building Superintendent G 1 1 Park General Maintenance Worker LO2 1 1

TOTAL PERSONNEL COMPLEMENT 2 2 * The EOB ISF budget appears under the Internal Service Funds but is detailed here because DHRM provides supervision for these employees.

65 M-NCPPC Montgomery County Proposed FY12 Budget

Department of Human Resources and Management Goal: To perform with integrity, innovation, responsiveness; and to provide caring customer service. Objective: To provide quality corporate management and human resource systems. Outcome for Human Resources: An affordable, responsive, attractive and diverse array of benefits and health programs with effective service delivery; an applicant pool that is diverse, qualified and available; employee recognition and compensation that reflect performance; a safe work environment.

Employee Health and Benefits Classification and Compensation

500 2000

400 1500 300

1000 200 Number Number Completed Number 100 500 0 FY08 FY09 FY10 FY11 FY12 0 Job family studies 52967 FY08 FY09 FY10 FY11 FY12 Ee's affected 6 11 254 220 250 Active Ee's in med 1,868 1,873 1,965 2,000 1,900 Reclass Requested 61 68 68 33 40 plans Days Job Family Study 165 274 450 320 330 Retirees in med. plans 647 668 720 750 823 Customer Satisfaction 75% 90% 90%

Recruitment and Selection Employee and Labor Relations 200 100% 180

160 140 120 90% 100 Percent 80

Number of Days of Number 60 40

20 80% FY06 FY07 FY08 FY09 FY10 FY11 FY12 0 FY08 FY09 FY10 FY11 FY12 Grievance Investigations 90% 93% 95% 98% 99% 100% 95% (Timely Completion) Days to Hire 167 78 72 70 68 Training Quailty (Very 87% 90% 92% 95% 90% 85% 90% Good to Excellent)

Human Resource Records Risk and Safety Management 15,000 100% Claims and Workers' Compensation Costs 5.0 75% 4.0 10,000 50% 3.0

Number of Forms Forms of Number 25%

2.0 5,000 0% FY11 FY12 FY07 FY08 FY09 FY10 Est. Targt 1.0 Personnel Action 12,000 12,000 8,000 9,700 10,000 9,500 $100 Payroll per Cost FY07 FY08 FY09 FY10 FY11 FY12 Forms Processed M-NCPPC 1.71 1.35 2.12 2.3 2.22 2.2 Personnel 95% 98% 98% 99% 98% 98% 2.64 2.35 2.55 2.81 3.16 Transactions Accuracy Days 10 Within % Mont County

Commission participates in same self-insurance fund & claims admin as Mont. Co. Govt.

66 M-NCPPC Montgomery County Proposed FY12 Budget

67 M-NCPPC Montgomery County Programs Proposed FY12 Budget

FINANCE DEPARTMENT

Secretary-Treasurer

Accounting Division Purchasing Division Administrative Information Division Technology Division Finance, DHRM, Legal & ERS 68  Financial Reporting, Analysis  Procurement of Goods and  Corporate Financial  Computer Operations Center and Projections Services Management  Micro-computer Support and  CIP and Grant Billings  Purchasing Policy and  Commission Financing, Bond Maintenance  Accounts Payable Procedures Development Sales  Desktop Application Support  General Accounting  Contract Review and  Financial and Economic and Training  Contracts Fund Certification Processing Analysis  Mobile Voice, Remote Access  Fixed Assets  Anti-Discrimination Program  Public/Private Partnership and Video Support and  Revenue Processing  Purchase Card Program Analysis Maintenance  Investment Management Administration  Department Management  Corporate Financial, Payroll  Property Tax and Investment  Department Budget and Human Resources Reporting  Corporate Financial Systems Database and Systems  Debt Management Administration Support  Bank Reconciliations  Payroll Operations  WAN/LAN Network Administration  KRONOS Administration  Data Security  Disaster Recovery and Business Continuity  Internet, Internet Connectivity

M-NCPPC Montgomery County Proposed FY12 Budget

DEPARTMENT OF FINANCE

EXECUTIVE OVERVIEW The Finance Department operates under the direction of the Secretary-Treasurer and is organized into four divisions: Administration, Accounting, Central Purchasing, and Information Technology. The Department is responsible for Corporate Financial Policy, Management of Debt and Investments, Payroll Administration and Disbursements, Accounting and Financial Reporting, Procurement, and Information Technology Administration and Systems Support for Central Administrative Services and ERS. During FY11, the Department consolidated into four divisions from six by merging Treasury Operations into the Accounting Division and transferring out Internal Audit in accordance with the recommendation of the CAS Study and the Internal Audit peer review.

The Finance Department’s mission is to provide comprehensive financial services, maintain strong internal controls, and implement and administer corporate management information systems using advanced technologies for Commission management and staff, Montgomery and Prince George’s County governments, and other relevant outside entities in order to maintain a financially sound organization and support Commission’s delivery of services to the bi-county region.

The Finance Department serves the Commission by providing sound oversight of financial operations. The Administration Division establishes and revises fiscal policy to assure that control mechanisms adapt to the ever-changing environment. Staff analyzes proposed public private partnerships and other complex contractual transactions to evaluate economic feasibility and assure fair financial terms. The public interest is served by maintaining the internal controls needed to safeguard Commission assets and maintain fiduciary responsibility for funds. Staff implements accounting standards to assure accurate financial reporting and prepare interim financial projections to support budget compliance. All of these efforts result in the sound financial position of the Commission. The Department received the Certificate of Achievement for Excellence in Financial Reporting for its Comprehensive Annual Financial Report (CAFR) from the Government Finance Officers Association of the United States and Canada for the 37th consecutive year in FY2009. The Commission has received this award longer than any other organization in its category.

BUDGET OVERVIEW The FY12 Proposed Budget is $6,705,200, which reflects a 4.6% increase from the FY11 adopted budget after chargebacks. The proposal incorporates further restructuring by transferring the Chief Information Officer and one staff into a Commission-wide Internal Service Fund (ISF) in the amount of $333,500 and the Internal Audit Division into its own reporting structure in the amount of $426,100.

The Personal Services budget increases $38,200 or 0.5%. This includes retirement contributions, merit pay for eligible staff, cost of living adjustments for represented staff, medical benefits, furlough restoration, and other compensation adjustments offset by the transfer of the CIO and Audit units. The personnel compliment decreased by 9.0 positions and 8.0 workyears: 2.0 positions were abolished, and 7.0 positions were transferred out of Finance, including 2.0 for the CIO unit, and 5.0 for the Internal Audit function.

Supplies and Materials are proposed to decrease by $20,000 or -9.8% attributed to the transfer of the CIO unit and Internal Audit Division outside of Finance. Other Services and Charges increase by $132,050 or 9.9% due to non-discretionary cost increases such as rent, annual IT maintenance costs, contribution to the Internal Service Fund for the new Information Technology (IT) Governance model, and external audit fees.

The Department’s only major initiative is to continue the Enterprise Resource Planning System (ERP) project to implement a more user-friendly corporate financial system that will better meet the needs of Finance and the operating departments. There is no change in funding proposed for this project.

69 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES DEPARTMENT OF FINANCE Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $6,512,459 $7,623,113 $7,100,550 $7,138,750 Supplies & Materials $171,539 $360,026 $204,200 $184,200 Other Services & Charges $1,229,448 $1,594,196 $1,327,900 $1,459,950 Capital Outlay $12,484 $0 $0 $0 Other Classifications $0 $0 $0 $0 Sub Total $7,925,930 $9,577,335 $8,632,650 $8,782,900 Chargebacks ($1,671,200) ($1,788,400) ($2,223,800) ($2,077,700)

Total $6,254,730 $7,788,935 $6,408,850 $6,705,200

Positions/Workyears Full Time Career 62.00 62.00 69.00 69.00 67.00 67.00 60.00 60.00 Positions/Workyears Part-Time Career 1.00 0.60 1.00 0.60 1.00 0.60 1.00 0.60 Positions/Workyears Total Career 63.00 62.60 70.00 69.60 68.00 67.60 61.00 60.60

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse (2.40) (2.40) (3.00) (2.00) Workyears Total 60.20 67.20 64.60 58.60

* FY11 positions/workyears reflect FY11 restructuring plan submitted to Council.

70 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES DEPARTMENT OF FINANCE

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $3,162,231 $3,679,768 $3,279,400 $3,290,450 Supplies & Materials 84,291 179,877 102,100 92,100 Other Services & Charges 571,001 749,905 633,950 699,950 Capital Outlay 6,242 0 0 0 3,823,765 4,609,550 4,015,450 4,082,500 Less Chargebacks (696,400) (745,200) (841,000) (759,900) Total $3,127,365 $3,864,350 $3,174,450 $3,322,600

PRINCE GEORGE'S COUNTY Personnel Services $3,350,228 $3,943,345 $3,821,150 $3,848,300 Supplies & Materials 87,248 180,149 102,100 92,100 Other Services & Charges 658,447 844,291 693,950 760,000 Capital Outlay 6,242 0 0 0 4,102,165 4,967,785 4,617,200 4,700,400 Less Chargebacks (974,800) (1,043,200) (1,382,800) (1,317,800) Total $3,127,365 $3,924,585 $3,234,400 $3,382,600

TOTAL EXPENDITURES Personnel Services $6,512,459 $7,623,113 $7,100,550 $7,138,750 Supplies & Materials 171,539 360,026 204,200 184,200 Other Services & Charges 1,229,448 1,594,196 1,327,900 1,459,950 Capital Outlay 12,484 0 0 0 7,925,930 9,577,335 8,632,650 8,782,900 Less Chargebacks (1,671,200) (1,788,400) (2,223,800) (2,077,700) Total $6,254,730 $7,788,935 $6,408,850 $6,705,200

71 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES DEPARTMENT OF FINANCE

SUMMARY OF ANNUAL COMPARISONS

ACTUAL ACTUAL BUDGET RESTATED* PROPOSED** COUNTY/WORKYEARS FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

MONTGOMERY COUNTY

Full-Time Career 30.00 30.00 33.50 33.50 33.50 33.50 32.50 32.50 29.50 29.50 Part-Time Career 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 Career Total 30.50 30.30 34.00 33.80 34.00 33.80 33.00 32.80 30.00 29.80 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (1.20) (1.20) (1.50) (1.50) (1.00) Total Workyears 29.10 32.60 32.30 31.30 28.80

PRINCE GEORGE'S COUNTY

Full-Time Career 32.00 32.00 35.50 35.50 35.50 35.50 34.50 34.50 30.50 30.50 Part-Time Career 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 0.50 0.30 Career Total 32.50 32.30 36.00 35.80 36.00 35.80 35.00 34.80 31.00 30.80 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (1.20) (1.20) (1.50) (1.50) (1.00) Total Workyears 31.10 34.60 34.30 33.30 29.80

TOTAL

Full-Time Career 62.00 62.00 69.00 69.00 69.00 69.00 67.00 67.00 60.00 60.00 Part-Time Career 1.00 0.60 1.00 0.60 1.00 0.60 1.00 0.60 1.00 0.60 Career Total 63.00 62.60 70.00 69.60 70.00 69.60 68.00 67.60 61.00 60.60 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse (2.40) (2.40) (3.00) (3.00) (2.00) Total Workyears 60.20 67.20 66.60 64.60 58.60

* FY11 positions and work years restated per restructuring plan submitted to the County Councils. **FY12 reflects 2.0 positions and 2.0 work years transferred to CIO office and 5.0 positions and 4.0 work years transferred out to the Internal Audit Division.

72 M-NCPPC Montgomery County Proposed FY12 Budget

OFFICE OF THE SECRETARY-TREASURER Summary of Ann ual Co mparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,313,139 $1,040,272 $997,050 $1,681,000

Supplies & Materials $15,101 $73,083 $13,600 $29,600 Other Services & Charges $150,928 $415,345 $109,300 $123,430 Capital Ou tlay $0 $0 $0 $0

Other Classifications $0 $0 $0 $0 Sub Total $1,479,168 $1,528,701 $1,119,950 $1,834,030

Chargebacks ($170,500) ($182,400) ($216,100) ($359,770)

Total $1,308,668 $1,346,301 $903,850 $1,474,260

Positions/Workyears Full Time Career 8.00 8.00 8.00 8.00 12.00 12.00 12.00 12.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 8.00 8.00 8.00 8.00 12.00 12.00 12.00 12.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00

Less Normal Lapse 0.00 0.00 0.00 0.00 Wo rkyears To tal 8.00 8.00 12.00 12.00

*FY11 positions and workyears restated per restructuring plan submitted to the County Councils.

DIVISION OVERVIEW The Office of the Secretary-Treasurer provides corporate financial oversight and directs the overall operations of the Finance Department. The Division manages the debt program to finance capital equipment and the Commission’s capital improvement projects; administers the Performance Series System (Accounting, Budget, Fixed Asset and Purchasing modules) and manages the Payroll function. The Division also offers financial advice and financial analysis expertise to other Commission departments to enable them to make informed judgments and strategic financial planning decisions.

FY12 MAJOR CHANGES • The FY12 positions and workyears increased by 4 reflecting the FY11 restructuring, which abolished 1 position and transferred 5 Payroll positions in from the Accounting Division.

73 M-NCPPC Montgomery County Proposed FY12 Budget

INTERNAL AUDIT DIVISION Summary of Annual Comparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $433,280 $485,543 $429,800 $0

Supplies & Materials $5,270 $1,591 $15,000 $0 Other Services & Charges $115,512 $130,384 $11,300 $0 Capital Outlay $0 $0 $0 $0 Other Classifications $0 $0 $0 $0 Sub Total $554,062 $617,518 $456,100 $0 Chargebacks ($140,400) ($150,200) ($177,600) $0

Total $413,662 $467,318 $278,500 $0

Positions/Workyears Full Time Career 5.0 5.0 5.0 5.0 5.0 5.0 0.0 0.0 Positions/Workyears Part-Time Career 0.0 0.0 0.0 0.0 0.0 0.0 0.0 Positions/Workyears Total Career 5.0 5.0 5.0 5.0 5.0 5.0 0.0 0.0 Positions/Workyears Term Contract 0.00.00.00.0 Seasonal/Intermittent 0.00.00.00.0

Chargebacks 0.00.00.00.0 Less Normal Lapse 0.0 0.0 (1.0) 0.0 Wo rkyears To tal 5.0 5.0 4.0 0.0

*Prior year actual budget and expenditures, as well as positions and workyears, are reflected in Finance Department for FY09 thru FY11 adopted budget.

Beginning in FY12, the Internal Audit Division has its own reporting structure. Internal Audit reports directly to the executive committee (with Executive Director providing administrative oversight only).

74 M-NCPPC Montgomery County Proposed FY12 Budget

ACCOUNTING Summary of Ann ual Co mparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,833,214 $2,216,949 $1,963,400 $2,184,550

Supplies & Materials $29,539 $28,058 $25,900 $13,000 Other Services & Charges $48,912 $45,262 $163,200 $158,720 Capital Ou tlay $0 $0 $0 $0

Other Classifications $0 $0 $0 $0 Sub Total $1,911,665 $2,290,270 $2,152,500 $2,356,270

Chargebacks ($374,300) ($400,600) ($475,900) ($433,300)

Total $1,537,365 $1,889,670 $1,676,600 $1,922,970

Positions/Workyears Full Time Career 22.00 22.00 22.00 22.00 22.00 22.00 22.00 22.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 22.00 22.00 22.00 22.00 22.00 22.00 22.00 22.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00

Less Normal Lapse (1.20) (1.20) (1.00) (1.00) Workyears Total 20.80 20.80 21.00 21.00

*FY11 positions and workyears restated per restructuring plan submitted to the County Councils.

DIVISION OVERVIEW The Accounting Division has three (3) major programs: Financial Accounting and Reporting, Accounts Payable and Treasury Operations. The Financial Accounting and Reporting function consists of recording and reporting financial transactions, preparing financial statements, preparing quarterly budget projections, generating billings, processing grants, reviewing actual expenditure and budget data in the Performance Accounting System, coordination of the annual external audit, preparation of the Comprehensive Annual Financial Report (CAFR) and preparation of the Uniform Financial Report for the State. The Accounts Payable function covers the processing of all vendor payments, responding to all questions regarding payment status, and preparation of 1099 Forms. Treasury Operations has three (3) major functions: processing of revenue transactions, management of investments, and financial reporting of investments and revenue. Treasury manages cash and investments in accordance with Commission investment policies, which emphasize the protection of investment principal, sufficient liquidity to meet all cash flow requirements, and maximum return on investments subject to the first two objectives. Financial reports are prepared to provide historical and projected information on property tax collections and other revenue sources. Investment reports are prepared to inform management of investment returns and compliance with investment policy.

FY12 MAJOR CHANGES • The FY12 positions and workyears reflect no changes from FY11, however with the FY11 restructuring, 1 position was transferred in from Internal Audit, 4 Treasury Positions were also transferred in, and 5 Payroll positions transferred out and into the Office of the Secretary- Treasurer.

75 M-NCPPC Montgomery County Proposed FY12 Budget

TREASURY OPERATIONS Summary of Ann ual Co mparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $397,554 $337,962 $373,600 $0

Supplies & Materials $8,865 $6,897 $3,100 $0 Other Services & Charges $16,908 $12,821 $5,400 $0 Capital Ou tlay $0 $0 $0 $0

Other Classifications $0 $0 $0 $0 Sub Total $423,326 $357,680 $382,100 $0

Chargebacks ($70,200) ($75,100) ($89,000) $0

Total $353,126 $282,580 $293,100 $0

Positions/Workyears Full Time Career 4.00 4.00 4.00 4.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 4.00 4.00 4.00 4.00 0.00 0.00 0.00 0.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00

Less Normal Lapse 0.00 0.00 0.00 0.00 Wo rkyears To tal 4.00 4.00 0.00 0.00

*FY11 positions and workyears restated per restructuring plan submitted to the County Councils.

DIVISION OVERVIEW See the Accounting Division.

FY12 MAJOR CHANGES • The FY12 positions and workyears decreased by 4 reflecting the FY11 restructuring, which transferred 4 Treasury Operations positions into the Accounting Division.

76 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL PURCHASING Summary of Ann ual Co mparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $611,284 $622,605 $752,300 $684,400

Supplies & Materials $12,348 $2,622 $9,400 $9,400 Other Services & Charges $34,451 $48,640 $32,800 $32,800 Capital Ou tlay $0 $0 $0 $0

Other Classifications $0 $0 $0 $0 Sub Total $658,083 $673,866 $794,500 $726,600

Chargebacks ($108,600) ($116,300) ($238,100) ($186,930)

Total $549,483 $557,566 $556,400 $539,670

Positions/Workyears Full Time Career 6.00 6.00 6.00 6.00 5.00 5.00 5.00 5.00 Positions/Workyears Part-Time Career 1.00 0.60 1.00 0.60 1.00 0.60 1.00 0.60 Positions/Workyears Total Career 7.00 6.60 7.00 6.60 6.00 5.60 6.00 5.60

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00

Less Normal Lapse 0.00 0.00 0.00 0.00 Wo rkyears To tal 6.60 6.60 5.60 5.60

*FY11 positions and workyears restated per restructuring plan submitted to the County Councils.

DIVISION OVERVIEW The major function of the Central Purchasing Division is to oversee the procurement of all necessary commodities, supplies, equipment and services that support the Commission’s mission. As components of this primary function, the Division is responsible for purchasing policy and procedure development as well as contract review and processing. By implementing the provisions of the Commission’s Non-Discrimination Policy, the Division promotes equal and fair competition between all vendors.

FY12 MAJOR CHANGES • The FY12 positions and workyears decreased by 1 reflecting the FY11 restructuring, which transferred 1 position to Internal Audit.

77 M-NCPPC Montgomery County Proposed FY12 Budget

FINANCE INFORMATION TECHNOLOGY Summary of Ann ual Co mparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,923,988 $2,919,783 $2,584,400 $2,588,800

Supplies & Materials $100,414 $247,776 $137,200 $132,200 Other Services & Charges $862,739 $941,743 $1,005,900 $1,145,000 Capital Ou tlay $12,485 $0 $0

Other Classifications $0 $0 $0 $0 Sub Total $2,899,626 $4,109,301 $3,727,500 $3,866,000

Chargebacks ($807,200) ($863,800) ($1,027,100) ($1,097,700)

Total $2,092,426 $3,245,501 $2,700,400 $2,768,300

Positions/Workyears Full Time Career 17.00 17.00 24.00 24.00 23.00 23.00 21.00 21.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 17.00 17.00 24.00 24.00 23.00 23.00 21.00 21.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00

Less Normal Lapse (1.20) (1.20) (1.00) (1.00) Workyears Total 15.80 22.80 22.00 20.00

*FY11 positions and workyears restated per restructuring plan submitted to the County Councils.

DIVISION OVERVIEW The Finance Information Technology Division is responsible for managing the operations and support for the Commission financial and human resources systems, timekeeping system, Internet and Intranet services, wide area and local area network, electronic mail, and desktop computers. Staff provides systems analysis, performance metrics and recommends system security policies and procedures. The Division participates with the CIO’s Innovative and Collaborative Technology Group to identify and address Commission-wide technology issues and recommend solutions. The Division is also responsible for supporting and maintaining the following systems:

Financial Systems • Financial Management (4 Performance Series Modules--Accounting, Budgeting, Purchasing, Fixed Assets) • Highline ePersonality ® (Payroll) • Purchasing Bidders List and Contract Log • MFD Vendor System • EnergyCAP Utility/Energy Management • EMPHYSIS Investment Management • Works Purchase Card System

Human Resources Systems • Highline ePersonality ® (modules include: HR, Foundation, Benefits Administration, Salary Administration, Forecasting & Costing, Training & Development, Safety & Health • Employees’ Retirement System

78 M-NCPPC Montgomery County Proposed FY12 Budget

Program Support Systems • Commission contract management • Cell phone policy and program administration • eCounsel hosted service • NeoGov hosted service • Performance metric system • Symantec Enterprise Backup System • Archive Records Management System • Computer Tape/Media Library System • Contract Routing System • Disaster recovery and Business Continuity program • Kronos timekeeping system • Sharepoint service • Active Directory and Email services • Verdiem Surveyor system

FY12 MAJOR CHANGES • The FY12 positions decreased by 3 reflecting the FY11 restructuring, which abolished 1 position and transferred out 2 positions to the CIO Internal Service Fund. • Upgrade Kronos from 5.0 to 6.2. • Outsource email services to a cloud based solution. • Implement a scalable, secure, redundant Internet that will consolidate voice, data and video while being able to prioritize data replication and report user Internet activity • Implement self-service for ePersonality • Upgrade ERS P2K to ePersonality. • Expand the use of TrackIT from Numara to include PO's, unit costs, workflow approval and consumable tracking • Upgrade INSITE to an Oracle based content management system, simplify navigation, improve search functions and expand departmental control and responsibilities. • Upgrade local desktops and train users on Office 2010 using Windows 7 operating system • Enable collaboration, document sharing, user training and empowerment. • Identify IT investments that will reduce lifecycle costs and improve service. • Ensure process controls and resources are implemented to achieve PCI compliance. • Implement tools to support eDiscovery and Legal requests for information. • Support Sustainability initiatives as outlined by the Commission Operational Initiative. • Continue to build, test and support the disaster recovery and business continuous operation for critical applications, processes and services of the Commission. • Pilot virtualization of desktops, servers and critical applications.

79 M-NCPPC Montgomery County Proposed FY12 Budget

PERSONNEL COMPLEMENT POSITION TITLE GRADE Restated Proposed FY11 FY12 Positions Positions OFFICE OF THE SECRETARY-TREASURER1 Secretary-Treasurer U/C 1 1 Director – Administration (Fin Mgr II) K-A 1 1 Financial Systems Manager (IT Mgr/Ldr) JIT-A 1 1 Payroll Services Manager (Fin Mgr I) J-A 1 1 Financial Systems Administrator (Acct III) I-A 1 1 Principal Administrative Specialist I-A 2 2 Payroll Supervisor (Acct III) I-A 1 1 Payroll Accountant II H-A 1 1 Senior Administrative Specialist H-A 1 1 Payroll Specialist G-A 2 2 Principal Administrative Assistant F-A 0 0 12 12 ACCOUNTING DIVISION2 Director - Accounting (Fin Mgr II) K-A 1 1 Finance Manager I J-A 1 1 Investment Manager J-A 1 1 Accountant III I-A 3 3 Payroll Supervisor (Acct III) I-A 0 0 Accountant II H-A 6 6 Accountant I G-A 3 3 Payroll Specialist G-A 0 0 Accounting Technician II C-06 6 6 Senior Administrative Assistant C-05 1 1 22 22 AUDIT DIVISION3 Director - Internal Audit (Fin Mgr II) K-A 1 0 Auditor III I-A 2 0 Auditor II H-A 2 0 5 0

1 One position abolished and five Payroll positions transferred in from the Accounting Division. 2 One Accounting position is fully charged back to the Prince George’s Department of Parks and Recreation. Five Payroll positions were transferred to the Office of the Secretary-Treasurer. One position was transferred in from Audit due to shift in bank reconciliation work program. Four Treasury positions were merged in from the Treasury Division. 3 Five Audit positions were transferred out of the Finance Department, into the Internal Audit Division. One position is fully charged back to the Prince George’s Department of Parks and Recreation. 4 Four Treasury positions were merged into the Accounting Division. One position was downgraded. 5 One position abolished and two positions were transferred out of the Finance Department, into the CIO Internal Service Fund. 6 Two additional Purchasing positions are budgeted directly in the Prince George’s Department of Parks and Recreation. One position, funded by Prince George’s Parks and Recreation, was transferred to Audit to reflect change in priorities from CIP procurement to internal audits. 80 M-NCPPC Montgomery County Proposed FY12 Budget

PERSONNEL COMPLEMENT

POSITION TITLE GRADE FY11 FY12 RESTATED POSITIONS POSITIONS TREASURY OPERATIONS4 Investment Manager (Fin Mgr II) K-A 0 0 Investment Manager (Fin Mgr I) J-A 0 0 Accountant II H-A 0 0 Accounting Technician II C-06 0 0 0 0 FINANCE INFORMATION TECHNOLOGY DIVISION5 Chief Information Officer L-A 1 0 Director – Information Technology (Fin Mgr II) K-A 1 1 IT Systems Manager/Leader JIT-A 5 5 Programmer Analyst III IIT-A 3 2 Senior IT Support Specialist IIT-A 2 2 Principal Administrative Specialist I-A 1 1 Programmer Analyst II HIT-A 4 4 IT Support Specialist II HIT-A 4 0 IT Support Specialist II H-A 0 4 IT Support Specialist I GIT-A 2 0 IT Support Specialist I G-A 0 2 23 21 PURCHASING DIVISION6 Director – Purchasing (Fin Mgr II) K-A 1 1 Principal Procurement Specialist I-A 3 3 Senior Procurement Specialist H-A 1 1 Procurement Specialist G-A 1 0 Principal Administrative Assistant C-06 0 1 6 6

DEPARTMENT TOTAL 68 61

81 M-NCPPC Montgomery County Proposed FY12 Budget

Finance Department Performance Measures Goal: Provide comprehensive financial services and planning, financial controls, and management information systems using advanced technologies to Commission management and staff, Montgomery and Prince George's County governments, and other relevant outside entities. Objective: Maintain a financially sound organization to support Commission programs and to assure fiscal accountability. Outcome Office of the Secretary-Treasurer: Maintenance of the strong financial position of the Commission through comprehensive analysis of and guidance on financial transactions, generation of financial projections, responsible debt management, oversight of all financial operations, and efficient allocation of Departmental resources.

Bond Ratings

FY12 FY09 FY10 FY11 Est. Target Commission Montgomery County Bonds: Fitch Ratings AAA AAA AAA AAA Moody's Investor Services Inc. Aaa Aaa Aaa Aaa Standard & Poors Rating Services AAA AAA AAA AAA Commission Prince George's County Bonds: Fitch Ratings AA+ AA+ AA+ AA+ Moody's Investor Services Inc. Aa1 Aa1 Aa1 Aa1 Standard & Poors Rating Services AAA AAA AAA AAA

82 M-NCPPC Montgomery County Proposed FY12 Budget

Finance Department Performance Measures Outcome Accounting: Reliable financial reporting, payroll and disbursement processing, and budget controls. Revenue transactions and investment management that protects principal, provides liquidity and maximizes investment return.

Treasury Operations Accounting Basis Point Spread Portfolio Versus Invoice Processing 90-Day Treasury Bill Rate of Return

60 6.0% 80,000 100% 50

40 4.0% 70,000 95%

30 60,000 90% 20 2.0%

10 Rate of Return Basis Point Spread Spread Point Basis 50,000 85% 30 days < Paid Invoices FY11 FY12 0 0.0% FY09 FY10 FY12 Est. Target FY09 FY10 FY11 Est. Target # Keyed 68,243 70,000 70,000 70,000 Point Spread 10 50 10 10 % Paid < 30 Days 93% 97% 97% 97% Rate of Return 2.60% 1.00% 1.25% 1.25%

Note: The Commission has received the Government Finance Officers Association certificate of achievement in financial reporting for 37 consecutive years. Outcome Central Purchasing: Achieving the best value at the lowest price through public competition when purchasing commodities, supplies, equipment and services.

Procurement Processing Days MFD Procurement Opportunity Purchases Over Formal Bid Limit Minority, Female or Disability Owned

150 150 600 50%

100 100 400 50 50 25% 200 0 0 FY10 FY10 FY11 Est. FY11 Est. 0 0% Contracts Purchase Process Days to Total Target FY12

FY09 FY10 FY11 Est. Total f % MFD Procurement Avg. Days in 87.3 77.5 33.3 26.5 Target Other Vendors Added 523 134 200 225 Avg. Days in 19.2 20.1 6.4 11.1 to Bidders List Purchasing MFD 33% 30% 30% 30% Target Total Days 105 105 45 45 Procurement % to Process of Total

Outcome Finance Information Technology: Reliable information technology services in support of automated financial systems.

Finance Information Technology Finance Information Technology Servers, Routers & Switches Supported Applications Supported 80 30 70 25 60 50 20 260 40 15 240 30

Switches 220 Number of Servers of Number 20 10 FY12 FY09 FY10 FY11 Est. 200 Target Number of Routers & Routers of Number 180

Servers 55 55 64 65 Supported Applications # of FY09 FY10 FY11 Est. FY12 22 22 25 18 Routers & Applications 205 225 240 215 Switches Supported

83 M-NCPPC Montgomery County Programs Proposed FY12 Budget

LEGAL DEPARTMENT

General Counsel

 Supervision, Management and  General Counsel (Legal Advice) Administration of Department  Transactions  Litigation  Legislative Advocacy/  Task Force and Training Intergovernmental Relations

Litigation and Legislative Land Use Teams Transactions 84 Employment Law Management Team Montgomery and Practice Team Team Prince George’s

 Legal Advice/General  Legislative Advocacy/  Legal Advice/General  Legal Advice/General Counsel Counsel (Risk Management/ Intergovernmental Relations Counsel (Development (Procurement/Real Personnel/Finance/ Review/Zoning/Enforcement) Estate/Public-Private Retirement/Police)  Litigation (Land Use Disputes) Partnerships)  Litigation (Tort Claims/  Review and Preparation of Workers Comp/Employment/ Contracts, Agreements, and Commercial Disputes) Memoranda of Understanding  Task Force and Training

M-NCPPC Montgomery County Proposed FY12 Budget

LEGAL DEPARTMENT

EXECUTIVE OVERVIEW The mission of the Office of the General Counsel is to provide cost effective legal advice and representation of the highest quality to The Maryland-National Capital Park and Planning Commission as a corporate entity. Primary emphasis of the work program is providing proactive counsel, preventive advice and early intervention to support decision-makers with a clear picture of all their lawful options.

Under the direction of the General Counsel, the Office of the General Counsel (Legal Department) provides a comprehensive program of legal services to the Commission, supporting virtually every facet of the Commission’s work program. The Office of the General Counsel (OGC) guides the Commission's internal corporate operations; advises staff and the Planning Boards in judicial and regulatory responsibilities; advocates on the Commission's behalf in litigation before the State and Federal courts; and participates in cross-functional teams assembled periodically to develop creative solutions to new challenges facing the Commission.

The OGC’s four work programs are: General Counsel, Litigation, Legislation and Task Force Participation. To support these programs, staff attorneys are primarily grouped into five specialized work teams: Litigation and Employment Law; Transactions Practice; Legislative Management; Montgomery County Land Use; and Prince George’s County Land Use. Each team is assigned responsibility for work through a matrix management model that includes the following eleven functional elements:

 Advice (Counsel)  Support to Commission Hearings  Civil Trial Litigation  Judicial Review Litigation  Administrative Litigation  Appellate Litigation  Business Transactions  Property Management Transactions  Procurement Transactions  Regulatory Transactions  Legislative Management

These Teams work in a coordinated environment from offices in five locations: the Commission’s Executive Office Building in Riverdale; Montgomery Regional Office Building in Silver Spring; the Prince George’s County Administration Building in Upper Marlboro; the Park and Recreation Administration Building in Riverdale; and the Parkside Headquarters facility in Silver Spring. The networking arrangement enables staff attorneys to respond to the specific needs of each County or Commission department, while maintaining an overall cohesive approach to the Commission’s legal requirements.

BUDGET OVERVIEW The proposed same service level budget for FY12 is $2,143,000, an increase of 7.1%, or $142,750 over FY11 funding and includes compensation adjustments related to merit, pension, and restoration of furlough funding. Personnel costs continue to comprise 86% of the FY12 budget and operating expenses account for 14% before chargebacks. The budget includes 23.0 positions and 22.0 workyears.

85 M-NCPPC Montgomery County Proposed FY12 Budget

LEGAL DEPARTMENT Summary of Ann ual Co mparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,492,727 $2,492,383 $2,663,950 $2,867,940 Supplies & Materials $41,371 $34,019 $29,700 $29,700 Other Services & Charges $387,062 $638,837 $454,050 $427,520 Capital Ou tlay $0 $0 $0 $0 Sub Total $2,921,160 $3,165,239 $3,147,700 $3,325,160

Chargebacks ($729,800) $ (715,550) $ (1,147,450) $ (1,182,160) Total $2,191,360 $2,449,689 $2,000,250 $2,143,000

Positions/Workyears Full Time Career 22.00 22.00 22.00 22.00 23.00 22.00 23.00 22.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 22.00 22.00 22.00 22.00 23.00 22.00 23.00 22.00 Positions/Workyears Term Contract 2.00 1.75 2.00 1.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 Workyears Total 23.75 23.75 22.00 22.00

* FY11 positions/workyears reflect FY11 restructuring plan submitted to Council.

86 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES LEGAL DEPARTMENT

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $1,246,007 $1,232,955 $1,290,350 $1,375,630 Supplies & Materials 18,474 16,582 14,850 14,850 Other Services & Charges 192,467 287,001 265,800 251,130 Capital Outlay 0 0 0 0 1,456,948 1,536,538 1,571,000 1,641,610 Less Chargebacks (390,900) (297,275) (532,150) (520,010) Total $1,066,048 $1,239,263 $1,038,850 $1,121,600

PRINCE GEORGE'S COUNTY Personnel Services $1,246,720 $1,259,428 $1,373,600 $1,492,310 Supplies & Materials 22,897 17,437 14,850 14,850 Other Services & Charges 194,595 351,836 188,250 176,390 Capital Outlay 0 0 0 0 1,464,212 1,628,701 1,576,700 1,683,550 Less Chargebacks (338,900) (418,275) (615,300) (662,150) Total $1,125,312 $1,210,426 $961,400 $1,021,400

TOTAL Personnel Services $2,492,727 $2,492,383 $2,663,950 $2,867,940 Supplies & Materials 41,371 34,019 29,700 29,700 Other Services & Charges 387,062 638,837 454,050 427,520 Capital Outlay 0 0 0 0 2,921,160 3,165,239 3,147,700 3,325,160 Less Chargebacks (729,800) (715,550) (1,147,450) (1,182,160) Total $2,191,360 $2,449,689 $2,000,250 $2,143,000

87 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES LEGAL DEPARTMENT

SUMMARY OF ANNUAL COMPARISONS

ACTUAL ACTUAL BUDGET RESTATED* PROPOSED COUNTY/WORKYEARS FY09FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

MONTGOMERY COUNTY

Full-Time Career 11.50 11.50 11.50 11.50 12.50 12.50 10.80 10.35 10.80 10.35 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 11.50 11.50 11.50 11.50 12.50 12.50 10.80 10.35 10.80 10.35 Term Contract 1.50 1.25 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 12.75 12.25 13.25 10.35 10.35

PRINCE GEORGE'S COUNTY

Full-Time Career 10.50 10.50 10.50 10.50 11.50 11.50 12.20 11.65 12.20 11.65 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 10.50 10.50 10.50 10.50 11.50 11.50 12.20 11.65 12.20 11.65 Term Contract 0.50 0.50 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 11.00 11.50 12.50 11.65 11.65

TOTAL

Full-Time Career 22.00 22.00 22.00 22.00 24.00 24.00 23.00 22.00 23.00 22.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 22.00 22.00 22.00 22.00 24.00 24.00 23.00 22.00 23.00 22.00 Term Contract 2.00 1.75 2.00 1.75 2.00 1.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Total Workyears 23.75 23.75 25.75 22.00 22.00

* FY11 positions and work years restated per restructuring plan submitted to the County Councils.

88 M-NCPPC Montgomery County Proposed FY12 Budget

DEPARTMENT PROGRAMS GENERAL COUNSEL Actual Budget Pr oposed LEGISLATION Actual Budget Proposed FY10 FY11* FY12 FY10 FY 11* FY12

Personnel Servi ces $1,196,344 $1, 278,695 $1,376,611 Personnel Services $174,467 $186, 477 $200,756 Supplies & Materials $16,330 $14,256 $14,256 Supplies & Materials $2,380 $2, 079 $2,079 Other Services & Charges $306,642 $217,944 $205,210 O ther S ervi ces & Charges $44,718 $31, 784 $29,926 Ca pi tal Outla y $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks ($343,464) ($550,775) ($567,437) Chargebacks ($50,089) ($80,322) ($82,751) Total Expenditures $1,175,852 $960,120 $1,028,640 Total Expenditures $171,476 $140, 018 $150,010 Workyears 11. 40 11.00 11.00 Workyears 1.65 0.80 0.80

LI TIGA TION Actual Budget Proposed TASK FORCE Actual Budget Proposed FY10 FY11* FY12 FY10 FY 11* FY12

Personnel Servi ces $1,046,801 $1, 118,859 $1,204,535 Personnel Services $74,771 $79, 919 $86,038 Supplies & Materials $14,288 $12,474 $12,474 Supplies & Materials $1,021 $891 $891 Other Services & Charges $268,312 $190,700 $179,558 O ther S ervi ces & Charges $19,165 $13, 622 $12,826 Ca pi tal Outla y $0 $0 $0 Capital Outlay $0 $0 $0 Chargebacks ($300,530) ($481,929) ($496,507) Chargebacks ($21,467) ($34,424) ($35,465) Total Expenditures $1,028,871 $840,104 $900,060 Total Expenditures $73,490 $60, 008 $64,290 Workyears 10. 00 9.50 9.50 Workyears 0.70 0.70 0.70

*FY11 workyears shown as reflected in the FY11 Restructure Plan submitted to the County.

GENERAL COUNSEL The legal offices provide advice and counsel to the operating departments of the Commission, the Montgomery and Prince George’s County Planning Boards and internal Commission committees. Legal Department attorneys provide oral and written advice on local, State, and Federal law; draft and review agreements, memoranda of understanding, contracts, regulations, other legal documents; and conduct various negotiations. The Legal Department advises the Commission on employment law, and advises the Park Police on issues involving the Law Enforcement Officers Bill of Rights (LEOBR). The Department oversees outside counsel in areas of specialized legal services such as construction litigation, real estate settlements, employment and discrimination law, bankruptcy, and areas in which there may be an in-house conflict of interest.

FY12 Major Changes None

LITIGATION The Legal Department’s attorneys represent the Commission and the Planning Boards before all courts and various administrative bodies. The Legal Department appears before Federal courts, Montgomery and Prince George’s County District and Circuit Courts, the Maryland Court of Special Appeals, and the Court of Appeals, and represents the Commission in administrative actions before the Montgomery and Prince George’s County Board of Appeals, the Maryland Public Service Commission, the United States Environmental Protection Agency, the Maryland Department of Labor, Licensing and Regulation, and the Department of the Interior. The Legal Department represents the Commission in proceedings before the EEOC, the Maryland Human Relations Commission, the Commission’s independent Merit System Board and various LEOBR police disciplinary bodies. The Legal Department represents the Commission in tort and workers’ compensation litigation.

FY12 Major Changes None

LEGISLATION The Office of the General Counsel serves as the Commission's liaison to the Maryland General Assembly. The OGC, in conjunction with specially selected staff, provide the Commission with a thorough analysis of all local, bi-county and statewide legislation of interest to the Commission.

FY12 Major Changes None

89 M-NCPPC Montgomery County Proposed FY12 Budget

TASK FORCE PARTICIPATION Legal Department attorneys participate on state and local committees and task forces charged with analyzing and responding to specific needs within or concerning the Commission, the counties and the State. Current examples include time devoted to the Commission’s Diversity Council, the ad hoc Social Networking Technology Group, and the Maryland Code Revision Task Force that is now working to prepare a new Maryland Land Use Article.

FY12 Major Changes None

PERSONNEL COMPLEMENT Restated Proposed Title Grade FY11 FY12 Positions Positions General Counsel U/C 1 1

Associate General Counsel III K 4 4

Associate General Counsel II J 10 10

Associate General Counsel I I 3 3

Administrative Specialist H 1 1

Administrative Specialist G 3 3

Legal Secretary F 1 1

TOTAL 23 23

90 M-NCPPC Montgomery County Proposed FY12 Budget

LEGAL DEPARTMENT PERFORMANCE MEASURES

Departmental Goal: To provide cost effective legal advice and representation of the highest quality to The Maryland-National Capital Park and Planning commission as a corporate entity. Our lawyers place their primary emphasis of providing proactive counsel, preventive advice and early intervention to support decisions-makers with a clear picture of all their lawful options.

Departmental Objective: To effectively and efficiently provide legal services to the Commission through accurate, timely and competent advice and counsel; legal representation in county, state and federal courts and other administrative proceedings; legislative representation; and task force participation.

Outcome: Delivery of a broad range of legal services performed expeditiously and to client's satisfaction.

Client Ratings

Survey Results: As indicated in a recent independent questionnaire and study, operating departments of the Commission report that users are "highly satisfied" with the services provided by the Legal Department. The leadership indicates they are "extremely satisfied" with the embedded staff model utilized by the Legal Department where legal staff is designated to work within the user departments on issues specific to each County. This method has developed a good customer orientation and a solid information foundation for service delivery. Based on the study questionnaire completed by user departments, the Legal Department’s overall rating was 1.95 out of a possible 2.0. The client departments indicate: (1) they are well served; (2) they are kept well informed; (3) the Legal Department is timely in providing legal advice; (4) is always available; and (5) legal staff is knowledgeable and has the ability to work in various areas within the legal division.

Case Management (now includes Worker's Compensation and Tort Litigation Cases)

30 Litigation Cases 28 Closed 24 36 38

4 Litig. Cases Moved to 2 FY 12Target 6 Higher Court 8 FY 11Est 11 FY 10 FY09 40 FY 08 Litigation Cases 48 Opened 28 38 34

36 Litigation Cases 40 34 Carried Over 30 30

91 M-NCPPC Montgomery County Proposed FY12 Budget

92 M-NCPPC Montgomery County Proposed FY12 Budget

INTERNAL AUDIT DIVISION

EXECUTIVE OVERVIEW The mission of Internal Audit is to provide independent objective audit/review and risk assessment services designed to add value and improve the operations of the Commission. This Division previously reported to the Secretary-Treasurer in the Finance Department and now reports directly to the Executive Committee (with the Executive Director providing administrative oversight only). The Division provides a systematic disciplined approach to evaluating and improving the effectiveness of governance, risk management, and internal control processes, compliance with all applicable rules and regulations, and reliable financial reporting. The scope of work includes interaction with the various governance groups; and evaluation of significant financial, managerial, and operating information to determine compliance with the Commission’s policies, standards, and procedures, and applicable laws and regulations. Staff analyzes resources to determine efficient use, assure adequate safeguarding, and recommend continuous improvements to control processes.

BUDGET OVERVIEW The FY12 proposed budget is $426,100, which reflects a 9.8% increase from the unit’s FY11 budget in the Finance Department. The Personnel Services budget increases $38,100, or 8.9% which is attributed to funding pension, retiree medical, and group insurance costs, furlough funding restoration and other compensation adjustments.

93 M-NCPPC Montgomery County Proposed FY12 Budget

INTERNAL AUDIT DIVISION Summary of Annual Comparisons Actual Actual Restated Proposed by Major Object FY09 FY10 FY11 FY12*

Personnel Services $0 $0 $0 $467,900 Supplies & Materials $0 $0 $0 $15,000 Other Services & Charges $0 $0 $0 $11,300 Capital Outlay $0 $0 $0 $0 Other Classifications $0 $0 $0 $0 Sub Total $0 $0 $0 $494,200

Chargebacks 0 0 0 (68,100)

Total $0 $0 $0 $426,100

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 (1.00) Workyears Total 0.00 0.00 0.00 4.00

*In FY12 the Internal Audit Division was transferred out of Finance and established as its own reporting structure.

94 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES INTERNAL AUDIT DIVISION

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $0 $0 $0 $199,900 Supplies & Materials 0 0 0 7,500 Other Services & Charges 0 0 0 5,650 Capital Outlay 0 0 0 0 0 0 0 213,050 Less Chargebacks 0 0 0 0 Total $0 $0 $0 $213,050

PRINCE GEORGE'S COUNTY Personnel Services $0 $0 $0 $268,000 Supplies & Materials 0 0 0 7,500 Other Services & Charges 0 0 0 5,650 Capital Outlay 0 0 0 0 0 0 0 281,150 Less Chargebacks 0 0 0 (68,100) Total $0 $0 $0 $213,050

TOTAL EXPENDITURES Personnel Services $0 $0 $0 $467,900 Supplies & Materials 0 0 0 15,000 Other Services & Charges 0 0 0 11,300 Capital Outlay 0 0 0 0 0 0 0 494,200 Less Chargebacks 0 0 0 (68,100) Total $0 $0 $0 $426,100

The Division's FY10 actual expenditure ($617,518) and FY11 budget ($388,000) were included in Finance Department's budget.

95 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES INTERNAL AUDIT DIVISION

SUMMARY OF ANNUAL COMPARISONS

ACTUAL ACTUAL BUDGET RESTATED* PROPOSED COUNTY/WORKYEARS FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

MONTGOMERY COUNTY

Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 (0.50) Total Workyears 0.00 0.00 0.00 0.00 1.50

PRINCE GEORGE'S COUNTY

Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 (0.50) Total Workyears 0.00 0.00 0.00 0.00 2.50

TOTAL

Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 (1.00) Total Workyears 0.00 0.00 0.00 0.00 4.00

The Division's FY10 actual positions and work years (5.0/5.0) and FY11 positions and work years (adopted: 5.0/5.0; restated: 5.0/4.0) were included in Finance Department's budget.

* Decrease includes merging DHRM IT unit with Finance IT Division. ** FY11 positions and work years restated per restructuring plan submitted to the County Councils.

96 M-NCPPC Montgomery County Proposed FY12 Budget

PERSONNEL COMPLEMENT Restated Proposed POSITION TITLE GRADE FY11 FY12 POSITIONS POSITIONS AUDIT DIVISION1 Director - Internal Audit (Fin Mgr II) K-A 0 1 Auditor III I-A 0 2 Auditor II H-A 0 2 DEPARTMENT TOTAL 0 5

1 One Audit position is fully charged back to the Prince George’s Department of Parks and Recreation. Five Audit positions were transferred out of the Finance Department, into the Internal Audit Department.

97 M-NCPPC Montgomery County Proposed FY12 Budget

Office of the Internal Auditor Performance Measures

Goal: Provide independent objective audit/review and consulting services designed to add value and improve the operations of the Commission.

Objective: Maintain a systematic disciplined approach to evaluate and improve the effectiveness of governance, risk management, and internal control processes, compliance with all applicable rules and regulations, and reliable financial reporting.

Outcome Internal Auditor: High quality audit services.

Internal Auditor Internal Auditor Purchase Cards Dept. Head Credit Cards

20 50

15 40

Audits 10 30

5 20

# Dept Head Credit Card 0

# Purchase Card Audits 10 FY11 Est. FY12 Target FY11 Est. FY12 Target 55 Audits Audits 39 24

Internal Auditor Internal Auditor Operational Audits Surprise Petty Cash Audits

10 50

8 40

6 30

4 20 # Operational Audits

2 # Surprise Petty Cash Audits 10 FY11 Est. FY12 Target FY11 Est. FY12 Target Audits 55 Audits 30 30

Internal Auditor Fraud, Waste & Abuse Investigations

10 8 6

Investigation 4 2 # Fraud, Waste and Abuse FY11 Est. FY12 Target Audits 55

98 M-NCPPC Montgomery County Proposed FY12 Budget

MERIT SYSTEM BOARD

EXECUTIVE OVERVIEW The Merit System Board is authorized by the Commission’s enabling legislation (Article 28, Annotated Code of Maryland Section 2-112). It is an impartial Board composed of three members: the Chair, appointed to a four year term; the Vice Chair, appointed to a three year term; and a Board Member, appointed to a two year term. They are responsible for making recommendations and decisions regarding the Commission’s Merit System. Board members are experienced in personnel and employment issues; and commit to fair and impartial research, investigation and decisions on Commission policy and systems that adhere to best practices in employment.

The duties of the Merit System Board are to: • Oversee and monitor the administration of the Merit System. • Hold periodic open meetings to hear proposals for improving the Merit System Rules and Regulations (MSRR) and/or on working conditions and make appropriate recommendations to the Commission. • Consult with employees and management, prepare and recommend changes to rules and regulations and provide comments on the operation of the Merit System. The Board submits its recommendations to the Commission for adoption. • Review proposed changes to compensation and classification plans and submit recommendations to the Commission. • Review, hear and decide appeals of adverse actions and other actions identified as open to appeal in the Merit System Rules and Regulations (MSRR). • Review, hear and decide appeals unresolved during the administrative grievance process. • Conduct or direct, as changing conditions dictate, surveys or investigations of apparent problems relating to the management of the Merit System as identified in the course of reviewing employee appeals. • Report periodically, or as requested, to the Commission on matters relating to the Merit System. • Perform such duties as may be specified by the Commission under the Administrative Plans.

BUDGET OVERVIEW Both counties fund the Merit Board’s budget equally. The Commission has discretionary powers to set the rate of pay for each of the Merit System Board members. In order to maintain its impartiality, the Merit Board has its own funding and office space in the Executive Office Building. The Board’s operating budget provides for a small amount of supplies and materials specifically for the Board and its office. Other Services and Charges fund mostly outside legal counsel fees and the cost of transcription for Board hearings. The projected expenditures in this category vary by caseload from year to year and are not predictable. In a heavy caseload year, the Board may have to request supplemental funding.

The FY12 Merit System Board Budget is proposed at $133,500, a 40% increase over FY11 attributable to personnel costs and professional services. However, the proposed funding level is 7.2% lower than FY10 actual expenditures to deliver mandatory services. Personnel Services costs increase 24,400 or 30% based on actual salary and fringe benefit data and merit, other post employment benefits, pension, reinstatement of furlough funding, and group insurance cost changes. The budget provides for one part-time administrator, one part-time chair, and two part-time board members. Supplies and Materials costs are stable at $1,400. The Other Services and Charges category increases by $13,800 entirely for outside legal counsel. A budget amendment was necessary in FY10 and may also be required in FY11 to deliver mandatory services of the Board.

FY11 STRATEGIC INITIATIVES UPDATE • During FY11, the Merit System Board maintained its current caseload, reviewed proposed changes to compensation and classification plans, Merit System Rules and Regulations, and other policies including amendment to the reduction in force practice, and issued a Summary of Decisions Report. • In the reporting period of July 1, 2009 through June 30, 2010, 16 cases were decided. Six of these cases were on the docket as of July 1, 2010, progressing through the appellate process.

99 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES MERIT SYSTEM BOARD BY MAJOR OBJECT

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY

Personnel Services $38,910 $50,427 $41,250 $53,450 Supplies & Materials 1,930 282 700 700 Other Services & Charges 10,687 21,186 5,700 12,600 Capital Outlay 0 0 0 0 $51,527 $71,895 $47,650 $66,750 Less Chargebacks 0 0 0 0 Total $51,527 $71,895 $47,650 $66,750

PRINCE GEORGE'S COUNTY

Personnel Services $38,910 $50,430 $41,250 $53,450 Supplies & Materials 1,930 274 700 700 Other Services & Charges 10,687 21,186 5,700 12,600 Capital Outlay 0 0 0 0 $51,527 $71,890 $47,650 $66,750 Less Chargebacks 0 0 0 0 Total $51,527 $71,890 $47,650 $66,750

TOTAL EXPENDITURES

Personnel Services $77,819 $100,857 $82,500 $106,900 Supplies & Materials 3,860 556 1,400 1,400 Other Services & Charges 21,374 42,372 11,400 25,200 Capital Outlay 0 0 0 0 $103,054 $143,785 $95,300 $133,500 Less Chargebacks 0 0 0 0 Total $103,054 $143,785 $95,300 $133,500

100 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES MERIT SYSTEM BOARD

SUMMARY OF ANNUAL COMPARISONS

ACTUAL ACTUAL BUDGET RESTATED* PROPOSED COUNTY/WORKYEARS FY09 FY10 FY11 FY11 FY12 POS WYS POS WYS POS WYS POS WYS POS WYS

MONTGOMERY COUNTY

Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.25 0.50 0.25 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.25 0.50 0.25 Term Contract 0.50 0.25 0.50 0.25 0.50 0.25 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Total Workyears 0.25 0.25 0.25 0.25 0.25

PRINCE GEORGE'S COUNTY

TOTAL

Full-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 1.00 0.50 Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Career Total 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 1.00 0.50 Term Contract 1.00 0.50 1.00 0.50 1.00 0.50 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Total Workyears 0.50 0.50 0.50 0.50 0.50

*FY11 positions and work years restated per restructuring plan submitted to the County Councils.

101 M-NCPPC Montgomery County Proposed FY12 Budget

102 M-NCPPC Montgomery County Proposed FY12 Budget

CAS SUPPORT SERVICES

EXECUTIVE OVERVIEW Central Administrative Services Support Services accounts for non-discretionary shared operating expenses attributable to the Departments of Human Resources and Management, Finance, Legal, the Merit System Board, and the Internal Audit Division, collectively known as the Central Administrative Services (CAS). These expenses include unemployment insurance, workers’ compensation costs, document production services (the print and reproduction center), centralized office supplies, and the costs associated with housing the CAS Departments and Offices.

BUDGET OVERVIEW In FY12 Support Services’ largest expenditure is for rental office space for CAS in the Executive Office Building. Personnel Services costs cover unemployment insurance as necessary for CAS. The Other Services and Charges (OS&C) category includes expenses for technology (LAN/WAN lines); utilities; postage; and service, repair, and maintenance of equipment. OS&C also funds the contract for equipment and services for the Document Production Services Center.

In FY10 only, Support Services budget of $1,069,100 was reallocated and shown in the respective CAS Department budgets in an attempt to improve accountability and transparency and reflect the cost of individual operations. However, this move proved to be inefficient for the users and created duplicative accounting. In FY11, the Support Services budget was reinstated and costs were recaptured at the same services rate, without inflationary increase.

The total proposed FY12 budget is $1,017,600, an increase of 14.4% over FY11. Major expenses include rent for CAS in the amount of $550,000, a 21.8% increase over FY11 due to the need to reduce the subsidy provided by fund balance in the internal service fund. Unemployment insurance increased to $43,000, an increase of 92% due to payments related to the FY11 reduction in force. Other services and charges primarily cover equipment leases, standard operating supplies, risk management claims, utilities, insurance premiums, and maintenance agreements.

103 M-NCPPC Montgomery County Proposed FY12 Budget

CENTRAL ADMINISTRATIVE SERVICES SUPPORT SERVICES BY MAJOR OBJECT

SUMMARY OF ANNUAL COMPARISONS

COUNTY/MAJOR OBJECT ACTUAL ACTUAL BUDGET PROPOSED EXPENDITURES FY09 FY10 FY11 FY12

MONTGOMERY COUNTY Personnel Services $3,974 $0 $11,200 $21,500 Supplies & Materials 15,002 0 17,000 17,000 Other Services & Charges 494,212 0 416,500 470,300 Capital Outlay 0 0 0 0 513,188 0 444,700 508,800 Less Chargebacks 0 0 0 0 Total $513,188 $0 $444,700 $508,800

PRINCE GEORGE'S COUNTY Personnel Services $3,974 $0 $11,200 $21,500 Supplies & Materials 15,002 0 17,000 17,000 Other Services & Charges 494,212 0 416,500 470,300 Capital Outlay 0 0 0 0 513,188 0 444,700 508,800 Less Chargebacks 0 0 0 0 Total $513,188 $0 $444,700 $508,800

TOTAL EXPENDITURES Personnel Services $7,948 $0 $22,400 $43,000 Supplies & Materials 30,004 0 34,000 34,000 Other Services & Charges 988,424 0 833,000 940,600 Capital Outlay 0 0 0 0 1,026,376 0 889,400 1,017,600 Less Chargebacks 0 0 0 0 Total $1,026,376 $0 $889,400 $1,017,600

104 M-NCPPC Montgomery County Proposed FY12 Budget

Page MONTGOMERY COUNTY PLANNING DEPARTMENT Executive Overview ...... 106 Program Budget FY12 Program Summary ...... 128 Master Plans...... 129 Plan Implementation...... 168 Information Resources...... 187 Management and Administration ...... 194 Divisional Summaries...... 199

M-NCPPC Montgomery County Programs Proposed FY12 Budget

MONTGOMERY COUNTY PLANNING DEPARTMENT

Planning Director

Management and Technology Services Office of the Planning Director Planning Policy & Special Projects • Budget • Community Outreach • Multimedia Support • • Human Resources • Websites • Information Technology Support Strategic Planning • • Procurement • Media Relations o Software and Applications Economic Health Assessments • • Facility Mgt. • Communications o Security and Disaster Market Analysis • • Support Services • Production Recovery Grants • o Editing o Networking Services Special Projects o Mapping o Server and Storage o Zoning Code Revision o Graphics o Desk Top & Help Desk o Telecommunications

Functional Area 1 Area 2 Area 3 Center for Research Development Planning and and Information Applications & Policy Systems Regulatory 106 Coordination • Master/Area/ • Master/Area/ • Master/Area/ • Functional Plans Neighborhood Planning Neighborhood Planning Neighborhood Planning • Forecasting o Historic Resources o Regulatory Input o Regulatory Input o Regulatory Input • Information Services • Regulatory Consistency o Natural Resources o Environmental Input o Environmental Input o Environmental Input o Census/Census • Process Review o Transportation o Transportation Input o Transportation Input o Transportation Input Update • DRC (Agencies/Utilities) o o Water/Sewer Urban Design Input o Urban Design Input o Urban Design Input o Housing • Lead Agency Coordination o Sectional Map o Sectional Map o Sectional Map o Subdivision Staging o Employment • Interagency Coordination o Amendment Amendment Amendment APF/PAMR o Demographics • Record Plats o CIP • Regulatory Reviews • Regulatory Reviews • Regulatory Reviews • Geographic Information • Building Permit Review • Travel Forecasting • Special Exceptions Review • Special Exceptions Review • Special Exceptions Review System • Addressing • Coordination with • Staff Support to Board of • Staff Support to Board of • Staff Support to Board of • TDR • Quality Control County/State Appeals Appeals Appeals • Data Base Mgt • State Planning Law • Environmental Policies • Local Map Amendment • Local Map Amendment • Local Map Amendment • Information System Coordination o Sustainability • Public Coordination • Public Coordination • Public Coordination Management • Forest Conservation Initiatives • Forest Resource • Forest Resource • Forest Resource • Programming Support o Inspections • Zoning Text Amendments Planning/Reviews Planning/Reviews Planning/Reviews o Enforcement & Subdivision • Water Resources/Water Quality • Water Resources/Water Quality • Water Resources/Water Quality • Preliminary and Site Plan • Historic Preservation • • • Water and Sewer Planning Water and Sewer Planning Water and Sewer Planning Monitoring and • • Historic Area Work Permit Traffic Mitigation Agreements • Traffic Mitigation Agreements • Traffic Mitigation Agreements Enforcement Review • Local Area Transportation • Local Area Transportation • Local Area Transportation • Information Counter o Preservation Grants Review Review Review • Noticing o Tax Credit • • • Mandatory Referrals Mandatory Referrals Mandatory Referrals • Document Management • Support to Historic • Community Outreach • Community Outreach • Community Outreach o Scanning Preservation Commission • Inter-jurisdictional Coordination • Inter-jurisdictional Coordination • Inter-jurisdictional Coordination o Intake

• Coordination with Park Planning • Coordination with Park Planning • Coordination with Park Planning o Archiving

M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY PLANNING DEPARTMENT

EXECUTIVE OVERVIEW: GROWING SMARTER

The Planning Department works under the direction of the Planning Board to manage physical growth, plan communities, protect open space and provide stewardship of natural, cultural and historic resources for Montgomery County. Subject to review and approval by the County Council, the Planning Department’s work program focuses on key development trends, emerging land-use issues and market changes in the County. To that end, the Department strives to ensure that smart growth practices address housing needs, provide public facilities, and encourage commercial and economic development opportunities that are balanced with protection of open space, historic resources, and the environment. The Planning Department pursues its statutory work with the goal of making Montgomery County a distinctive community that makes the best uses of its resources.

Master Planning, long term planning and ongoing regulatory work are pursued in a comprehensive way to ensure efforts are directed toward these goals:

• Connectivity Connected communities, parks, and people strengthen the County and its function • Diversity Varied people and places provide options and flexibility in the face of changing demands • Design Ensuring quality of place—whether through preserving historic heritage or responding to cutting edge science that adds value and longevity to communities • Environment The value, health, and pleasure of the natural environment is supported by sustainable building and community design

Organization The Montgomery County Department of Planning’s work program is carried out through a collegial, matrix management approach. The FY11 Approved Budget was reduced by 14.1% from FY10. Despite prudent fiscal planning and actions over the last three years, the adopted FY11 funding level was the critical mass for the Department. The staffing level of the Department is 20% below FY10. The Department could no longer avoid Reduction in Force—resulting in an approved budget below the FY06 funding level and work years below the FY98 level. In response, the Department underwent a major restructuring designed to accomplish the following:

• Reduce the geography to three areas, but include all regulatory functions in each team. Three interdisciplinary, geographically-based divisions integrate master plan and master plan implementation/regulatory review functions. This enhanced geographic based planning structure provides one source of contact and immediate and direct responses. o The geographic team structure provides a single point of contact for internal and external questions related to any planning issue within the geography including environmental concerns, urban design, transportation, status of development approvals, etc. o Vertical Decision Making and Resolution of Competing Interests/Issues: Complex issues that require balancing planning policies and community concerns with development projects, including consideration of different perspectives, are resolved vertically using the expertise of the team members. For example, the review of a site plan with competing environmental and transportation interests would be resolved within the team structure. The prior practice of one Division providing a dissenting opinion to another Division without resolution, leaving the Planning Board to sort out the conflicts, will no longer occur.

107 M-NCPPC Montgomery County Proposed FY12 Budget

o Management ensures that the three Area Divisions consistently interpret the regulations and adhere to the regulatory process. This includes accepting, managing and tracking regulatory applications and coordinating with outside review agencies (Development Review Committee) as necessary. o With decision-making resting with the Division Chief, each staff member would be trained to manage and complete the full range of planning tasks and functions within the geographic teams. This will provide a cadre of planners with the flexibility to adapt to work program changes and fluctuations inherent in real estate development.

• Establish a Functional Planning and Policy Division to address County-wide issues and functional planning. While much planning occurs geographically, the Department must maintain a County- wide perspective on those planning and growth issues that affect the entire County, such as housing, zoning text amendments, growth policy, transportation modeling, and sustainability. Planning for mobility (transit, highway improvements), sustainability, water resources, occurs at the local and regional level. The Functional Planning and Policy Division coordinates these planning efforts with elected officials and county, state and federal agencies.

• Weave succession planning through horizontal and vertical integration of regulatory and master planning functions.

• Create a Development Applications and Regulatory Coordination Division that provides immediate response to all regulatory inquiries and streamlines/reduces duplication of intake, data entry, file management and noticing.

• Create a Resource Team composed of subject matter experts of the planning disciplines, i.e., in regulatory, transportation, environmental, etc. Members of the Resource Team are embedded in the Divisions and charged with ensuring consistency of application through matrix management.

• Establish horizontal editing function to improve readability and precision of staff reports.

The operating Divisions are as follows: • Functional Planning and Policy • Center for Research and Information Systems • Area 1 • Development Applications and Regulatory Coordination • Area 2 • Management and Technology Services • Area 3 For Department-wide operations, the Department also has a Support Services budget.

Work Program Overview

Program Budgeting The Planning Department’s FY12 work program is organized into four major components - (1) Master Plan Program, (2) Plan Implementation Program, (3) Information Services, and (4) Management and Administration. The major functions are Programs. Within Programs are Sub-Programs. Sub-Programs are composed of Program Elements. The Program Elements are the “nuts and bolts” of the work program. They provide a description or scope of work for projects, benefits for the County, the tasks and products (including timetables), major output and baseline measures, and budgeted resources. For FY12, the Department continues to refine its program budget processes. These refinements include better project descriptions, improved resource accounting and an emphasis on performance measures. Program Elements are used for tracking and reporting of accomplishments and use of resources.

108 M-NCPPC Montgomery County Proposed FY12 Budget

The program budget process includes tracking the actual number of hours worked by staff by work program. Translating the work hours into workyears, the proportion of work effort per work program is as shown. The Department is working on refining and fine- tuning the reporting of work codes by staff to ensure the accuracy. The Department desires retaining the same general proportion of work effort despite the reduction in resources. In order to accomplish this goal, the Department’s processes must be simplified.

For most of the master plan program, performance data measures objectives and tracks delivery of project milestones. For the other programs, objectives and indicators are featured. Eventually, outcomes will be reflected at the program level or at the County-wide level and may involve other agencies.

To meet the challenges of reduced resources, the Department evaluated, reduced or eliminated non-core services and operating costs. Core functions are identified from both State of Maryland Code (predominantly Article 28) and Montgomery County Code (predominately Article 33A). The charts below reflect the major statutory references that drive the Department’s work program:

CODE OF M ARYLAND M ONTGOM ERY COUNTY CODE

Statutory Reference Subject Statutory Reference Subject

Art 28 § 2.118 Preparation of the Operating Budget Chapter 19 Special Protection Review Art 28 § 5.117 Street Names Chapter 19 Planning Board Review of Imperviousness Art 28 § 7.108 Input Into Master Plans Chapter 19 Environmental Guidelines as approved by Planning Board Art 28 § 7.108 (a) General Plan Chapter 22A Forest Conservation Art 28 § 7.108 (b) Master Plans, Sector Plans, Functional Plans Chapter 24.A Historic Work Area Permits Art 28 § 7.108 (c) Master Plan of Bikew ays Chapter 24.A Master Plan Designation Art 28 § 7.108 (c) Master Plan of Highw ays Chapter 33A-15 Grow th Policy Art 28 § 7.108 (e) Historic Preservation Unit Chapter 33A-15 Transportation Modeling Unit (Grow th Policy) Art 28 § 7.112 Mandatory Referrals Chapter 49 Road Code Art 28 § 7.116; Art 66B § 1.01 (10) Forest Conservation Chapter 45 Ten Year Comprehensive Water and Sew er Plan Advisory Art 28 § 8.119 Building Permit Review s Chapter 50 Subdivision and Plats Art 66B § 1.01 (2) Community Participation Chapter 50 Transportation Regulatory Unit Chapter 59 Urban Design Guidelines Art 66B § 1.04 Water Resources Plan Chapter 59 A Planning Board Advisory to Board of Appeals Art 66B § 1.01 General Plan Chapter 59 D.2, D.3 Site/Project Plans Chapter 59 G1.2 Special Exceptions Chapter 59 H Zoning Sheets/GIS Layer Chapter 59 H.3 Local Map Amendments Chapter 59 H 9.33 Text Amendments County Bill 32-07 Climate Protection Plan/Sustainability Working Group

109 M-NCPPC Montgomery County Proposed FY12 Budget

MAJOR HIGHLIGHTS BY PROGRAM

Master Plan Program Master Plans shape communities by advancing the goals of the General Plan. The process used to develop master plans includes broad public involvement, detailed research into a variety of issues, analysis of functional areas such as transportation capacity and housing needs, and testing of alternative scenarios.

The FY12 proposed budget includes transmittal to the County Council/County Executive of the Master Plan of Highways, and the two Long Branch Purple Line Station Area Sector Plans and the Chevy Chase Lake Purple Line Station Area Sector Plan. Also in FY12 will be the completion and publication of the Wheaton Central Business District and Vicinity Master Plan, the Kensington and Vicinity Sector Plan, and the Takoma/Langley Crossroads Sector Plan.

The Neighborhood Outreach and Planning Initiative responds to the County Council’s and Planning Board’s direction for quicker and more agile master planning. This effort will address community issues that do not rise to the level of a complete master/sector plan effort because the issues are confined to a specific neighborhood (e.g., very limited geography) and/or the concerns are limited and do not require examination of the full range of topics normally covered in a master plan.

The FY12 work program includes finalizing Burtonsville Neighborhood Plan and capacity for selecting another neighborhood plan. A process is being developed for community input and nomination of neighborhood planning efforts in future fiscal years. It is expected that neighborhood plans will be prepared by small interdisciplinary teams within the Planning Department assigned with expertise depending upon the nature of the problem(s) to be addressed. Coordination and consultation with other agencies and targeted community outreach will be integral to the success of neighborhood plans. The typical neighborhood planning effort will take approximately six months. It will involve community engagement; identification of goals and alternatives; discussion of preliminary ideas with the community; refinement and consultation; and recommendation of a strategy to resolve the issue(s). The product resulting from such efforts will vary. A neighborhood planning project may lead to a limited master plan for approval by the Council or it may result in a design study or economic analysis not requiring Council approval. Due to the limited scope and timeframe associated with neighborhood plans, the Planning Department will undertake two to three such efforts annually.

Work efforts will begin in FY12 on the White Flint Phase II Sector Plan, Gaithersburg East/Montgomery Village Sector Plan, the Glenmont Sector Plan and the Brookville Road (Lyttonsville) Purple Line Station Area Sector Plan. Work will continue in FY12 on the East County Science Center Master Plan.

In FY12, the Subdivision Staging Policy/Growth Policy studies will begin. These include: • Establish replacement for Policy Area Mobility Review • Develop next generation of Smart Growth Criteria • Evaluate methodology to replace reliance on Critical Lane Volumes in Local Area Transportation Review • Evaluate methodology to incorporate carbon offsets • Evaluate changes to trip generation rates/VMT (vehicle miles of travel) for neighborhood-serving retail types and proximity • Review changes to Policy Area boundaries

As part of the FY12 work on sustainability, the Sustainability Indicator and Planning Activity program will include: • Implement recommendations of the Climate Protection Plan that relate to land use and environmental planning, in coordination with County agencies to study and further reduce greenhouse gas emissions • Work with Environmental Protection Agency’s (EPA’s) Smart Growth Implementation Program contractor to better target transportation related greenhouse gas emissions.

110 M-NCPPC Montgomery County Proposed FY12 Budget

• Work with Montgomery County to measure progress on Healthy and Sustainable Communities indicators • Develop emissions models that better assess the potential impact of master plans • Review CIP for sustainability concerns • Collect and analyze data on indicators to prepare progress reports

Plan Implementation Program The Plan Implementation Program promotes smart growth practices and ensures compliance with applicable regulatory requirements, adopted plans, and Planning Board and County Council actions. The Department’s regulatory caseload includes the review of project plans, preliminary plans, site plans as well as special exceptions, zoning cases, and mandatory referrals for Federal, State and local projects. Other regulatory services include the review of the Capital Improvement Plan, traffic and transportation studies, historic area work permits, projects in special protection areas, forest conservation projects, and forest conservation inspection and enforcement.

The Department will continue the Zoning Code Revision. Activities for FY12 include: • Consolidation of the document into a public review draft after all sections of the zoning code draft have been reviewed by staff and the Zoning Advisory Panel • Evaluation of all comments and modify if necessary • Introducing the draft in several large community forums held around the County

The Department will continue to use the input of the Zoning Advisory Panel and the Council’s Zoning Text Amendment Advisors to react to the consultant’s work products.

The conversion of paper maps to GIS and developing an interactive web-based Hansen component will be continued in preparation for 1) a County-wide corrective map amendment and 2) taking legal steps to make GIS the official zoning map. Staff will continue to keep community groups and other stakeholders updated on the progress of the project through the interactive webpage devoted to the rewrite, as well as workshops and outreach meetings.

With fewer resources, the simplification of the Department’s development application processes becomes more critical. Staff is working on designing new or modified development review processes that will improve service delivery and efficiency. This effort will look at the impact on the Development Review Special Revenue Fund.

The rolling out of the Project.Dox electronic plan submission and review software will continue including a roll out to the County Agencies involved in the review of the development applications.

Information Resources This Program provides the County with an important asset—information. Public access to information is available through the Website, in print and electronic formats, and through walk-in and phone-in services. The Research element provides Census information, forecasting, and market analyses; performs research and analysis of trends, economic impacts, and public policy issues for the Planning Board, County Council and Department; and provides public information on land use. It also provides information helpful to the County’s fiscal impact analyses for master plans and test amendments. The Information System/Geographic Information System (IS/GIS) program element maintains the County’s basic demographic, economic, land use and geographic databases and FY12 includes a request for professional services for continued purchasing of data for layers. The Website element supports both the Planning and Parks Departments in their communication activities. Priorities for FY12 include:

111 M-NCPPC Montgomery County Proposed FY12 Budget

• Implement an integrated Hansen (web-based application tracking) and ProjectDox (on-line application intake) framework. • Develop web based GIS tools designed to make transparent the agency’s development pipeline, master plan staging process, and other extended planning information and analytics to County agencies, the land development community, and to the rest of the public. • Continued address, parcel, and other County GIS base layer development derivative of/integrating with, the application intake and land use monitoring functions. • Enhance the County’s land use forecasting model to better incorporate information from our existing development pipeline, newly proposed Master Plans, the new 2010 Census, and newly available economic datasets and models. • Regular analysis and publications that give policy makers insight into the demographic and land use trends that shape the County, including: o Analysis of neighborhood demographic change based on new releases from the 2010 Census and American Community Survey including support for the County redistricting effort o Monthly updates (i.e. “trend sheets”) that provide analysis of relevant County and Sub-County employment, housing, and land development change o Comprehensive comparative County and Sub County demographics (including the annual “Council District Snapshot”) o Economy and Land Use reports designed to better link the County land use forecast to economic impacts of the projected land use change • Improvements to public access to information and customer service. • Major restructuring of document management. • Seamless connections between print products and Web.

Management and Administration The Management and Administration Program provides the leadership and support resources for the effective and efficient coordination and direction of the Department. This program includes the information technology resources that support both the Planning and Parks Departments. In FY12, program emphasis is the following: • Training for cross jobbing • Performance management • Departmental services standards • Adherence to publication standards • Desktop and help desk support • Adherence to continuity of operations practices, including upgrade to Storage Area Network System (SANS) technology • Virtualization • Technology and service delivery methods to improve efficiency

The Department’s Schedule of Master Plans and Major Projects chart reflects the multi-year commitments and demanding work load of the Department’s Work Program. Multi-year project scheduling is the major driver of the FY12 Proposed Budget.

112 M-NCPPC Montgomery County Proposed FY12 Budget J M A M FH 20 14 2014 F FH J J ASONDJ F M FH A M F 2013 2013 FH Designates Fiscal Years Designates Fiscal JJASONDJF M F F Draft Board Planning H Hearing A M FH FH 2012 2012 DEFERRED IN FY12 DEFERRED DEFERRED IN FY12 IN DEFERRED FH JJASONDJF FH M A FH M HH 2011 2011 Council Hearing Notice Period Notice Hearing Council Council Review Council Commission Adoption, SMA Commission Adoption, DEFERRED IN FY11 DEFERRED DEFERRED IN FY11 DEFERRED IN FY11 DEFERRED IN FY11 DEFERRED DEFERRED IN FY11 IN DEFERRED F J J F ASONDJ M FH A M FH 2010 2010 ) H FH DEFERRED IN FY10 IN DEFERRED Master Plans and Major Projects Schedule Major and MasterProjects Plans FH FH FH JJASONDJF M A M Staff Planning Board Planning Planning Board and PHED and Board Planning Executive County

FH ector Plan ector Brookeville Road-Lyttonsville Brookeville 2009 S ( JF J FMAMJJ FMAMJJ FMAMJJ FMAMJJ FMAMJJ ASONDJ ASONDJ ASONDJ ASONDJ ASONDJ F M A M J Montgomery Village Village Montgomery / tationAreas Master Plan S Wheaton / aithersburg East aithersburg Westbard Kensington Housing Functional Master Plan Master Housing Functional Infrastructure Green Plan Master Functional Line Purple (Rev.) Vicinity and CBD Wheaton Branch) (Long Plan Master Area Station Line Purple Chase Lake) (Chevy Plan Master Area Line Station Purple Plan Sector Glenmont Center Science County East Burtonsville Plan Neighborhod TBD Plans = Neighborhood II Flint White Line Purple Master Plan & Major Projects Major & Plan Master Policy Staging/Growth Subdivision 2009 Revision Ordinance Zoning Legislation/Regulations Enforcement G Takoma/Langley Crossroads (Rev.) Takoma/Langley Water Resources Functional Plan Resources Functional Water Master Plan of Highways of Plan Master Germantown Amendment CBD Limited Wheaton Corridor Science Seneca Great I Flint White (Rev.) Kensington

113 M-NCPPC Montgomery County Proposed FY12 Budget

BUDGET OVERVIEW The FY12 Proposed Budget for the Planning Department is $17,067,300 which is an increase of $1,161,420 or 7.2% above FY11 (exclusive of grants and OPEB). This amount contains the following: • $771,900 for employer’s share of retirement funding • $350,000 for restoration of funding for furlough • $32,400 for merit and COLA for MCGEO employees • -$129,800 for net adjustments related to personnel costs (downgrading of positions, health benefits costs, etc.) • $164,000 for merit increases for non-MCGEO employees • Reduction of FY11 one-time project costs (-$95,000) • $43,900 for net increases of operating costs • $24,000 for traffic studies associated with Master Plans scheduled for FY12 • Continuing a lapse of 4.5% or approximately 6 workyears.

Transfer • $1,528,000 transfer to Development Review Special Revenue Fund—no change from FY11.

Staffing and Lapse For FY12, the Department proposes an authorized strength of 150 career positions and 1 term position and 110.30 workyears after reductions for lapse and chargebacks; no change from FY11 restated. Budgeted personnel costs are reduced by a normal lapse factor each fiscal year that is designed to account for unneeded funding due to the staff turnover and lapse in the time it takes to fill the vacant position. As in FY11, the Planning Department lapse rate is 4.5% or the equivalent of six workyears.

During FY11, the Department abolished 31 positions and workyears in response to the reductions from its FY10 adopted budget. However, the Department retained seven positions and workyears that are unfunded based on the recommendation of the County Council in order to be able to respond should development activity increase. FY11 staffing levels are restated due to a reorganization plan submitted to the County Council.

The table below reflects the proposed staffing level including the 4.5% lapse.

STAFFING CHART COMPARISON OF FY11 RESTATED TO FY12 PROPOSED Restated Restated Restated Proposed Proposed Proposed FY11 FY11 FY11 FY12 FY12 FY12 Career Term POS/WY* Career Term POS/WY Positions/ POS/WY* POS/WY POS/WY Workyears Funded 143.00/ 1.00/.75 144.00/ 143.00/ 1.00/.75 144.00/ Pos/WY 142.10 142.85 142.10 142.85 Unfunded 7.00/00.00 7.00/0.00 7.00/0.00 7.00/0.00 Pos/WY Less Lapse (6.00) (6.00) WY Less WY (26.55) (26.55) Chargeback 150.00/ 1.00/.75 151.00/ 150.00/ 1.00/.75 151.00/ 142.10 110.30 142.10 110.30 Total

Fees and Revenues Estimates The majority of the Department’s budget is funded through the tax-supported Administration Fund. There are also revenues achieved through charges for services, fees for material and through established Special Revenue Funds. The largest Special Revenue Fund is for Development Review, a fee recovery fund used to accommodate expenditures related to development applications.

Four years ago, the County Council approved a supplemental budget appropriation that increased the number of staff for regulatory review of development applications. The Council clearly conveyed its

114 M-NCPPC Montgomery County Proposed FY12 Budget expectation that the additional costs of review were to be recovered through application fees. The Council directed that the definition used to define the costs of development review be expanded to include not just the traditional direct staff hours assigned to the review of plans but other relevant costs, including time spent by others in support of plan review, a portion of the overhead for building maintenance, etc.

In spring 2006, the Planning Department increased its fees significantly, and for FY07, the Planning Department created a Development Review Special Revenue Fund to facilitate tracking revenues received against costs incurred. The development application fees fed into the special revenue fund, and a significant portion of the costs was charged to the fund. However, there was always an understanding that a certain percentage of the costs of development review would continue to be covered by the Administration Fund. This acknowledges the fact that regulatory review of plans is necessary to protect the public’s interest and that it was not reasonable to expect fees to cover 100% of the cost of such review.

When the Development Review Special Revenue Fund was created, FY07 fee collections were estimated at $3.5 million. In FY09, the Department reduced the expected revenue to just over $1.8 million based on historical data. Also, in FY09, a transfer of $1.77 million from the Administration Fund was approved. For FY10 and FY11, the approved transfer was $1,528,000 and the budgeted fee revenue equaled $1,810,000. FY10 actual revenues collected were $1.6 million.

In July 2010, the Planning Board approved the Department’s request to adjust the fee schedule. Fees for Sketch Plan reviews were introduced to accommodate the CR Zone. The new fee structure includes caps and offsets to existing fees for site and preliminary plan reviews. The Department is cautious in adjusting our revenue collection estimates at this time. The sketch plan fees infuse “upfront” revenue. However, the overall fees for a given project may not net additional revenue once the process is completed which may be over several years. As a result, fee collection may be even more mercurial than currently experienced because of downturns in the economy. We are working on modifying our projection methodology.

For FY12, the Department is requesting continuation of a transfer from the Administration Fund to the Development Review Special Revenue Fund at the adopted FY11 level. The chart below shows FY11 adopted and FY12 proposed for all the Special Revenue Funds supporting the Planning Department:

REVENUES AND FEES BY FUND TYPE

Fund Revenue/Fee FY11 Budget FY1 1 Es tim a te d FY12 Proposed

Administration Transfer to Development Review ($1,528,000) ($1,528,000) ($1,528,000) Special Revenue Fund Other Planning Fees $350,000 $230,000 $230,000

Total Administration ($1,178,000) ($1,298,000) ($1,298,000)

Special Revenue Planning Fee (DAP) $25,000 $15,000 $15,000

Development Review $1,810,000 $2,300,000 $1,810,000 Forest Conservation $75,000 $75,000 $50,000 Historic Preservation $254,800 $254,800 $254,840 GIS Data Sales $25,000 $20,000 $20,000 Env.Penalty / Forest Conservation $100,000 $65,000 $100,000 Traffic Mitigation $20,000 $10,000 $20,000 Total Special Revenue $2,309,800 $2,739,800 $2,269,840 Total $1,131,800 $1,441,800 $971,840

115 M-NCPPC Montgomery County Proposed FY12 Budget

Proposed funding for FY12 associated with professional services is $226,000, which is a decrease of $71,000 or -24% from FY11.

PROFESSIONAL SERVICES Division Program Element Description FY11 FY12 Adopted Proposed Budget Budget Community - Based Planning Long Branch Sector Consulting Services for Master Plan $3,000 Plan Amendment Support Glenmont Consulting Services for Master Plan $3,000 Support Eastern County Marketing / Economic Consulting $48,000 Science Center Master Support Plan

Area 2 Eastern County Marketing / Economic Consulting $9,000 Science Center Master Support Plan Functional Planning and Policy

Gaithersburg East Traffic Count for Master Plan $8,000 Support White Flint II Traffic Count for Master Plan $6,000 Support Neighborhood Plans Traffic Count for Master Plan $6,000 Support Purple Line Station Traffic Count for Master Plan $4,000 Support Hist. Area Permits Transcript Service $9,000 Urban Design Hist. Area Permits Transcript Service $9,000

Transportation Eastern County For traffic studies $50,000 Planning Science Center Master Center For Research IS/GIS GIS Element: $75,000 $75,000 And Information • Acquisition of data layers to Systems support the region’s GIS infrastructure. • Consulting services to enhance GIS based web capabilities • Consulting serves to support GIS based modeling of land use patterns

Management And Info. Technology Network Maintenance and Security $90,000 $90,000 Technology Services

Support Services Spread in all Elements Employee Skill Set and development training to implement such work efforts as the Growth Policy and the Zoning Revision.

Legal Services $9,000 $9,000 Spread in all Elements Translation Service $10,000 $10,000 Planning Department Total $297,000 $226,000

116 M-NCPPC Montgomery County Proposed FY12 Budget

Proposed FY12 funding for publications is $11,000, the same as FY11.

PUBLICATIONS Division Program Element Description FY11 FY12 Adopted Proposed Budget Budget Urban Design Hist. Area Permits HPC Legal Notices in Newspaper $6,000 Functional Planning $6,000 and Policy

Hist. Area Permits HPC Legal Notices in Newspaper

Support Services Spread in all Elements Specialized printing $5,000 $5,000

Planning Department Total $11,000 $11,000

117 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY PLANNING DEPARTMENT FY11 ACCOMPLISHMENTS

Master Plan Program for the Upper Patuxent area, including two Secured approval of SMA’s for the White historic districts and several individual Flint Sector Plan and the Great Seneca resources. Science Corridor Master Plan, and Transitioned travel demand forecasting to the appointed master plan implementation newly released MWCOG Version 2.3 model advisory committees for both areas. that reflects the 2007 household transportation Delivered Planning Board drafts of the survey and the refined regional zone structure. Takoma/Langley Crossroads and Wheaton Sector Plans. Successfully increased and expanded outreach efforts in the Long Branch area and initiated new outreach efforts in the Chevy Chase Lake and East County Science Center master plan areas. Developed the scope of work for the Chevy Chase Lake Sector plan, one of a series of purple line Station Area plans, and the East County Science Center master plan. Completed the design guidelines for the White Flint Sector Plan, the Great Seneca Science Corridor and the Germantown Employment The Chrobot House is among the resources considered for Corridor, and made progress in preparing historic designation in the Upper Patuxent Master Plan design guidelines for Wheaton, amendment.

Developed a travel demand forecasting process under the EPA Smart Growth Implementation Assistance grant to refine trip generation and distribution procedures using INDEX software to incorporate land use density, diversity, and design variables and to produce improved GHG emission estimates. Completed the Cherry Hill Employment Area TOD Scenario analysis under the MWCOG TLC program to examine the feasibility of alternative transit modes serving the East County Science Center area. Completed the Parking Policy Study, Planners discuss the Long Branch Sector Plan in progress at a conducted jointly with MCDOT, to establish a community meeting at a local restaurant. model framework for setting parking rates in Section 59-E of the code. Takoma/Langley, Kensington and Long Branch that contribute to the master plan Plan Implementation Program projects. Drafted revisions to the Commercial mendments to the Master Transmitted two a Residential (CR) family of zones that Plan for Historic Preservation , ensure a mix of uses and amenities but allow recommending the designation of Kensington for flexibility to meet smart-growth goals in a Cabin (Kensington); and the Greenwich Forest variety of areas of the County. Historic District (Bethesda), the Bureau of Drafted the CR guidelines so that applicants Animal Industry Building (Bethesda), and the could begin submitting sketch plans for Higgins Family Cemetery (Rockville). Staff review in accordance with the new White Flint also prepared a comprehensive amendment Sector Plan.

118 M-NCPPC Montgomery County Proposed FY12 Budget

Received Board approval for the Greenspace Policy Area Mobility Review prior to Guidelines for the Silver Spring CBD. consideration by the County Council as a Made substantial progress toward completing Departmental work effort. the mapping project to move the official Continued to plant forests as a result of funds zoning maps from Mylar sheets to GIS. collected from the forest conservation Compiled all corrective actions to the zoning program. “layer” and grouped them into the appropriate Completed, on time and within the 60 day corrective categories so corrective map requirement, the review of several amendments can be submitted to the County Mandatory Referrals including federal Council for adoption. Worked to automate the facilities, public schools, fire stations, process of updating both the zoning layer and libraries, recreation centers, public parking the associated annotated history layer. garages, state and local roads, and seven Made significant progress on the third phase projects associated with the BRAC move of of the Zoning Code Revision, moving from Walter Reed Hospital to Bethesda. Our the draft approach document to the actual BRAC efforts also included support to the production of the first of four modules, County’s BRAC Implementation Committee dealing with uses and use standards. and the interagency workgroup, and analysis Continued an outreach program to keep and presentations to the Planning Board and stakeholders informed and to encourage public on two additional project studies. feedback, including maintaining an interactive Reviewed 86 Historic Area Work Permit and informative webpage. Worked closely (HAWP) applications through December 31. with the Zoning Advisory Panel (ZAP) as they Conducted 8 Preliminary Reviews of projects review and comment on the draft code and prior to application for HAWP through serve as a sounding board on all issues. December 31.

Information Resources Program Developed Montgomery County small area forecast of Employment, Housing, and Population. Coordinated integration of this forecast with Round 8.0 Metropolitan Washington Council of Governments’ regional forecasting efforts and County transportation modeling efforts. Completed exhaustive County data book including Council District level demographic In the first draft module released as a discussion draft, the profiles. Zoning Code Rewrite consultants defined building types. Provided regular publications called trendsheets on County employment, popu- Continued to improve the addressing process lation, and other demographic trends sourced for the County by doing all addressing electronically instead of manually. Worked closely with an internal project team and Avolve Software to institute the electronic review of all regulatory plans. Completed the biennial Master Plan Implementation Status Report, including the initial monitoring programs for the White Flint and Great Seneca Science Corridor master plans, and developed Countywide recommendations on priorities for the FY13- FY18 CIP for Executive and Council consideration and for APF-related work program items to be conducted for the FY 12 Subdivision Staging Policy. Provided technical assistance and guidance to MCDOT on adjustments to the proposed

119 M-NCPPC Montgomery County Proposed FY12 Budget

from 2008 Census Update Survey, and US Management and Administration Census products. Program Expanded development and uses of program Supported requests from County agencies budgeting to improve monitoring, tracking and departments, public, business owners and reporting of the work program. and others for research, analysis, and Continued major scanning efforts so that the reporting. public will be able to access many approved Developed and implemented new web-based plans online without the need to make a trip to solutions that support planning agency the Planning Department. interdivisional GIS workflows and public Increased the number of development review access to planning information. Included documents available online to more than development of nationally publicized Forest 25,000. Conservation website as well as interactive Implemented a major reorganization. web based transportation and addressing tools. Glossary Provided core GIS support for “Zoning Conversion Project” designed to establish SMA – Section Map Amendments GIS as the official source for zoning maps GHG – Greenhouse Gas and information. TOD – Transit Oriented Development Phase II of the GIS Continued work on MCDOT – Montgomery County Dept of Strategic Plan to establish governance Transportation structures and processes for coordinating EPA – Environmental Protection Agency interagency distributed GIS efforts. MWCOG – Metropolitan Washington Council Successfully migrated agency GIS land use of Governments monitoring database to new Oracle platform CBD – Central Business District that provides enhanced analysis functions. APF – Adequate Public Facilities Maintained agency land use monitoring GIS – Geographical Information System system including County address base, BRAC – Base Realignment and Closure building footprints, and Planimetric update to (Military) the 2006 aerial base. Successfully migrated agency plan processing to Hansen 8 web based interface and database. Began workflows for integrating Hansen 8 with ProjectDox web based plan submission process. Expanded GIS web interactive mapping with the addition of a Transitway Right-of- Way layer showing property dedicated or reserved through the subdivision process, launch of the agricultural notification site; MCATLAS, the interactive GIS application; and the map viewer launched at the County Fair. Continued its successful Speaker Series program, presenting free, informational sessions for planners and the public. The Department partnered with the Silver Spring Regional Center to promote and host the fall/winter 2010 Speaker Series.

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121

Corridor Cit Batter Deferre Germantown Em Master PlanforHistoricPreservation SUB-TOTA Sustainabilit Com Westbard/River Road Plan Pur Lon Pur White FlintISectorPlan Great SenecaScienceCorridorMaster Plan Nei S Chev Housin Eastern Count Wheaton CBDandVicinit Metro StationsPlans Burtonsville Nei Kensin Gaithersbur Hi Functional Plans Pro Total FundedWorkyears New WorkProgramEfforts inFY12 Green Infrastructure FunctionalMasterPlan Ag Subdivision Sta Takoma/Lan the GeneralPlan Countywide WaterResourcesPolicyElement of Nei S Glenmont SectorPlan White FlintIISectorPlan Brookville Road p p g ecial Pro ricultural Initiatives ecial Pro g hwa p g p g g hborhood OutreachandPlannin le Line hborhood Plans p BranchSectorPlanAmendment le LineStationAreaPlan ram: MASTERPLAN y y leted ChaseLakeSectorPla g g Lan y d ton AndVicinit Polic s PlanU j e L g ects y j g y ect East IndicatorsandPlannin y le Plan y ElementoftheGeneralPlan ScienceCenterMasterPla g y g s ( CrossroadsSectorPlan in hborhood Plan L p p y dat g lo s ttonsville Polic y e ment AreaSectorPlan y SectorPlan y y

SectorPlan ( S Growth Polic ) Montgomery CountyPlanningDepartment:FY12 Proposed ProgramResourcesSummary SectorPlan n s g g Activit

( 1 TBD y) n y ) Program ElementRevised/Combined inFY12 136.85 94 94 99 49430$300$ 7520$,3,0 0$ $5,732,500 $0 $0 $5,732,500 $765,200 $0 $33,000 $4,934,300 39.95 39.45 39.45 .019 .5$203,800 1.65 1.90 1.90 .000 .0$0 0.00 0.00 0.00 .001 .0$0 0.00 0.10 0.00 .009 .0$0 0.00 0.90 0.50 .003 .0$0 0.00 0.30 0.30 .003 .0$0 0.00 0.30 0.30 .010 .5$191,400 1.55 1.00 0.40 .025 .5$142,000 1.15 2.50 2.50 .037 .0$395,200 3.20 3.70 3.70 .005 0.00 0.50 0.00 .000 .0$940$8,000 $49,400 0.40 0.00 0.00 .000 .0$382,900 3.10 0.00 0.00 .000 .0$0 0.00 0.00 0.00 $129,700 $592,900 $6,000 1.05 4.80 $172,900 1.95 4.40 1.40 1.95 4.40 0.00 3.35 0.00 3.55 $9,000 3.55 $741,100 6.00 6.20 6.20 .527 .5$105,000 0.85 2.75 2.55 .000 .0$0 0.00 0.00 0.00 .503 .0$0 0.00 0.35 0.35 .000 .5$2,0 $4,000 $129,700 1.05 0.00 0.00 .031 .5$142,000 1.15 3.10 2.90 .018 .0$234,700 1.90 1.80 1.80 .000 .5$0,0 $6,000 $234,700 $302,600 $370,500 1.90 2.45 3.00 0.25 0.00 2.25 3.90 0.00 3.90 FY11 Adopted

FY11 Adjusted

136.85 FY12 Proposed Budget $413,800

Personnel

Professional Services

Publication 1490$865,000 $114,900 3,0 $235,400 $31,600 2,0 $221,100 $29,700 2,0 $164,000 $22,000 6,0 $456,500 $61,300 5,0 $442,300 $59,400 2,0 $149,800 $684,800 $20,100 $91,900 $205,700 $26,800 1,0 $121,300 $16,300 2,0 $153,800 $20,100 2,0 $164,000 $22,000 3,0 $271,100 $36,400 3,0 $271,100 $355,500 $36,400 $428,000 $46,900 $57,500 6,0 $478,000 $64,200 770$65,100 $7,700 0$0 $0 0$0 $0 0$0 $0 0$0 $0 0$0 $0 0$0 $0 0$0 $0 0$0 $0 0$0 $0 Other Costs

Sub Total

CW Chargeback

DR Chargeback $235,400 $221,100 $164,000 $456,500 $442,300 $865,000 $149,800 $684,800 $205,700 $121,300 $153,800 $164,000 $271,100 $271,100 $355,500 $428,000 $478,000 $65,100 $0 $0 $0 $0 $0 $0 $0 $0 $0

Total

M-NCPPC Montgomery County County Montgomery M-NCPPC

Proposed FY12 Budget FY12 Proposed

122

Information Services Enforcement Forest ConservationReviews,Inspections& Zonin SUB-TOTA Com Public Pro Pro Historic AreaWorkPermits Ca Local MapAmendmentsandDevelopmentPlan Preliminar SUB-TOTA Land UseRe Information Technolo Work Pro Master PlanSta SUB-TOTA Website Enforcement Regulatory PlanEnforcement(Site Coordination Private DevelopmentandPublicProject TOTA Work Pro Governance Program: MANAGEMENT/ADMINISTRATION Pro Mandatory Referrals,Abandonmentsand S Enforcement Project, SketchandSitePlanReviews(Site A Re Zoning TextAmendments(ZTA)/Subdivision Regulatory PolicyDevelopment/Amendment Pro New WorkProgramEfforts inFY12 Ag S Information Systems/Geographic Research Public Information A Road Code y nnexation mendments p stems ecial Exce p g enc g j g ital Pro ulation Amendments ect Coordination p ram: INFORMATIONRESOURCE ram: PLANIMPLEMENTATIO g L leted y CodeRewrite Su ( g g IS/GIS y j ram Su ram Mana ect Coordination j Plans/SubdivisionPlans s L L L pp ects ) ) p g tions ort ulations g ) in pp g /Monitorin ort g gy ement ( SRA Montgomery CountyPlanningDepartment:FY12ProposedProgramResourcesSummary g ) N S Program ElementRevised/Combined inFY12 3.5168 3.5$69290$0,0 600$,4,0 2,5,0 $5,0 $,3,0 $17,067,300 -$2,937,500 -$254,800 $20,259,600 $3,143,700 $6,000 $207,000 $16,902,900 136.85 136.85 136.85 05 05 07 25300$000$ 7970$,3,0 0$ $3,432,700 $0 $0 $3,432,700 $2,260,200 $779,700 -$608,700 $0 $0 $2,868,900 $90,000 $496,600 $2,563,000 20.75 $0 20.55 20.55 $5,641,900 $75,000 -$2,328,800 -$254,800 $2,297,300 $8,225,500 $1,102,200 18.60 $6,000 18.40 18.40 $9,000 $7,108,300 57.55 58.45 58.45 .566 .0$778,100 6.30 6.60 3.65 -$254,800 $692,700 $91,000 $6,000 $9,000 $1,198,100 $586,700 9.70 4.75 9.10 4.65 9.10 4.65 .592 .0$1,173,400 9.50 9.25 9.25 .077 .0$815,200 6.60 7.70 7.70 .065 .5$796,700 6.45 6.50 6.50 .053 .0$654,600 5.30 5.30 0.00 .500 .0$0 0.00 0.00 2.95 $247,000 2.00 2.80 2.80 .048 .0$9,0 $90,000 $592,900 4.80 4.80 4.80 $75,000 $839,900 6.80 6.45 6.45 $457,000 $0 3.70 3.70 0.00 0.00 0.00 3.60 $0 $1,204,300 0.00 9.75 0.00 1.55 8.95 7.00 .500 .0$0 0.00 0.00 3.05 .041 .0$494,100 4.00 4.10 4.10 .500 .0$0 0.00 0.00 2.75 .085 .0$1,049,900 8.50 8.50 8.50 .532 .5$401,400 3.25 3.25 3.25 .553 .0$679,300 5.50 5.35 5.35 .004 .0$0 0.00 0.40 0.40 FY11 Adopted

FY11 Adjusted

FY12 Proposed Budget

Personnel

Professional Services

Publication 1640$941,600 $126,400 1350$920,200 $123,500 4430$1,157,200 $474,300 $1,015,800 $237,700 $1,045,100 $130,200 $1,383,900 $185,800 1280$1,212,700 $162,800 1190$1,355,300 $181,900 1150$756,100 $101,500 1670$1,391,000 $186,700 1870$808,000 $128,700 3,0 $285,300 $38,300 7,0 $527,900 $70,900 7,0 $570,700 $76,600 6,0 $463,600 $62,200 0$0 $0 0$0 $0 0$0 $0 $0 $0 0$0 $0 0$0 $0 Other Costs

Sub Total

CW Chargeback $,4,0 $345,700 -$1,045,300 $,3,0 $178,700 -$1,034,000 $3,0 $576,700 -$439,100 $875,500 -$169,600 $4,0 $214,100 -$249,500

DR Chargeback $1,157,200 $1,383,900 $1,355,300 $437,900 $941,600 $920,200 $285,300 $527,900 $570,700 $756,100 $808,000 $0 $0 $0 $0 $0 $0

Total

M-NCPPC Montgomery County County Montgomery M-NCPPC

Proposed FY12 Budget FY12 Proposed

123

New WorkProgramEfforts inFY12 Germantown Em Great SenecaScienceCorridorMaster Plan SUB-TOTA Batter Westbard/River Road Plan Green Infrastructure FunctionalMasterPla Deferred White FlintISectorPlan Housin Brookville Road Metro StationsPlan Burtonsville Nei Master PlanforHistoricPreservatio Functional Plan Com Takoma/Lan Wheaton CBDandVicinit Gaithersbur Hi Pro Total FundedWorkyears Subdivision Sta Kensin Pur General Plan Countywide WaterResourcesPolicyElement ofthe Pur Glenmont SectorPlan White FlintIISectorPlan S S A Sustainabilit Nei Chev Lon Corridor Cit Eastern Count Nei p g p g Montgomery CountyPlanningDepartment:FY12 Crosswalk ofWorkYearsbyDivisiontoProgram ecial Pro ricultural Initiative ecial Pro g hwa p g p g g hborhood OutreachandPlannin le Line hborhood Plan p BranchSectorPlanAmendmen le LineStationAreaPlan ram: MASTERPLANS y y leted ChaseLakeSectorPla g g Lan y ton AndVicinit Polic s PlanUpdat j e L g ects y j g y ect Eas IndicatorsandPlannin y le Plan y ElementoftheGeneralPla ScienceCenterMasterPla y g g s ( CrossroadsSectorPla s in hborhood Plan L p t y g lo s ttonsville Polic s y s s e ment AreaSectorPla y SectorPla y y

SectorPlan ( Growth Polic ) SectorPla n s n n g g t Activit

( 1 TBD n n y) n n n n y ) 3.557 19 75 70 90 87 00 17.00 20.00 18.70 19.00 17.00 17.50 21.90 5.75 136.85 99 .071 .069 .548 .01.75 0.50 4.85 8.65 6.95 8.40 7.15 1.70 39.95 0.85 3.00 0.00 0.00 1.15 0.00 0.00 0.00 0.00 0.00 0.00 1.90 1.05 4.80 1.55 3.35 3.20 1.15 6.00 1.65 0.00 1.90 .000 .519 .002 .000 0.10 0.00 0.40 0.20 0.10 1.90 0.35 0.05 3.10 .001 0.25 0.10 1.40 1.05 0.10 0.10 0.40 .501 .50.20 0.75 0.10 2.45 FY12 Proposed Budget .00.25 0.20 .007 .021 0.00 2.10 0.10 0.70 0.10 0.10 .005 .001 .001 .00.60 0.50 0.10 0.10 0.10 2.50 0.50 0.05 0.40 0.00 0.10 0.05 1.45 0.05 0.55 1.00 0.50 0.35 0.05 Director's

Office Elements

Management .002 2.55 0.20 0.50 .000 0.40 0.05 0.50 0.10 .507 .001 0.10 0.10 0.10 0.70 0.10 0.05 2.40 0.45 0.20 0.50 0.45 .00.10 0.70 And Technology Services

Functional Planning & Policy 0.45 .001 0.10 0.10 0.10 0.70 Area 1 3.30 0.10 1.30 .00.80 0.30 1.00 Area 2 0.50 0.95 1.80 Area 3

Development .00.20 0.00 .00.10 0.00 .00.10 0.00 .00.10 0.00 .00.10 0.00 Applications & Regulatory Coordination

Center For 0.10 0.10 0.10 0.10 Research and Information

Systems

M-NCPPC Montgomery County County Montgomery M-NCPPC

Proposed FY12 Budget FY12 Proposed

124

New WorkProgram EffortsinFY12 Public Pro Annexations Mandatory Referrals,Abandonmentsand Information Service Website Enforcement Forest ConservationReviews,Inspections& Historic AreaWorkPermits Enforcement Project, SketchandSitePlanReviews(Site Pro Enforcement Regulatory PlanEnforcement(Site Research Public Information Re Zoning TextAmendments(ZTA)/Subdivision TOTA Governanc Pro Preliminar Amendments Local MapAmendmentsandDevelopmentPlan Program: MANAGEMEMT/ADMINISTRATION Ca Private DevelopmentandPublicProjectCoordination S Regulatory PolicyDevelopment/Amendment Pro Information Technolo Ag Work Pro ( SUB-TOTA Road Code SUB-TOTA Land UseRe Zonin SUB-TOTA Com Work Pro Master PlanSta Information Systems/Geographic System IS/GIS p Montgomery CountyPlanningDepartment:FY12CrosswalkofWorkYearsbyDivisiontoProgram ecial Exce p g enc j g g ital Pro ulation Amendments ect Coordinatio p ram: INFORMATIONRESOURCES ram: PLANIMPLEMENTATION g L leted y CodeRewrit ) Su g g y j ram Su ram Mana ect Coordination j Plans/SubdivisionPlan L L L pp ects e ) ) p g tions or ulation g t in pp g s e /Monitorin ort g n gy ement s ( SRA g ) s s 3.557 19 75 70 90 87 00 17.00 20.00 18.70 19.00 17.00 17.50 21.90 5.75 136.85 07 .01.010 .010 .029 1.50 2.95 1.00 11.90 1.00 3.80 1.00 0.00 1.00 0.00 1.85 10.00 0.00 12.75 2.30 12.85 0.10 20.75 9.35 2.55 0.25 9.05 18.60 8.00 2.20 1.50 57.55 0.00 0.00 6.60 2.00 4.80 6.30 0.00 6.80 3.70 9.70 4.75 0.00 9.75 8.50 9.50 6.45 5.30 5.50 3.25 4.00 0.00 0.00 FY12 Proposed Budget .022 .007 .507 .00.25 0.20 0.75 0.75 0.75 0.40 2.20 1.30 .524 0.00 2.45 0.25 0.20 .035 .006 .006 .50.75 1.85 0.60 0.60 0.60 0.60 3.50 1.00 .017 .004 .004 .00.75 1.10 0.40 0.40 0.40 0.40 1.70 1.30 Director's

Office Elements

Management 4.80 0.10 And Technology Services .502 .502 0.20 0.25 0.25 0.25 1.05 0.10 3.00 2.45 1.30 4.75 1.65 0.10 Functional . . .50503 1.6 0.35 0.5 0.75 0.1 0.2 . . 0.3 1 1 1.5 1.5 Planning & Policy .015 .04.85 2.40 1.55 3.50 3.20 0.90 1.45 1.60 .010 .00.25 0.10 1.00 1.30 1.00 1.30 1.00 1.30 Area 1

Area 2

Area 3

Development 3.60 .06.50 0.20 Applications & Regulatory Coordination

Center For 5.40 Research and Information

Systems

M-NCPPC Montgomery County County Montgomery M-NCPPC

Proposed FY12 Budget FY12 Proposed

M-NCPPC Montgomery County Proposed FY12 Budget

EXPENDITURE BY MAJOR OBJECT MONTGOMERY COUNTY PLANNING DEPARTMENT SUMMARY

Divisions/Major Units ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

OFFICE OF THE PLANNING DIRECTOR Personnel Services $558,192 $471,341 $471,100 $867,900 Supplies & Materials 5,393 741 2,300 2,300 Other Services & Charges 14,502 7,666 12,800 12,800 Capital Outlay 0000 Chargebacks 0 0 0 0 Total $578,087 $479,748 $486,200 $883,000

MANAGEMENT & TECHNOLOGY SERVICES Personnel Services $2,227,129 $2,811,926 $2,799,900 $2,731,400 Supplies & Materials 6,980 185,333 320,800 320,800 Other Services & Charges 101,766 736,186 689,300 682,900 Capital Outlay 0 117,857 0 0 Chargebacks (29,700) (31,800) (32,400) (32,400) Total $2,306,175 $3,819,502 $3,777,600 $3,702,700

FUNCTIONAL PLANNING & POLICY Personnel Services $0 $0 $0 $2,272,400 Supplies & Materials 0 0 0 3,600 Other Services & Charges 0 0 0 78,000 Capital Outlay 0000 Chargebacks 0 0 0 (254,800) Total $0 $0 $0 $2,099,200

AREA 1 Personnel Services $0 $0 $0 $2,116,400 Supplies & Materials 0 0 0 5,000 Other Services & Charges 0 0 0 10,000 Capital Outlay 0000 Chargebacks 0 0 0 (562,900) Total $0 $0 $0 $1,568,500

AREA 2 Personnel Services $0 $0 $0 $2,409,100 Supplies & Materials 0 0 0 3,700 Other Services & Charges 0 0 0 17,500 Capital Outlay 0000 Chargebacks 0 0 0 (562,900) Total $0 $0 $0 $1,867,400

AREA 3 Personnel Services $0 $0 $0 $2,356,700 Supplies & Materials 0 0 0 3,000 Other Services & Charges 0 0 0 5,700 Capital Outlay 0000 Chargebacks 0 0 0 (562,900) Total $0 $0 $0 $1,802,500

125 M-NCPPC Montgomery County Proposed FY12 Budget

EXPENDITURE BY MAJOR OBJECT MONTGOMERY COUNTY PLANNING DEPARTMENT SUMMARY

Divisions/Major Units ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

DEV APPLICATIONS & REGULATORY COORDINATION Personnel Services $0 $0 $0 $2,016,600 Supplies & Materials 0 0 0 6,700 Other Services & Charges 0 0 0 14,400 Capital Outlay 0000 Chargebacks 0 0 0 (1,046,800) Total $0 $0 $0 $990,900

COMMUNITY-BASED PLANNING Personnel Services $2,217,776 $2,384,793 $2,306,800 $0 Supplies & Materials 8,432 5,132 3,700 0 Other Services & Charges 255,292 194,014 62,500 0 Capital Outlay 0000 Chargebacks (218,200) (27,800) (235,700) 0 Total $2,263,300 $2,556,139 $2,137,300 $0

URBAN DESIGN (HISTORIC PRESERVATION) Personnel Services $1,645,329 $1,740,191 $1,611,800 $0 Supplies & Materials 2,838 2,969 5,400 0 Other Services & Charges 42,657 61,708 30,500 0 Capital Outlay 0000 Chargebacks (332,230) (400,170) (348,900) 0 Total $1,358,594 $1,404,698 $1,298,800 $0

ENVIRONMENTAL PLANNING Personnel Services $2,293,202 $2,182,398 $1,930,500 $0 Supplies & Materials 2,865 1,422 1,400 0 Other Services & Charges 102,380 137,245 3,600 0 Capital Outlay 0000 Chargebacks (87,600) (2,700) (61,900) 0 Total $2,310,847 $2,318,365 $1,873,600 $0

TRANSPORTATION PLANNING Personnel Services $1,751,198 $1,718,028 $1,574,400 $0 Supplies & Materials 2,317 1,451 1,000 0 Other Services & Charges 329,237 206,892 79,200 0 Capital Outlay 0000 Historic Preservation Chargeback 0000 Chargebacks (216,300) (296,600) (302,500) 0 Total $1,866,452 $1,629,771 $1,352,100 $0

DEVELOPMENT REVIEW Personnel Services $2,864,701 $3,159,421 $2,901,500 $0 Supplies & Materials 13,696 21,529 15,500 0 Other Services & Charges 114,374 135,591 24,400 0 Capital Outlay 0000 Chargebacks (2,047,749) (2,096,100) (2,041,300) 0 Total $945,022 $1,220,441 $900,100 $0

126 M-NCPPC Montgomery County Proposed FY12 Budget

EXPENDITURE BY MAJOR OBJECT MONTGOMERY COUNTY PLANNING DEPARTMENT SUMMARY

Divisions/Major Units ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

CENTER FOR RESEARCH AND INFORMATION SYSTEMS Personnel Services $3,102,522 $2,624,345 $2,151,800 $1,985,900 Supplies & Materials 245,226 960 5,000 5,000 Other Services & Charges 999,292 311,313 212,000 212,000 Capital Outlay (28,890) 0 0 0 Chargebacks (9,000) (168,700) (169,600) (169,600) Total $4,309,150 $2,767,918 $2,199,200 $2,033,300

SUPPORT SERVICES Personnel Services $448,217 $27,745 $51,600 $146,500 Supplies & Materials 203,120 54,069 159,500 164,500 Other Services & Charges 1,720,775 1,873,224 1,939,880 1,808,800 Capital Outlay 27,128 0 0 0 Chargebacks (303,600) (270,000) (270,000) 0 Total $2,095,639 $1,685,038 $1,880,980 $2,119,800

TOTAL PLANNING Personnel Services $17,108,266 $17,120,188 $15,799,400 $16,902,900 Supplies & Materials 490,868 273,606 514,600 514,600 Other Services & Charges 3,680,275 3,663,839 3,054,180 2,842,100 Capital Outlay (1,762) 117,857 0 0 Chargebacks (3,244,379) (3,293,870) (3,462,300) (3,192,300) Total Planning Programs $18,033,266 $17,881,620 $15,905,880 $17,067,300 Grants 0 0 150,000 150,000 Total $18,033,266 $17,881,620 $16,055,880 $17,217,300

127 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County Planning Department FY12 Work Program

The Planning Department’s FY12 work program is categorized into four major programs - (1) Master Plan, (2) Plan Implementation, (3) Information Resources, and (4) Management and Administration.

Distribution of Expenditures by Program Tax Supported

Mgt & Admin. M aster Plans $3,432,700 (20%) $5,732,500 (34%)

Info Res. $2,260,200 (13%)

Plan Implem. $5,641,900 (33%)

Distribution of Workyears by Program (before chargeback)

Mgt & Admin. Master Plans 20.75 (15%) 39.95 (29%) Info Res. 18.60 (14%)

Plan Implem. 57.55 (42%)

128 M-NCPPC Montgomery County Proposed FY12 Budget

MASTER PLAN PROGRAM

Master plans and sector plans create blueprints for high quality, well-designed communities and address the need for housing, jobs, shopping, entertainment, commercial, recreation and open space for environmental protection with community involvement. This work includes planning for infrastructure such as roads, schools, sewer and water, public safety, libraries, and social service functions.

The Master Plan Program is organized into six Sub-Programs that contain a total of 18 Program Elements for FY12. The Sub-Programs in the Master Plan Program are:

Sub-Programs WY Expenditure** 1. Functional Plans 4.75 $677,700 2. Corridor City Plans 6.40 $930,100 3. Metro Stations Plans 7.35 $1,054,600 4. Purple Line Station Area Plans 8.75 $1,252,300 5. Neighborhoods Plans 4.10 $590,800 6. Special Projects 8.60 $1,227,000 ** Tax Supported Expenditure, Programs, Sub Programs and Program elements do not include COLA.

Budgeted Resources FY11 FY12 WY $ WY $ Personnel 39.45 $4,554,500 39.95 $4,934,300 Professional Services $104,000 $33,000 Publications $0 $0 Other Operating Expenses $796,300 $765,200 Chargebacks $0 $0 Total 5,454,800 $5,732,500 Revenue Source: Administration Fund

Distribution of Expenditures for Master Plan Program by Sub‐Program (Tax Supported)

Functional Plans Special Projects $677,700 (12%) $1,227,000 (21%) Corridor City Plans Neighborhood Plans $930,100 (16%) $590,800 (10%) Metro Stations Plans Purple Line Station $1,054,600 Area Plans (18%) $1,252,300 (22% )

129 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: FUNCTIONAL PLANS

Master Plan of Highways Update

Description This project will comprehensively update the Master Plan of Highways, enabling the recommendation for each Master Plan-classified road to be easily accessed in one publication, consisting of a book and a map. The project was deferred during FY11 for budgetary constraints. The delay facilitates coordination with the Countywide Bus Rapid Transit (BRT) study. Should the BRT study lead to Council direction on amendments to specific master planned streets and highways that do not require further substantial analysis and outreach, those amendments will be incorporated in this work program.

Lead Division: Functional Planning and Policy

Goals • Develop a single reference manual and map for individual roadway descriptions and right-of-way widths for all roadways identified in area master plans. • Confirm existing information and identify changes since last comprehensive update.

Performance Measures Objective Measure Identify and implement needed master plan amendments to Number of amendments adopted conform to new road code

Reclassify appropriate roads to controlled major highway, minor arterial, rustic road, or exceptional rustic road to more clearly Number of roads reclassified to controlled major highway, minor define and allow their physical attributes to correspond to this arterial, rustic road, or exceptional rustic road classification

Identify appropriate transitway rights-of-way based on the Lane-miles of new transitway classification findings of the Countywide BRT study

Specific Tasks/Products for FY12 • Conduct technical analyses and outreach for Master Plan of Highways amendment to include Minor Arterials, Controlled Major Highways, Rustic Roads, Unclassified Master Plan Primary Residential or Business streets, Transitways, and other functional classification and right-of-way changes resulting from the Road Code and Design Standards Executive Regulations • Coordinate with the Rustic Roads Advisory Committee regarding nominations for Rustic Roads • Coordinate with Montgomery County Department of Transportation (MCDOT) on the Countywide Bus Rapid Transit (BRT) Study • Streamline process for Master Plan of Highways and Transitways and Countywide Bikeways document updates as part of subsequent area master plan amendments • Develop Public Hearing Draft Plan • Develop Planning Board Draft Plan

130 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 FY10 Target FY11 Target Estimated Target Comments Milestones Actual Month/ Year Month/Year As of 6/11 (%) % Includes selected Minor Arterials and Draft Master Plan November 100% Rustic Roads, and book and map 2009 may include other functional elements November Scope of Work 100% 2009 Publication dates Public Hearing Draft December 10% dependent upon BRT Plan Publication 2011 study status Planning Board Draft 0% March 2012 Plan Publication September 2012 Council Approval 0% (FY13) December 2012 Plan Publication 0% (FY13)

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 3.10 $382,900 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $0 $59,400 Chargebacks $0 $0 Total $0 $442,300

Major Changes • The program element was deferred in FY11 • Schedule action facilitates coordination with MCDOT countywide BRT study

Master Plan for Historic Preservation

Description Research and evaluate properties for designation on the Master Plan for Historic Preservation. It focuses on evaluating the properties identified on the Locational Atlas and Index of Historic Sites that have never been reviewed and on evaluating properties that are nominated for historic designation by citizen groups and individuals. All designations take the form of amendments to the Master Plan for Historic Preservation, and include public hearings before the Historic Preservation Commission, the Planning Board, and the County Council. Staff actively participates on planning teams for sector plans and master plans with historic resources.

Lead Division: Functional Planning and Policy

Goals • Develop amendments to the Master Plan for Historic Preservation to protect and preserve, for future generations, those resources determined to meet the criteria for designation. • Provide practical, historic preservation expertise to the development and implementation of master plans and sector plans. • Identify and evaluate resources under consideration for historic designation.

131 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures

Objective Measure

Research, evaluate, and recommend resources for historic designation Three resources evaluated in FY10

Participate in the preparation of sector and master plans Four community master plan reviews completed in FY10

Specific Tasks/Products for FY12 • Transmit Planning Board Draft of the Upper Patuxent Amendment to the Master Plan for Historic Preservation • Continue evaluation of Locational Atlas resources • Provide historic preservation support for master plans

FY10 FY11 FY12 FY10 Program Milestones Target FY11 Target Estimated Target Comments Actual Month/ Month/Year As of 6/11 (%) Year % Council Greenwich Forest; Animal Approval Council 100% Industry; Higgins April 2011 Complete April Complete Cemetery Amendment 2010 Timing determined by Kensington Cabin 100% March 2011 Kensington Master (Kensington Master Plan) Complete Plan Upper Patuxent Planning Board Planning Board Council May

Amendment February 2011 100% 2012 Flower Shopping Center Timing Determined by and Theater (Long Branch Long Branch Sector Sector Plan) Plan Schedule

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 1.90 $219,400 1.65 $203,800 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $38,300 $31,600 Chargebacks $0 $0 Total $257,700 $235,400

Major Changes • Timing on production delayed as determined by Montgomery County Council

132 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: CORRIDOR CITY PLANS

Gaithersburg East/Montgomery Village Master Plan

Description Planning for Gaithersburg West was completed in 2010 with the approval of the Great Seneca Science Corridor Master Plan. This project will address Gaithersburg East by amending the 1987 Gaithersburg and Vicinity Plan and proposes land use and zoning for 2,435 acres of Montgomery Village. Montgomery Village retains the Town Sector (T-S) Zone. The prohibition in the zone against rezoning expires in 2015.

Lead Division: Area 2

Goals • Finalize planning area boundaries particularly to the north of Montgomery Village. • Recognize the Municipal Expansion Limits for Gaithersburg and Rockville as it affects the Gaithersburg East planning area. • Examine the use of Commercial-Residential (CR) and other zones to replace the T-S zone for Montgomery Village. • Look for redevelopment opportunities at mixed use centers and adjoining properties. • Analyze industrial needs in vicinity of the Montgomery County Airpark. • Develop a comprehensive transportation plan to examine M-83, the Inter County Connector (ICC) and sustainable transit to address insufficient transit service.* • Stormwater management is not up to date to address water quality in Montgomery Village (water quantity is addressed by Montgomery Village lakes). • Analyze aging, potentially redevelopable and undeveloped properties for future uses.

*The February 2014 Plan delivery date assumes that M-83 (Midcounty Highway Extended) remains on its current master plan alignment. Should the planning effort require examination of a rebalancing of land use and transportation in the Midcounty Corridor Study Area, the plan schedule may need to be extended.

Performance Measures Objective Measure* Coordination meetings with Gaithersburg and Number of meetings with municipalities Rockville Apply new zones in conformance with Zoning Amount of land rezoned to new zones Ordinance Rewrite Examine long-term use and manageability of the Consultant report on long-term viability of Airpark Montgomery County Airpark Examine redevelopment opportunities with Amount of land for redevelopment underdeveloped land *To be refined at project initiation

Specific Tasks/Products for FY 12 • Work efforts will begin in May 2012

133 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Start Master Plan May 2012 July 2012 (FY13) Scope of Work

Preliminary January 2013

Recommendations (FY13) Public Hearing Draft July 2013(FY14) Report Publication Planning Board Draft February 2014

Report Publication (FY14) October 2014 Council Approval (FY15)

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 .40 $49,400 Professional Services $0 $8,000 Publications $0 $0 Other Operating Expenses $0 $7,700 Chargebacks $0 $0 Total $0 $65,100

Major Changes • FY12 start-up

Professional Services • Consulting support for traffic study

Eastern County Science Center Master Plan

Description This project will create a new master plan for an expanded Cherry Hill Employment area and the possible creation of a mixed-use life sciences center. It is intended to address the land use, urban design and planning issues related to the future growth of the Cherry Hill Employment area including, but not limited to, the Food and Drug Administration (FDA), the proposed Washington Adventist Hospital, County Site 2 (former WSSC site 2) and the Percontee property. The proposed master plan will make recommendations for: • providing housing and amenities to complement the employment activities that exist and will expand under the new plan; • improving transit mobility in the eastern County; and • determining the extent of development that can be accommodated in the area. This plan will include transportation recommendations for supporting transit infrastructure, some of which may extend beyond the sector plan boundary.

Lead Division: Area 2

Goals • Provide expanded transit to support new growth at the Food and Drug Administration (FDA) and major sites in the Cherry Hill Employment Area.

134 M-NCPPC Montgomery County Proposed FY12 Budget

• Create mixed-use, walkable development nodes at transit stations. • Address the capacity of roads, schools, and other public facilities. • Create public open space and increase green areas.

Performance Measures Objective Measure

# housing units, retail square footage and supporting services recommended Create a 24-hour community in this area in the plan

Provide a better jobs/housing balance in the Additional jobs in the Cherry Hill Employment area eastern County area Additional life sciences jobs

Amount of new development recommended within ¼ mile and ½ mile of Encourage Transit-oriented development transit facilities

Improve walkability to local retail/services Linear feet of pedestrian and bicycle improvements recommended

Provide public open spaces Acres of amenity spaces recommended

Bring more up-scale housing to eastern County Number of new market rate multifamily housing proposed in the sector plan

Improved connectivity/walkability through street Street connectivity index of the proposed street network grid and smaller blocks

Specific Tasks/Products for FY 12 • Prepare preliminary recommendations • Prepare Staff Draft Plan • Conduct Planning Board Public Hearing • Prepare to Publish Public Hearing Draft Plan • Conduct Planning Board worksessions

FY11 Program FY12 Target FY10 Target FY10 Actual FY11 Target Estimated Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work January 2011

Preliminary Land Use March 2012 Recommendations Public Hearing Draft August 2012

Report Publication (FY13) Planning Board Draft January 2013

Report Publication (FY13) September 2013 Council Approval (FY14)

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 6.20 $715,800 6.00 $741,100 Professional Services $98,000 $9,000 Publications $0 $0 Other Operating Expenses $125,100 $114,900 Chargebacks $0 $0 Total $938,900 $865,000

135 M-NCPPC Montgomery County Proposed FY12 Budget

Major Changes • Minor reduction in resources due to advancement of the project

Professional Services • Consulting services in support of traffic study

136 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: METRO STATION PLANS

Wheaton CBD and Vicinity Sector Plan (Wheaton Metro Center Plan)

Description This project will revise the existing sector plan for the Wheaton Central Business District. As part of the ongoing process for keeping plans current, this effort specifically addresses issues related to development near Metro stations, including development standards, mixed uses, and quality of development.

Lead Division: Area 2

Goals • Meet County policy to focus density at Metro stations. • Create a center of jobs and housing on the eastern leg of the Metro Red Line. • Reinvigorate the Wheaton Central Business District (CBD) and create a walkable community with a distinct identity.

Performance Measures Objective Measure*

# acres zoned for mixed-use development within ½ mile of Focus new development around Metro station Metro station

Increase connectivity/walkability Street connectivity index

Increase the amount of open space # acres of open space recommended # market rate housing units Create more diverse housing in the plan area # affordable and workforce housing units Connect downtown to the surrounding neighborhoods and Linear feet of bikeways and trail/sidewalks recommended community facilities *Data to be completed after plan approval by the County Council.

Specific Tasks/Products for FY12 • Complete County Council worksessions • Council approval of the plan • Commission adoption of the approved plan • File Sectional Map Amendment (SMA) • Council approval of the SMA • Publish approved plan

137 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work Complete

Public Hearing Draft Complete Plan Publication

Planning Board Draft January 2011 Plan Publication

Council Approval October 2011

Plan Publication February 2012

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 3.90 $450,300 3.00 $370,500 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $78,700 $57,500 Chargebacks $0 $0 Total $529,000 $428,000

Major Changes • Target date for Council action modified • Reduction in resources due to advancement of project

White Flint II Sector Plan

Description This project will consider the redevelopment of the area adjoining White Flint Phase I, including properties along Executive Boulevard, into a mixed-use area that includes housing. The intent is to develop recommendations that address renovation, redevelopment, and infill of the existing suburban development. Housing will be considered an important component of the mixed-use plan.

The scope of this project may be expanded to consider other areas adjacent to White Flint Phase I, including the area east of the CSX railroad tracks and north of Montrose Parkway. In addition, the transportation analysis will address the relationship between White Flint Phase I and Phase II for road network capacity.

Lead Division: Area 2

Goals • Evaluate options for a mix of uses. • Provide a range of housing, including affordable housing and work force housing. • Create mixed-use, transit-oriented neighborhoods. • Encourage development in a block pattern that improves pedestrian and bicycle connections to the Metro station and bus service. • Address the capacity of roads, schools, and other public facilities, create public open space and increase green areas. Improve the design character of the area. • Develop zoning tools that foster the creation of a high quality community.

138 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure*

Square Feet of commercial space recommended Encourage high density, mixed-use development # of housing units recommended Linear feet of pedestrian and bicycle improvements Improve access to transit recommended Street connectivity index # of Moderately Priced Dwelling Unit (MPDUs) Support affordable housing # of workforce housing units Improve sustainability # acres of pervious surface recommended

Improve public realm # acres of public space recommended *To be refined at project initiation

Specific Tasks/Products for FY12 • Scope of Work approved by the Planning Board

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work March 2012

Public Hearing Draft October 2012 (FY13) Plan Publication Planning Board Draft Plan May 2013 (FY13) Publication

Council Approval FY14

Plan Publication FY14

SMA, final urban FY14 design guidelines

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 2.45 $302,600 Professional Services $0 $6,000 Publications $0 $0 Other Operating Expenses $0 $46,900 Chargebacks $0 $0 Total $0 $355,500

Major Changes • Project start up in FY12 • Project was deferred in FY11

Professional Services • Consulting services in support of traffic study

139 M-NCPPC Montgomery County Proposed FY12 Budget

Glenmont Sector Plan

Description This project will amend the 1997 Glenmont Sector Plan and propose rezoning of the major redevelopment properties in Glenmont to appropriate Commercial Residential (CR) Zones. Such rezoning will update the current zoning framework of the core properties in Glenmont, including the Glenmont Shopping Center and the Privacy World residential complex, to encourage redevelopment of these properties into a mixed-use walkable community with street level retail, pedestrian amenities and public spaces around the Glenmont Metro Station.

Lead Division: Area 2

Goals • Replace the current zones on the major redevelopment properties with new CR Zones to create more mixed-use, walkable communities with improved public realm in Glenmont.

Performance Measures Objective Measure*

Concentrate development at transit stations Total development recommended within 1/2 mile of Metro station

Improve walkability to local retail/services Linear feet of sidewalks and bike paths

Create more open spaces # acres of open space recommended

Improved connectivity/walkability Street connectivity index

Support Transferrable Development Rights (TDR) # Building lot termination (BLTs) program *To be refined at project initiation

Specific Tasks/Products for FY12 • Conduct community outreach • Prepare scope of work • Develop preliminary recommendations • Prepare Staff Draft • Prepare to Publish Public Hearing Draft • Conduct Planning Board Public Hearing

FY11 FY12 FY10 Program Milestones FY10 Target FY11 Target Estimated Target Comments Actual Month/ Year Month/Year As of 6/11 (%) %

Start Sector Plan Schedule modified January 2011 October 2011 Amendment July 2010 December Sector Plan Scope of Work March 2011 2011 Preliminary April 2012 Recommendations Public Hearing Draft Report October 2012 (FY13) Publication Planning Board Draft February 2013

Report Publication (FY13)

Council Approval July 2013 (FY14)

140 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 2.25 $259,800 1.90 $234,700 Professional Services $3,000 $0 Publications $0 $0 Other Operating Expenses $45,400 $36,400 Chargebacks $0 $0 Total $308,200 $271,100

Major Changes • Staff work on Glenmont Sector Plan rescheduled to start in early FY12

141 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: Purple Line Station Areas Land Use Plan

Takoma/Langley Crossroads Sector Plan

Description The Takoma/Langley Crossroads Sector Plan will address the area surrounding the future transit center and Purple Line station at University Boulevard and New Hampshire Avenue. It will be coordinated with Prince George’s County and the City of Takoma Park. This plan will implement the County’s transit, housing, and economic development policies by fostering transit-oriented development and improving development quality by encouraging reinvestment in the existing commercial district.

Lead Division: Area 1

Goals • Identify reinvestment opportunities as part of an overall strategy focused on transit-oriented development. • Improve vehicular circulation through comprehensive transportation planning. • Improve transit accessibility, including pedestrian, bicycle, and trail connections. • Improve quality of place through recommendations for housing, public facilities, and the environment. • Improve the quality of life for the surrounding neighborhoods. • Foster design excellence.

Performance Measures Objective Measure*

Amount of increased residential and commercial density Encourage revitalization of the area # of market rate and affordable housing units

Preserve and support business diversity and reinvestment # of retained and new businesses

Establish green space for passive and active use # acres of parkland

Support Transferrable Development Rights (TDR) program # of Building lot termination(BLTs) # acres zoned for mixed-use development within ¼ mile of public transit Improve sustainability # of new sidewalks # of new pedestrian connections *Data to be completed after approval of Plan

Specific Tasks/Products for FY12 • Publication of approved Plan • Final Urban Design Guidelines

142 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program Estimated FY10 Target FY10 Actual FY11 Target Target Comments Milestones As of 6/11 Month/ Year (%) Month/Year %

Scope of Work Complete

Public Hearing Draft 100% Complete Plan Publication Planning Board September Draft Plan 100% Complete 2010 Publication Council Approval March 2011 Plan Publication Oct. 2011 SMA, final urban Dec.2011 design guidelines

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 2.90 $334,800 1.15 $142,000 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $58,500 $22,000

Chargebacks $0 $0 Total $393,300 $164,000

Major Changes • Target date for Council action was modified • Reduction in resources due to advancement of the project

Long Branch Sector Plan Amendment

Description Long Branch is a physically aging, multi-cultural community located between Sligo Creek Parkway and University Boulevard, along Piney Branch Road. The Flower Avenue commercial core is adjacent to a mixture of low density, free standing, stores and small strip commercial shopping centers. Surrounding the core at Flower Avenue and Arliss Street are a variety of housing types, ranging from single family detached and attached homes to typical post-World War II style garden apartments along Piney Branch Road, Sligo Creek Parkway and University Boulevard.

The goal of this sector plan is to preserve the existing affordable housing and enhance the unique character of this diverse multi-cultural area. It will encourage mixed-use, transit and pedestrian-oriented development and commercial reinvestment to support the proposed Purple Line Stations at Arliss Street and Gilbert Street.

The Purple Line is a proposed 16-mile transitway that will link a number of stations along different lines of the Washington D.C. Metrorail system and provide east-west connections to a number of regional centers inside the Capital Beltway. The two stations at Arliss Street and Gilbert Street will create regional accessibility in this area and could become a catalyst for new transit-oriented mixed-use development. The sector plan will also address affordable housing, reinvestment in the commercial areas, transit improvements, pedestrian safety, community facilities, parks and open space. The community’s multi-

143 M-NCPPC Montgomery County Proposed FY12 Budget cultural population and future transit accessibility make Long Branch an ideal location to support new jobs, mixed residential and retail uses and recreational opportunities.

Lead Division: Area 1

Goals • Preserve existing affordable housing. • Broaden housing opportunities. • Recommend areas for new mixed-use, transit-oriented development. • Promote reinvestment in the Flower Avenue commercial “core” and other commercial areas. • Create connections to public transportation. • Improve pedestrian safety. • Guide the physical extent and design of the stations at Arliss Street and Gilbert Street. • Recommend urban design guidelines for new development and redevelopment. • Complete Sectional Map Amendment that either confirms or changes existing zoning.

Performance Measures Objective Measure*

Amount of increase in commercial density # new commercial Floor Area Ratio(FAR) Encourage reinvestment in the area # new market rate and affordable housing units # retained and new business

Improve connectivity # linear feet of sidewalks recommended; street connectivity index

Enhance public realm # acres of public space recommended

# acres of pervious surface recommended Improve sustainability # acres zoned for mixed-use development within ¼ mile of public transit *Data to be completed after approval of the Plan

Specific Tasks/Products for FY12 • Conduct the Planning Board Hearing • Complete the Planning Board Worksessions • Transmit the Planning Board Draft Plan September 2011 • Council Public Hearing December 2011 • Council worksessions 2012 • Council approval of the Plan April 2012

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work 100% Complete

Public Hearing Draft May 2011 Plan Publication

Planning Board September

Draft Publication 2011

Council Approval- April 2012 Plan Publication SMA Final Urban September 2013

Design Guidelines (FY13)

144 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 3.70 $427,200 3.20 $395,200 Professional Services $3,000 $0 Publications $0 $0 Other Operating Expenses $74,700 $61,300 Chargebacks $0 $0 Total $504,900 $456,500

Major Changes • Reduction in resources due to advancement of project

Chevy Chase Lake Sector Plan

Description Chevy Chase Lake is a mixed use community located along Connecticut Avenue between Jones Bridge Road and Chevy Chase Drive. The Chevy Chase Lake retail area is located on Connecticut Avenue between Manor Road and Chevy Chase Drive. The Georgetown Branch and Purple Line right-of-way runs through the Chevy Chase Lake retail area. Surrounding the retail area are housing types ranging from single family detached and attached homes, to mid-rise and garden apartments.

The goal of this sector plan is to encourage mixed-use, transit and pedestrian-oriented development and commercial reinvestment to support the proposed Purple Line Station at Connecticut Avenue between Manor Road and Chevy Chase Drive. An above grade crossing of Connecticut Avenue is proposed by the Maryland Transit Administration.

The Purple Line is a proposed 16-mile transitway that will link a number of stations along different lines of the Washington D.C. Metrorail system and provide east-west connections to a number of regional centers inside the Capital Beltway. The station at Connecticut Avenue will create regional accessibility in this area and could become a catalyst for new transit-oriented, mixed-use development. The sector plan will also address affordable housing, reinvestment in the commercial areas, transit improvements, pedestrian safety, community facilities, parks and open space.

Lead Division: Area 1

Goals • Preserve existing affordable housing. • Broaden housing opportunities. • Recommend areas for new mixed-use, transit-oriented development. • Promote reinvestment in the Chevy Chase Lake retail area. • Create connections to public transportation, especially the Purple Line. • Improve pedestrian safety. • Guide the physical extent and design of the station at Connecticut Avenue between Manor Road and Chevy Chase Drive. • Recommend urban design guidelines for new development and redevelopment. • Support the Transferrable Development Rights (TDR) program.

145 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure*

Establish new cross section Improve Connecticut Avenue Linear feet of sidewalk recommended # street trees recommended

Square feet of commercial space recommended Encourage mixed-use development near Purple Line # housing units recommended

Improve access to transit Linear feet of pedestrian and bicycle improvements recommended

Provide public open spaces # Acres of amenity spaces recommended

Support TDR program # Building lot termination (BLTs) # Moderately Priced Dwelling Unit (MPDUs) Support affordable housing # workforce housing units *Data to be completed after approval of the Plan

Specific Tasks/Products for FY12 • Public Hearing Draft Sector Plan Publication: TBD after talking to project manager • Planning Board Draft Sector Plan Publication: 2012 • Council Public Hearing May 2012 • Council Worksessions June 2012

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work July 2010 100% Complete Public Hearing Draft Sept, 2011 Publication Planning Board February

Draft Plan 2012 September 2012 Council Approval (FY13) October 2012 Plan Publication (FY13)

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 3.55 $409,800 3.35 $413,800 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $71,600 $64,200 Chargebacks $0 $0 Total $481,400 $478,000

Major Changes • Reduction in resources due to advancement of the project

146 M-NCPPC Montgomery County Proposed FY12 Budget

Brookville Road (Lyttonsville) Sector Plan Amendment

Description The Brookville Road industrial area (Lyttonsville) is located within minutes of downtown Silver Spring and is home to a strong, competitive market for light industrial and commercial services uses. The businesses serve the larger Silver Spring and Bethesda community. The Walter Reed Army Medical Center, Forest Glen Annex and the redeveloped National Seminary Park Historic District are also located in the Lyttonsville area. The surrounding residential community (Rosemary Hills) consists primarily of a mixture of single family detached housing and typical post-World War II style apartment housing. There is a high- rise building adjacent to the planned Lyttonsville Place Purple Line Station.

The goals of this Sector Plan are to preserve the affordability of this community, insure connectivity to the future Purple Line Station, and provide additional opportunities for reinvestment within the industrial area, while enhancing the quality of life and the unique character of the residential community. The plan will address the development of mixed-use, transit and pedestrian oriented development and commercial reinvestment to support the Purple Line station located immediately east of Lyttonsville Place.

The Purple Line is a proposed 16 mile transitway that will link a number of stations along different lines of the Washington D.C. Metrorail system and provide east-west connections to a number of regional centers inside the Capital Beltway. The Lyttonsville station will enhance regional accessibility within this area and could become a catalyst for new transit oriented development. The community’s proximity to downtown Silver Spring and future transit accessibility makes Lyttonsville/Brookville Road Industrial Area an appropriate location to support new jobs, mixed residential uses and improved community facilities.

Lead Division: Area 1

Goals • Preserve affordability of the community. • Broaden housing and commercial opportunities. • Recommend areas for new mixed-use, pedestrian oriented development. • Promote reinvestment and encourage facilities and services that support the Brookville Road Industrial Area. • Create connections to transit and trail facilities. • Improve pedestrian and bicycle connections. • Provide protection to environmentally sensitive areas. • Guide the physical extent and design of the proposed Lyttonsville Place transit station. • Recommend urban design guidelines for new development and redevelopment opportunities.

Specific Tasks/Products for FY12 • Project Scope of Work

147 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work March 2012

Public Hearing Draft March 2013 (FY13) Plan Publication Planning Board September 2013 Draft Plan (FY14) Publication

Council Approval TBD

Plan Publication TBD

SMA, final urban TBD design guidelines

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 1.05 $129,700 Professional Services $0 $4,000 Publications $0 $0 Other Operating Expenses $0 $20,100 Chargebacks $0 $0 Total $0 $153,800

Major Changes • Work effort will start in FY12

Professional Services • Consulting services in support for traffic study

148 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: NEIGHBORHOOD PLANS

Kensington and Vicinity Sector Plan

Description This comprehensive amendment to the 1978 Town of Kensington Sector Plan will include separate elements for land use, zoning, transportation, environment, community facilities, and urban design. It will focus on the design and function of the town center and preservation of neighborhood character.

Lead Division: Area 2

Goals • Enable revitalization while preserving the town’s scale and character.

Performance Measures Objective Measure*

# housing units and square feet of commercial space Enliven the town center through mixed-use development recommended in the town center

Connect Kensington’s neighborhoods to a revitalized town center linear feet of recommended sidewalks, bike paths, and through a network of sidewalks, bike paths, trails, and street crossings trails

Support Transferrable Development Rights (TDR) program # Building lot termination (BLTs) *Data to be completed after plan approval by the County Council

Specific Tasks/Products for FY12 • Council Public Hearing • Council approval of Sector Plan • Finalize urban design guidelines • Council approval of SMA • Publication of approved and adopted plan

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work Complete

Public Hearing Draft April 2011 100% Complete Plan Publication Planning Board Original Plan Draft Plan May 2011 remanded Publication December Council Approval 2011

Plan Publication June 2012

SMA, final urban April 2012 design guidelines

149 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel .40 $46,200 1.55 $191,400 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $8,100 $29,700 Chargebacks $0 $0 Total $54,300 $221,100

Major Changes • Work effort continued into FY12 due to schedule change

Neighborhood Outreach and Planning

Description Neighborhood plans will address community issues that do not rise to the level of a complete master/sector plan effort because the issue is confined to a specific neighborhood (i.e., very limited geography) and/or the concern is limited in scope and does not require examination of the full range of topics normally covered in a master plan. A neighborhood planning project may lead to a limited master plan for approval by the Council or it may result in a design study or economic analysis not requiring Council approval.

Some of these neighborhood concerns are already known (e.g., Burtonsville); other neighborhood plans may be suggested by Council members or interested people in the community. Neighborhood plans are prepared by small interdisciplinary teams within the Planning Department with the expertise, depending upon the nature of the problem to be addressed. Coordination and consultation with other agencies and targeted community outreach will be integral to the success of neighborhood plans. A typical neighborhood planning effort will take approximately six to twelve months. It will involve community engagement up-front; identification of goals and alternatives; discussion of preliminary ideas with the community; refinement and consultation; and recommendation of a strategy to resolve the issue(s). The product resulting from such efforts will vary. Due to the limited scope and time frame associated with neighborhood plans, the Planning Department will undertake two to three such efforts annually in addition to the normal complement of master/sector/functional plans.

Lead Division: Geographic Area Team(s)

Goals • Empower neighborhoods to solve problems by working in partnership with residents, businesses and government. • Create a process for identifying and addressing discrete problems that can be addressed outside of the lengthy comprehensive planning process.

Performance Measures Objective Measure

Identify limited planning problems that can be solved # of community issues identified Produce neighborhood plans to address such issues # of neighborhood plans produced

Specific Tasks/Products for FY12 • Assess options for improving local circulation and encouraging redevelopment along Route 198 in Burtonsville

150 M-NCPPC Montgomery County Proposed FY12 Budget

• Identify and initiate a neighborhood plan to be undertaken in FY12 • Identify a process for selecting neighborhood plans to be addressed in future years • Create an interdisciplinary planning team with the range of expertise needed to address neighborhood plans

Burtonsville Commercial Crossroads Neighborhood Planning Study

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work January 2011 100% Identify Issues and Alternative May 2011 100% Strategies Review & August 2011 Implementation

Burtonsville Commercial Crossroads Neighborhood Planning Study Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 2.50 $288,600 1.15 $142,000 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $50,500 $22,000 Chargebacks $0 $0 Total $339,100 $164,000

New Neighborhood Planning Study for FY12 (to be determined) Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 1.40 $172,900 Professional Services $0 $6,000 Publications $0 $0 Other Operating Expenses $0 $26,800 Chargebacks $0 $0 Total $0 $205,700

Major Changes • New Neighborhood Plan to be initiated in FY12 • Battery Lane program has been deferred in FY12

Professional Services • Consulting services in support of traffic study

151 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: SPECIAL PROJECTS

Subdivision Staging Policy/Growth Policy

Description This project supports the development of policies and regulations governing the County’s growth, including decisions on related issues, such as infrastructure programming and financing. This project also conducts research to establish a body of knowledge about the amount, type, location, and pace of development occurring in Montgomery County compared with that recommended in plans and regulated by the zoning and adequate public facilities ordinances. It also supports public understanding of the impacts of growth and growth management. Pursuant to Bill 38-09, the Growth Policy consists of two components; 1) a biennial Report on County Sustainability that informs Council direction on budgets and agency work programs, and 2) a quadrennial Report on Adequate Public Facilities Ordinance (APFO) Administration. The next Report on County Sustainability will be delivered in FY11 and the next review of APFO Administration will be delivered in FY12.

Lead Division: Functional Planning and Policy

Goals • Support the development of policies and regulations related to the County’s growth, including staff support and recommendations for Planning Board and County Council decisions on Growth Policy and related issues, such as infrastructure programming and financing. • Establish a body of knowledge through research about the amount, type, location and pace of development occurring in Montgomery County, compared with that recommended by the General Plan and more specifically guided by master plans and regulated by the zoning ordinance and adequate public facilities ordinance. • Support public understanding of the impacts of growth and growth management within the County. • Improve the coordination of growth and the provision of public facilities.

Performance measures Objective Measure

Identify and prioritize the public facilities for capital programming; to Submission of the Report on County Sustainability as understand and accurately portray the availability and use of public part of the Growth Policy that documents development facilities and the impacts of past and future growth on those facilities activity and the status of public facilities and provisions Planning Board recommendations in the Report on County Sustainability that provide Council direction on Identify and add principles of sustainability to the growth policy agency work programs and Report on APFO Administration strategies that incorporate sustainability principles Identify changes to APFO that ensure appropriate public and private Planning Board recommendations in the Report on sector participation in planned infrastructure as part of the subdivision APFO Administration reflect equitable participation approval process

Specific tasks/products for FY12 • Begin work on the FY12 Growth Policy studies as indicated by the County Council. Anticipated studies for budgeting purposes include: o Establish replacement for Policy Area Mobility Review o Develop next generation of Smart Growth Criteria o Evaluate methodology to replace reliance on Critical Lane Volumes in Local Area Transportation Review (level of effort dependent upon availability of additional funding for consultant assistance) o Evaluate methodology to incorporate carbon offsets o Evaluate changes to trip generation rates/vehicle miles traveled (VMT) for neighborhood- serving retail types and proximity

152 M-NCPPC Montgomery County Proposed FY12 Budget

o Changes to Policy Area boundaries

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Biennial report on pace/pattern of growth, master plan Staff Report on assessment, Highway County May 2011 100% Mobility Report, and Sustainability any additional studies of changes to County sustainability programs or policies Planning Board Report on County June 2011 95% Sustainability Guides development Compilation of of Appendix and Studies Supporting December supporting

APFO 2011 documentation for Administration Staff Draft of FY13 Growth Policy Staff Report on Proposed changes to APFO May 2012 APFO rules and Administration regulations Public Hearing on APFO June 2012 Administration Planning Board Proposed Changes Planning Board draft is July 2012 to APFO sent to Council Administration November Council Resolution to Council Approval 2012 be adopted 11/15/12 December Plan Publication Final Resolution 2012

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 4.40 $508,000 4.80 $592,900 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $88,800 $91,900 Chargebacks $0 $0 Total $596,800 $684,800

Major Changes • Adjustment to quadrennial schedule • Incorporates replacement system for Policy Area Mobility Review

153 M-NCPPC Montgomery County Proposed FY12 Budget

Sustainability Indicators and Planning Activity

Description This program element covers participation in extensive, cooperative efforts to reduce greenhouse gas emissions and promote environmental sustainability Countywide. This includes: • Working on the Council’s Sustainability Working Group to determine land use and transportation strategies that will reduce emissions from transportation and buildings. • Developing and refining models to assess the carbon footprint of master plans (as required by County law). The actual assessments of carbon footprints are included in the program elements for the respective master plans. • Tracking the indicators that were developed based on the General Plan and on existing policies and programs to measure the effects of growth policies, master plans, public expenditures and policies that influence quality of life and sustainability. The data analysis for the second report, tracking progress will be completed in FY11. • Preparing information for and participating in United States Environmental Protection Agency’s (EPA) Smart Growth Implementation Assistance Program project to develop an improved way to estimate transportation contribution to greenhouse gas emissions. • Assessing ways that land use policies or zoning code revisions can promote sustainable local food production and marketing, and urban environmental sustainability.

Lead Division: Functional Planning and Policy

Goals • Enable measurement of progress toward a sustainable quality of life. • Provide feedback about the effectiveness of growth policies in promoting sustainable development. • Assist with County’s efforts to address climate change through the Climate Protection Plan. • Evaluate public expenditures for their effect on sustainability. • Develop tools that can be used to measure the sustainability of master plan recommendations.

Performance Measures Objective Measure Planning Board recommendations consider Evaluate the Capital Improvement Projects (CIP) for sustainability sustainability Provide annual updates to the Climate Protection Plan County Council receives annual report Prepare a model to estimate greenhouse gas emissions Model applied to master plans

Specific Tasks/Products for FY12 • Implement recommendations of the Climate Protection Plan that relate to land use and environmental planning, in coordination with County agencies to study and further reduce greenhouse gas emissions • Work with Environmental Protection Agency’s (EPA’s) Smart Growth Implementation Assistance Program contractor to implement the INDEX model to better identify transportation related greenhouse gas emissions using the East County Tech Center master plan as a pilot project • Work with Montgomery County to measure progress on Healthy and Sustainable Communities indicators • Develop emissions models that better assess the potential impact of master plans • Review CIP for sustainability concerns • Collect and analyze data on indicators to prepare progress report

154 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Complete CIP 100% Review Complete Indicators 100% Annual analysis Analysis Complete Smart Growth December 20% 50% Implementation 2011 Program

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 1.95 $225,100 1.05 $129,700 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $39,400 $20,100 Chargebacks $0 $0 Total $264,500 $149,800

Major Changes • Reduced resources in FY12 due to advancement of project

Agricultural Initiatives

Description This project provides continuing review of progress in preserving agriculture in Montgomery County. It monitors the status of the Transferrable Development Rights (TDR) sending and receiving areas and will recommend improvements to the Zoning Ordinance Revision to implement the goals of the Master Plan for Agricultural and Rural Open Space. Staff has drafted a Zoning Text Amendment to ensure that future non-agricultural developments minimize fragmentation of viable agricultural land. Staff will work with the agricultural community and prepare guidelines and recommendations for sand mounds, the last remaining unresolved major issue identified by the Ad Hoc Agricultural Advisory Working Group. Staff will continue to identify additional receiving areas for the transfer of TDRs and BLTs (Building Lot Terminations) and will endeavor to maximize their placement during master plan review. All development applications within the Agricultural Reserve will be reviewed in order to assess their potential impact for fragmentation of farmland.

Lead Division: Area 3

Goals • Timely review of preliminary plans, special exceptions and mandatory referrals in the Reserve. • Identify locations for new TDR and BLT receiving areas. • Prepare draft sand mound policy recommendations. • Review nominations for Rural and Rustic Roads. • Draft Zoning Text Amendments as necessary. • Contribute to Status and Tracking report of TDR Sending and Receiving Areas. • Review regulations and policies that would limit non-agricultural development in the Reserve while addressing landowner and farmer equity concerns.

155 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure Prepare Zoning Text Amendment for Lot Standards in the Rural Density County Council approval Transfer Zone (RDT) Review applications for impact on Rural and Rustic Roads 14 Applications reviewed on Rustic Roads

Provide timely review of Preliminary Plans, Site Plans, Mandatory Pre-preliminary plans, preliminary plans, site plans, Referrals, and Special Exception applications in the Agricultural mandatory referrals, special exception applications Reserve reviewed Contribute to Status and Tracking Report of TDR Sending and Receiving Areas. Recommend locations for new TDR and BLT # of new TDR and BLT easements transferred receiving areas

Specific Tasks/Products for FY12 • Design Guidelines for non-agricultural development in the Agricultural Reserve • Complete Zoning Text Amendment for Lot Standards in the Rural Density Transfer Zone (RDT) • Contribute to Status and Tracking report of Transferrable Development Rights (TDR) Sending and Receiving Areas • Resolution of sand mound issues • Develop further educational materials for County residents

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments Month/ Year (%) Month/Year As of 6/11 % Draft guidelines to Guidelines to be ensure that presented to properties locate Agricultural buildings to prevent June 2011 30% Preservation Advisory fragmentation of Board (APAB) and viable agricultural Agricultural Advisory land ( ZTA) Committee (AAC) Guidelines to be presented to Agricultural Resolve sand June 2011 30% Preservation Advisory mound issues Board (APAB) and Agricultural Advisory Committee (AAC) Maximize the placement of TDR and BLT receiving Ongoing Ongoing areas during master plan review

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 1.80 $207,800 1.90 $234,700 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $36,300 $36,400 Chargebacks $0 $0 Total $244,100 $271,100

Major Changes • None

156 M-NCPPC Montgomery County Proposed FY12 Budget

Special Projects

Description This initiative responds to requests from the County Council and County Executive for assistance in the implementation of master plan recommendations. This program element provides capacity for projects not envisioned or anticipated in the annual budget.

Lead Division: All Divisions

Goals • Provide project support staff and conduct community outreach meetings for projects not anticipated in the FY12 Budget. Examples of such projects assigned to the Planning Department in FY11 included: - Clarksburg Stage IV Triggers - Potential Clarksburg amendment - Forest Conservation Law amendments Performance Measures Objective Measure

Respond to requests from the County Council and County Executive not Number of projects completed or underway anticipated in the previous budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 2.55 $294,400 .85 $105,000 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $51,500 $16,300 Chargebacks $0 $0 Total $345,900 $121,300

Major Changes • Reduction due to decreased availability of resources

157 M-NCPPC Montgomery County Proposed FY12 Budget

COMPLETED MASTER PLAN PROGRAM ELEMENTS

Countywide Water Resources Policy Element of the General Plan NOTE: State Law requires this functional plan to be updated every six years.

Description The General Plan has been amended as required by law to address water resource-related planning issues. The plan addresses how expected growth will affect and be affected by limiting factors such as water supply, wastewater, stormwater, non-point source pollution, and water quality of receiving streams.

Implementing this plan will involve essential work to coordinate land use planning and regulation to address issues of water supply and wastewater, in order to avoid building moratoriums, public health hazards, and adverse environmental impacts. Increased restrictions and requirements imposed by new state and federal programs and regulations will involve significant staff time to assure the best results. Reduction of level of effort will restrict staff participation to only the most essential efforts coordinated with the Department for Environmental Protection and the Department of Permitting Services to meet legal and permit requirements.

Significant elements of this work include facilitating the implementation process for the new County stormwater requirements, targeting natural resource protection and enhancement efforts to maximize water resource benefits, coordinating land use planning with other agencies to meet new county stormwater permit requirements for watershed restoration and Total Maximum Daily Load (TMDL) allocations established by the Chesapeake Bay Program, and assure continued adequacy of water supply and sewerage systems to meet County needs.

Lead Division: Functional Planning and Policy

Goals • Implement a Countywide planning framework that ensures the land use planning and management process is an important component in stormwater and non-point source pollution management. • Recommend ways to help meet water quality regulations regarding pollutants delivered to the Chesapeake Bay and its tributaries. . Performance Measures Objective Measure

Determine adequacy of drinking water, wastewater resources, and infrastructure with 100% completed regard to expected growth by 2030

Make policy and strategy recommendations to address 2030 drinking water and 100% completed wastewater issues and shortfalls Make policy and strategy recommendations to address the issues and needs 100% completed identified through the stormwater assessment and the 2030 nutrient loading analyses County meets standards, regulations and Implement policies and recommendations mandated deadlines for compliance

Note: Plan implementation activities are covered under the Public Project Coordination work program element.

158 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 FY10 Program Milestones Target FY11 Target Estimated Target Comments Actual Month/ % As of 6/11 (%) Year % Public Hearing Draft Plan 100% 100% 100% Complete Publication Planning Board Draft Complete 100% 100% 100% Plan Publication Council Approval 100% 100% 100% Complete Full Commission Complete 100% 100% 100% Adoption Plan Publication 100% 100% 100% Complete

Purple Line

Description This project includes: (1) staff technical review of the Purple Line Alternative Analysis/Draft Environmental Impact Statement (AA/DEIS) completed by the Maryland Transit Administration(MTA) in November 2008, (2) development of a staff report and Board presentation for public hearing in advance of Planning Board input to Council on the selection of a Locally Preferred Alternative, (3) completion of a Purpose and Outreach Report as the first part of the development of a Functional Master Plan, and (4) identification of issues and technical approach for consideration by the Master Plan Advisory Group. The Functional Master Plan study limits include the entire Purple Line alignment in Montgomery County from Bethesda to the Langley Park / Takoma Crossroads area.

Lead Division: Functional Planning and Policy

Goals • Develop a Functional Master Plan to guide implementation of the Purple Line alignment. • Help establish the basis for future Transit Station Area Sector Plans. The Functional Master Plan and the respective Transit Station Area Sector Plans will encourage growth in the Urban Ring in implementation of the 1993 General Plan Amendment and improve the quality of life by encouraging redevelopment with compact mixed-uses to create walkable vibrant communities. • Support Council and Planning Board established policies to enhance down-County, east-west travel opportunities, increase transit mode split, promote mixed use development, provide access to jobs, and protect potential alignments.

Performance Measures Objective Measure Establish County policy regarding the preferred mode and alignment for All policies for preferred mode and alignment the Purple Line between Bethesda and Takoma/Langley established Establish ability to preserve needed right-of-way for transit ways and All alignment options protected from development ancillary intermodal and maintenance facilities both during and after during Locally Preferred Alignment (LPA) selection completion of the federal approval process process

159 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 %

Scope of Work Complete Public Hearing October Draft Plan 100% Complete 2009 Publication Planning Board February 100% Draft Plan Complete 2010 Publication Council Approval July 2010 100% Complete September Plan Publication 100% Complete 2010

Great Seneca Science Corridor Master Plan

Description This comprehensive master plan amends portions of the 1985 Gaithersburg Vicinity Master Plan and the 1990 Shady Grove Study Area Master Plan. The Great Seneca Science Corridor (GSSC) is primarily on the west side of the I-270 Corridor along the Corridor Cities Transitway (CCT). The plan includes recommendations for land use, zoning, and transportation, environment, and community facilities. Transit stops for the CCT are recommended west of I-270 through the Shady Grove Life Sciences Center. The I- 270 Technology Corridor is an area for high technology employment for the County. The plans for the I- 270 Corridor have been amended sequentially including the Shady Grove Sector Plan (completed), the Twinbrook Sector Plan, the Germantown Master Plan, and the White Flint Sector Plan.

Lead Division: Area 2

Goals • Build on the established vision for the I-270 Corridor as an appropriate location for future growth, particularly at locations that are linked by the Corridor Cities Transitway (CCT). • Provide a guide for future development, focusing on building desirable communities, increasing housing opportunities, incorporating transit, expanding open space and parks, and improving connections and access. • Implement the zoning recommended in the Great Seneca Science Center Master Plan. • Foster the design of high quality communities at the CCT station areas.

Performance Measures Objective Measure* 60% of development recommended at CCT stations Concentrate development at transit stations compared to other areas 10.5 Million square footage dedicated to science and health Encourage bio-science and health care development care development

5,750 dwelling units (DU) recommended 4.5 miles commercial square feet recommended Encourage mixed-use 10.5 miles biotech square feet recommended 1.5 miles academic square feet recommended Amount of land recommended for residential use and number Provide a better jobs/housing balance of new housing units 80 acres, 5,750 DU, 5.8 Jobs/Housing ratio

160 M-NCPPC Montgomery County Proposed FY12 Budget

Germantown Employment Area Sector Plan

Description The Germantown Employment Area Sector Plan will bring the employment future envisioned in the 1989 Germantown Master Plan to fruition and remove obstacles that have inhibited non-residential development. Germantown is a maturing community of approximately 85,000 people that has nearly reached the build-out of residential units recommended in the 1989 Plan. In FY10 this Plan examines primarily non-residential uses and the potential for mixed-use development in existing office parks and commercial centers. The Sector Plan will also provide recommendations for transportation and transit, open space, and community facilities, and will identify opportunities for affordable housing.

Lead Division: Area 3

Goals • Provide catalyst for employment development. • Recommend locations for Corridor Cities Transitway station areas, supporting facilities, and appropriate land uses and densities. • Address corridor-wide need for market-rate and affordable housing. • Integrate education, training, and development facilities proposed by Montgomery College. • Highlight Germantown’s community identity. • Identify community facility needs for a maturing community. • Provide urban design guidelines for employment centers.

Performance Measures Objective Measure

Create opportunities for employment Approximately 68,000 jobs created by commercial activity

Approximately 350 acres zoned with 1 Floor Area Ratio (FAR) or greater 5 urban style parks Approximately 8,900 new market rate dwelling units Create compact walkable centers Approximately 1,200 new MPDU dwelling units Approximately 200 new workforce dwelling units Approximately 74,000 linear feet of new bikeways Approximately 30,000 linear feet of new sidewalks along new Master Plan roadways

Approximately 1.1 million square feet of new academic facilities will be determined by the Montgomery College facility plan Establish Montgomery College as a Approximately 1 million square feet of new business park uses will be determined by future community asset for training and preliminary and site plans education as well as natural resource Approximately 7,800 linear feet of new sidewalks will be installed along new Master Plan protection and community roadways within the campus connectivity Approximately 6 acres of protected wetlands Approximately 30 acres of stream buffers Approximately 50 of 118 acres of priority forest will be protected

The number of public art features will be determined by future development plans in the Create community identity features Town Center within the developing sections of The number of historic features protected will be determined by future development plans Germantown The number of natural features preserved will be determined by future development plans

161 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY12 FY09 Actual FY10 Target Program Milestones Estimated Target Comments Month/Year Month/Year As of 6/10 % Scope of Work Complete Public Hearing Draft Plan May 2008 Complete Publication Planning Board Draft Plan March 2009 Complete Publication Council Approval September 2009 100% Complete September Plan Publication 2010 SMA, final urban design June 2010 guidelines0.25

Housing Policy Element of the General Plan

Description This project produced a new housing policy element of the General Plan that responds to HB1160 and to the County’s interest in providing housing that is affordable to people of modest means and for the public and private workforce. The Department assessed options for preserving existing supplies of affordable housing and has explored specific issues related to the production of new affordable housing units. This project includes the research, analysis, and resources to support general housing policy review and development and provides planning staff with the necessary tools to apply the County’s housing policies in master plans and proposed development projects.

Lead Division: Center for Research and Information Systems

Goals • Help ensure that County policies and plans address the range of housing needs for County residents, and help increase and preserve the County’s stock of affordable housing. • Address the requirements of House Bill 1160, enacted in 2006, that established a Workforce Housing Grant Program. • Provide up-to-date, objective, and thorough analysis of housing data and trends with information needed for decision-making on housing-related issues.

Performance Measures Objective Measure Support expansion of a housing policy element that creates and Increase/Decrease in available housing stock maintains a diverse housing stock that is affordable to existing residents affordable to households earning workforce incomes or and to the workforce, so that households may rent or buy a home in the less county and live here as long as they choose Net gain or loss of affordable units in the county: Assess options for preserving existing supplies of affordable housing -Number of affordable units preserved each and issues related to producing new affordable housing year -Number of affordable units built each year

Note: Plan implementation to occur through other work program elements including master plans, development review, and public project coordination

162 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Scope of Work Public Hearing Draft April 2009 100% Plan Publication (FY09) Planning Board July 2009 Draft Plan 100% (FY09) Publication Council Approval July 2010* June 2011 100% * January Plan Publication June 2011 50% 50% * 2010* Review of the County 10-Year 50% 50% * Housing Policy for DHCA programs

*At the January 25, 2011, meeting of the full Council, members of the Council expressed a desire that the Housing Element and the Department of Housing and Community Affairs (DHCA) Housing Policy be coordinated so that the goals, objectives, and strategies needed to substantiate the programmatic performance expressed in the Housing Policy are, in fact, in the Housing Element, and, likewise, that the various housing programs administered by the County are, in fact, consistent with the Housing Element of the General Plan. This may mean that the DHCA Housing Policy document is not completed until fall of 2011.

White Flint I Sector Plan

Description This plan amends the 1992 North Bethesda/Garrett Park Master Plan and the General Plan by concentrating high quality and higher density mixed-use development near the White Flint Metro Station. This plan will reflect current County policy for transit focused development patterns near Metro stations and foster improvements to the character of Rockville Pike in the plan area.

Lead Division: Area 2

Goals • Create mixed-use, transit-oriented neighborhoods adjacent to the White Flint Metro Station area. • Encourage development in a block pattern that improves pedestrian and bicycle connections to the Metro station and bus service. • Address the capacity of roads, schools, and other public facilities, create public open space and increase green areas. • Support the Transferrable Development Rights (TDR) program. • Improve the design character and function of Rockville Pike. • Develop zoning tools that foster the creation of a high quality community.

163 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure*

Build street grid 18,547 linear feet of new public streets

Establish new cross section Improve Rockville Pike 18,547 linear feet of sidewalk recommended on new public streets 5.69 M Square Feet of commercial space recommended Encourage high density, mixed-use near Metro 9,800 housing units recommended 25,234 linear feet of pedestrian and bicycle improvements Improve access to transit recommended Provide public use spaces 26.2 acres of public use spaces recommended

Support TDR program 29-177 Building lot termination(BLTs) 1,225 Moderately Priced Dwelling Unit (MPDUs) Support affordable housing 980 workforce housing units

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year Month/Year As of 6/11 % Public Hearing Draft 100% Complete Plan Publication Planning Board Draft Plan July 2009 100% Complete Publication

Council Approval March 2010 Complete

Plan Publication July 2010 Complete

SMA, final urban July 2010 Complete design guidelines

164 M-NCPPC Montgomery County Proposed FY12 Budget

DEFERRED MASTER PLAN PROGRAM ELEMENTS

Green Infrastructure Study

Description This report will identify a comprehensive interconnected system of protected natural areas. It will prioritize areas of countywide significance and recommend implementation strategies to rank their importance and propose strategies to protect a large proportion of this network. It will identify opportunities for conservation, mitigation, restoration and reforestation, and informs development review, master planning, park acquisition, and budgeting.

The effort was postponed due to budget cuts by the County Council in FY11. Using the information generated before the postponement, the study will set priorities for countywide protection and determine the potential for extending the connections into the areas proposed for redevelopment. The information generated by this study will inform the master plan and park planning processes and provide the opportunity to assure that the greatest amount of the network can be protected through existing regulations and programs. Network gaps identified by the study will provide opportunities to accommodate mitigation for transportation and development projects that disturb natural resources. Staff will work to build in these opportunities into planning and development review processes and create a monitoring program. Extensive outreach efforts will be woven into the department’s outreach program to inform landowners, land management groups, and utility companies about resource stewardship opportunities.

Lead Division: Functional Planning and Policy

Goals • Recommend environmental policy choices and implement the environmental objectives and strategies of the 1993 General Plan Refinement. • Implement recommendations of the Land Preservation, Parks, and Recreation Plan. • Streamline the preparation of updating the Park, Recreation, and Open Space Strategic Plan, and complement the Legacy Open Space program. • Provide an understanding of the County’s natural areas and how to achieve a functional green space network. • Facilitate a more streamlined and environmentally effective review and mitigation process for public and private development projects. • Incorporate the results of the study into appropriate programs and processes. • Protect resources that improve water and air quality, provide habitat and carbon sequestration.

Performance Measures Objective Measure

Map green infrastructure 100% completed

Prepare study report 75% completed

Monitoring process established 60% completed

165 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Scope of Work 100% Complete Complete 0% N/A N/A N/A prioritization process Report Publication 75% N/A N/A N/A Integration of Study 0% N/A N/A N/A Results

Major Changes • Project deferral extended

Westbard/River Road Plan

Description This project will update the 25 year-old Westbard Sector Plan (1982), and will address issues including the character of River Road, potential redevelopment of existing shopping centers, housing for a variety of income levels, pedestrian and bicycle connections, and the overall quality of development. Recommendations for the 11.4-acre Westwood Shopping Center will be included. Recommendations will also address affordable housing, urban design, and zoning. Improving the character of River Road will be a major element of this plan.

Lead Division: Area 1

Goals • Provide new affordable and workforce housing. • Provide Leadership in Environmental Education Design (LEED) and other green building requirements, and recommend transit and transportation options. • Make recommendations for transportation capacity, pedestrian and bicycle access, and streets (i.e., reviewing the right-of-way for River Road). • Identify redevelopment opportunities, neighborhood protection measures, and appropriate zoning for Westbard’s commercial and light industrial areas. • Provide zoning and development tools.

Performance Measures Objective Measure

TBD TBD TBD TBD TBD TBD

166 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Milestones Month/ Year (%) Month/Year As of 6/11 % Scope of Work TBD Public Hearing Draft TBD Plan Publication Planning Board Draft Plan TBD Publication Council Approval TBD Plan Publication TBD SMA, final urban TBD design guidelines

Major Changes • Project deferral extended.

167 M-NCPPC Montgomery County Proposed FY12 Budget

PLAN IMPLEMENTATION PROGRAM

The Plan Implementation Program promotes smart growth practices and assures compliance with applicable regulatory requirements, adopted plans, Planning Board and County Council actions. Major objectives include transparent processes and procedures to support seamless reviews and greater public awareness.

The Plan Implementation Program is organized into three Sub-Programs that contain 10 Program Elements. The FY12 Sub-Programs are:

Sub-Programs WY Expenditure** 1. Regulatory Policy Development/Amendment 8.60 $1,226,900 2. Land Use Regulations 39.95 $3,131,000 3. Project Coordination 9.00 $1,284,000 ** Tax Supported Expenditure, Programs, Sub Programs and Program elements do not include COLA . Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 58.45 $6,748,000 57.55 $7,108,300 Professional Services $9,000 $9,000 Publications $6,000 $6,000 Other Operating Expenses $1,179,700 $1,102,200 Chargebacks ($2,841,200) ($2,583,600) Total $5,101,500 $5,641,900 Revenue Source: Administration Fund, Development Review Special Revenue Fund (Fees), Historic Preservation Special Revenue Fund (Grant)

Distribution of Expenditures for Plan Implementation Program by Sub‐Program (Tax Supported)

Project Reg. Policy Coordination Dev/Amend $1,284,000 (23%) $1,226,900 (22%)

Land Use Regulations $3,131,000 (55%)

168 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: REGULATORY POLICY DEVELOPMENT/ AMENDMENT

Zoning Text Amendments (ZTA)/Subdivision Regulation Amendments (SRA)

Description Staff conducts ongoing research, analysis, and preparation of individual and comprehensive text amendments requested by the County Council or Planning Board, and amendments identified by government agencies or staff to address zoning or subdivision issues. Staff reviews each proposed amendment to determine need and anticipated effect, and makes a recommendation to the Planning Board. The Board, in turn, submits its recommendation to the County Council.

Lead Division: Functional Planning and Policy

Goals • To evaluate each zoning text and subdivision regulation amendment to ensure that every application is in accordance with State and local legislative mandates.

Performance Measures Objective Measure

In FY10, 24 ZTAs/SRAs were reviewed. As of Enable the implementation of new zoning and subdivision code proposals November 1 of FY11, seven ZTAs/SRAs had been through reviewing and processing of ZTAs/SRAs reviewed

Post report and recommendations on any application for a ZTA or SRA on In FY10, 99% of reports/recommendations were the Planning Board website at least six days before the Planning Board posted within the required timeframe Public Hearing

Submit report and recommendations to the Montgomery County Council at In FY10, 99% of reports/recommendations were least five days before the date set for the Public Hearing submitted within the required timeframe

Specific Tasks/Products for FY12 • Ensure that all proposed Zoning Text Amendments (ZTAs) are considered by the ZTA Advisors group before introduction • Seek to limit site specific zoning text amendments • Carefully analyze proposed text amendments for language that is unclear or that could create conflicts with other parts of the code

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 2.80 $323,300 2.00 $247,000 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $56,500 $38,300 Chargebacks $0 $0 Total $379,800 $285,300

Major Changes • Reduction in resources due to projected decrease in number of ZTA/SRAs

169 M-NCPPC Montgomery County Proposed FY12 Budget

Zoning Code Rewrite

Description

The Zoning Code Rewrite involves two distinct parts. The first is a mapping conversion, which involves the remapping of the County through the use of a Geographic Information System (GIS). The second involves updating and rewriting the zoning code, both to make it easier to understand and use and to incorporate new planning concepts, such as sustainability, that will be of benefit to the overall community.

Lead Division: Director’s Office

Part I: Remapping The purpose of the remapping is to document all existing zoning in preparation for any changes to the zoning categories that may occur through the rewrite process in relation to parcels. The remapping of the County includes a parcel-by-parcel review of the zoning designations and zone history. The overall goal is to consolidate the Mylar sheets (created by both hand-drawn and AutoCAD files) into one base, from which any zoning analysis and zoning changes can be made. It is anticipated that the GIS layer, once created, will become the official zoning map for the County.

Goals (Remapping) • Create one data source for all zone information. • Allow the adoption of the GIS as the official source for zone information. • Provide a unified and seamless process for updates to the official map source, including annexations. • Provide a unified and seamless transition from any proposed zone categories that are identified and approved by County Council through the zoning code rewrite. • Geo-reference the zoning history related to an individual property. • Geo-reference the zone boundary information to real world geography. • Create a zoning tool that is accessible (viewable) to the general public.

Performance Measures

Objective Measure

% maps converted to GIS Official Zoning Maps converted to GIS and digitally available to the public % available digitally on the Web

Specific Tasks/Products for FY12 • Most of the mapping project will be completed in FY11. However, depending on the timing of actions by the County Council, the following tasks/projects may still need to be done in FY12: o Complete the review of all corrective map amendments needed before project completion o Prepare zoning text amendment to adopt the GIS as official zoning layer o Finalize the case history annotation layer o Finalize the automation process of updating both the zoning layer and history annotation layer, which includes the Hansen database system

Part II: Zoning Code Rewrite Over the years, the County’s zoning code has become overly complex and difficult to navigate. In addition, the fact that it has not been comprehensively updated for more than thirty years makes it difficult for developers to propose innovative projects that respond to new concepts in planning. This project includes a thorough in-house analysis of zones, uses, footnotes, process, standards, and definitions. A consultant was then hired to develop an approach and annotated outline report and work closely with staff to draft a new code. The project also includes an ongoing public participation element in order to introduce and educate the public and other stakeholders on the progress of the rewrite, and gather feedback during the testing and drafting of a new code.

170 M-NCPPC Montgomery County Proposed FY12 Budget

Goals (Zoning Code Rewrite) • Update and modernize terms, simplify the organization, and utilize user–friendly techniques such as illustrations, graphics and improved layout. • Incorporate a commitment to sustainability. • Create zoning tools to address infill and redevelopment. • Clarify and streamline regulatory and administrative procedures.

Performance Measures Objective Measure Module 1 – Complete by December 2010 Module 2 – Complete by March 2011 Review all sections of the new code within consultant’s time schedule Module 3 – Complete by May 2011 Module 4 – Complete by July 2011 Coordinate comments by Zoning Advisory Panel (ZAP) and staff for 2 Weeks Prior to Module Completion Date each section and forward to consultants Compile a draft zoning code ready for public review By October 2011 Plan public involvement activities during the drafting phase and # of activities introduce the public review draft

Specific Tasks/Products for FY12 • Aid consultant in the completion of the draft code; module 3 and 4 • Consolidate the completed modules into a public review draft and post for comments • Hold public meetings to introduce the public review draft • Evaluate all comments based on the comment tracking system and make revisions • Continue to manage an outreach program that includes keeping all stakeholders informed on the project and submitting feedback • Continue to maintain an interactive webpage devoted to this project • Continue to manage the Zoning Advisory Panel as they review and comment on the draft code and serve as a sounding board on all issues • Continue to test new ideas and concepts as the drafting progresses • Develop a method for implementation of the new code • Develop a program to train Planning Department Staff on implementing the new code

Items for Consideration for FY13 • Discuss and formulate implementation issues • Complete the process of attending Council/Planning Board work sessions and hearings • Adopt final Zoning Code • Keep track of all items that need to be corrected in a “fix-it” ZTA within one year

171 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments Month/ Year (%) Month/Year As of 6/11 % On-going throughout Stakeholder Process project Zoning Code Completed January 100% Analysis 2009 Annotated Outline and Project March 2010 100% Complete Approach

Code Drafting July 2011 September Deliver public draft 2011 Deliver draft ready for the Planning Spring 2012 Board and Council approval process Revisions, Adoption December

& Implementation 2011 December Coordinate with draft Draft Zoning Map 2011 of new code

Zoning Map Revisions, Adoption Fall 2012 (FY13) and Implementation

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 7.70 $889,000 6.60 $815,200 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $155,400 $126,400 Chargebacks $0 $0 Total $1,044,400 $941,600

Major Changes • Reduction in resources due to advancement of project

172 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: LAND USE REGULATIONS

Special Exceptions

Description This ongoing work is a statutory requirement of the Montgomery County Zoning Ordinance. Staff provides a report and recommendations on each special exception application filed with the Montgomery County Board of Appeals. Staff recommendations are based on an analysis of standards and requirements established by the County Council. Staff’s reports establish the grounds and findings on which the recommendations are based. All standards and pertinent factors are analyzed, including master plan conformity, adequacy of public facilities, traffic and transportation issues, neighborhood compatibility, and community concerns. Staff also considers the inherent and non-inherent adverse impacts of a special exception use on nearby properties.

Lead Divisions: Geographic Area Team(s)

Goals • Evaluate each special exception according to legislatively defined standards, within mandatory timeframes. • Provide a well-reasoned analysis of all pertinent factors as a basis for approval or denial of a special exception application.

Performance Measures Objective Measure Post report and recommendations on any application for a special In FY10, 98% of reports/recommendations were posted exception on the Planning Board website at least 10 days before within the required timeframe Planning Board Public Hearing Submit report and recommendations to the Hearing Examiner at least In FY10, 98% of reports/recommendations were five days before the date set for the Public Hearing submitted within the required timeframe

Specific Tasks/Products for FY12 • Complete reference manual for processing special exceptions, local map amendments, development plan amendments, and require a pre-application review by Planning Board staff before filing with Board of Appeals • Schedule more complicated special exceptions for review by the Development Review Committee. • Streamline the staff report format to eliminate redundancy • Reduce postponements and continue to work towards a system in which the Office of Zoning and Administrative Hearing(OZAH) does not schedule hearing dates for special exceptions until the staff report has been completed • Improve response time from in-house reviewers to reduce delays

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Indicators As of 6/11

Number of applications N/A 30 N/A 35 N/A received

173 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 4.10 $473,300 4.00 $494,100 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $82,700 $76,600 Chargebacks $0 $0 Total $556,000 $570,700

Major Changes • Reviews of Special Exceptions have been split among three geographic teams

Local Map Amendments and Development Plan Amendments

Description This ongoing work is a statutory requirement of the Montgomery County Zoning Ordinance. Staff provides a report and recommendation on all local map amendment and development plan amendment applications. Recommendations are based on an analysis of standards and requirements established by the County Council. Reports issued by staff establish the grounds and findings on which recommendations are based. All standards and pertinent factors are analyzed, including master plan conformity, adequacy of public facilities, traffic and transportation issues, neighborhood compatibility, and community concerns.

The work effort includes the process of submitting applications for special exceptions, development review, including checking applications for completeness, processing application fees, and entering information into the Hansen system. Also, pre-application meetings, if requested by the applicant, are held prior to the submission of a rezoning request application and help streamline the review of applications by ensuring that actual plan submittals contain all necessary information and address key issues and requirements. Issues can vary greatly and may include pertinent sections of the code, environmental features that could limit development potential, subdivision staging plan requirements, access and circulation issues and neighborhood impacts. Pre-application meetings also help new applicants obtain a better understanding of the regulatory process.

Lead Divisions: Geographic Area Teams

Goals • Review local map and development plan amendment applications. • Evaluate each application according to legislatively mandated standards and within acceptable timeframes. • Provide a well-reasoned analysis of all pertinent factors as a basis for approval or denial of a local map amendment application.

Performance Measures Objective Measure

Post report and recommendations on any application for a local map In FY10, 98% of reports/recommendations were posted amendment or development plan amendment on the Planning Board within the required timeframe website at least 10 days before Planning Board Public Hearing

Submit report and recommendations to the Hearing Examiner at least In FY10, 98% of reports/recommendations were five days before the date set for the Public Hearing submitted within the required timeframe

174 M-NCPPC Montgomery County Proposed FY12 Budget

Specific Tasks/Products for FY12 • Complete reference manual for processing special exceptions, local map amendments, and development plan amendments • Require a pre-application review by Planning Board staff before official filing with Hearing Examiner • Require all local map amendments to be scheduled for review by the Development Review Committee • Implement a revised process that sets the official hearing date in Rockville one month later than the hearing before the Planning Board

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments As of 6/11

Number of applications 7 11 11 15 15 received

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 3.25 $375,200 3.25 $401,400 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $65,600 $62,200 Chargebacks ($258,800) ($249,500) Total $182,000 $214,100

Major Changes • Reviews have been split among 3 geographic teams.

Preliminary Plans/Subdivision Plans

Description This ongoing review of plans for proposed development includes the property location and access, existing topography, proposed layout and adequacy of roads and streets, location and adequacy of utilities, schools, parks and open spaces, and provisions for stormwater management. Plans are processed through the interagency Development Review Committee (DRC), and staff submits recommendations for the Board’s consideration. Staff also reviews, for Board approval, record plats which show all boundaries, street lines, plot lines, exact width and location of all street rights-of-way, easements or rights-of-way for public services or utilities, and outlines of areas to be reserved for public use. Work includes monitoring the implementation of the transportation conditions of approval.

The work effort includes the process for submitting applications for special exceptions, development review, including checking applications for completeness, processing application fees, and entering information into the Hansen system. Also, pre-application meetings, if requested by the applicant, are held prior to the submission of a development application and help streamline the review of applications by ensuring that actual plan submittals contain all necessary information and address key issues and requirements. Issues can vary greatly and may include pertinent sections of the code, environmental features that could limit development potential, subdivision staging plan requirements, access and circulation issues and neighborhood impacts. Pre-application meetings also help new applicants obtain a better understanding of the regulatory process before they make any investment of funds.

Lead Divisions: Geographic Area Team(s) and Development Applications and Regulatory Coordination

175 M-NCPPC Montgomery County Proposed FY12 Budget

Goals • Achieve conformity with the recommendations of master plans, and with requirements of the Zoning Ordinance, Subdivision Regulations, Growth Policy, Adequate Public Facilities Ordinance, Forest Conservation Law, and other Planning Department guidelines. • Coordinate with other agencies through the DRC to ensure that development proceeds in an orderly fashion reflecting the overall vision for the County and is supported by all necessary infrastructure and amenities. • Monitor the conditions related to trip reduction and other non-facility related actions to ensure that agreed upon actions are fully implemented. • Adhere to the protocol set forth in the Report of the Conflict Resolution Workgroup and memorialized in the subsequent Memorandum of Understanding (MOU) which governs the way that agency participants involved in the development review process respond to applications, interact, and resolve differences.

Performance Measures Objective Measure

In FY10, 43 preliminary plans were processed (17 preliminary plan amendments and 7 pre-preliminary Ensure that public facilities are adequate and all other requirements of plans were also processed during the same fiscal year) Chapter 50 of the County Code are met before a development is approved In FY11, 11 preliminary plans, 3 preliminary plan amendments and 3 pre-preliminary plans were processed (from July 1 to November 18)

Specific Tasks/Products for FY12 • Coordinate revisions to Subdivision Regulations pursuant to Zoning Ordinance Revision • Document Lead Agency Decisions and include the results in the annual report to the County Council regarding the conflict resolution process • Launch electronic submission and review of development applications for preliminary, pre- preliminary, project and site plans through ProjectDox • Work with applicants submitting trip reduction programs, and monitor the programs as required by their conditions of approval

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments As of 6/11

Average plan processing time from application 365 days 312 days 275 days 300 days 275 days submittal to final revised plan Average plan processing time 60 days 51 days 60 days 51 days 60 days once cleared by all agencies % of plans processed in 90% 70% 90% 76% 90% mandated timeframes Amount of revenue generated from plan $500,000 $591,417 $500,000 $305,200 $350,000 submittals

176 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 8.50 $981,300 8.50 $1,049,900 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $171,500 $162,800 Chargebacks ($1,089,500 ($1,034,000) Total $63,300 $178,700

Major Changes • Subdivision review work is being done by staff in three geographic areas • Adoption of MOU for Lead Agency protocol

Project, Sketch and Site Plan Reviews (Site Plan Enforcement)

Description This ongoing staff review on land use plans shows all elements of proposed developments in zones or situations where more flexible development standards are more conceptual since they will be followed by site plan review. Project plans are submitted in the Central Business District (CBD) areas and in a few zones outside the CBD’s, where optional methods of development are being requested. Project plans typically identify maximum densities and the type of public use space for the specific site, as well as land use associated with the proposed development. Sketch plans have been introduced in the Commercial Residential (CR) zones, most of which are located in the emerging areas of the County such as White Flint, Wheaton and Kensington. Sketch plans promote the urban environment, increased densities and heights in the emerging areas where various modes of transit are encouraged. Also, pre-application meetings, if requested by the applicant, are held prior to the submission of a development application and help streamline the review of applications by ensuring that actual plan submittals contain all necessary information and address key issues and requirements. Issues can vary greatly and may include pertinent sections of the code, environmental features that could limit development potential, subdivision staging plan requirements, access and circulation issues and neighborhood impacts. Pre-application meetings also help new applicants obtain a better understanding of the regulatory process before they make any investment of funds.

The work effort includes the processing for submitting applications for development review, including checking applications for completeness, processing application fees, and entering information into the Hansen system. Site plans are required in all floating zones, in Euclidian zones developed under the cluster option, Moderately Priced Dwelling Unit (MPDU) or Transfer Development Right (TDR) options, and in the CBD, Residential Mixed Use (RMX), and other specified zones when the Optional Method of Development is used. A site plan indicates natural features, such as topography, vegetation, flood plains, wetlands and waterways, and shows development details such as buildings, public spaces, vehicular circulation, parking areas, pathways, recreation/open space, landscaping, and lighting. It includes a development program of the construction phases. Plans are processed through the Development Review Committee (DRC), and staff recommendations are submitted to the Board for consideration. Significant time is spent on the post-approval process, including the review of certified site plans and confirmation that approval conditions are being met before M-NCPPC recommends to Department of Permitting Services (DPS) that building permits be released. Landscape surety and agreements are now part of the post approval process to ensure timely completion of the site plan elements. However, the turnaround for completion of the resolutions and certified site plans has been expedited in the last year.

177 M-NCPPC Montgomery County Proposed FY12 Budget compliance with the approved plans. Enforcement staff will document violation cases and prepare staff reports, where applicable, for presentation to the Board as necessary. However, with the introduction of our new enforcement legislation, violation cases are being presented in an adjudicatory manner with the intention of providing the Board and public the opportunity to establish violations on a site and propose compliance actions, where necessary.

Lead Division: Geographic Area Team(s) and Development Applications and Regulatory Coordination

Goals • Determine conformity with public policy as set forth in master plans, the Zoning Ordinance, the Forest Conservation Law, Planning Board conditions established through Project, Sketch and Preliminary Plan approvals, and other Planning Board policies. • Ensure that development meets the zone’s stated purposes and standards, provides for safe, adequate, and efficient vehicular and pedestrian circulation, and protects and preserves natural features, trees and adjacent properties through appropriate siting of structures, open space, lighting, and recreation facilities.

Performance Measures Objective Measure

In FY10, eleven project plans were processed, including 4 amendments; and 117 site plans were processed, including 54 Promote orderly development through good layout and administrative amendments. In FY11 (July 1 - September 25), 13 design of development projects site plans were processed including administrative and consent agenda amendments. Three sketch plans were submitted in the first quarter of FY11

Specific Tasks/Products for FY12 • Ensure that all staff enters necessary data into Hansen in a timely manner • Develop a streamlined staff report format, working with the Board and the Legal Department to determine the information that should be included • Implement ProjectDox standards for electronic submittals and reviews • Develop new forms (checklists, standards, templates) for the sketch plan process • Continue evaluating the use of more flexible site plan conditions to reduce the number of amendments • Continue updating and improving the templates for the amendment processes in accordance with the adopted Development Manual • Send all project and site plan resolutions to the Legal Department no more than 48 hours after the Board’s hearing • Establish a template for the accurate submission of certified site plan documents and timelines for the review process. Staff should provide initial comments within 15 days of submittal. No review should take more than six months to complete. Coordinate with applicants for timely submittals and complete applications so staff can easily evaluate compliance with the conditions of approval • Continue processing the Amenity Fund Guidelines • Create a tracking system for the landscape surety and agreements • Develop a process to train additional staff in the review and sign off of building permits

178 M-NCPPC Montgomery County Proposed FY12 Budget

FY12 FY11 Program Indicators FY10 Target FY10 Actual FY11 Target Target Comments Estimated

As of 6/11 Once cleared by all agencies the processing time should be 90 days

Average project plan Four project plans processing time 453 days with were extended for a from application 90 days 170 days 90 days agency stops lengthy period of submittal to final time, which keeps the revised plan clock running. Two projects were approved within the mandatory 90 day period. % of project plans 2 project plans processed within submitted between 36% 90% 90% 90% mandatory July 1, 2010 and timeframe September 25, 2010 Average site plan processing time 183 days with Includes from application 175 days 76 days 120 days agency stops amendments submittal to final revised plan. % of site plans processed within 75% 90% 90% 90% mandatory timeframe Revenue generated 2 project plan from project plan $100,000 $201,941 $100,000 $136,000 $70,000 amendments submittals submitted in FY11 Amount of revenue generated from site $810,000 $580,500 $810,000 $770,200 $800,000 plan submittals

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 7.00 $808,200 9.75 $1,204,300 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $141,300 $186,700 Chargebacks ($888,000) ($1,045,300) Total $61,500 $345,700

Major Changes • Reviews of project, sketch and site plans will be done by staff in the three geographic divisions. • New site plans have added conditions for surety of landscaping and site elements to further ensure compliance with the approved plans. Staff believes many of the infractions and violation issues would have been prevented if M-NCPPC had a surety and agreement in place to cover the items that get modified or eliminated during construction. Presently, three sites have submitted the agreement and surety. Staff has developed a monitoring system to log in the sureties and agreements and developed a tracking system with DPS to assist in the inspection process • Site plan enforcement now included in this program element in FY12

179 M-NCPPC Montgomery County Proposed FY12 Budget

Historic Area Work Permits

Description Staff supports the Montgomery County Historic Preservation Commission (HPC) by reviewing and processing Historic Area Work Permit (HAWP) applications. HAWPs are required for any exterior alteration, demolition, or new construction within a designated historic district or involving an individually designated historic site. Staff receive completed HAWP applications from the Department of Permitting Services (DPS), review the applications using Historic Preservation Ordinance criteria and district-specific guidelines, provide a written staff recommendation on each case to the HPC, present the cases at the HPC’s public meetings, process the applications after they have been acted on by the HPC, and assist in enforcing approved HAWPs as needed. Staff also process applications for Montgomery County Historic Preservation Tax Credits, administer the historic preservation grant program, and implement public outreach and education on historic preservation processes and benefits.

Lead Division: Functional Planning and Policy

Goals • Ensure the preservation and protection of the County’s significant historic districts and sites, while allowing for compatible changes that make these resources usable and available.

Performance Measures Objective Measure Provide staff support to the HPC and assist the public by reviewing and Number of Historic Area Work Permits (HAWP) reviewed processing HAWP applications and processed

Provide staff support to the Montgomery County Historic Preservation Commission and assist the public by reviewing and processing Historic Preservation Tax Credit applications, and grant Montgomery County Historic Preservation Tax Credit applications and applications reviewed and processed Historic Preservation Grant applications

Specific Tasks/Products for FY12 • Review and process all HAWP applications in a timely way, meeting the 45-day review time limit called for in the Historic Preservation Ordinance • Review and process Historic Preservation tax credit applications for eligibility prior to submission to Montgomery County • Review and evaluate applications for Historic Preservation Grants

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments As of 6/11

% of HAWPs reviewed and processed within the 100% 100% 100% 100% 100% 45-day statutory review period Number of HAWPs reviewed and 138 150 160 94 160 processed Grant program not Number of Tax funded in FY11; no Credits/ grants 90/16 90/16 100/16 46/0 60/0 funding anticipated in processed FY12

180 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 4.65 $536,800 4.75 $586,700 Professional Services $9,000 $9,000 Publications $6,000 $6,000 Other Operating Expenses $93,800 $91,000 Chargebacks ($254,800) ($254,800) Total $390,800 $437,900

Major Changes • None

Professional Services • Transcription services for public testimony are required for hearings on Historic Area Work Permits and Amendments to the Master Plan for Historic Preservation

Forest Conservation Reviews Inspections and Enforcement

Description

This program manages and administers the County’s Forest Conservation law and regulations. Staff reviews natural resource inventories/forest stand delineations, forest conservation exemptions, and forest conservation plans, inspect and enforce approved forest conservation plans, respond and document violations and prepare corrective action orders and other penalties, manage the forest conservation fund, review waiver requests, perform records management, prepare biennial reports for the state, and act as liaison with State Department of Natural Resources forest program and related functions.

Enforcing the Planning Board conditions is a critical component of the regulatory process. M-NCPPC staff continues to work closely with the Department of Permitting Services (DPS), who is responsible for site plan inspections to ensure an understanding of the various approval conditions. In instances where DPS staff is unable to bring about compliance, the matter will be referred back to the Planning Department for appropriate enforcement action, such as violation hearings which may result in fines, civil citations or compliance with the approved plans. Enforcement staff will document violation cases and prepare staff reports, where applicable, for presentation to the Board as necessary. However, with the introduction of our new enforcement legislation, violation cases are being presented in an adjudicatory manner with the intention of providing the Board and public the opportunity to establish violations on a site and propose compliance actions, where necessary.

Lead Division: Geographic Area Team(s) and the Development Applications and Regulatory Coordination Division

Goals • Ensure development projects conform to the public policy objectives expressed in the Planning Board’s approval conditions. • Promote stewardship of County forest resources. • Provide inspection and enforcement of the County forest conservation law. • Use enforcement as a deterrent to those who might violate the conditions and make the developer accountable to result in a higher quality of development that meets citizen expectations. • Apply consistent enforcement procedures now that the legislative package has been approved by the Council. Refine staff protocols and procedures for violation cases and public hearings, and provide training for enforcement staff. • Revise the Memorandum of Understanding (MOU) between the M-NCPPC and DPS to address the current legislation and enforcement protocols.

181 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure

In FY10, two cases were presented to the Board as a result of enforcement actions, the violation was Hold developers accountable by ensuring projects are built according established and a compliance plan was initiated. The to the approved development standards Board also assessed fines for non-compliance with the approved site plan conditions

Respond to potential forest conservation violations within one business 99% of violations were responded to within one day business day in FY10

Specific Tasks/Products for FY12 • Expand public outreach on the Forest Conservation Law • Use Hansen to accurately document all pending violation issues • Ensure timely action on all violations under M-NCPPC control and continue to work closely with DPS to follow-up on any site plan citations • Modify the MOU between M-NCPPC and DPS since the legislative package was recently approved by the Council • Continue meetings and dialogue with our colleagues at DPS to ensure compliance with the approved site plans and to update each agency on the enforcement issues on construction sites • Create a flow chart and process for monitoring and tracking the site plan elements documented in the landscape surety and agreement to assist in site plan enforcement • Complete an update to the trees technical manual • Conduct training programs for inspectors to ensure consistency in enforcement actions .

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments As of 6/11

% of plan reviewed within statutory 100% 90% 100% 95% 100% timelines Average number of inspections per 24 24 24 40 40 inspector per week Number of violations N/A 2 N/A 2.5 N/A per month

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 9.10 $1,050,600 9.70 $1,198,100 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $183,700 $185,800 Chargebacks $0 $0 Total $1,234,300 $1,383,900

Major Changes • The introduction of our legislative package for enforcement was a major undertaking in the last year with considerable assistance from our legal department, inspectors, site plan staff and our colleagues at DPS which resulted in a binding legal document • Staff has developed an interim enforcement process for violation cases to establish violations and provide for compliance action to ensure consistency with the approved site plans

182 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: PROJECT COORDINATION

Public Project Coordination (Replaces Private Development and Public Project Coordination)

Description The Public Project Coordination element encompasses activities related to the implementation of public projects. These activities include the development of recommendations for capital programs (CIP and CTP); review of environmental, project planning, and facility planning studies at federal, state, regional, and local levels; the conduct of Mandatory Referral reviews per Article 28; and the review of annexation proposals. These actions provide the opportunity for the Planning Board to ensure public project consistency with recommendations in master plans and other public policies.

Lead Division: Geographic Area Team(s) and Functional Planning and Policy

Goals • Implement master and sector plan recommendations through public sector involvement. • Improve the design quality and sustainability of capital projects constructed in the County. • Support Advisory Committees and Task Forces as assigned by the Executive and County Council.

Performance Measures Objective Measure

In FY11, the Planning Department reviewed and provided recommendations for approximately 100 new capital projects, Ensure the timely provision of facilities recommended in reviewed the State Consolidated Transportation Program (CTP), approved master plans recommended priority projects for the Executive’s proposed Capital Improvement Project (CIP), and reviewed the proposed CIP

Establish Mandatory Referrals that are in accordance with Percent of Mandatory Referrals in accordance with master plans recommendations in master plans

Specific Tasks/Products for FY12 The major projects for coordination efforts include: • Public sector transit implementation plans for the Corridor Cities Transitway, Purple Line, Georgia Avenue Busway, Veirs Mill Road Bus Rapid Transit (BRT), Priority Corridor Network studies, WMATA Regional Transit System Plan, and Washington Metropolitan Area Transit Authority (WMATA) station access studies • National Naval Medical Center Base Realignment and Closure (BRAC) transportation planning efforts • Project planning and mandatory referral reviews for roads, transitways, schools/universities, libraries, police stations, fire stations, and recreation centers including the countywide BRT study • County-sponsored Transportation Management Organizations • County Task Forces and Advisory Groups for Friendship Heights, Germantown, Pedestrian Traffic Safety, Rustic Roads, Woodmont Triangle • Water resources initiatives including Chesapeake Bay Tributary Strategies, Countywide Stream Protection Strategy, Patuxent Reservoir Protection Group, Potomac Tributary Team, Watershed Implementation Plans • Solid waste initiatives including Solid Waste Advisory Group • Ongoing efforts to implement design standards and streetscape plans in accordance with Road Code • Monitor and advise on impacts of Maryland State Legislation to Montgomery County and the planning process • Municipal annexations

183 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments As of 6/11

Number of public Renewed focus on facilities or projects 40 44 50 50 50 school projects reviewed Number of Increased use of transportation 46 43 50 50 50 administrative projects reviewed review process Mandatory Referrals Includes federal, in conformance with 100% 100% 100% 100% 100% state and local Master Plan projects recommendations

Budgeted Resources FY11 FY12 WY $ WY $

Personnel 3.05 $352,100 5.30 $654,600 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $61,600 $101,500 Chargebacks ($163,500) $0 Total $250,200 $756 ,100

Major Changes • Restructured Work Program Element to incorporate all public project activities unassociated with explicit master plan staging or implementation requirements

MASTER PLAN STAGING AND MONITORING

Description Several master and sector plans require close monitoring of master plan implementation to ensure that the plan vision is implemented and development is phased in a timely way. This is particularly true of those plans that include staging elements (e.g., Clarksburg, Shady Grove, White Flint, Great Seneca Science Corridor, Bethesda) or other complex implementation strategies. This program element addresses the Planning Department’s staging and monitoring responsibilities for public and private development in these areas and support to master plan implementation advisory groups in Shady Grove, Olney Town Center, White Flint, the Great Seneca Science Corridor and Bethesda.

Lead Division: Geographic Area Team(s)

Goals • Ensure effective and timely implementation of master plan visions • Facilitate the involvement and support of stakeholders in plan implementation • Provide information for biennial report on master plan implementation

Performance Measures Objective Measure

Ensure that public and private actions are consistent with the master Number of approvals that implement plan plans recommendations Coordinate plan implementation with stakeholders Number of advisory group meetings Agreement on financing mechanism(s) for plan Investigate and assess plan implementation strategies implementation

184 M-NCPPC Montgomery County Proposed FY12 Budget

Specific Tasks/Products for FY12 The major projects for coordination efforts include: • Work with the Implementation Advisory Committees for White Flint and the Great Seneca Science Corridor to monitor implementation of the plan recommendations, the need for capital projects and address issues that arise • Coordinate the Olney Town Center implementation with the Olney Town Center Advisory Committee • Coordinate implementation of the Shady Grove Sector Plan and prepare analysis for Shady Grove Plan Stage 2 triggers, including evaluating elementary school needs and schedule, local park acquisition, Comprehensive Local Area Transportation Review including aggregate Transportation Mitigation Agreement Performance, and establishment of CIP/CTP funding for metro Access and MD 355/Gude Drive interchanges • Support Smart Growth Implementation Advisory Committee • Monitor and make recommendations regarding staging in Clarksburg • Coordinate implementation of the Bethesda CBD Sector Plan with the Woodmont Triangle working group

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 0.00 $0 3.70 $457,000 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $0 $70,900 Chargebacks $0 $0 Total $0 $527,900

Major Changes • New Program

185 M-NCPPC Montgomery County Proposed FY12 Budget

COMPLETED PLAN IMPLEMENTATION PROGRAM ELEMENTS

Road Code

Description This project supported the development of policies and regulations to guide construction of the County’s roads, both by the County and by private entities as required by the development approval process. The most important work item is the revision of the County’s Road Standards, which the Executive has developed with the assistance of a workgroup composed of private individuals and other agency staff, including M-NCPPC staff. Following the revision of these standards, coordination with the County Council will be required. Additional revisions to the County Code may also be required.

Lead Division: Functional Planning and Policy

Goals • Improve safety and accessibility for pedestrians and bicyclists and support a multi-modal transportation system. • Reduce the environmental impact of the County’s roads.

Performance Measures Objective Measure Recommend appropriate design standards for each roadway classification to:

100% of staff recommendations on the draft Executive regulations supported Improve accessibility for pedestrians and bicyclists by the Planning Board

100% of Planning Board recommendations on the final Executive regulations Support multimodal travel and safety objectives adopted by the County Council

Note: Planning Board recommendations for items on the Stakeholder Working Group ”To Do” list included in the approved Work Program for FY10, but not included in either Planning Department or Executive branch budgets for FY11 or FY12. Expected elements include development of intersection standards, detailed design guidelines for application of stormwater standards in the right-of-way, revision of Chapter 50 subdivision regulations for consistency, resolution of Public Utility Easements and Public Improvement Easements, and development of new cross-sections and design guidelines

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel .40 $46,200 0.00 $0 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $8,100 $0 Chargebacks $0 $0 Total $54,300 $0

Major Changes • None

186 M-NCPPC Montgomery County Proposed FY12 Budget

INFORMATION RESOURCES PROGRAM

Information is a product and service, and is one of the Department’s most important assets. The Information Resources Program consists of one sub-program and three program elements including the functions of economic and demographic studies and analyses and Geographic Information System (GIS).

For FY12, there are 3 program elements in the Public Information Sub-Program.

Program Elements WY Expenditure** 1. Research 5.50 $808,000 2. Information Systems/Geographic Inventory Systems (IS/GIS) 6.80 $875,500 3. Information Services 6.30 $576,700 ** Tax Supported Expenditure, Programs, Sub Programs and Program elements do not include COLA.

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 18.40 $2,124,400 18.60 $2,297,300 Professional Services $75,000 $75,000 Publications $0 $0 Other Operating Expenses $511,700 $496,600 Chargebacks ($621,100) ($608,700) Total $2,090,000 $2,260,200

Revenue Source: Administration Fund; Development Review Special Revenue Fund (Fees)

Distribution of Expenditures for Information Resources Program (Tax Supported)

Info Services Research $576,700 (26%) $808,000 (36%)

IS/GIS $875,500 (39%)

187 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: PUBLIC INFORMATION

Research

Description The Research program provides information and analysis to support the decision-making process for the Planning Department, Department of Parks, Planning Board, County Council and other County actors that rely on demographic, economic, and land use information. It establishes a body of knowledge about the County’s land use including current, proposed, and potential development and related economics, demographics, and housing and associated trends and issues. Within the Planning Department, the information is essential for master planning, master plan implementation and policymaking. The Research Program is responsible for forecasting the County’s population, housing, and employment.

Lead Division: Center for Research & Information Systems

Goals • Improve the understanding of land use, current and potential development, and related demographics and economics of the County. Information and analysis aids in master planning, and in the development of policies by the Planning Board and County Council.

Performance Measures

Objective Measure

Provide objective, efficient, and reliable information and analysis to support the decision-making process for the Collection, management, and publication of data on a number Planning Department, Department of Parks, Planning Board, of demographic and fiscal indicators to facilitate decision- County Council, and other Montgomery County public and making private sector agencies

Provide timely and accurate demographic, housing, and Provide demographic, housing, and economic analysis economic data and analysis of County trends and policies to supporting the master plan process support master plans and program initiatives, and plan County services Facilitate County Executive’s fiscal analysis

Prepare official population, housing, and employment forecasts Prepare quarterly County demographic data profiles and Establish and maintain demographic, economic, land use, updates housing, and other data and decision-making resources that Regularly analyze and publish analysis of Federal survey and are regularly updated and accurate census data. Regularly conduct and publish in-house survey analysis topics otherwise not available from other sources

Specific Tasks/Products for FY12 • Support requests from County agencies and departments, the public, business owners and others for research, analysis, and reporting • Report and analyze the results of 2010 Census, American Community Survey, and Census Update Survey, County redistricting efforts, and other topical survey analysis • Support Planning Department divisions and other county agencies with regular analysis of County housing markets, Transferrable Development Rights (TDR’s), and other land use and/or socio- economic trends that inform policy-making • Coordinate, support, and participate in regional inter-agency collaborative initiatives that require the agency expertise in the areas of housing, economic development, land use, and demographic analysis.

188 M-NCPPC Montgomery County Proposed FY12 Budget

• Track Federal, State, and other demographic, economic, and land use data • Monitor, track, and report development and changes in County land use • Track residential and commercial real estate market activity, including subdivision approvals, building permits, construction completions, home sales, and vacancy rates • Enhance and maintain County land use model to support small area forecast of housing, employment, and population trends • Use above forecasting framework to participate in the Washington DC Council of Governments forecasting process • Prepare the annual topical report on the interaction between County land use and the local economy (formerly Economic Forces that Shape Montgomery County)

FY11 FY12 Program FY10 FY11 FY10 Actual Estimated Target Comments Indicators Target Target (%) As of 6/11

% # of economic, demographic, and land use 7 100% 15 data resources published

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 5.35 $617,700 5.50 $679,300 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $131,400 $128,700 Chargebacks $0 $0 Total $749,100 $808,000

Major Changes • None

Information Systems/Geographic Information Systems (IS/GIS)

Description The Information Systems and Geographic Information Systems functions provide governance for the agency’s information architecture and implement the information systems that support the planning agency’s business logic. The IS/GIS program supports decision making throughout Montgomery County by providing timely and accurate geographic and land-based data.

The Geographic Information Systems component of this program (GIS) comprises a large database of geographic data and tools that support core operations like countywide addressing and base map development, the development of interactive web-based spatial analysis tools, and traditional cartographic analysis. The second component comprises the management and implementation of commercial off-the-shelf and in-house software programs that provide quality control and reporting of the County’s land-based data.

Lead Division: Center for Research & Information Systems

189 M-NCPPC Montgomery County Proposed FY12 Budget

Goals • Provide timely and accurate land-based data to decision-makers and identify ways that data can be used to answer policy questions and support daily operations. Land-based data provides for the tracking and monitoring of growth and trend analysis. Employ new industry approaches to improve maintenance and access to geographic resources.

Performance Measures Objective Measure

Provide easily accessible, timely and accurate geographic – • GIS is used by more staff, creating more demand on GIS based data to Department and County staff, to support decision websites and for licenses and advanced training making, policy analysis, and daily operations • Online development projects are created and updated quicker, making them more usable by staff and the public Data maintenance - update and improve the quality of existing • Staff use of GIS has improved, allowing GIS team to layers i.e. buildings, roads, forests, parcels, easements perform more geographic analysis in support of department projects

Specific Tasks/Products for FY12 • Continue to develop and implement web based solutions that support planning agency interdivisional GIS workflows, inter-agency access to land use information, and public access to geographic information that supports the planning process • Continue to support implementation of Phase II of the GIS Strategic Plan. The implementation will take the form of improvements in the coordination of IS/GIS workflows with the Countywide interagency administration, updating, and maintenance of GIS datasets. Elements include building data and organizational infrastructure that will support o Improvements in the coordination and documentation of workflows and data sources o Identification, development, and provision of new GIS data layers to the public and to County agencies • Zoning - establish GIS as the official source for zoning maps and information. An overall delay in the zoning rewrite will delay implementation of GIS zoning • Data maintenance - update and improve the quality of existing layers (i.e. buildings, roads, forests, parcels, easements) • Continue a major initiative to implement a web based data portal for the agency’s application tracking software (Hansen) and the integration of this portal with a new on-line system for electronic plan review (ProjectDox) • Improve and develop GIS and intake other software enhancements that support the department’s development review, regulatory, and document management functions including the IS systems that support the monitoring of the County’s development pipeline and master plan staging process

FY11 FY12 Program FY10 Target FY10 Actual FY11 Target Estimated Target Comments Indicators (%) As of 6/11 % A number of web based GIS and IS resources were introduced in 2010. Web # of GIS website 16,000 based GIS and land use visits monitoring systems will continue to be integrated into agency workflows IS/GIS transitioning to the deployment of on-line GIS # of training courses that provide 28 20 sessions greater flexibility in the types and timing of training materials to be offered

190 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 6.45 $744,700 6.80 $839,900 Professional Services $75,000 $75,000 Publications $0 $0 Other Operating Expenses $130,100 $130,200 Chargebacks ($185,200) ($169,600) Total $764,600 $875,500

Major Changes • None

Professional Services Includes funding for the following items: • Acquisition of data layers to support the region’s GIS infrastructure • Use of professional services to enhance GIS based web capabilities • Acquisition of professional serves to support GIS based modeling of land use patterns

Information Services

Description Information Services includes general outreach activities, the Web program, and the Public Information Counter. The Web program supports both the Park and Planning Departments’ communication activities. Web content is created, designed and uploaded to provide timely information about the programs, services, and initiatives of the agencies. Planning’s website features tools that allow access to files and data-sorting, viewing and downloading of documents and data, keeping track of application submittals and purchasing services and products. In the last year, approximately 60 gigabytes of information were added to the Website.

This work effort supports public outreach with such efforts as the Speakers’ Series, blog on current issues and proposals; a Planning Director’s Blog, the Planning Director’s walkabouts, and press releases for the Planning Board and the Planning Department.

The Public Information Counter serves walk-in and telephone customers seeking land use, park, zoning, subdivision, site plan, forest conservation plan, special exception, and master plan information for specific parcels, including all development cases pending decision by the Planning Board. Staff also inventories and sells relevant land use documents, assigns addresses and street names, and oversees the final stages of plat reproduction and recordation.

Lead Division: Development Applications and Regulatory Coordination and Management and Technology Services

Goals • Disseminate up-to-date information regarding the County’s and the Planning Board’s land use policies, including functional, master, sector and neighborhood plans, studies, changes to the zoning ordinance, subdivision regulations, and forest conservation laws. • Encourage the electronic review of plans and related documents using the Development Information Activity Center (DIAC) process. • Process applications accurately and in a timely manner. • Provide addressing services for all County agencies and emergency responders. • Provide accurate land use information, essential in a growing and diverse county. • Provide timely and detailed information available to visitors 24 hours a day.

191 M-NCPPC Montgomery County Proposed FY12 Budget

• Increase the transparency of the Planning Board’s activities, including viewing meetings and other events online, downloading draft master/functional plans and reviewing development applications. • Increase public access to our park facilities and programs. • Enable public participation through online surveys, blogs, social media and other methods.

Performance Measures Objective Measure Published 50 newsletters (Info Share) Maintain 2 blogs Conducted 15 Speakers Series presentations Provide timely information to the public with respect to planning Coordinated 20 general outreach events and zoning matters The Public Information Counter served an average of 22 walk-in customers per day and uncounted telephone callers. Average for FY12 is expected to be the same Assignment of street names and street addresses has transitioned from a manual to an electronic process. The use of Use technology to provide better information/service this process has produced a more accurate assignment of addresses throughout the county Through outreach and user input, an information manual was Improve customer service produced that contains a set of guidelines for address assignment and street name approval throughout the county

Specific Tasks/Products for FY12 • Create a seamless connection between print products and the Web. • Support master, sector and functional plan development and major project with effective outreach strategies. • Establish a customer service protocol. • Ensure that each caller has been contacted within 24 hours. • Ensure that personnel are explaining to the public how information can be retrieved through the Hansen Dynamic Portal. • Work closely with the technology team to establish a file protocol. • Establish a more secure file management system.

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments (%) As of 6/11 % Information Counter % of requests at had large turnover in Information Counter 92% 90% 89% 70% 80% staff due to staff responded to within reductions and 24 hours retirements Number of participants in focus Measure to be revised group who rate the 75% 70% 80% 80% to relate actual rating website navigability for FY12. “good” or “excellent”

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 3.65 $421,400 6.30 $778,100 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $73,700 $237,700 Chargebacks ($435,900) ($439,100) Total $59,200 $576,700

192 M-NCPPC Montgomery County Proposed FY12 Budget

Major Changes • Information Desk is located in the Development Applications and Regulatory Coordination Division • Information Services work program element restructured and expanded in FY12 to include general outreach, web, and other public communication efforts

193 M-NCPPC Montgomery County Proposed FY12 Budget

MANAGEMENT AND ADMINISTRATION PROGRAM

The Management and Administration Program provides the leadership and support resources for the effective and efficient coordination and direction of the Department. This program includes the technology resources and support for the Department.

The Management and Administration Program is organized into two Sub-Programs that contain three Program Elements. The FY12 Sub-Programs are:

Sub-Programs WY Expenditure** 1. Governance 15.95 $2,275,500 2. Agency Support 4.80 $1,157,200 ** Tax Supported Expenditure, Programs, Sub Programs and Program elements do not include COLA .

Budget Resources: FY11 FY12 WY $ WY $ Personnel 20.55 $2,372,500 20.75 $2,563,000 Professional Services $90,000 $90,000 Publications $0 $0 Operating Expenses $797,100 $779,700 Chargebacks $0 $0 Total $3,259,600 $3,432,700 Revenue Source: Administration Fund

194 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: GOVERNANCE

Work Program Management

Description Work Program Management provides for the development, implementation, and leadership of the Planning Department’s adopted work program. It promotes continuous improvement in service delivery, customer service, human resource management, and fiscal management.

Lead Division: Director’s Office

Goals • Promote stakeholder satisfaction with the adopted work program. • Foster work program efforts and improve work product through development and implementation of effective outreach strategies. • Ensure compliance with legal and regulatory requirements, adopted policy direction and guidance, and approved processes and procedures for the physical development of Montgomery County.

Performance Measures Objective Measure

Developed for all program elements of the work Create performance measures at the program element level program. Expanded inclusion of data

Create system for development of program outcome measures In progress

Specific Tasks/Products for FY12 • Develop work priorities for FY12 and beyond • Refine and continue to develop outcome measures at the programmatic level • Improve Departmental use of Commission’s performance evaluation system

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 6.50 $750,400 6.45 $796,700 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $131,200 $123,500 Chargebacks $0 $0 Total $881,600 $920,200

Major Changes • None

Work Program Support

Description Work Program Support assists in the corporate operation of the Planning Department. It includes human resource administration, fiscal resource administration, document production, communication and outreach, facility operation, and other general administrative support activities.

195 M-NCPPC Montgomery County Proposed FY12 Budget

Lead Division: Management and Technology Services

Goal • Promote continuous improvement, efficiency, and effectiveness in administrative activities and customer service practices.

Performance Measures Objective Measure • Implement publications standards Implement strategies to ensure efficiency and effectiveness of Planning • Implement orientation program Department operations through staff training and administrative process • reviews # employees attending Department and Commission-wide training sessions

Specific Tasks/Products for FY12 • Implement publication standards

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 9.25 $1,067,900 9.50 $1,173,400 Professional Services $0 $0 Publications $0 $0 Other Operating Expenses $186,600 $181,900 Chargebacks $0 $0 Total $1,254,500 $1,355,300

Major Changes • None

196 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: AGENCY SUPPORT

Information Technology

Description The Information Technology program includes the acquisition, configuration, installation, deployment and support of more than 900 desktops, dozens of local area networks, a very complex wide area network, e- commerce systems, VOIP telephone systems, videoconferencing systems, law enforcement mobile data terminals and mobile video technology, and all network security systems for the Montgomery County side of the Commission (Planning Department, the Department of Parks, and the Commissioners’ Office). The Tech Team provides full-service desk top support and a Help Desk for all computer users in both Departments as well as regularly-scheduled computer training for end users. Staff actively plans for disaster recovery and business continuity for both Departments while providing mobility for quick access to data anywhere and at anytime.

Lead Division: Management and Technology Services

Goals • Provide Strategic and Action Plans to assure that IT services utilize the newest technology and service delivery methods that are affordable and provide short-term and long-term economies. • Provide secure and reliable communication and information sharing capabilities to enhance the work program of all staff in the Parks and Planning Departments. • Make IT green to reduce costs and environmental impact. • Provide mobility through hand-held devices at a reduced cost. • Follow best industry standards in disaster recovery and business continuity capabilities. • Provide emergency planning and response. • Enhance e-commerce capability to increase citizen access to information and programs.

Performance Measures Objective Measure

Provide comprehensive IT support throughout the Montgomery County End-user satisfaction Planning Department and the Department of Parks

Number of calls for service resolved remotely Improve desktop support through outsourcing End user satisfaction

Specific Tasks/Products for FY12 • Realize economies through hosted and cloud computing alternative service delivery model opportunities (e-mail system in FY12) • Despite significant financial constraints, maintain reliability and security of our installed base • Extend PC life-cycle beyond the ITPCC-recommended replacement schedule • Offer the most critical end-user training due to fiscal constraints and scale back other types of training • Maintain IT security • Implement an updated operating system • Employ virtualization to improve services and reduce costs • Complete comprehensive update of IT protocol and processes

197 M-NCPPC Montgomery County Proposed FY12 Budget

FY11 FY12 Program Indicators FY10 Target FY10 Actual FY11 Target Estimated Target Comments (%) As of 6/11 %

% of Help Desk calls solved within one 93% 90% 90% 87% 95% day % of uptime for 99.5% 89% 99% 90% 99% networks

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 4.80 $554,200 4.80 $592,900 Professional Services $90,000 $90,000 Publications $0 $0 Other Operating Expenses $479,300 $474,300 Chargebacks $0 $0 Total $1,123,500 $1,157,200

Major Changes • None

Professional Services • Expenditures include funding for network maintenance and IT network infrastructure

198 M-NCPPC Montgomery County Programs Proposed FY12 Budget

OFFICE OF THE PLANNING DIRECTOR

Planning Director

Administrative Support

Planning Policy & Special

199 Projects

• Strategic Planning Resource Team • Economic Health Assessments • Market Analysis • Team of Experts • Grants o Site Plan/Preliminary Plan • Special Projects o Transportation o Zoning Code Revision o Environmental o Urban Design o Zoning o Master Plan

M-NCPPC Montgomery County Proposed FY12 Budget

OFFICE OF THE DIRECTOR Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $558,192 $471,341 $471,100 $867,900 Supplies & Materials $5,393 $741 $2,300 $2,300 Other Services & Charges $14,502 $7,666 $12,800 $12,800 Capital Outlay $0 $0 $0 $0 Sub Total $578,087 $479,748 $486,200 $883,000 Chargebacks $0 $0 $0 $0 Total $578,087 $479,748 $486,200 $883,000

Positions/Workyears Full Time Career 4.00 4.00 3.00 3.00 3.00 3.00 5.00 5.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 4.00 4.00 3.00 3.00 3.00 3.00 5.00 5.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.75 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse (0.18) 0.00 0.00 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 3.82 3.00 3.00 5.75

* FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. DIVISION OVERVIEW The Director’s Office provides leadership and executive oversight of the Planning Department’s work program, policy, procedures and strategic planning. Activities include liaison, coordination and communication with other local and regional government agencies. This office provides economic health assessment, market analysis, preparation and monitoring of grants and implementation of special projects such as the Zoning Code Rewrite. The Director coordinates the Planning Department’s semi- annual reporting on the work program to the County Council. FY12 MAJOR CHANGES • Transfer of 1 position and 1 work year from Center for Research and Information Systems. New division created during the restructuring of the Planning Department. • Transfer of 1 position and 1 work year from former Community Based Planning. • Transfer of 1 term contract position and 0.75 work year from former Development Review Division.

200 M-NCPPC Montgomery County Programs Proposed FY12 Budget

MANAGEMENT AND TECHNOLOGY SERVICES

Chief

Administrative Support

Information Employee Communications Budget MRO Facility Technology Services And Outreach Coordination

• Software and Applications • Training • Performance • Security and Disaster • Employee Relations Measurement • Motor Pool

201 Recovery • Human Resources Support • Budget Preparation • Supplies for MRO • LAN/Wan Network • Recruitment • Management Studies • Facility • Microcomputer Support • Department Wide • Financial Forecasting Maintenance And Training Initiatives • Purchasing • Telecommunications and • Organizational Development • MFD Compliance Phone Networks Assessment • Server and Storage • Desk Top • Help Desk • Networking Services Production Media Relations/ Web Team Community Outreach

• Editing • Media Relations • Internet/Intranet • Graphic Design • Community Outreach Websites • Printing (In-House) • Communications • Audio/Visual • Copy Center Support Equipment Services • Mail Distribution • Internet/Intranet • On-Line Services • Courier Services Websites • Mapping M-NCPPC Montgomery County Proposed FY12 Budget

MANAGEMENT AND TECHNOLOGY SERVICES Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,227,129 $2,811,926 $2,799,900 $2,731,400 Supplies & Materials $6,980 $185,333 $320,800 $320,800 Other Services & Charges $101,766 $736,186 $689,300 $682,900 Capital Outlay $0 $117,857 $0 $0 Sub Total $2,335,875 $3,851,302 $3,810,000 $3,735,100 Chargebacks ($29,700) ($31,800) ($32,400) ($32,400) Total $2,306,175 $3,819,502 $3,777,600 $3,702,700

Positions/Workyears Full Time Career 26.00 26.00 28.00 28.00 23.00 23.00 21.00 21.00 Positions/Workyears Part-Time Career 0.00 0.00 1.00 0.90 1.00 0.90 1.00 0.90 Positions/Workyears Total Career 26.00 26.00 29.00 28.90 24.00 23.90 22.00 21.90

Positions/Workyears Term Contract 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (0.28) (0.25) (0.26) (0.26) Less Normal Lapse (1.17) (1.30) (0.99) 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 25.30 28.10 22.65 21.64

Abolished nine positions and workyears, in FY11 to accommodate funding level (8FT, 1 Term/.75 workyear). Two positions and workyears were transferred in from Center for Research and Information Systems and one position and workyear was transferred in from the former Transportation Planning Division.

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

DIVISION GOAL The goal of the Management and Technology Services Division is to facilitate administrative, managerial, organizational, and technology systems that promote best practices and to assist in achieving effective, efficient service delivery to internal and external customers.

DIVISION OVERVIEW The Management and Technology Services Division is responsible for developing, implementing and administering internal and management policy, procedures and practices and operating systems for the Department. The Division has three functional units providing a wide range of services and technical support for the Department as well as technology services and support for the Montgomery County side of the Commission: • Administrative Services includes Departmental budget preparation and review; fiscal analysis and practices and business process reviews to achieve effectiveness and efficiencies; Human Resources administration and management for the Department; staff and management training; organizational development; contract and procurement administration and management; oversight of the Montgomery Regional Office building facility; motor pool, and internal and external mail distribution, including postage, courier services and supplies. • Communication and Outreach includes a communications unit that encompasses productions (editing, graphic design, mapping, printing and document distribution) as well as media relations, community outreach and the website. This unit assists the Department’s projects and initiatives by providing a variety of options for communications support for the Planning Department and the

202 M-NCPPC Montgomery County Proposed FY12 Budget

Commissioner’s Office. In addition, the web team provides service to the Parks Department. • Technology and Telecommunications includes acquisition, configuration, installation, deployment and support of more of the Planning and Parks Departments’ desktops, dozens of local area networks, a complex wide area network, e-commerce systems, VOIP telephone systems, videoconferencing, law enforcement mobile data terminals and mobile video technology, and network security for the Planning Department and Department of Parks.

FY12 MAJOR CHANGES • Transferred 2 positions and workyears to the Development Applications and Regulatory Coordination Division as part of the Planning Department’s restructuring.

203 M-NCPPC Montgomery County Programs Proposed FY12 Budget

FUNCTIONAL PLANNING AND POLICY

Chief

Administrative Support

Multimodal Networks Natural and Travel Forecasting Historic Preservation Community Resources

• Transportation Functional • Natural Resource Functional • Subdivision Staging Policy • Master Plan for Historic 204 Plans Plans APF Preservation Master Plan of Highways • Water and Sewer Resources PAMR / TPAR • Historic Area Work Permit Countywide Bikeways Coordination Mobility Analysis Report Review Functional Plan • Sustainability Initiatives and • Travel Forecasting Preservation Grants Transitway plans Indicators Tax Credits Bike/pedestrian planning • Green Infrastructure • Support to Historic • Master Plan Assessment • Zoning Text Amendments Preservation Commission • CIP • Subdivision Regulation • Road Code Amendments • Transportation Project Planning and Mandatory Referrals Corridor Cities Transitway Purple Line

M-NCPPC Montgomery County Proposed FY12 Budget

FUNCTIONAL PLANNING AND POLICY Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $2,272,400 Supplies & Materials $0 $0 $0 $3,600 Other Services & Charges $0 $0 $0 $78,000 Capital Outlay $0 $0 $0 $0 Sub Total $0 $0 $0 $2,354,000

Chargebacks $0 $0 $0 ($254,800) Total $0 $0 $0 $2,099,200

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 17.00 17.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.50 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 18.00 17.50

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 (3.00) Less Normal Lapse 0.00 0.00 0.00 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 0.00 0.00 0.00 14.50

DIVISION GOAL The goal of the Functional Planning and Policy Division is to provide centralized, broad strategic assessment of general planning policies such as transportation modeling, transit, adequate public facilities, road code, climate protection and water resources and regional coordination on planning matters to promote solutions needed to serve existing development and accommodate planned growth. The division provides zoning text amendment and historic preservation expertise to other divisions, county agencies, the County Council, and the public.

DIVISION OVERVIEW This Division provides functional and technical analyses to the other divisions of the department, the Planning Board and the public as appropriate and has lead responsibility for the preparation and maintenance of county-wide functional master plans as may be required through State Law, Art 28 or Art 66B. The Division is responsible for the quadrennial preparation of the Subdivision Staging/Growth Policy for the County and the regular reviews of state and local capital programs. The Division represents the Planning Board on local and regional policy concerns ranging from roadway design standards to water quality assessment.

Mobility and Intermodal Networks: • Highway, transit and various kinds of analysis involving traffic generation, parking, transportation capacity, traffic flow modeling, and functional planning in the areas of highways, transit, bikeways and intermodal integration. • Adequate Public Facilities (APF) ordinance within the context of the quadrennial Subdivision Staging Policy review, development review caseload and the development of master plans. The transportation APF review currently consists of two analytic processes, the Policy Area Mobility Review and the Local Area Transportation Review, as detailed in the Planning Board’s LATR/PAMR Guidelines.

205 M-NCPPC Montgomery County Proposed FY12 Budget

• Long-range travel demand forecasting services for both internal and external products using the TRAVEL/3 model, a four-step travel demand model developed from the Metropolitan Washington Council of Governments model. Staff coordination with state, regional, and other local transportation planning agencies and transportation service providers ensures that the connectivity in system-wide planning matches that of the regional transportation networks.

Natural and Community Resources: • Coordination with Lead Agencies on environmental policy including climate change, sustainable planning and design practices, the Planning Board’s Environmental Guidelines, and Forest Conservation Law. • Subdivision and Zoning Ordinance Text Amendments.

Historic Preservation: • The Historic Preservation Team packages all amendments to the Master Plan for Historic Preservation and processes Historic Area Work Permits and Montgomery County Historic Preservation Tax Credit applications.

FY12 MAJOR CHANGES • New division created during the restructuring of the Planning Department.

206 M-NCPPC Montgomery County Programs Proposed FY12 Budget

AREA 1

Chief

Administrative Support

Multi-Disciplinary Team Multi-Disciplinary Team 207

Coordination and Outreach Master Planning Regulatory Planning • Community Outreach • Master/Area/Neighborhood Planning • Regulatory Reviews • Public Coordination Regulatory Input • Special Exceptions Review • Inter-Jurisdictional Coordination Environmental Input • Staff Support to Board of Appeals • Intra-Agency Coordination Transportation Input • Local Map Amendment Urban Design Input • Forest Resource Planning/Reviews Sectional Map Amendment • Water Resources/Water Quality • Water and Sewer Planning • Traffic Mitigation Agreements • Local Area Transportation Review • Mandatory Referrals

M-NCPPC Montgomery County Proposed FY12 Budget

AREA 1 Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $2,116,400 Supplies & Materials $0 $0 $0 $5,000 Other Services & Charges $0 $0 $0 $10,000 Capital Outlay $0 $0 $0 $0 Sub Total $0 $0 $0 $2,131,400 Chargebacks $0 $0 $0 ($562,900) Total $0 $0 $0 $1,568,500

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 19.00 19.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 (4.51) Less Normal Lapse 0.00 0.00 0.00 (2.00) Workyears Total 0.00 0.00 0.00 12.49

DIVISION GOAL The goal of Area 1 is to provide for orderly development for existing and future residents and employees in Montgomery County consistent with planning policies and goals. This is accomplished by:

• preparing master plans and sector plans • providing for orderly, functional, and attractive development consistent with master plans • providing recommendations to assist in conserving resources • providing the integration of environmental and transportation considerations from the earliest phases of the planning and development process • providing timely and coordinated analysis of development applications in order to achieve implementation of area master plans, sector plans, and other public plans and policies

DIVISION OVERVIEW This Division oversees the development and approval of master plans, urban design guidelines, and master plan implementation through the review of public and private development applications within its geographic boundaries. Master plans in Area 1 include:

• Bethesda Chevy Chase • Bethesda • Chevy Chase Lake • East Silver Spring • Friendship Heights • Long Branch • North and West Silver Spring • Silver Spring • Takoma Langley Crossroads • Takoma Park

208 M-NCPPC Montgomery County Proposed FY12 Budget

• Westbard • Woodmont Triangle

Within the designated geography, Area 1 is responsible for managing and overseeing all regulatory review processes and procedures statutorily assigned to the Planning Board for approval or recommendation to the District Council or Board of Appeals pursuant to Article 28 and the County Code. In addition, staff participates in the preparation of a biennial status report that describes the progress in master plan implementation.

Area 1 staff conducts analysis of all development applications in its geographical boundary for conformance with the Zoning Ordinance, Subdivision Ordinance, Master Plans, Subdivision Staging/Growth Policy, Forest Conservation Law and other Departmental guidelines within the constraints of legally mandated deadlines and procedures established in the County Code. Regulatory reviews include: Pre-Preliminary Plans, Preliminary Plans, Project Plans, Site Plans, Sketch Plans, Forest Conservation Plans, Natural Resources Inventory/Forest Stand Delineation Plans, Water Quality Plans, Mandatory Referrals, Local Map Amendments, Development Plans, and Special Exceptions.

FY12 MAJOR CHANGES • Area 1 is one of the three geographically-based divisions created as part of the restructuring of the Planning Department.

209 M-NCPPC Montgomery County Programs Proposed FY12 Budget

AREA 2

Chief

Administrative Support

Multi-Disciplinary Team Multi-Disciplinary Team 210

M-NCPPC Montgomery County Proposed FY12 Budget

AREA 2

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $2,409,100 Supplies & Materials $0 $0 $0 $3,700 Other Services & Charges $0 $0 $0 $17,500 Capital Outlay $0 $0 $0 $0 Sub Total $0 $0 $0 $2,430,300 Chargebacks $0 $0 $0 ($562,900) Total $0 $0 $0 $1,867,400

DIVISION GOAL The goal of Area 2 is to provide for orderly development for existing and future residents and employees in Montgomery County consistent with planning policies and goals. This is accomplished by:

• Aspen Hill • Capitol View • East County Science Center

211 M-NCPPC Montgomery County Proposed FY12 Budget

• Forest Glen • Kensington-Wheaton • Four Corners • North Bethesda/Garrett Park • Gaithersburg Vicinity • Shady Grove • Glenmont • Twinbrook • Great Seneca Science Corridor • Wheaton • Kemp Mill • White Flint • Kensington • White Oak

Within the designated geography, Area 2 is responsible for managing and overseeing all regulatory review processes and procedures statutorily assigned to the Planning Board for approval or recommendation to the District Council or Board of Appeals pursuant to Article 28 and the County Code. In addition, staff participates in the preparation of a biennial status report that describes the progress in master plan implementation.

Area 2 staff conducts analysis of all development applications in its geographical boundary for conformance with the Zoning Ordinance, Subdivision Ordinance, Master Plans, Subdivision Staging/Growth Policy, Forest Conservation Law and other Departmental guidelines within the constraints of legally mandated deadlines and procedures established in the County Code. Regulatory reviews include: Pre-Preliminary Plans, Preliminary Plans, Project Plans, Site Plans, Sketch Plans, Forest Conservation Plans, Natural Resources Inventory/Forest Stand Delineation Plans, Water Quality Plans, Mandatory Referrals, Local Map Amendments, Development Plans, and Special Exceptions.

FY12 MAJOR CHANGES • Area 2 is one of the three geographically-based divisions created as part of the restructuring of the Planning Department.

212 M-NCPPC Montgomery County Programs Proposed FY12 Budget

AREA 3

Chief

Administrative Support

Multi-Disciplinary Team Multi-Disciplinary Team 213

M-NCPPC Montgomery County Proposed FY12 Budget

AREA 3

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $2,356,700 Supplies & Materials $0 $0 $0 $3,000 Other Services & Charges $0 $0 $0 $5,700 Capital Outlay $0 $0 $0 $0 Sub Total $0 $0 $0 $2,365,400 Chargebacks $0 $0 $0 ($562,900) Total $0 $0 $0 $1,802,500

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 18.00 18.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.70 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 19.00 18.70

DIVISION GOAL The goal of Area 3 is to provide for orderly development for existing and future residents and employees in Montgomery County consistent with planning policies and goals. This is accomplished by:

• Agricultural & Rural Open Space • Boyds

214 M-NCPPC Montgomery County Proposed FY12 Budget

• Burtonsville • Germantown (2009) • Clarksburg • Olney • Cloverly • Potomac Subregion • Damascus • Rustic Roads • Fairland • Sandy Spring/Ashton • Germantown (1989) • Upper Rock Creek

Within the designated geography, Area 3 is responsible for managing and overseeing all regulatory review processes and procedures statutorily assigned to the Planning Board for approval or recommendation to the District Council or Board of Appeals pursuant to Article 28 and the County Code. In addition, staff participates in the preparation of a biennial status report that describes the progress in master plan implementation.

Area 3 staff conducts analysis of all development applications in its geographical boundary for conformance with the Zoning Ordinance, Subdivision Ordinance, Master Plans, Subdivision Staging/Growth Policy, Forest Conservation Law and other Departmental guidelines within the constraints of legally mandated deadlines and procedures established in the County Code. Regulatory reviews include: Pre-Preliminary Plans, Preliminary Plans, Project Plans, Site Plans, Sketch Plans, Forest Conservation Plans, Natural Resources Inventory/Forest Stand Delineation Plans, Water Quality Plans, Mandatory Referrals, Local Map Amendments, Development Plans, and Special Exceptions.

FY12 MAJOR CHANGES • Area 3 is one of the three geographically-based divisions created as part of the restructuring of the Planning Department.

215 M-NCPPC Montgomery County Programs Proposed FY12 Budget

DEVELOPMENT APPLICATIONS AND REGULATORY COORDINATION

Chief

Administrative Support

Regulatory Plats, Addressing, Public Information Inspection and 216 Coordination and Building Permits Services Enforcement Intake

• Application Intake and Fees • Street Addressing • Public Sales, Inventory • Monitor Plan Compliance • Application Data Entry • Record Plat Review and Revenue Tracking • Liaison to Residents • Chair Development Review • Plat Recording • General Master Plan/ • Monitor and Enforce Committee • Building Permit Review Zoning Information Forest Conservation • Quality Control • Subdivision/Site Plan Plans • Lead Agency Coordination Information • Interagency Coordination • Environmental/Forest • Noticing Conservation Information • Document Management • Public Information/ • Public hearing records for Customer Service Master plans • GIS Sales and Revenue • Update zoning maps Tracking • State Planning Law • Application Fee Coordination Processing • Financial Reporting

M-NCPPC Montgomery County Proposed FY12 Budget

DEVELOPMENT APPLICATIONS & REGULATORY COORDINATION Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $2,016,600 Supplies & Materials $0 $0 $0 $6,700 Other Services & Charges $0 $0 $0 $14,400 Capital Outlay $0 $0 $0 $0 Sub Total $0 $0 $0 $2,037,700 Chargebacks $0 $0 $0 ($1,046,800) Total $0 $0 $0 $990,900

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 21.00 21.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 (8.40) Less Normal Lapse 0.00 0.00 0.00 (1.00) Workyears Total 0.00 0.00 0.00 11.60

DIVISION GOAL The goal of Development Applications and Regulatory Coordination (DARC) is to consolidate and simplify the processes of development applications. This division manages the assignment, tracking and monitoring of development applications. This division provides the sole point of entry for the public and applicants to access development application and information on development. Additionally, it is the goal of DARC to perform timely inspections and enforcement actions to comply with the Forest Conservation Law.

DIVISION OVERVIEW This Division is responsible for managing all aspects of the intake of development applications, participating in the Lead Agency Memorandum of Understanding for development applications, chairing the Development Review Committee and public noticing for development applications, street addressing, Building Permit sign-off, and plat review/recordation. The Division manages the Information Desk and provides the public with access to current and historic development application records and department publications.

Electronic media are replacing paper in all aspects of daily life. The Planning Department embarked on electronic data bases (GIS) in the early 1990s and in 2000 began electronic project tracking using Hansen software for its database. As the Department continues the transition from paper to electronic submittals, DARC will be responsible for planning and maintaining a systematic records management process that consolidates all submittals. This includes retaining the historic record and completing the backlog of scanning records submitted between 2000 and the roll-out of Project Dox. The result is to provide a publicly accessible records management system that follows the life of an application from submittal to approval, enforcement and bond release, closeout and archived consistent with our mission and regulatory mandate.

DARC is responsible for monitoring the quality of the submittals and incorporating data in submittals into the GIS database. For example, almost all development applications require, as part of a submittal, field-

217 M-NCPPC Montgomery County Proposed FY12 Budget checked natural resource data. Staff in this Division is responsible for ensuring that this data is included in the electronic data base for future planning purposes.

DARC also administers the Forest Conservation Inspection and Enforcement program.

FY12 MAJOR CHANGES • New division created during the restructuring of the Planning Department.

218 M-NCPPC Montgomery County Proposed FY12 Budget

COMMUNITY - BASED PLANNING Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,217,776 $2,384,793 $2,306,800 $0 Supplies & Materials $8,432 $5,132 $3,700 $0 Other Services & Charges $255,292 $194,014 $62,500 $0 Capital Outlay $0 $0 $0 $0 Sub Total $2,481,500 $2,583,939 $2,373,000 $0 Chargebacks ($218,200) ($27,800) ($235,700) $0 Total $2,263,300 $2,556,139 $2,137,300 $0

Positions/Workyears Full Time Career 21.00 21.00 23.00 23.00 22.00 22.00 0.00 0.00 Positions/Workyears Part-Time Career 1.00 0.70 1.00 0.70 1.00 0.70 0.00 0.00 Positions/Workyears Total Career 22.00 21.70 24.00 23.70 23.00 22.70 0.00 0.00

Positions/Workyears Term Contract 2.00 1.50 2.00 1.50 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (2.10) (1.50) (1.88) 0.00 Less Normal Lapse (0.98) (1.03) (1.02) 0.00 Workyears Total 20.12 22.67 19.80 0.00

Abolished three positions and associated workyears in FY11 to accommodate funding level (Two term and 1 FT position).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • As a result of reorganization the Community-Based Planning Division is abolished and new divisions are created to better meet the work program requirements of the Planning Department. There is nothing budgeted in this division in FY12.

219 M-NCPPC Montgomery County Proposed FY12 Budget

URBAN DESIGN / HISTORIC PRESERVATION Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,645,329 $1,740,191 $1,611,800 $0 Supplies & Materials $2,838 $2,969 $5,400 $0 Other Services & Charges $42,657 $61,708 $30,500 $0 Capital Outlay $0 $0 $0 $0 Sub Total $1,690,824 $1,804,868 $1,647,700 $0 Chargebacks ($332,230) ($400,170) ($348,900) $0 Total $1,358,594 $1,404,698 $1,298,800 $0

Positions/Workyears Full Time Career 14.00 14.00 14.00 14.00 13.00 13.00 0.00 0.00 Positions/Workyears Part-Time Career 4.00 2.80 4.00 2.80 1.00 0.50 0.00 0.00 Positions/Workyears Total Career 18.00 16.80 18.00 16.80 14.00 13.50 0.00 0.00

Positions/Workyears Term Contract 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.20 0.20 0.00 0.00 Chargebacks (4.62) (4.41) (3.76) 0.00 Less Normal Lapse (0.74) (0.76) (0.61) 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 12.39 12.58 9.13 0.00 Abolished five positions and workyears in FY11 to accommodate funding level (Two PT, 1Term and two FT).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • As a result of reorganization the Urban Design Division is abolished and new divisions are created to better meet the work program requirements of the Planning Department. There is nothing budgeted in this division in FY12.

220 M-NCPPC Montgomery County Proposed FY12 Budget

ENVIRONMENTAL PLANNING Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,293,202 $2,182,398 $1,930,500 $0 Supplies & Materials $2,865 $1,422 $1,400 $0 Other Services & Charges $102,380 $137,245 $3,600 $0 Capital Outlay $0 $0 $0 $0 Sub Total $2,398,447 $2,321,065 $1,935,500 $0 Chargebacks ($87,600) ($2,700) ($61,900) $0 Total $2,310,847 $2,318,365 $1,873,600 $0

Positions/Workyears Full Time Career 24.00 24.00 24.00 24.00 17.00 17.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 24.00 24.00 24.00 24.00 17.00 17.00 0.00 0.00

Positions/Workyears Term Contract 1.00 0.75 1.00 0.75 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (0.84) (0.55) (0.50) 0.00 Less Normal Lapse (1.08) (1.08) (0.77) 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 22.83 23.12 15.73 0.00 Abolished six positions and associated workyears in FY11 to accommodate funding level (Five FT and one Term position).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • As a result of reorganization the Environmental Planning Division is abolished and new divisions are created to better meet the work program requirements of the Planning Department. There is nothing budgeted in this division in FY12.

221 M-NCPPC Montgomery County Proposed FY12 Budget

TRANSPORTATION PLANNING Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,751,198 $1,718,028 $1,574,400 $0 Supplies & Materials $2,317 $1,451 $1,000 $0 Other Services & Charges $329,237 $206,892 $79,200 $0 Capital Outlay $0 $0 $0 $0 Sub Total $2,082,752 $1,926,371 $1,654,600 $0 Chargebacks ($216,300) ($296,600) ($302,500) $0 Total $1,866,452 $1,629,771 $1,352,100 $0

Positions/Workyears Full Time Career 19.00 19.00 19.00 19.00 14.00 14.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 19.00 19.00 19.00 19.00 14.00 14.00 0.00 0.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (3.01) (2.37) (2.43) 0.00 Less Normal Lapse (1.11) (0.86) (0.68) 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 14.88 15.78 10.89 0.00 Abolished one position and associated workyear in FY11 to accommodate funding level (One FT position).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • As a result of reorganization the Transportation Planning Division is abolished and new divisions are created to better meet the work program requirements of the Planning Department. There is nothing budgeted in this division in FY12.

222 M-NCPPC Montgomery County Proposed FY12 Budget

DEVELOPMENT REVIEW Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,864,701 $3,159,421 $2,901,500 $0 Supplies & Materials $13,696 $21,529 $15,500 $0 Other Services & Charges $114,374 $135,591 $24,400 $0 Capital Outlay $0 $0 $0 $0 Sub Total $2,992,771 $3,316,541 $2,941,400 $0 Chargebacks ($2,047,749) ($2,096,100) ($2,041,300) $0 Total $945,022 $1,220,441 $900,100 $0

Positions/Workyears Full Time Career 33.00 33.00 33.00 33.00 26.00 26.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 33.00 33.00 33.00 33.00 26.00 26.00 0.00 0.00

Positions/Workyears Term Contract 1.00 0.80 1.00 0.80 1.00 0.75 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (21.68) (16.70) (16.36) 0.00 Less Normal Lapse (1.49) (2.32) (1.25) 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 10.64 14.78 9.14 0.00 Abolished five positions and associated workyears in FY11 to accommodate funding level (Five FT positions).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • As a result of reorganization the Development Review Division is abolished and new divisions are created to better meet the work program requirements of the Planning Department. There is nothing budgeted in this division in FY12.

223 M-NCPPC Montgomery County Programs Proposed FY12 Budget

CENTER FOR RESEARCH AND INFORMATION SYSTEMS

Chief

Administrative Support

IS/GIS Team Research Team 224

• Information • Forecasting/Modeling Architecture/ Land Use Land Use Monitoring Employment • GIS Development and Housing Maintenance Population • GIS Analysis • Market Studies and • Planning Support Economic Analysis Systems Development • Demographics Reporting

M-NCPPC Montgomery County Proposed FY12 Budget

CENTER FOR RESEARCH AND INFORMATION SYSTEMS Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $3,102,522 $2,624,345 $2,151,800 $1,985,900 Supplies & Materials $245,226 $960 $5,000 $5,000 Other Services & Charges $999,292 $311,313 $212,000 $212,000 Capital Outlay ($28,890) $0 $0 $0 Sub Total $4,318,150 $2,936,618 $2,368,800 $2,202,900 Chargebacks ($9,000) ($168,700) ($169,600) ($169,600) Total $4,309,150 $2,767,918 $2,199,200 $2,033,300

Positions/Workyears Full Time Career 29.00 29.00 26.00 26.00 22.00 22.00 20.00 20.00 Positions/Workyears Part-Time Career 1.00 0.90 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 30.00 29.90 26.00 26.00 22.00 22.00 20.00 20.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks (1.68) (1.34) (1.36) (1.36) Less Normal Lapse (1.35) (1.16) (0.68) (3.00) Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 26.87 23.50 19.96 15.64

Two positions and associated workyears were abolished in FY11 as a result of funding level (Two FT positions). Transferred one position and associated workyear to Management and Technology Services Division as part of the Planning Department’s restructuring in FY11 (One FT position).

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

DIVISION GOAL The mission of the Center for Research and Information Systems is to provide objective, efficient, and reliable information and the technological foundations for public communication and decision-making throughout Montgomery County.

DIVISION OVERVIEW The Center for Research and Information Systems maintains the county’s basic demographic, economic, land use, and geographic databases; researches and analyzes trends and public policy issues for the Departments of Parks and Planning, the Planning Board, and the County Council.

Technical and analytic services are provided in two areas: Research and Information Systems/ Geographic Information Systems (IS/GIS). • Research activities include preparing official population, housing, and employment forecasts, conducting Census Update Surveys, collecting demographic, land use, and economic data for all of Montgomery County, preparing the bi-annual growth policy, and master plan support. • IS/GIS staff within the center are responsible for building the databases and maintaining the data layers which are the foundations for the County’s Geographic Information System and are responsible for the computer programs that allow department staff to explore the data to conduct research and analyze issues for public officials. • Information System/Geographic Information System(IS/GIS) staff within the center is also responsible for building and maintaining the corporate databases and software used to review and monitor

225 M-NCPPC Montgomery County Proposed FY12 Budget

permitting activity and land use change.

FY12 MAJOR CHANGES: • Transferred 1 position and 1 workyear to Director’s Office as part of the Planning Department’s restructuring. • Transferred 1 position and 1 workyear to Development Applications & Regulatory Coordination Division as part of the Planning Department’s restructuring.

226 M-NCPPC Montgomery County Proposed FY12 Budget

SUPPORT SERVICES Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

Personnel Services $448,217 $27,745 $51,600 $146,500 Supplies & Materials $203,120 $54,069 $159,500 $164,500 Other Services & Charges $1,720,775 $1,873,224 $1,939,880 $1,808,800 Capital Outlay $27,128 $0 $0 $0 Sub Total $2,399,240 $1,955,038 $2,150,980 $2,119,800 Chargebacks ($303,600) ($270,000) ($270,000) $0 Total $2,095,639 $1,685,038 $1,880,980 $2,119,800

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 Less Unfunded Workyears 0.00 0.00 0.00 0.00 Workyears Total 0.000.000.000.00

DIVISION OVERVIEW Support Services contains department-wide expenses that are essential to the management and operation of the Department. Significant items included in Support Services are advertising, utilities, gasoline, telephones, insurance, and workers compensation premiums and professional services including translation services, continuous improvement efforts, diversity initiative activities, and employee, leadership and executive training.

There is no staff assigned to Support Services. The Personnel Services costs primarily relate to the payments due to the State Retirement System, Unemployment Insurance costs, and accrued leave contribution. Responsibility for administration and monitoring of this program is assigned to the Management Services Division.

FY12 MAJOR CHANGES • $81,900 for last minute change in retirement cost is included in Personnel Services. • $85,000 for Legal has been moved from Development Review Personnel to Support Services Other Services and Charges. • $93,000 was added to the budget for custodial contract for Montgomery Regional Facility (previously in Park Department budget) and for outsourcing of desktop support. • The budget was reduced by $50,000 to reflect the net reduction in utility costs. • The budget for the office space lease charged directly to Development Review Special Revenue Fund instead of being a chargeback. Since Other Services and Charges were reduced by $270,000, there is no increase or decrease as a result of this action.

227

228 M-NCPPC Montgomery County Proposed FY12 Budget

Page MONTGOMERY COUNTY DEPARTMENT OF PARKS (Park Fund/Other Funds) Executive Overview ...... 230 Program Budget FY12 Program Budget Summary...... 245 Park Services...... 251 Stewardship of Natural and Cultural Resources...... 269 Planning and Community ...... 282 Administration of Parks...... 288 Divisional Summaries...... 294 Property Management Fund...... 325 Enterprise Funds ...... 326 Capital Improvement Program ...... 341

M-NCPPC Montgomery County Programs Proposed FY12 Budget

MONTGOMERY COUNTY DEPARTMENT OF PARKS

Director of Parks

• Policy Direction • Management • Corporate Governance

Deputy Director Deputy Director Operations Administration

Horticulture, Public Facilities Northern Southern Management Park Park Planning Forestry & Enterprise Affairs & Management Parks Parks Services Development & Stewardship Environmental Community Education Partnerships • Trade Services • Park Mgt & • Park Mgt & • Enterprise • Financial Mgt & • Land Acquisition & • Long Range Park

230 o Plumbing Supervision Supervision • Champion Tree Facility Mgt Budget Real Estate Planning • Constituent o HVAC • Athletic Fields • Athletic Fields Program • Ice Rinks Development Services • Program of Response o Electrical • Playgrounds • Playgrounds • 24/7 Emergency • Indoor Tennis • Employee • Architectural Requirements • Customer o Heavy Equipment • Regional Park • Regional Park Tree Program Facilities Relations Design • Operational Service/Research o Asphalt Attractions Attractions • Interpretive/ • Rental Facilities • Human Resources • Landscape Arch Planning • Media o Carpentry • Custodial Services • Custodial Services Environmental • Programs/ • Training & Design • Inventory, Relations/Park o Masonry • Trash/Litter/ • Trash/Litter/ Progs & Camps Classes/ Employee • Civil & Environ Assessment & Show o Painting Recycling Recycling • Tree Camps/Events Development Engineering Environmental • Volunteer Develop o Welding • Snow & Ice • Snow & Ice Removal Inspection/Maint/ • ParkPASS • SmartParks & • Construct Mgt & Review & Mgt o Locksmith & Removal • Trail Inspection/Maint Reforestation System Admin System Inspect • Aquatic Resources/ • Interest/Friends Alarms • Trail • Land Mgt/Grounds • Natural • Concession Applications • Land Surveying Deer/Non-Native Groups • Buildings & Inspection/Maint Maint Exploration Lease Mgt • Network, and Utility Location Invasive Mgt • Publications/Signs Structures rd • • Land Mgt/Grounds • Community/3 Areas & Nature Computer & • Capital Improve Storm Water Mgt /Exhibits/ • Fleet Management Maint Party Support Centers Telephone Program (CIP) • GIS/Natural & Photography • Major Maint/CIP rd • Community/3 • Emergency • Green Waste Support • Procure/Contract Cultural • Marketing/ Support Party Support Response Recycling Mgt (CIP) Resource Mapping Outreach/Promos • Property Mgt/Rentals • • Emergency • Interagency • Plant Production • Technical Review Historical Research, • Publications • Park House Leases Park Police Response Coordination • Horticulture & & Construction Inventory & Assess • Private • Demolitions • • Interagency • Integrated Pest Mgt Arbor Project Authorization Historic Structure Partnership Mgt • Space Management Restoration Coordination • MCPS Athletic Field Consultation • Website & Social • • Integrated Pest Mgt Mgt • Public Gardens Archaeology Media • Patrol Operations • Community Investigations & • Grants/Donations/ Gardens • Special Operations Camps Sponsors • Landscape • Encroachment • Historic Site • Park Foundation Design, Enforcement Operation/ Liaison Installation & • Volunteers in Policing Interpretation • Special and 3rd Maint Ranger Program • Legacy Open Party Event • Community Outreach Space Coordination • Investigations • Natural Surface • Park Permits • Communications Trails • Property/Evidence/ Rec Mgt • Technology M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY DEPARTMENT OF PARKS

EXECUTIVE OVERVIEW

Montgomery County’s parks continue to be the most visited public amenities in the county. They are also one of the most highly valued. No matter where you are in Montgomery County, you are never more than 2 miles away from the nearest park. And according to the 2009 Resident Survey, 91% of county residents visit our parks each year, with over 30% visiting at least once per month. Extrapolated, that equates to more than 880,000 county residents visiting our parks on an annual basis, an increase of 5% over the 2007 Resident Survey results. As shown in both the 2007 and 2009 Resident Surveys, the only activity county residents engage in more frequently than visiting a park is recycling.

Seventy-five percent (75%) of the respondents to the 2007 Resident Survey ranked Parks as “essential” or “very important.” Not a single respondent considered parks to be “not at all important,” an honor shared with only five other county services: fire services, drinking water, electric service, snow removal, and street repairs and maintenance.

Together, county leaders and the Maryland-National Capital Park and Planning Commission have created a highly popular and valued park system, providing safe, natural places for people to gather, where parents can relax and children can play, where visitors and residents alike can enjoy our superlative natural, historic, and recreational facilities and activities. Residents, visitors, and businesses are attracted to our county in part because of our award-winning park system.

FY11 ACCOMPLISHMENTS

With the County’s shrinking tax revenues, Montgomery Parks has stepped up its efforts to increase efficiencies, leverage partnerships, streamline its internal work programs, reduce costs, and generate additional revenue where possible. Significant examples include: • Montgomery Parks maintained the profitability of its Enterprise Fund in FY10, ending the year with a net gain of over $500,000 and eliminating the FY11 tax dollars to support the Fund’s programs. FY11 projections show a continued net gain. • Volunteerism numbers are also up, with more than 8,500 volunteers contributing over 82,000 hours to Parks volunteer programs in FY10, an equivalent value of $1.7 million or 39.6 work years. • Through public/private partnerships, Montgomery Parks has leveraged non-tax supported revenue to provide new amenities to the public. The Jack Shore Tennis Center and the Miracle League Baseball Complex, to be located in South Germantown Recreational Park, are two examples of successful partnerships in progress. • In November 2010, Montgomery Parks took over the management of the Olney Manor Skate Park from the County Recreation Department. With a few changes to the staffing and programming offered, Parks staff anticipates this facility should be able to cover its costs within the first year. • Parks reorganized its management structure, eliminating two divisions and redistributing the workload to achieve greater efficiencies. Forty-three Parks employees participated in the Retirement Incentive Plan. Parks also abolished 63 of its adopted positions, partially eliminated funding for seasonal workyears in FY11, and instituted departmental furloughs (an effective 3-4% pay cut for remaining career staff).

231 M-NCPPC Montgomery County Proposed FY12 Budget

• The Vision 2030 Strategic Plan, conducted in partnership with the County Recreation Department and with input from the community and public leaders, will help guide future parks and recreation decisions, ensuring our resources are focused where the need is greatest. The plan will also assist the Department in consistently determining the appropriate cost recovery level for its programs which will help in preparing and justifying future operating budget requests. • Our energy conservation program continues to be extremely effective, saving Parks – and our taxpayers – more than $2 million in energy costs since its inception in 2003. • Collaboration with Community Use of Public Facilities (CUPF) and the County Recreation Department on the consolidation of registration and permitting functions continues. Parks has worked closely with CUPF since June 2010 to transfer the permitting of Park athletic fields by the end of December 2010, in time for the 2011 Spring/Summer season. All agencies are committed to working together to identify efficiencies, reduce costs, and improve customer service.

These accomplishments are especially noteworthy in light of the significant 16.5% reduction to the Parks requested budget in FY11. Staffing for Montgomery Parks is lower now than it was in the last decade. Our maintenance backlog – already estimated to be in the millions of dollars – continues to grow, while our capacity to respond to service requests and maintain established service levels continues to decline. Park acreage now represents more than 11% of the county’s landmass, and while we have begun to slow the rate of new development, it has not stopped, adding to the work load for a Department already struggling with significant reductions.

If this trend continues, Montgomery Parks will not be able to maintain its current level of service, which is already below its established standards. The development of new parks and facilities will be curtailed, parks and facilities (including athletic fields, open spaces, playgrounds, trails, park activity buildings, and tennis courts) will deteriorate, our ability to respond to emergency events will be reduced, the number of programs and community events offered or hosted on park land will decline, and our response time to service requests will lag as the number of resident requests increases.

Our proposed FY12 budget is reflective of what is needed just to maintain the current levels of service (already below our established standards) and prevent our park system from slipping into a state of decline which will take many years to turn around.

Montgomery Parks remains committed to honoring its core vision to “…provide an enjoyable, accessible, safe, and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves.” We will continue to aggressively seek efficiencies in our operations, redouble our efforts to secure alternative funding through

232 M-NCPPC Montgomery County Proposed FY12 Budget

sponsorships, partnerships, volunteerism, reestablish a Parks Foundation, expand revenue- generating programs and offerings while aiming to keep fees affordable, and do all we can to maintain our Enterprise Division’s profitability.

The Department’s primary goal remains to do our best to keep our parks clean, safe, and a key reason people choose to live and work in Montgomery County. Our county parks promote healthy lifestyles, buoy the economy, contribute to a cleaner environment, and provide unique opportunities for social interaction which strengthen our sense of community. For these and many other reasons, to our residents, our economy, and our environment, parks matter.

BUDGET OVERVIEW

The Department of Park’s total FY12 Proposed Budget request is $97,673,600, and includes the Park Fund, Property Management Fund, the Enterprise Fund, and the Park’s portion of the Special Revenue Fund. The tax-supported expenditure budget, less reserves, is $83,004,800. The Department of Parks is one of the few County agencies that generate revenue from users to offset and support some operating costs and projects.

The Department’s FY12 budget includes increases for compensation adjustments, unfunded obligations for new parks and amenities, known operating commitments, and the reinstatement of funding for seasonal employees. Even with these increases, the funding for the Department will be below the amount needed to maintain a quality park system.

The adopted budgets for the past several years have been significantly below the requested amount, with the FY11 adopted budget being the most dramatic cut at 16.5% below the requested amount. To meet the appropriated budget, service reductions were taken in the last three fiscal years including reductions in the Community Open Space program (which includes routine repairs, litter control and patrols in Parks), plus facility closures, changes in the work program for Horticultural Services (including the closure of several greenhouses), and reduced support to outside activities. The Department of Parks was also asked to staff several legislatively mandated task groups as well as provide oversight of the Inter-County Connector (ICC) and other mitigation projects. At the same time, Montgomery Parks received no funding or staffing for the new parks and amenities that came on line through the Capital Improvements Program (CIP) or from developer built parks.

In addition to the reduced budget levels, the Department was required to meet mandatory savings plans each year, further compromising services. In FY11, after reducing non-personnel costs to the bare bone, 63 positions were abolished, funding for seasonal staffing was partially eliminated, and staff was furloughed to meet the budget reductions.

Through a variety of efficiencies, creative sponsorships and fees, the Department has been able to continue to maintain the park system, though maintenance efforts are well below optimum levels. The current level of care can be best described as “Fair or Managed Care”. The optimum level of care for a quality park system should be at “Good or Comprehensive Stewardship to Showpiece”. If the park system is forced to sustain deeper cuts, the care will be reduced to “Poor or Reactive Management/Crisis Response”. The longer the maintenance is deferred, the longer it will take to reverse the trend back to a level needed to sustain a quality park system.

This funding level is not sufficient to meet our current needs. It will not address the backlog of maintenance nor provide the resources needed to properly maintain the growing park inventory. Currently, there is a backlog of 1,255 outstanding work orders for repairs and preventive maintenance. A continued deferment of the required maintenance needs will eventually cause degradation of the assets. Regular maintenance will no longer be sufficient to sustain some of the parks and amenities. Ultimately, many park repairs will cost more in terms of capital improvements. The Department will attempt to continue addressing critical maintenance deficiencies and prioritize accordingly to keep the

233 M-NCPPC Montgomery County Proposed FY12 Budget

parks safe, accessible, and protected. In addition, new mandates, such as the National Pollutant Discharge Eliminating System (NPDES) permit requirement, will continue to draw resources away from other priority projects.

MAINTENANCE AND CRIME PREVENTION STANDARDS

The chart on the next page illustrates the effect of the reduced funding on the optimal maintenance and crime prevention standards for our parks. The Department has focused on maintenance standards that preserve customer safety, such as playgrounds, and has taken deeper cuts in areas, such as landscape maintenance, that are important to the overall quality of a park and will not compromise customer safety.

234 M-NCPPC Montgomery County Proposed FY12 Budget

MAINTENANCE STANDARDS – MONTGOMERY PARKS

Optimal STATEMENT OF STANDARD/ Actual FY11 FY12 Park Type Frequency Maintenance Activity FY10 Estimated Proposed Standard

TURF Turf grass within the park system shall be mowed, trimmed, seeded, sodded and/or replaced based upon the necessary level of maintenance for the park and the season of the year. All turf areas within the park system shall be aesthetically pleasing and appropriate for each park setting. Turf Maintenance: Fertilizing, over seeding and aeration Regional / 3 X 2 X 1 X 1 X Recreational per year per year per year per year Using mechanical means, aerate, fertilize and over seed (as needed) all turf areas 2 X 1 X Once every Once every including athletic fields and adjacent areas Local Parks per year per year 2 years 2 years

Turf Maintenance: Mowing 28 cuts 28 cuts 21 cuts 21 cuts Local Parks per season per season per season per season Maintain the turf in a horticulturally sound manner keeping the height of grass between 3-5.5 inches (local parks) and 3-5 inches Regional / 34 cuts 34 cuts 25 cuts 25 cuts (regional/recreational parks). Recreational per season per season per season per season

ATHLETIC FIELDS All athletic fields shall be safe and maintained to support the level of play identified for public use, the amenities developed to support the activity, and the age of the users and/or the level of play. Athletic Fields: Regional / 4 X 4 X Daily Daily Infield Maintenance Recreational per week per week

Dragging and leveling infield, maintenance of plates, bases and pitcher’s mound where Local Parks Weekly Weekly Monthly Monthly appropriate. Athletic Fields: Regional / 4 X 4 X Daily Daily Lining Infield Recreational per week per week

Lining of infield where appropriate. 4 X 4 X Local Parks Weekly Weekly per season per season Athletic Fields: Mowing

Regional / Regional/Recreational Parks maintain the 62 cuts per 62 cuts per 45 cuts per 45 cuts per Recreational turf in a horticulturally sound manner season season season season keeping the height of grass between 2.5-4.0 inches. Twice a week mowing (Apr. – Nov.)

235 M-NCPPC Montgomery County Proposed FY12 Budget

MAINTENANCE STANDARDS – MONTGOMERY PARKS (Continued)

Optimal STATEMENT OF STANDARD/ Actual FY11 FY12 Park Type Frequency Maintenance Activity FY10 Estimated Proposed Standard

PLAYGROUNDS All playgrounds shall be inspected, maintained, repaired and/or replaced in order to be safe and comply with national safety guidelines. The frequency level of maintenance shall also support the level of public use of each playground within the park system. Playground Inspection:

Inspect playground facilities to insure Regional, compliance with Consumer Product Safety Recreational, Council guidelines, to include inspection for Local, 12 X 12 X 12 X 12 X head entrapment potential, checking of Neighborhood per year per year per year per year wood, protrusion of bolts or other sharp and Stream objects, proper depth of surfacing and Valley Parks overall condition of equipment. Request repairs or replace as appropriate based on results of inspection.

LANDSCAPE MAINTENANCE Flower beds and park entrance areas which form landscaped areas will be kept attractive, weed-free, trash-free and insect-free, and aesthetically pleasing. Landscape Maintenance: 52 X 26 X 4 X 4 X Urban Parks per year per year per year per year Mowing, trimming, pruning and mulching and replacement of plant material. Seasonal rotation of plants. Integrated Pest 12 X 4 X 2 X 2 X Management (IPM) scouting for disease and Local Parks per year per year per year per year insect damage. Tree planting. Pesticide application as necessary.

TRAILS All hard and natural surface trails shall be routinely maintained in order to be safe to use, clear of debris, clearly marked and graded for public use, and easily accessible for a wide range of trail users within the park system. Natural Surface Trails: Inspection and Maintenance

12 X 3 X 1 - 2 X 1 - 2 X Visually inspect trail surface and adjacent All Park Areas per year per year per year per year areas for hazards, excessive wear and tear, vandalism, washouts, etc and repair as appropriate. Hard Surface Trails: Inspection and Maintenance 52 X 12 X 4 X 4 X All Park Areas Visually inspect trail surface and adjacent per year per year per year per year areas for hazards, excessive wear and tear, vandalism, etc and repair as appropriate. PARK ROADS and PARKING LOTS Park Roads and Parking Lots 12 X 12 X 1 X 1 X All Park Areas Inspect for damage, erosion, drain systems, per year per year per year per year signage and striping.

236 M-NCPPC Montgomery County Proposed FY12 Budget

MAINTENANCE STANDARDS – MONTGOMERY PARKS (Continued)

Optimal STATEMENT OF STANDARD/ Actual FY11 FY12 Park Type Frequency Maintenance Activity FY10 Estimated Proposed Standard

COURTS To include tennis, basketball, volleyball, and multi-use courts. Courts Inspection:

Inspect court surface for hazards, proper Regional, lining. Inspect hardware, including nets, Recreational, standards, backboards, cranks, etc. for 12 X 12 X 4 X 4 X Local and hazards, wear and tear, or vandalism. per year per year per year per year Neighborhood Inspect fencing for hazards, wear and tear, Parks or vandalism. Request appropriate repairs or replacements as dictated by the result of the inspection.

TRASH REMOVAL The removal of trash within the park system shall support the need to keep all parks clean and trash free. The level of trash removal maintenance shall support the level of public use and accessibility assigned to each park type. Trash Removal: In Season

Regional / 4 X 4 X Empty all trash cans within park into trash Daily Daily packer and pick up ground litter within 10 Recreational per week per week feet of cans and as otherwise seen. Neighborhood, Local, and 4 X 4 X 3 X 3 X Stream Valley per week per week per week per week Parks 3 X 3 X Parkways Daily Daily per week per week Off Season Regional / 3 X 3 X 2 X 2 X Recreational per week per week per week per week Neighborhood, Local and 2 X 2 X 1 X 1 X Stream Valley per week per week per week per week Parks 4 X 3 X 1 X 1 X Parkways per week per week per week per week

FLEET MAINTENANCE To assure available, reliable, and safe equipment and vehicles for staff. On-Road Vehicle Uptime

94.7% 92.7% 90% 90% Repair vehicles in a timely manner to keep vehicles available to staff Vehicle Preventive Maintenance 75% 44.2% 40% 40% Completed Completed Completed Completed Performed annually or at 5,000 miles on time on time on time on time Length of time for vehicle repair 125 hours 141 hours 158 hours 158 hours Includes the time from drop off until the repair is completed

237 M-NCPPC Montgomery County Proposed FY12 Budget

MAINTENANCE STANDARDS – MONTGOMERY PARKS (Continued)

Optimal STATEMENT OF STANDARD/ Actual FY11 FY12 Frequency Maintenance Activity FY10 Estimated Proposed Standard TRADES/CONSTRUCTION To help provide a comprehensive, cost efficient and effective maintenance, construction, and repair services for park buildings and facilities. Major Maintenance: Completed projects costing $3,000 or more 90% of 85% of 75% of 75% of Average annual major maintenance work orders generated = projects projects projects projects 215 Service Requests: 85% of 75% of 67% of 67% of Completed projects costing under $3,000 requests requests requests requests Average annual service work orders generated = 3,200 Preventive Maintenance: Periodic service of assets intended to increase service life and 100% of 100% of 95% of 95% of decrease emergency repairs requests requests requests requests Average number of requests generated annually = 7,400

CRIME PREVENTION STANDARDS

VOLUNTEER PROGRAM Keeping a trained corps of volunteers to work traffic, parking, special events, community outreach and to serve as additional eyes and ears on the parks. Volunteer service hours 5,000 3,300 3,600 4,200 Volunteers providing service 50 33 36 42 PARK WATCH Public crime prevention program taught to employees, park visitors and community groups. 12 new PowerPoint and practical training. groups 12 10 10 annually CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN (CPTED) STUDIES Studies conducted of specific facilities on M-NCPPC property to improve security and safety, as well as address community concerns. Systematic study of each facility on Park Property once every 8 per year 7 1 1 ten years. PLANNING, DEVELOPMENT, CONSTRUCTION AND OBSERVATION (PDCO) Crime Prevention through Environmental Design practices are recommended in the planning stages of all park development projects assigned a PDCO team. Plan Review: CPTED trained staff will attend and assist with 100% of 80% of 70% of 70% of public meetings on park projects as needed. projects projects projects projects Plan Development: CPTED trained staff will attend and give 100% of 100% of 100% of 100% of input at PDCO team meetings. projects projects projects projects CRIME PREVENTION OUTREACH AT COMMUNITY EVENTS Provide outreach at community events such as National Night Out, community festivals and organized group meetings. National Night Out 100% of 90% 80% 80% (average 18 requests per year) requests Community Festivals and Celebrations 100% of 90% 75% 75% (average 60 requests per year) requests Organized Youth Meetings – Scouts, Day Camps, etc. 100% of 90% 75% 75% (average 40 requests per year) requests

238 M-NCPPC Montgomery County Proposed FY12 Budget

EXPENDITURE REQUESTS

PARK FUND The total Park Fund expenditure budget is $85,348,900 including debt service and reserves. The operating portion (excluding debt service and reserves) represents an increase of 12.5% over the FY11 adopted budget. The funding increase requests for the contributing major factors are as follows: • Compensation Adjustments * • Unfunded Obligations - $799,000 o Ratified Union Contract - $745,000 • Known Operating Commitments - $175,000 o Non-MCGEO employees - $360,000 • FY11 Furlough Elimination - $1,425,000 • Retirement Cost Increase - $3,455,600 • Reinstate Seasonal Employees - $699,000 • Other Compensation Costs - $90,000

These above increases are offset by a net decrease of $790,000 non-personnel costs through utility efficiencies and rent reductions.

* Compensation adjustments are included in Support Services as a placeholder.

Salary Lapse The FY12 Park Fund operating budget includes 5% normal lapse in the personnel component. Normal lapse is an anticipation of savings from position turnover and takes into account the expected delay that occurs between a position becoming vacant and the time it takes to advertise, interview, and select a new employee. This savings is converted into an estimate of vacant workyears. The total impact of maintaining the 5% imposed lapse is holding vacant 33.5 work years.

Unfunded Operating Budget Obligations The Proposed Budget includes the minimum amount required to maintain and operate “Unfunded Obligations” which impact the operating budget. Unfunded Obligations are a combination of the Operating Budget Impacts (OBI) related to the CIP, amenities and programs added by developers or private-public partnerships, and non-discretionary or regulatory responsibilities added to the work program. One example of a non-discretionary responsibility added to the work program is the NPDES requirement, wherein a series of new best management practices must be implemented to fulfill this legal mandate for pollution control. Another example is the work that must be performed to bring those facilities recently cited by the Department of Justice into compliance with the Americans with Disabilities Act (ADA) standards and requirements.

The FY12 Unfunded Obligations are estimated at $799,000 and 7.1 workyears.

Cost Reductions through Increased Efficiencies For FY12, the Department has prepared a budget with reductions in costs for utility and rent efficiencies totaling $790,000 from the FY11 adopted budget.

Energy conservation continues to be a top priority for Montgomery Parks. Through the implementation of cutting edge technology and use of renewable energy, the FY12 proposed budget reduces utility costs by $440,000 from the FY11 adopted budget.

With the implementation of a new voice over internet protocol (VoIP) telephone system and improved cell phone management, the FY12 proposed budget reduces phone costs by $140,000 from the FY11 adopted budget. Through the consolidation of staffing from rented office space into buildings owned or managed by the Parks Department, the FY12 budget has been reduced by $210,000 from the FY11 adopted budget.

239 M-NCPPC Montgomery County Proposed FY12 Budget

PROPERTY MANAGEMENT FUND The Property Management Fund is intended to be a self-sustaining program financed by the revenue derived from a diverse portfolio of rentals of park houses and other leases of Park owned property including crop leases, day care centers, grazing leases, hay permits, ancillary buildings, radio towers, commercial buildings, equestrian facilities, life estate properties, parking lots, historic properties, public private partnerships and a number of unique facilities and programs which serve the public.

The rent for many of the properties is set at the fair market value of the properties based on real estate comparables. However, this fund also administers leases and performs property management functions for many Park properties that do not generate fair market revenue. As existing leases expire, their rates are adjusted reflect fair market value. Also, as properties become available, every attempt is made to repurpose their use and to place them in a lease situation at fair market value.

The FY12 budget request is $938,000 which is 12% lower than last year due to the reduction in park house inventory.

ENTERPRISE FUND The Enterprise Fund manages the operating expense of 20 distinct facilities that are entirely or primarily funded through user fees and other non-tax revenue sources. These facilities include the ice rinks, tennis centers, event centers and a number of park facilities such as the trains, boat rentals, campgrounds, splash park, mini golf courses and a carousel.

The Enterprise Fund is required to be completely self sustaining. This includes operating costs, utilities, capital improvements, administrative costs and debt service payments. Balancing these financial obligations with meeting the needs of the public and keeping fees at a reasonable rate is challenging during these economic times.

The FY12 proposed expenditure budget is $9,622,300, a 4% increase from FY11. The increase is primarily due to 1) filling two key positions in the Administrative Office, 2) increases in retirement, fringe benefits, and Other Post Employment Benefits, and 3) a new chargeback to the Property Management Office for administration of leases and contracts.

The FY12 proposed revenue budget is $9,774,100, only $64,000 or 0.7% lower than the FY11 budget. Despite the expenditure increases and slight revenue decrease, the Fund is projected to operate at a profit in FY12 without a transfer from the tax-supported Park Fund.

SPECIAL REVENUE FUND The Special Revenue Funds are used to account for proceeds from revenue sources that are earmarked for very specific purposes. The proposed budget for the Special Revenue Fund is $1,764,400. This is $17,000 more than FY11.

NON-TAX REVENUES REVENUE FY11 FY11 FY12 FUND SOURCE BUDGET ESTIMATED PROPOSED Park User Fee 1,845,000 1,845,000 1,669,300 Park Misc Revenue 85,600 85,600 74,000 PARK TOTAL 1,930,600 1,930,600 1,743,300 Enterprise User Fee 9,808,100 9,387,000 9,762,100 Property Management User Fee 807,000 807,000 733,000 Special Revenue Fund - Parks User Fee 145,900 181,600 238,400 Intergovernmental Special Revenue Fund - Parks 1,015,000 1,015,000 965,000 Revenue Special Revenue Fund - Parks Misc Revenue 371,500 117,000 407,000

The FY12 proposed Park Fund revenue budget is 9.7% lower than the FY11 budget due to fewer staff available for revenue producing activities.

240 M-NCPPC Montgomery County Proposed FY12 Budget

CONTRACTUAL SERVICES

The total for contractual services department wide in FY12 is $1,886,300. The following chart is a listing of Contractual Services by fund.

FY11 FY12 Division Section Description Adopted Proposed Budget Budget Park Fund Various depositions and legal Director of Parks Director's Office 1,000 1,000 services Park Affairs & Park Affairs & Graphic design services 20,000 20,000 Community Partnerships Community Partnerships Park Affairs & Park Affairs & Media management software 3,400 3,400 Community Partnerships Community Partnerships Park Affairs & On-call(back up staff) for Park Permits 3,000 0 Community Partnerships Permit Office Continued development of the Park Affairs & Community Partnerships Volunteer Services Web-based Training Initiative 8,000 8,000 for Volunteers Park Affairs & Data base for volunteer Volunteer Services 15,500 15,500 Community Partnerships services Telephone Support contract Management Services Technology 70,000 70,000

Help desk and asset Management Services Technology management support 100,000 100,000

Management Services Technology WAN/LAN Emergencies 90,000 100,000

Park Planning & Architectural services for Cultural Resources 45,200 45,200 Stewardship historic properties Park Planning & Natural Resources Non-native plant control 80,300 80,300 Stewardship Stewardship Park Planning & Natural Resources Deer population control 62,200 67,200 Stewardship Stewardship Park Planning & Stewardship Resource Analysis Ground water monitoring 25,000 30,000 Park Planning & Stewardship Cultural Resources Interpretive program 22,500 18,900 Specialized professional Support Services Support Services 55,000 55,000 services Special Operations, Park Police LOEBR/Hearing Boards 5,000 5,000 Patrol, Administration

241 M-NCPPC Montgomery County Proposed FY12 Budget

CONTRACTUAL SERVICES (Continued)

FY11 FY12 Division Section Description Adopted Proposed Budget Budget Park Fund (Continued)

Horticulture, Forestry Stormwater and Environmental Stormwater management 67,700 67,700 Management Education

Horticulture, Forestry and Environmental Nature Centers Licensing agreements 2,700 2,700 Education

Horticulture, Forestry and Environmental Nature Centers / Education / Northern Agricultural History Farm Veterinary services 5,000 3,700 Parks Park Leak detection system for tanks, asbestos/lead/mold Facilities Management Trades Units remediation and 5,200 5,200 architectural/engineering services Energy/Recycling Facilities Management Trades Units 80,000 80,000 management contract

Rock Creek Regional Dam Inspections (5 Year Northern Parks 15,000 0 Park Area Inspections)

Miscellaneous consulting (turf, structural/environmental Southern Parks Administration 3,000 3,000 engineer, legal investigation experts) Total $784,700 $781,800 Park Fund Property Management Fund Facilities Management Property Management Environmental evaluations 8,000 0 Management and Facilities Management Property Management Maintenance of Rental 389,100 355,900 Properties Total $397,100 $355,900 Property Management Fund Special Revenue Fund Southern Region Athletic Fields MCPS Ballfield maintenance 748,600 748,600 Special Revenue Fund $748,600 $748,600 Total Contract Services - All Funds $1,930,400 $1,886,300

Note: This chart includes Professional Services contracts as well as other significant contractual services.

242 M-NCPPC Montgomery County Proposed FY12 Budget EXPENDITURE BY MAJOR OBJECT MONTGOMERY COUNTY PARK FUND SUMMARY

Divisions/Major Units ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

DIRECTOR'S OFFICE Personnel Services $2,364,570 $857,430 $755,100 $883,600 Supplies & Materials 33,023 873 2,500 2,500 Other Services & Charges 345,970 4,733 22,900 22,900 Capital Outlay 0000 Chargebacks 6,420 0 0 0 Total $2,749,983 $863,036 $780,500 $909,000

PUBLIC AFFAIRS & COMMUNITY PARTNERSHIPS Personnel Services $0 $1,056,989 $871,500 $1,838,500 Supplies & Materials 0 62,444 25,500 102,600 Other Services & Charges 0 172,175 95,800 149,800 Capital Outlay 0000 Chargebacks 0 (50,000) (53,700) (55,500) Total $0 $1,241,608 $939,100 $2,035,400

SPECIAL PROGRAMS Personnel Services $0 $791,416 $571,900 $0 Supplies & Materials 0 20,786 22,500 0 Other Services & Charges 0 41,345 45,600 0 Capital Outlay 0000 Chargebacks 0 (29,960) 0 0 Total $0 $823,587 $640,000 $0

MANAGEMENT SERVICES Personnel Services $761,689 $925,113 $816,500 $2,485,700 Supplies & Materials 5,995 598 500 251,600 Other Services & Charges 134,659 3,567 5,000 688,200 Capital Outlay 0000 Chargebacks 0 0 0 (50,000) Total $902,343 $929,278 $822,000 $3,375,500

FACILITIES MANAGEMENT (Old) Personnel Services $567,141 $734,886 $638,000 $0 Supplies & Materials 15,285 5,830 2,100 0 Other Services & Charges 964,893 474,923 232,900 0 Capital Outlay 0000 Chargebacks 0 0 0 0 Total $1,547,319 $1,215,639 $873,000 $0

TECHNOLOGY CENTER Personnel Services $902,899 $887,854 $904,800 $0 Supplies & Materials 436,206 192,520 277,000 0 Other Services & Charges 343,172 552,175 527,100 0 Capital Outlay 6,476 (5,943) 0 0 Chargebacks (21,600) (50,000) (50,000) 0 Total $1,667,153 $1,576,606 $1,658,900 $0

PARK PLANNING & STEWARDSHIP Personnel Services $2,948,439 $3,245,513 $2,888,300 $3,203,800 Supplies & Materials 76,555 60,695 70,700 70,700 Other Services & Charges 333,704 198,595 310,800 296,800 Capital Outlay 52,490 0 0 0 Chargebacks (70,251) (152,037) (309,300) (384,300) Total $3,340,937 $3,352,766 $2,960,500 $3,187,000

PARK DEVELOPMENT Personnel Services $4,574,546 $5,055,968 $4,289,700 $5,107,300 Supplies & Materials 345,929 68,178 74,800 52,800 Other Services & Charges 157,865 85,466 52,700 74,700 Capital Outlay 0000 Chargebacks (1,812,497) (1,923,663) (2,031,600) (1,950,300) Total $3,265,843 $3,285,949 $2,385,600 $3,284,500

243 M-NCPPC Montgomery County Proposed FY12 Budget EXPENDITURE BY MAJOR OBJECT MONTGOMERY COUNTY PARK FUND SUMMARY

Divisions/Major Units ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

PARK POLICE Personnel Services $10,393,232 $11,020,418 $10,397,100 $11,546,200 Supplies & Materials 968,797 401,057 604,800 604,800 Other Services & Charges 335,785 316,327 286,600 286,600 Capital Outlay 135,467 0 0 0 Chargebacks 0 0 0 0 Total $11,833,281 $11,737,802 $11,288,500 $12,437,600

HORTICULTURE, FORESTRY & ENVIRONMENTAL ED Personnel Services $4,920,379 $5,911,606 $4,895,100 $7,059,800 Supplies & Materials 485,709 314,943 334,200 488,400 Other Services & Charges 426,202 131,854 163,700 190,200 Capital Outlay 213,600 0 0 0 Chargebacks (178,987) (101,822) (120,100) (120,100) Total $5,866,903 $6,256,581 $5,272,900 $7,618,300

FACILITIES MANAGEMENT (Formerly Central Maint) Personnel Services $8,735,155 $9,815,425 $8,738,300 $8,906,300 Supplies & Materials 2,124,631 1,760,897 1,733,300 1,677,400 Other Services & Charges 848,656 695,610 948,300 1,114,200 Capital Outlay 81,260 3,198 0 0 Chargebacks (799,747) (700,299) (660,000) (660,000) Total $10,989,955 $11,574,831 $10,759,900 $11,037,900

NORTHERN PARKS Personnel Services $7,763,604 $8,432,164 $7,324,900 $7,333,700 Supplies & Materials 615,215 474,300 570,900 524,000 Other Services & Charges 217,467 157,101 131,100 96,100 Capital Outlay 205,351 (939) 0 0 Chargebacks (76,141) (81,017) (77,000) (77,000) Total $8,725,496 $8,981,609 $7,949,900 $7,876,800

SOUTHERN PARKS Personnel Services $10,975,262 $11,672,518 $10,205,300 $10,482,900 Supplies & Materials 990,752 808,055 1,031,300 967,800 Other Services & Charges 744,217 1,293,089 326,100 290,800 Capital Outlay 338,527 48,750 0 0 Chargebacks (31,818) (29,075) (63,700) (63,700) Total $13,016,940 $13,793,337 $11,499,000 $11,677,800

SUPPORT SERVICES Personnel Services $1,550,970 $310,269 $1,562,690 $3,185,000 Supplies & Materials 1,385,378 1,316,730 1,460,400 1,937,000 Other Services & Charges 10,773,822 9,796,910 7,605,890 6,840,700 Capital Outlay 0000 Chargebacks 233,100 565,700 591,300 642,200 Total $13,943,270 $11,989,609 $11,220,280 $12,604,900

PARK FUND TOTAL Personnel Services $56,457,886 $60,717,569 $54,859,190 $62,032,800 Supplies & Materials $7,483,475 $5,487,906 $6,210,500 $6,679,600 Other Services & Charges $15,626,412 $13,923,870 $10,754,490 $10,051,000 Capital Outlay $1,033,171 $45,066 $0 $0 Chargebacks ($2,751,521) ($2,552,173) ($2,774,100) ($2,718,700) Grants $275,448 515,765 $400,000 $400,000 Non-Departmental (25,199) (474,426) 0 1,692,200 Total Operating 78,099,672 77,663,577 69,450,080 78,136,900 Debt Service 3,804,650 3,658,975 4,307,800 4,867,900 Total Expenditures 81,904,322 81,322,552 73,757,880 83,004,800 Reserves 0 0 2,083,500 2,344,100 Total Funds Required 81,904,322 81,322,552 75,841,380 85,348,900

244 M-NCPPC Montgomery County Proposed FY12 Budget

Program Budget Overview

FY12 is the fifth year the Department of Parks has prepared a program budget. In this context, “program” means the various work elements of our work program listed in a way that is easy to understand – tennis, dog parks, streams, for example. It does not refer to classes or contracted instructional sessions, commonly known as recreational programs. Although the Department is primarily a facilities-based organization consisting of a variety of parks, amenities, and buildings, the program budget provides a more customer-focused view of the services the Department provides to the public and its land and facility management responsibilities. The program budget allows the Department to focus more on delivering quality services with measurable objectives, outcomes and a directed plan for the upcoming fiscal year. It also serves as a guide to specific programs and facilities to enable decision makers to see the effect of their funding choices.

The Department’s FY12 program budget continues to align our work program elements to more efficiently measure the following: • What is the desired impact of the program? • How will our customers benefit? • Will we be efficient? • What is the quality of our service?

The FY12 Program Budget is proposed at $84.3 million. This includes Park Fund, Property Management Fund, Enterprise Fund, and excludes capital investment. This amount does not include chargebacks, debt service or grants, and is not reduced by any salary lapse. The format of the FY12 program elements includes data on program indicators, contractual services and major changes from FY11. We continue to refine the program elements, performance measures, and data collection of the indicators as we move forward.

The work program elements have direct costs associated with day-to-day operations. Direct costs are all specific and identifiable costs associated with providing a service or program. These expenditures are mostly tracked through our sub-systems like SmartParks. The work program elements also include indirect costs. These costs would exist without any of the specific programs. The indirect costs include support from Park Police, Park Planning and Stewardship, Facilities Management, Management Services, and Public Affairs and Community Partnerships divisions.

Major changes in FY12: The Department continues to refine how the workyears and costs are allocated among the work program elements. Each division was required to allocate every cost element down to the program level. This process allowed for better program planning and better analysis of the divisional budgets.

Annual cost fluctuations can be explained by two factors: 1) the more detailed allocation of costs by the divisions based on prior year activity, and 2) the allocation of Support Services (utilities, fuel, risk management, lease payments, and fixed charges from other departments) are spread proportionally by workyears among the program elements.

Program Budget Changes: The Administration of Parks program category was divided into two categories, Administration of Parks and Planning and Community Partnerships. The program elements in the Planning and Community Partnerships category are: Park Planning, Partnerships, Property Management, and 3rd Party Support. These program elements were not appropriately classified in the Administration of Parks category. The new category better defines those elements and gives a truer picture of level of effort in the Administration of Parks category.

The Scenic Parkway Experiences program element name was changed to Paved Surfaces to reflect the inclusion of parking lots and other paved surfaces such as pathways and trail connectors.

245 M-NCPPC Montgomery County Proposed FY12 Budget

Montgomery County Department of Parks FY12 Work Program

The Department of Parks FY12 work program is categorized into four major components:

(1) Park Services Program (2) Stewardship of Natural and Cultural Park Resources Program (3) Planning and Community Partnerships Program (4) Administration of Parks

246 M-NCPPC Montgomery County Proposed FY12 Budget

Park Services Program

The Park Services program provides for the delivery of active and self-directed park programs to the residents of Montgomery County. Complementing the protection and stewardship mission, the Park Services function provides numerous and varied opportunities for everyone to enjoy all of the elements of the parks through structured, programmed, and unprogrammed activities.

The Park Services Program is organized into four Sub-Programs that contain 13 Program Elements. The Sub-Programs are:

Sub-Programs WY Expenditure 1. Organized Sports 116.0 $12,688,600 2. Regional Attractions 92.5 $7,975,500 3. Meeting and Gathering Places 200.5 $21,395,800 4. Trails and Paved Surfaces 64.3 $6,921,100

Budgeted Resources FY11 FY12 WY $ WY $ Personnel 443.7 $32,483,200 473.3 $36,745,400 Contractual Services $203,600 $204,600 Other Operating Expenses $12,040,700 $12,031,000 Total $44,727,500 $48,981,000 Fund Source: Park Fund $42,330,700, Enterprise Fund $6,650,300

247 M-NCPPC Montgomery County Proposed FY12 Budget

Stewardship of Natural and Cultural Park Resources Program

The Stewardship of Natural and Cultural Resources program provides for the protection of our treasured assets, such as: streams; rare, threatened, and endangered species; unique forests; and historic sites. Interpretive and educational programs offer residents and visitors the opportunity to learn about and appreciate these valuable resources.

The Stewardship of Natural and Cultural Park Resources Program is organized into two Sub-Programs that contain 9 Program Elements. The Sub-Programs are:

Sub-Programs WY Expenditure 1. Land and Resource Management 145.5 $15,199,300 2. Education and Interpretation 74.1 $8,058,400

Budgeted Resources FY11 FY12 WY $ WY $ Personnel 207.8 $15,947,200 219.6 $18,196,400 Contractual Services $437,000 $428,900 Other Operating Expenses $4,886,500 $4,632,400 Total $21,270,700 $23,257,700 Fund Source: Park Fund $22,303,500, Enterprise Fund $954,200

248 M-NCPPC Montgomery County Proposed FY12 Budget

Planning and Community Partnerships

The Planning and Community Partnerships program provides guidance and support to ensure that the mission, goals, and objectives of the Department are met. The mission of the Department is to protect and interpret the valuable natural and cultural resources; balance the demand for recreation with the need for conservation; offer a variety of enjoyable recreational activities that encourage healthy lifestyles; and provide clean, safe, and accessible leisure-time activities.

The Planning and Community Partnerships Program is organized into two Sub-Programs that contain 4 Program Elements. The Sub-Programs are:

Sub-Programs WY Expenditure 1. Park Planning 20.0 $2,116,100 2. Community Partnerships 27.9 $3,695,200

Budgeted Resources FY11 FY12 WY $ WY $ Personnel 46.7 $3,892,300 47.9 $4,272,900 Contractual Services $433,600 $393,400 Other Operating Expenses $1,293,800 $1,145,000 Total $5,619,700 $5,811,300 Fund Source: Park Fund $4,796,800 Enterprise Fund $26,500 Property Management Fund $988,000

249 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY DEPARTMENT OF PARKS FY11 FY12 Proposed Includes Park Fund, Enterprise Fund, and

Property Management Fund Total FY12 Other Change Change Services Program Proposed Proposed Expenses Operating Operating Personnel Personnel Budget by Budget Contracts Contracts Work Year Work Years Work Years FY11 Adopted FY11 Adopted Program: PARK SERVICES Organized Sports 112.40 116.00 3.60 9,574,800 56,000 3,057,800 12,688,600 Athletic Fields 78.00 81.30 3.30 7,127,100 23,300 1,941,100 9,091,500 Multi-Use Courts 7.60 8.90 1.30 781,000 8,600 212,800 1,002,400 Tennis 26.80 25.80 -1.00 1,666,700 24,100 903,900 2,594,700 Regional Attractions 85.10 92.50 7.40 4,817,100 55,700 3,102,700 7,975,500 Seasonal Regional Park Amenities 37.20 39.50 2.30 2,447,100 26,600 899,800 3,373,500 Ice Skating 47.90 53.00 5.10 2,370,000 29,100 2,202,900 4,602,000 Meeting and Gathering Places 186.30 200.50 14.20 16,717,300 79,500 4,599,000 21,395,800 Community Open Space 64.90 71.50 6.60 6,267,300 17,800 1,388,800 7,673,900 Permitted Picnic Facilities 22.90 24.30 1.40 2,132,600 15,400 496,600 2,644,600 Playgrounds 31.00 34.10 3.10 2,989,000 7,000 865,200 3,861,200 Dog Exercise Areas 5.20 5.90 0.70 517,200 2,000 127,300 646,500 Park Activity Buildings 35.20 36.00 0.80 3,156,400 25,800 1,095,400 4,277,600 Event Centers 27.10 28.70 1.60 1,654,800 11,500 625,700 2,292,000 Trails and Paved Surfaces 59.90 64.30 4.40 5,636,200 13,400 1,271,500 6,921,100 Paved Surfaces 21.30 22.30 1.00 1,954,700 3,400 425,500 2,383,600 Trails-Paved 38.60 42.00 3.40 3,681,500 10,000 846,000 4,537,500 SUB-TOTAL 443.70 473.30 29.60 36,745,400 204,600 12,031,000 48,981,000 Program: STEWARDSHIP OF NATURAL AND CULTURAL RESOURCES Land and Resource Management 134.20 145.50 11.30 11,988,700 375,100 2,835,500 15,199,300 Arboriculture 30.10 31.30 1.20 2,743,600 13,500 551,200 3,308,300 Horticulture 41.80 41.80 0.00 2,899,000 79,000 864,800 3,842,800 Natural Resource Management 22.60 23.70 1.10 2,077,400 169,300 531,400 2,778,100 Cultural Resources 11.30 12.30 1.00 1,078,100 72,300 287,900 1,438,300 Streams 11.20 16.50 5.30 1,446,300 34,500 221,900 1,702,700 Natural Surface Trails 12.70 15.60 2.90 1,367,400 4,400 271,300 1,643,100 Agricultural Support 4.50 4.30 -0.20 376,900 2,100 107,000 486,000 Education and Interpretation 73.60 74.10 0.50 6,207,700 53,800 1,796,900 8,058,400 Nature Centers 26.80 26.40 -0.40 2,292,000 28,800 665,900 2,986,700 Public Gardens 46.80 47.70 0.90 3,915,700 25,000 1,131,000 5,071,700 SUB-TOTAL 207.80 219.60 11.80 18,196,400 428,900 4,632,400 23,257,700 Program: PLANNING AND COMMUNITY PARTNERSHIPS Planning 19.80 20.00 0.20 1,753,100 25,500 337,500 2,116,100 Park Planning 19.80 20.00 0.20 1,753,100 25,500 337,500 2,116,100 Community Partnerships 26.90 27.90 1.00 2,519,800 367,900 807,500 3,695,200 Partnerships 6.80 6.70 -0.10 589,000 2,900 115,000 706,900 Property Management 9.00 9.60 0.60 914,000 363,600 472,300 1,749,900 3rd Party Support (Incl Pools and Golf) 11.10 11.60 0.50 1,016,800 1,400 220,200 1,238,400 SUB-TOTAL 46.70 47.90 1.20 4,272,900 393,400 1,145,000 5,811,300 Program: ADMINISTRATION OF PARKS Management and Administration 50.00 52.10 2.10 4,458,300 103,900 1,641,300 6,203,500 TOTAL SERVICE DELIVERY 748.20 792.90 44.70 63,673,000 1,130,800 19,449,700 84,253,500 Capital Investment (CIP) 32.40 33.20 0.80 2,910,100 6,900 608,800 3,525,800 PROGRAM TOTAL 780.60 826.10 45.50 66,583,100 1,137,700 20,058,500 87,779,300 Note: Workyears and Dollar amounts are before Chargebacks and Normal Lapse

250 M-NCPPC Montgomery County Proposed FY12 Budget

PARK SERVICES PROGRAM

SUBPROGRAM: ORGANIZED SPORTS

Athletic Fields

Description The Athletic Fields program element provides for the care and maintenance of the Department’s 301 athletic fields and 57 overlay football/soccer fields. Activities include infield dragging and lining, mound maintenance, clay replacement, field striping, mowing, fertilizing, aerating, seeding, turf renovations amenity maintenance, and repair and replacement of fences, benches, home plates, pitching rubbers, goals, etc. There are approximately 795,000 baseball/softball field users and 985,000 rectangular field users actively participating through organized, permitted sports programs and approximately 73,000 games and practices each season. Additionally there are many other field users including teams and leagues that regularly use the fields without a permit, pick-up games, special event participants, dog walkers, and all other park patrons who utilize the open space for any of a multitude of activities.

A study conducted by the University of Iowa states that permanent field damage occurs on average, with 79 events per year. Parks’ rectangular fields host an average 200 events per field, with many fields hosting more than 400 events per year. In FY10, the Department initiated the Athletic Field Inspection and Evaluation Program to monitor field conditions and deterioration, post renovation. The challenge is trying to maintain these fields in a non-controlled atmosphere (unlimited access), while meeting the demands of field users. According to the 2005 Land Park Preservation and Recreation Plan, there will be an estimated shortage of 73 multipurpose rectangular fields as unmet needs are greatest for soccer, football, lacrosse and rugby County-wide.

Goals To provide fields that are safe, playable, aesthetically pleasing and are available for youth/adult organized sports as well as walk on “Free Play” (at the local park level).

Performance Measures Objective Measure Number of fields rated in “good” condition per annual Provide safe and playable athletic fields inspection

Improve quality of renovated fields through a reduction Number of permitted fields in field permits

Improve customer satisfaction of field conditions and User satisfaction surveys quality of fields

Specific Tasks/Products for FY12 • Conduct field evaluations per the Athletic Field Inspection and Evaluation (AFIE) methodology. • Maintain photographic catalog of fields per the AFIE. • Renovate 8-10 baseball/softball fields and 10-12 rectangular fields.

251 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Not enough staff to keep % of fields rated in good condition per fields in good condition. annual field inspection program that meets 75% 70% 65% Field conditions will target of 100% progressively deteriorate with reduced maintenance. % reduction in permitting for one year after renovations that meets or exceeds the target 50% 50% 50% of 50% The Community Use of Public Facilities (CUPF) % of users surveyed who rated field quality began permitting Parks’ and condition satisfactory in customer Not 80% 80% athletic fields in FY11. Parks surveys that meets or exceeds the target of Available will work with CUPF to 80% survey customers in FY11 and FY12.

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 78.0 $6,389,300 81.3 $7,127,100 Contractual Services $23,900 $23,300 Other Operating Expenses $1,984,400 $1,941,100 Total $8,397,600 $9,091,500 FY12 Fund Source: Park Fund $9,078,200 Enterprise Fund $13,300 There is $785,000 in a Special Revenue Account in FY12 that is not included in the above figures.

Contractual Services • $23,300 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is attributable to the restoration of seasonal staff.

Multi-Use Courts

Description The Multi-Use Courts program provides various courts to include basketball, volleyball, racquetball, handball, inline skating, horseshoes and bocce ball courts. This program ensures that all court surfaces are smooth and clear of debris; are free of graffiti; and all fixtures and nets are in place and functional. There are 227 courts available on a first come, first serve basis.

Goals To provide well maintained multi-use courts countywide for informal, organized and competitive play and to promote healthy recreational habits and lifetime skills through community gathering and socializing.

Performance Measures Objective Measure

Inspect all surfaces, fences, nets and standards, etc. Monthly inspections each month for proper and safe court conditions Respond to service requests and complete repairs within Respond to citizen service requests in a timely manner 30 days

252 M-NCPPC Montgomery County Proposed FY12 Budget

Specific Tasks/Products for FY12 • Continue an every 30 day inspection program that is consistent countywide for all court surfaces, fences, nets, and standards. • Monitor average response time to SmartParks service requests through SmartParks system. • Perform a random sampling of customer satisfaction.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Too few staff available to % of monthly multi-use court inspections that 87% 57% 57% conduct monthly meets target of 100% inspections % of service calls with response and repair Staff reallocated to focus 57% 38% 38% within 30 days that meets target of 100% on higher priority areas

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 7.6 $621,600 8.9 $781,000 Contractual Services $8,400 $8,600 Other Operating Expenses $213,200 $212,800 Total $843,200 $1,002,400 FY12 Fund Source: Park Fund $989,100 Enterprise Fund $13,300

Contractual Services • $8,600 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.1 workyear for unfunded obligations with operating budget impacts.

Tennis

Description Indoor Tennis programs at the Wheaton and Cabin John Regional Parks include 12 courts for seasonal court reservations, spot time reservations, group and private lessons, group rental for parties or league play and summer camps. There are 305 outdoor courts located throughout the County in various local, regional, recreational and neighborhood parks. Several outdoor courts are programmed with group lessons and clinics.

Goals To provide well maintained tennis courts for recreational opportunities for the citizens of Montgomery County and the surrounding region.

253 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure Generate sufficient revenues through user fees to cover Operating revenues in excess of operating expenditures operating costs of indoor facilities in the Enterprise Fund

Increase participation in tennis activities Participation numbers Court hours booked Increase indoor court usage through creative pricing and Peak-Season - September-April programming during the peak and off seasons Off-Season – May-Aug Provide quality tennis services and programs User satisfaction survey

Specific Tasks/Products for FY12 • Continue to offer a wide variety of class and special activities for all ages and levels. • Increase the number of court rentals by offering Manager Special’s during non-peak times. • Decrease response time to customers’ inquiries. • Administer customer surveys, using the feedback to improve customer service and programming.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Adjusted FY12 revenues % of operating revenues that cover operating 135% 136% 127% based on FY10 actuals expenditures that meets or exceeds budgeted with an increase in target expenditures % increase in # of patrons participating in Wheaton continues to tennis activities measured through booking build clientele after being 23% 5% 5% court time or taking lessons that meets or closed for 18 months in exceeds target of 5% growth FY08 & FY09 % court hours booked versus available time that meets or exceeds target of 80% during PS 64% PS 80% PS 80% FY10 Cabin John 73% peak season (PS) and 50% during the off OS 29% OS 50% OS 50% Wheaton 54% season (OS) % of patrons surveyed who rated service and program quality as good to excellent in the HAWD survey not done in N/A 80% 85% “How Are We Doing?” (HAWD) survey that FY10 meets or exceeds target of 80%

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 26.8 $1,605,100 25.8 $1,666,700 Contractual Services $23,400 $24,100 Other Operating Expenses $1,029,000 $903,900 Total $2,657,500 $2,594,700 FY12 Fund Source: Park Fund $1,466,600 Enterprise Fund $1,128,100

Contractual Services • $24,100 – Various contracts serving multiple program elements

Major Changes • The 1.0 workyear reduction is in the Enterprise Fund and results from a combination of moving an Assistant Manager back to Little Bennett Campground and an effort to increase efficiencies and streamline operations.

254 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: REGIONAL ATTRACTIONS

Seasonal Regional Park Amenities (includes boating, camping, miniature trains, carousel, miniature golf, splash playground, and skate park)

Description Boating activities center around Lake Needwood in Rock Creek Regional Park and Little Seneca Lake in Black Hill Regional Park. Both sites offer a variety of rental boats, mooring sites, a public boat ramp, boat tours and special events. These lakes provide visitors and residents of all ages with the opportunity to fish, sail, paddle, observe wildlife, exercise, and enjoy the outdoors on county lakes. The Camping Program accounts for the camping-related activities at Little Bennett Campground and Cabin John Regional Park Robert C. McDonell Campground. The Miniature Golf/Splash Playground at South Germantown Recreational Park features a 280-jet water maze, a waterfall with a cave, water bucket drops, and spraying animals. The miniature golf facility offers two 18-hole championship level courses, a shaded rest area, restrooms, changing rooms with lockers, vending machines, along with two event tents which can accommodate parties, large groups and summer camps. Both Wheaton Regional and Cabin John Regional Parks operate miniature trains along with party rooms for group events. Ovid Hazen Wells Carousel is also operated out of Wheaton Regional Park during the summer. Operation of the Olney Manor Skate Park was transferred from the Department of Recreation to the Department of Parks in November 2010.

Goals To offer enjoyable, unique and family oriented recreational activities, at an affordable price; to give a nostalgic experience of a bygone era; to provide riders with a tour of Montgomery County’s valuable natural resources to instill an appreciation of nature; and to provide a safe, clean, and quality recreational experience for all park patrons visiting the Park amenities.

Performance Measures Objective Measure

Provide quality Seasonal Park Amenity services and User satisfaction survey programs

Generate sufficient revenue through user fees to cover Operating revenues in excess of operating expenditures most or all operating costs in Enterprise Fund

Increase participation in Seasonal Park Amenities Participation numbers

Specific Tasks/Products for FY12 • Increase innovative programming during off peak season to increase revenue and patronage. • Increase marketing and outreach for all facilities. • Complete the group camping area at the Little Bennett Campground. • Program Little Bennett camping area and Hawks Reach Visitor Center. • Remove one miniature golf course and renovate the other to improve conditions, increase play and reduce maintenance costs. • Expand the dry area of the splash park into the removed miniature golf area to increase facility capacity. • Expand programming opportunities at Olney Manor Skate Park.

255 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed B= 92% B=94% % of patrons surveyed who rated service and B=93% User satisfaction C=92% C=94% program quality as good to excellent in the “How C=93% survey instrument M=100% M=100% M100% Are We Doing?” survey that meets or exceeds S=N/A S=80% being developed for S=N/A T=95% target of 80% T=94% T=96% FY12 for Skate Park Some facilities B=125% B = 107% B = 125% increased slightly while others % of operating revenue that covers operating C=101% C = 95% C = 73% M=124% M = 116% M = 110% decreased slightly expenditures meets or exceeds budgeted target S=N/A S = 100% S = 113% based on weather, T=181% T = 208% T = 167% programming and popularity B = 26% B =0% B = 5% Delayed opening for % increase in # of patrons participating in C = (7%) C =5% C = 5% Needwood Boats in Seasonal Park Amenities that meets or exceeds M = (1%) M=5% M = 5% Spring FY11 due to budgeted target S=N/A S =0% S = 48% T = 15% T = 5% T = 5% dredging B = Boating C= Camping M = Miniature Golf/Splash Playground S= Skate Park T = Trains/Carousel

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 37.2 $2,132,000 39.5 $2,447,100 Contractual Services $26,100 $26,600 Other Operating Expenses $823,900 $899,800 Total $2,982,000 $3,373,500 FY12 Fund Source: Park Fund $2,372,500 Enterprise Fund $1,001,000

Contractual Services • $26,600 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the Enterprise Fund taking over the operation of the Olney Skate Park.

Ice Skating

Description The Ice Skating program provides for the operation, maintenance, and programming of the Department’s ice skating facilities in Cabin John and Wheaton Regional Parks, comprised of four separate sheets of ice. Both facilities offer a diverse selection of programs year round for all ages and skating abilities including general and special skating sessions, skate rentals, group and private lessons, camps, charity events, and leased time for ice. The Wheaton Outdoor facility is used for dry floor activities including flea markets and camp activities.

Goals To provide opportunities for individuals, groups, and families of all ages and skill levels to learn and enjoy ice skating, hockey, and other ice-based activities; offer special programs and events to the public on a regular basis; offer structured and safe teen programs; and promote a healthy and active lifetime sport to help develop future generations’ interest in skating.

256 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure Generate sufficient revenues through user fees to cover Operating revenues in excess of operating expenditures most or all operating costs in the Enterprise Fund Increase participation in ice skating activities Participation numbers

Provide quality ice skating services and programs User satisfaction survey

Specific Tasks/Products for FY12 • Continue to offer a wide variety of classes, special activities and opportunities for all ages and levels. • Attract groups and organizations to increase rentals during slow times to increase use and revenues.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of operating revenues that cover operating expenditures meets or exceeds budgeted 113% 111% 113% target % increase in # of patrons participating in ice Increased attendance in skating activities through public sessions, FY10 due to the Winter 11% Break Even 3% facility rentals or taking lessons that meets or Olympics and special exceeds target of breaking even events % of patrons surveyed rated service and program quality as good to excellent in the 85% 85% 85% “How Are We Doing?” survey that meets or exceeds target of 80%

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 47.9 $2,293,600 53.0 $2,370,000 Contractual Services $28,300 $29,100 Other Operating Expenses $2,158,300 $2,202,900 Total $4,480,200 $4,602,000 FY12 Fund Source: Park Fund $1,273,200 Enterprise Fund $3,328,800

Contractual Services • $29,100 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the Enterprise Fund due to increased activities in the Wheaton Outdoor rink.

257 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: MEETING AND GATHERING PLACES

Community Open Space

Description The Community Open Space program maintains approximately 1,430 acres or 16% of the developed land managed by the Department of Parks. These are areas within local, recreational and regional parks that are maintained for public use but not scheduled for organized activities, including neighborhood and urban parks. These types of parks traditionally have no permitted athletic fields, but provide people with the opportunity to enjoy family time and the benefit of being outdoors. Community open space should not be viewed as un-used open space--these areas are very heavily used.

Traditionally these areas are used for passive recreational activities such as Frisbee games, throwing a ball, having a picnic, walking a dog, reading, painting-- the uses are endless. These areas are considered the glue that binds together the rest of the amenities such as shelters, playgrounds, and courts. In some cases, restroom facilities not directly linked to other elements are included here. The program involves all aspects of maintenance including, but not limited to: mowing, trimming, litter and trash collection, leaf removal, maintenance of loop trails in Regional parks, pathways, water fountains, park benches, etc. It also includes police and ranger patrols to ensure visitor safety.

Goals To provide valuable social and community green space in the urban and developing areas of the County; provide space for youth to experience unstructured, creative, free play to support the concepts of the “No Child Left Inside” and “Get Outdoors, It’s Yours!” initiatives; and promote healthy recreation, both active and passive in nature and a healthy and balanced lifestyle.

Performance Measures Objective Measure

Provide an aesthetically pleasing open space Established maintenance standards tasks frequency for visitors to enjoy

Provide quality and well maintained open User satisfaction survey space

Specific Tasks/Products for FY12 • Continue to monitor targeted maintenance standards and adjust maintenance needs as appropriate and within funding levels • Monitor and track customer satisfaction and complaints and adjust maintenance and patrols as appropriate

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % established maintenance standards tasks Not able to achieve target (mowing, turf management, litter collection, 75% 60% 60% due to budget reductions etc.) that meets target of 100% Survey information from the % of patrons surveyed rated quality of service Survey 2009 County Executive’s as good to excellent in random sampling 87% Done Every 87% Montgomery County customer surveys that meets or exceeds Other Year Resident’s survey Table 8. target of 80% Survey done every 2 years.

258 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 64.9 $5,317,100 71.5 $6,267,300 Contractual Services $17,800 $17,800 Other Operating Expenses $1,504,300 $1,388,800 Total $6,839,200 $7,673,900 FY12 Fund Source: Park Fund $7,673,900

Contractual Services • $17,800 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.7 workyears for unfunded obligations with operating budget impacts.

Permitted Picnic Facilities

Description Provide for the care and maintenance of the Department’s permitted picnic facilities. This includes cleaning, replacing/repairing tables and grills, and shelter renovations. The Department has three Group Picnic Areas: Valley Mill, Parklawn, and Cabin John. They accommodate up to 175 people. Revenue from these areas is deposited in the Park Fund. There are also 80 picnic shelters throughout the Department. Revenue from the shelters in local parks is deposited in the Park Fund while revenue from the shelters in recreational and regional parks is deposited into the Enterprise Fund. All shelters can be used on a first- come, first-served basis unless a permit has been issued. A permit guarantees exclusive use.

Goals To provide dedicated, clean and safe areas with grills, restrooms, playgrounds, and play fields for large groups to gather. Provide covered outdoor areas with grills and tables for smaller groups to gather.

Performance Measures Objective Measure

Provide a well maintained area for gatherings in Facility cleaned on schedule permitted shelters

Provide picnic shelters and group picnic areas for Rental usage gatherings that meet user demand

Provide quality service from the Permits Office User satisfaction surveys

Specific Tasks/Products for FY12 • Conduct inspections during routine maintenance • Monitor usage patterns • Conduct comprehensive fee analysis, introduce new fee schedule as/if appropriate • Introduce and monitor user satisfaction surveys • Monitor the number of user complaints • Respond to service calls within 48 hours

259 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Regional Parks % of shelters cleaned after permitted use 95% 95% 95% during peak summer season that meets target of 100% Local Parks 95% 95% 95% % picnic shelters and group picnic areas reserved on the weekends during peak summer season from Memorial Day to TBD 95% 95% Labor Day that meets or exceeds the target of 95% % of patrons surveyed who rated quality of User satisfaction survey service as good to excellent in random Not Not 80% instrument being sampling customer surveys that meets or Available Available developed for FY12. exceeds target of 80%

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 22.9 $1,872,900 24.3 $2,132,600 Contractual Services $16,000 $15,400 Other Operating Expenses $463,600 $496,600 Total $2,352,500 $2,644,600 FY12 Fund Source: Park Fund $2,599,700 Enterprise Fund $44,900

Contractual Services • $15,400 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.5 workyears for unfunded obligations with operating budget impacts.

Playgrounds

Description The Playgrounds Program provides for the inspection, repair, replacement and maintenance of 291 public playground facilities. Approximately two-thirds of the playgrounds are located in the Southern Region and one-third are in the Northern Region. Services under this program include regular inspections by certified inspectors, recording and addressing defects and needed repairs, preventive maintenance, and reporting and/or addressing vandalism or graffiti.

Goals To provide safe, accessible, and well maintained playgrounds for children and their families to enjoy.

260 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure

Provide safe areas for play through regular inspections Monthly inspections by certified inspectors

Increase the useful life of the playgrounds through a Repair defects identified during monthly inspections comprehensive preventative maintenance and repair within one week program

Respond to service requests in a timely manner to Respond to high priority or emergency service requests ensure playground discrepancies are corrected within 24 hours

Specific Tasks/Products for FY12: • Provide random customer service surveys. • Continue to monitor response time to service requests through SmartParks. • Continue 30 day inspection program.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed

Department is committed to % of monthly playground inspections keeping playgrounds safe for 90% 100% 100% completed that meets target of 100% kids - the vulnerable population Delays in purchasing % of defects identified and repaired within materials/supplies. Some 84% 85% 85% one week that meets target of 100% work needs to be scheduled to meet crew schedule. Department is committed to % of service call response time that meets keeping playgrounds safe for 34% 66% 80% or exceeds target of 24 hours kids - the vulnerable population

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 31.0 $2,539,800 34.1 $2,989,000 Contractual Services $7,000 $7,000 Other Operating Expenses $803,600 $865,200 Total $3,350,400 $3,861,200 FY12 Fund Source: Park Fund $3,861,200

Contractual Services • $7,000 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.2 workyears for unfunded obligations with operating budget impacts.

261 M-NCPPC Montgomery County Proposed FY12 Budget

Dog Exercise Areas

Description The Dog Exercise Areas Program provides for the inspection, repair, and maintenance of five dog parks. Each existing park is between ½ and 2 acres in size and is enclosed with a six-foot chain link fence. Shaded seating areas are provided for the enjoyment of dog owners and their pets and water is provided where available. Dog Parks are located at Black Hill Regional Park, Ridge Road Recreational Park, Wheaton Regional Park, Cabin John Regional Park, and Olney Manor Recreational Park.

Goals To provide well maintained Dog Parks where dogs can safely run off leash.

Performance Measures Objective Measure

Provide safe areas for patrons to bring their dogs to run off leash Monthly inspections

Provide clean areas for patrons and their dogs Collect trash/dog waste

Specific Tasks/Products for FY12 • Pursue lighting for Ridge Road Dog Park to enable longer use hours • Continue to plan for future Dog Parks as part of the park master plan process

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of monthly inspections performed to check for safety issues that meets target of 100% (inspect Data Not Began inspection for secured fencing, surfacing concerns and 85% 85% Available program in Fall 2010 safe amenities, and prepare service requests for any deficiencies noted) % of time where frequency of trash/dog waste Data Not Began data collection in collected meets or exceeds target of 2 times per 90% 90% Available Fall 2010 week

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 5.2 $426,000 5.9 $517,200 Contractual Services $2,000 $2,000 Other Operating Expenses $154,200 $127,300 Total $582,200 $646,500 FY12 Fund Source: Park Fund $646,500

Contractual Services • $2,000 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.4 workyears for unfunded obligations with operating budget impacts.

262 M-NCPPC Montgomery County Proposed FY12 Budget

Park Activity Buildings

Description The Park Activity Buildings Program provides for the maintenance, repair, and life-cycle replacement of major building components, permitting, policing, and administration of 18 small one-room buildings. These buildings provide a public indoor meeting space for individuals and organizations annually, and are permitted to users by the Park Permit Office for reunions, social events, civic and other association meetings, religious services, and classes and programs offered by the Recreation Department and other organized groups. The rental of these buildings generates approximately $500,000 in annual revenue which is deposited into the Park Fund.

Goals To provide citizens with attractive, clean, and safe indoor spaces on park property that provide a center of activities for the local community.

Performance Measures Objective Measure

Provide quality service from the Permits Office User satisfaction surveys

Building utilization rate of 30% of available hours for Facility booking information one third of the buildings

Specific Tasks/Products for FY12 • Continue evaluation of all buildings and determine course of action for buildings beyond their lifecycle and buildings below 30% utilization rate • Pursue single tenant leases as appropriate for the underutilized buildings closed in FY11 • Conduct comprehensive fee analysis and, based on Vision2030 cost recovery information, introduce new fee schedule as/if appropriate • Introduce and monitor user satisfaction surveys

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of patrons surveyed who rated quality of User satisfaction survey service as good to excellent in random Not Not 80% instrument being developed sampling customer surveys that meets or Available Available for FY12 exceeds target of 80% % of buildings utilized 30% or more that 14% 24% 24% meets or exceeds the target of 33%

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 35.2 $2,882,800 36.0 $3,156,400 Contractual Services $26,000 $25,800 Other Operating Expenses $1,028,200 $1,095,400 Total $3,937,000 $4,277,600 FY12 Fund Source: Park Fund $4,138,300 Enterprise Fund $139,300

263 M-NCPPC Montgomery County Proposed FY12 Budget

Contractual Services • $25,800 – Various contracts serving multiple program elements

Major Changes • None

Event Centers

Description The Event Centers Program provides for the maintenance, operation, programming, rental and administration of Ag History Farm Park, Brookside Gardens, Lodge at Little Seneca Creek, Rockwood Manor and Woodlawn Manor. These centers offer residents and visitors, businesses, and government agencies attractive, versatile indoor and outdoor venues in park settings for meetings, social events, educational offerings, and other group, family, or community activities. In addition, special events and programs are also offered or being planned at these sites. These centers are operated as Enterprise facilities to reduce the cost of providing these opportunities to the public. Approximately 68,000 visitors a year attend events at these facilities.

Goals To provide rentals of well maintained gathering places in the parks where our clients can meet, learn, socialize or just relax and to raise revenues to offset the cost of providing these benefits to the public.

Performance Measures Objective Measure

Facilities rented 33% of available time Facility bookings Generate sufficient revenues through user fees to cover Operating revenues in excess of operating expenditures most or all operating costs in the Enterprise Fund Provide quality services and programs User satisfaction survey

Specific Tasks/Products for FY12 • Increase programs during less desirable rental times to increase revenue. • Increase innovative programming at facilities to increase revenue and to expose new patrons to the facilities’ availability.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of time that facilities are rented that 20% 33% 33% Continue target marketing meets or exceeds target of 33% Rental revenues continue to % of operating revenues that cover grow as the cost of operating expenditures that meets or 71% 85% 72% maintenance and exceeds budgeted target improvements increase % of patrons surveyed who rated service User satisfaction survey and program quality as good to excellent in Not Not 80% instrument being developed random sampling surveys that meets or Available Available for FY12 exceeds 80%

264 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 27.1 $1,495,500 28.7 $1,654,800 Contractual Services $11,300 $11,500 Other Operating Expenses $635,100 $625,700 Total $2,141,900 $2,292,000 FY12 Fund Source: Park Fund $1,310,400 Enterprise Fund $981,600

Contractual Services • $11,500 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the Enterprise Fund for the increased showing and rentals including the Barn at the Agricultural History Farm Park and the new tent pad at Woodlawn Manor.

265 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: TRAILS AND PAVED SURFACES

Paved Surfaces (formerly Scenic Parkway Experiences)

Description The Paved Surfaces Program provides for the care and maintenance of all park roadways including Sligo Creek Parkway, Little Falls Parkway, and Beach Drive, and includes parking lots and other paved surfaces. These parkways offer residents and visitors a scenic park experience while in transit as well as easy access to hiker/biker trails, playgrounds, basketball and tennis courts, and green open space along stream valleys for picnicking or bird watching. The parking lot and paved surfaces allows for safe, easy access and enjoyment of all park facilities.

Goals To provide safe and easy access to communities and parks, recreational opportunities (passive & active), natural environment accessibility, alternative routes and methods to work and special events.

Performance Measures Objective Measure

Provide safe parking lots, paved surfaces, and parkway Monthly inspections shoulders & guardrails Respond to service requests and complete repairs Respond to citizen service requests in a timely manner within 30 days

Specific Tasks/Products for FY12 • Mowing and trimming and sweeping and/or blowing. • Maintenance of shoulders and guardrails. • Replacement of deteriorated signage. • Removal of invasive plants, and litter and trash. • Removal of snow on roadway and paved surfaces (parking lots and sidewalks). • Traffic control and enforcement by Park Police. • Clean up after storm damage. • Striping of parking lots.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of monthly inspections of parking lots, paved surfaces and parkway shoulders and Staff reallocated to focus on 25% 8% 8% guardrails completed that meets target of higher priority areas 100% % of service calls with response and repair FY10 projects were larger 14% 55% 55% within 30 days that meets target of 100% in scope

266 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12

WY $ WY $ Personnel 21.3 $1,745,100 22.3 $1,954,700 Contractual Services $3,400 $3,400 Other Operating Expenses $507,400 $425,500 Total $2,255,900 $2,383,600

FY12 Fund Source: Park Fund $2,383,600

Contractual Services • $3,400 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. • The program element name was changed from Scenic Parkway Experiences to Paved Surfaces to reflect the inclusion of parking lots and other paved surfaces such as trail connectors.

Trails - Paved

Description The Trails - Paved Program Element provides for the maintenance and administration of more than 70 miles of paved trails, bridges and boardwalks throughout the park system. These trails connect the park system with the surrounding communities and offer the public convenient access to the natural environment and popular amenities. Paved trails are point-to-point trails and are 8-10 feet wide. The major trails include: Black Hill Regional Park, Cabin John Regional Park, Capital Crescent, Fairland Recreation Park, Little Falls Branch, Long Branch, Magruder Branch, Martin Luther King, Jr. Recreation Park, North Branch Trail, Northwest Branch Trail, Paint Branch, Rock Creek, Sligo Creek, South Germantown Recreational Park and Wheaton Regional Park. Other trails include Matthew Henson Trail and a variety of greenways and connector trails. Note: Paved trails are not plowed nor treated during snow or icy weather events except when the trail is identified as a corridor for the Safe Routes to School program.

Goals To provide well maintained hard surface trails for access to communities and parks, and safe recreational opportunities for walking, biking and running.

Performance Measures Objective Measure Provide trails with consistent surface and free of debris Monthly Inspections

Provide safe bridges and boardwalks on paved trails Cyclic planned inspections Provide maintained trails by repairing trails in a timely Respond to service requests and complete repairs manner within 30 days

Specific Tasks/Products for FY12

• Continue a 30 day inspection cycle for trail surface, bridges, and boardwalks per recommended maintenance standards. • Repair tripping hazards and deficiencies identified on Sligo Creek and Rock Creek Trails. • Monitor change in service calls after inspection program is initiated. • Perform a representative sampling of trails users during peak season.

267 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Too few staff available % of monthly paved trail inspections completed 86% 33% 33% to conduct monthly that meets target of 100% inspections % of trail bridges and boardwalks inspected per 100% 100% 100% the planned cycle that meets target of 100% Staff and budget % of service calls with response and repair 65% 65% 65% within 30 days that meets target of 100% reductions

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 38.6 $3,162,400 42.0 $3,681,500 Contractual Services $10,000 $10,000 Other Operating Expenses $735,500 $846,000 Total $3,907,900 $4,537,500 FY12 Fund Source: Park Fund $4,537,500

Contractual Services • $10,000 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.6 workyears for unfunded obligations with operating budget impacts.

268 M-NCPPC Montgomery County Proposed FY12 Budget

STEWARDSHIP OF NATURAL RESOURCES PROGRAM

SUBPROGRAM: LAND AND RESOURCE MANAGEMENT

Arboriculture

Description The Arboriculture Program Element provides a comprehensive tree care program, managed by International Society of Arboriculture Certified Arborists, to plan, operate and administer county-wide operations to maintain healthy trees and forests. Professionally trained staff responds to over 1,000 service requests for tree maintenance and removals per year. Services include inspections of trees for health and safety, removal of high risk trees and limbs, preventative tree maintenance, 24/7 emergency tree response, and integrated pest management. The Historic, Significant and Champion Tree Program cares for over 100 individually notable trees, important stands of trees and those on historic properties. Care of trees under this program includes inventory and mapping, soil aeration and addition of amendments such as compost and compost tea, mulching to protect and enhance root systems and lightning protection installation. Expert arboricultural support is provided to Park Development and Park Permitting projects.

Goals To provide healthy, sustainable trees in our parks; reduce the chances of property damage to our facilities; preserve historic, significant and champion trees and stands; and encourage Best Management Practices in Arboriculture for park development and construction projects.

Performance Measures Objective Measure

Identify trees in need of maintenance Annual inspections

Provide safe and healthy trees in our parks Service request backlog and patron service requests

Provide timely consultation on park development and Consultation responses construction projects Respond to emergency service requests in a timely Respond to emergency service requests within 3 hours manner

Specific Tasks/Products for FY12 • Increase number of parks inspected annually. • Increase inspections along property boundaries for preventative maintenance. • Increase number of Historic, Significant and Champion Trees maintained. • Launch a Tree Steward Volunteer Program to assist with Inspections and with mulching through large group projects.

269 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Increase in inspections % parks inspected on an annual basis that 20% 40% 50% due to anticipated volunteer meets target of 100% tree steward program Decrease from FY10 in completed requests based % of service requests for tree maintenance 72% 55% 60% on storm damage work, completed that meets target of 100% lack of seasonal labor and vacant tree climber position % requests for consultation responded to by 100% 100% 100% provided deadlines that meets target of 100% % emergency service requests responded to 100% 100% 100% within 3 hours that meets target of 100%

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 30.1 $2,466,000 31.3 $2,743,600 Contractual Services $13,200 $13,500 Other Operating Expenses $510,600 $551,200 Total $2,989,800 $3,308,300 FY12 Fund Source: Park Fund $3,308,300

Contractual Services • $13,500 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff.

Horticulture

Description The Horticulture Program Element provides for the management, operation and administration of countywide services to support the development, beautification, maintenance, conservation, and renovation of parks, and facilities. The Horticultural Program provides plant production services including the propagation and growing of woody and herbaceous materials, trees, shrubs, annuals, and perennials; compost operations; landscaping services including installation, maintenance and renovation of horticultural resources and a comprehensive two-year aftercare program for newly planted trees which includes watering, pruning and mulching.

Goals To provide well-designed and maintained landscapes that serve as the green infrastructure of the parks. Benefits include shade for park users, wildlife habitat and food sources for local fauna, reduction in storm water runoff, and improvement to water quality and energy conservation.

Performance Measures Objective Measure Produce trees for park planning projects Trees planted Provide timely consultation on park development and Consultation responses construction projects Provide tree aftercare program to meet industry Tree aftercare maintenance standards to sustain tree survival

270 M-NCPPC Montgomery County Proposed FY12 Budget

Specific Tasks/Products for FY12 • Harvest and install approximately 1,000 locally grown trees into the landscape from Pope Farm. • Provide aftercare to include water, mulch and pruning to approximately 2,000 trees during the growing season thereby increasing survivability of plants installed on Parkland. • Provide on-site inspection of park construction projects to ensure plants and installation meet standards. • Provide a composting program to recycle and compost bio-degradable green material generated by Montgomery Parks. Compost Program will provide approximately 1,500 yards to compost annually. • Initiate horticulture major maintenance program for the Department. • Maintain horticultural areas at event centers including Rockwood and Woodlawn Manor. • Provide a landscape upgrade for all nature centers.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Number of trees planted # of trees planted county-wide that meets 899 1,150 1,000 reduced to focus efforts on target of 3,000 maintaining recently installed trees % requests for consultation responded to by Additional staff assisting 95% 100% 100% provided deadlines that meets target of 100% with consultations

% of trees meeting minimum maintenance 41% 41% 50% Due to budget and staff cycle of every two weeks that meets target of cuts, workyears and 80% resources shifted to focus

% of trees sustained after two year aftercare on departmental priorities program that meets target of 100% 80% 80% 89%

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 41.8 $2,681,800 41.8 $2,899,000 Contractual Services $78,800 $79,000 Other Operating Expenses $1,110,200 $864,800 Total $3,870,800 $3,842,800 FY12 Fund Source: Park Fund $3,310,900 Enterprise Fund $531,900

Contractual Services • $11,300 – Various contracts serving multiple program elements • $67,700 – Storm water management

Major Changes • None

Natural Resources Management

Description The Natural Resource Management Program Element preserves, protects and enhances the natural environment within Parks. Services include habitat management and restoration, reforestation, rare species and habitat protection, non-native invasive (NNI) plant management, deer management, nuisance wildlife management, development and coordination of the Countywide Deer Management Program, and consultation to other divisions and outside agencies.

271 M-NCPPC Montgomery County Proposed FY12 Budget

Goals To provide beautiful, diverse natural areas for the public to connect with nature and the outdoors; ensure functioning ecosystems and the benefits they provide all residents - e.g. cleaner air and water, reduced flooding and erosion, groundwater recharge, moderation of air and water temperature extremes, and many other critical ecosystem functions.

Performance Measures Objective Measure

Develop and implement deer management programs to Ongoing deer management programs in Best Natural reduce negative impacts to park resources Areas (BNAs) and Biodiversity Areas (BDAs) Develop and implement programs that protect, maintain Ongoing vegetation management programs in BNAs and enhance park vegetation resources and BDAs Develop and implement Park Natural Resource Management plans to provide guidance to park Written Natural Resource Management Plans for BNAs management staff and BDAs Enhance Natural Resource Management projects through the use of volunteers Volunteer hours

Specific Tasks/Products for FY12 • Complete natural resource monitoring, including NNI inventories, for 20% of park BNAs and BDAs. Establish annual program to complete all BNAs and BDAs every 5 years, and all natural areas every 10 years. • Incorporate park NNI management, meadow management, and reforestation work into the Smart Parks system. • Continue to develop and implement natural resource management recommendations through development of Operation & Use guidelines for park BNAs and BDAs. • Complete Beaver Management Guidelines document. • Establish Forest Stewards Volunteer program to assist with Natural Resource restoration work. • Expand deer management program into at least one additional down-county park.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of BNAs and BDAs with on-going deer Difficult to meet target due to 65% 67% 67% management that meets target of 70%* budget and staff cuts. % of BNAs and BDAs with on-going Drastically low level due to budget vegetation mgt (e.g. NNI & meadow mgt, 3.3% 3.0% 3.0% and staff cuts. reforestation) that meets target of 70%* % of BNAs and BDAs with completed Relatively new effort that should 21% 36% 45% Natural Resource Management Plans expand in future. # of volunteer hours spent on Natural FY10 increase due to new Resource projects that meets or exceeds 11,698 10,000 10,000 programs. Loss of staff in FY11 target of 10,000 hours will negate much of this gain. * Deer management and vegetation management have been separated out this year to better reflect the large difference between them.

272 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 22.6 $1,851,600 23.7 $2,077,400 Contractual Services $163,800 $169,300 Other Operating Expenses $587,200 $531,400 Total $2,602,600 $2,778,100 FY12 Fund Source: Park Fund $2,778,100

Contractual Services • $21,800 – Various contracts serving multiple program elements • $80,300 – Non-native plant control • $67,200 – Deer population control

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff.

Cultural Resources

Description The Cultural Resources Program provides stewardship and education via 157 cultural resources in its inventory (including buildings and archaeological sites). The audience is the public at large. The program’s activities include: 1) maintaining and rehabilitating priority historic resources; and 2) selecting the best sites to tell the County’s history through interpretation. Buildings are stabilized, repaired, and rehabilitated for public uses including interpretation, recreation, government offices, and public-private partnerships. Interpretive programs also include tours, events, and demonstrations. Archaeological programs involve site investigation, collection, analysis, and interpretation of artifacts and education about those artifacts. Ongoing activities include site interpretation, historical research, master planning, and interpretive signage.

Goals To provide interesting, safe, architecturally pleasing and historically accurate buildings that tell the story of Montgomery County’s history to its citizens and/or serve another public purpose, and to tell Montgomery County’s story through archaeological investigation and education.

Performance Measures Objective Measure

Provide historic structures that are stabilized or Historic structures stabilized or rehabilitated rehabilitated according to best preservation practice

Provide interesting programs at heritage buildings and User satisfaction survey archaeological sites

Enhance interpretive and archaeological programs Volunteer hours through a wide network of trained volunteers

273 M-NCPPC Montgomery County Proposed FY12 Budget

Specific Tasks/Products for FY12 • After the Darby Store is stabilized and moved back from the road, rehabilitate the building to bring back and interpret its appearance as a country store, linking a new, public function there to the Agricultural Reserve. • Since completion of the Josiah Henson Special Park Master Plan in December 2010, work continues on the Facility Plan to convert the park to a museum honoring Henson’s life and addressing slavery in the county. • Complete the Woodlawn Barn Visitors Center’s architectural design and finalize the interpretive design to further promote the history of Quakers and the Underground Railroad at the barn and carriage house. • Implement a new approach to docent training based on Colonial Williamsburg professional input, instituting first-person narrative, costumed interpretations at the Underground Railroad trail and Oakley Cabin. • Begin using an in-house-developed Archaeology Collections Management Software system for cataloguing and analyzing artifact data based on the database used at Monticello. • Continue to add interpretive signage throughout the parks, including signs on Civil War history and environmental stewardship tied to most recent signage grant.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Planning and maintenance # of historic structures stabilized or projects also are ongoing, rehabilitated per year (per completion of 1 1 1 and focus on priority capital projects) that meets target of 1 historic buildings. % of visitors surveyed who rated service Quality of interpretation and program quality as good to excellent in 98% 90% 90% depends on staff tours and the random customer surveys that meets well-trained docents. the target of 90% There are 80 volunteers in # of workyears contributed outside of the the Cultural Resources operating budget via in-kind donations by 4 4 4 program whose time archaeology volunteers and interpretive equates to four or more docents that meets target of 4 workyears. workyears annually.

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 11.3 $921,700 12.3 $1,078,100 Contractual Services $75,900 $72,300 Other Operating Expenses $297,100 $287,900 Total $1,294,700 $1,438,300 FY12 Fund Source: Park Fund $1,438,300

Contractual Services • $8,200 – Various contracts serving multiple program elements • $45,200 – Architectural services for historic properties • $18,900 – Interpretive program

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff.

274 M-NCPPC Montgomery County Proposed FY12 Budget

Streams

Description The Streams Program ensures best management of streams and their biota within the park system. This program protects our streams through stream monitoring, stream restoration, aquatic habitat enhancement, fish stocking, watershed management, watershed enhancement (including riparian reforestation), and stormwater management. In addition, park staff members provide expert consultation to other agencies and citizen groups on park aquatic resource issues.

Goals To provide a safe, enjoyable, aquatic resource-focused experience for park users; provide the necessary water quality and in-stream and riparian habitat to support aquatic and related terrestrial biota.

Performance Measures Objective Measure

Maintain habitat and water quality to support aquatic State Water Use standards biota per State Water Use Standards

Enhance stream work program of providing clean, trash Stream clean-up projects free stream valleys through the use of volunteers

Maintain healthy streams for fish, macroinvertebrates, Monitor streams and habitat

Pro-actively plan stream stabilization/infrastructure Stream restoration projects protection projects (measured in linear feet of restoration)

Specific Tasks/Products for FY12 • Monitor 15 sites in the Anacostia River and Seneca Creek watersheds. • Complete two stream restoration (stream bank stabilization, habitat enhancement) projects in-house. • Continue to make progress toward fulfilling the requirements of the Department’s stormwater permit. • Ensure that other agency projects, including InterCounty Connector mitigation projects, are done properly, are well-coordinated, and do not have long-term negative impacts on park users or aquatic biota. • Continue assessment of the natural, cultural, and built environment in Rock Creek Stream Valley Park.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of streams within parks that meet State Actuals based on CY2010 Water Use standards 75% 95% 95% monitoring

FY10: 7133.5 volunteer hrs; # of stream clean-up (trash removal) some areas need less projects using volunteers that meets or 91 85 80 clean-up than previously; exceeds 80 per year other organizations are also doing clean-ups # of monitoring sites sampled per year for Monitoring sites reduced fish, macroinvertebrates, and habitat that 25 15 12 due to loss of 2 field staff meets target of 23 Ratio of planned stream restoration projects (measured in linear feet of 0 2 to 1 2 to 1 restoration) is 2 to 1 of unplanned (emergency) projects

275 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 11.2 $917,600 16.5 $1,446,300 Contractual Services $44,500 $34,500 Other Operating Expenses $240,100 $221,900 Total $1,202,200 $1,702,700 FY12 Fund Source: Park Fund $1,702,700

Contractual Services • $4,500 – Various contracts serving multiple program elements • $30,000 – Ground water monitoring

Major Changes • The increase in workyears is mostly attributable to unfunded obligations with operating budget impacts of 4.5 workyears primarily for federal regulatory requirements for the new National Pollutant Discharge Elimination System (NPDES) permits.

Natural Surface Trails

Description This program includes 130 miles of sanctioned trails maintained to departmental standards for use by hikers, equestrians and cyclists. The maintenance is primarily performed by region staff with help from volunteers. One to two miles of new hiking only and multi-use trail are constructed each year primarily by volunteers. One-half to one mile of existing sanctioned trail is renovated each year in order to meet departmental standards, and is performed primarily by volunteers. These are existing trails that once renovated will need less maintenance.

Goals To provide safe, enjoyable trails that meet the Department’s sustainability standards; implement the CIP trail projects in order to provide more opportunities for trail users; decrease the amount of maintenance needed on trails by renovating existing trails so they meet the Department’s sustainability standards.

Performance Measures Objective Measure

Provide safe and enjoyable trails Quarterly inspections

Maintain existing trails Renovated trail

Construct new trails New trail

Specific Tasks/Products for FY12 • Increase the number of volunteers enrolled in the Trail Ranger program in order to alleviate some of the maintenance done by the region staff. Currently 43 rangers are covering 80 miles of trail. • Increase the number of volunteer crew leaders who are trained to lead other volunteers on trail work days thereby increasing the number of projects completed during the year. Currently 11 crew leaders are supervising 20 projects per year.

276 M-NCPPC Montgomery County Proposed FY12 Budget

• Increase number of volunteers certified in the use of chain saws in order to alleviate some maintenance done by park staff. Currently the Parks has one certified volunteer. • Continue renovation of the Little Bennett trail system thereby decreasing the amount of maintenance needed by bringing the existing system up to departmental standards. • Continue new trail construction in Upper Rock Creek in order to finish connection to North Branch Stream Valley.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed

New trails are continually % of quarterly trail inspections completed 61% 60% 65% added which need additional meets target of 100% coverage and maintenance.

# of trail miles renovated in order to meet Increase renovation of sustainable standards that meets or 0.6 miles 1.1 miles 1.0 miles existing trails and decrease exceeds 0.5 to 1 mile annually new construction

FY11 includes 1.2 miles of # of trail miles constructed in order to meet developer built trail and sustainable standards that meets or 1.1 miles 2.2 miles 0.5 miles FY12 will decrease new trail exceeds 1 to 2 miles annually construction

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 12.7 $1,040,500 15.6 $1,367,400 Contractual Services $4,400 $4,400 Other Operating Expenses $301,500 $271,300 Total $1,346,400 $1,643,100 FY12 Fund Source: Park Fund $1,643,100

Contractual Services • $4,400 – Various contracts serving multiple program elements

Major Changes • The increase in workyears is mostly attributable to the restoration of seasonal staff. Also included is 0.1 workyears for unfunded obligations with operating budget impacts.

Agricultural Support

Description The Agricultural Support Program encourages farming, supports effective conservation of natural resources by protecting open spaces and wildlife habitat from development, aids in protecting water sheds. This program manages the monoculture use of active park agricultural lands, and complements and strengthens the existing agricultural preservation program. In many cases parkland is leased for agricultural uses which can reduce the overall cost of park maintenance of those areas.

Goals To provide opportunities for residents and visitors to understand and connect with land stewardship through farming practice and with the County’s agricultural history; increase public awareness and support for the Agricultural Reserve program and maintain safe and open agricultural spaces for use and enjoyment by residents and visitors.

277 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure

Provide more parkland for agricultural and grazing leases, Identify acres available for leases and organic farming opportunities

Provide organic farming opportunities Number organic farms Specific Tasks/Products for FY12 • Continue to delineate and map sensitive areas within park agricultural lands • Coordinate a mandated noxious weed control • Begin a pilot program for the use of parkland for organic farming uses • Begin a pilot program with the County incubator farm program

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of increase in acreage for leases that 5% 5% 5% meets or exceeds target of 5% Increased # of organic farming opportunities 0 0 1 available meets target of 1

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 4.5 $368,700 4.3 $376,900 Contractual Services $2,500 $2,100 Other Operating Expenses $121,000 $107,000 Total $492,200 $486,000 FY12 Fund Source: Park Fund $486,000

Contractual Services • $1,500 – Various contracts serving multiple program elements • $600 – Veterinary services

Major Changes • None

278 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: EDUCATION AND INTERPRETATION

Nature Centers

Description Nature education and interpretation are core values of the Department of Parks. The Department features four nature centers whose mission is to inspire people to learn about and enjoy our natural and cultural resources and to advocate for the stewardship of these resources. The Nature Centers Program accounts for the maintenance, operation, programming, and administration of nature-related activities, exhibits and facilities at Black Hill, Brookside, Locust Grove, and Meadowside Nature Centers.

These facilities provide interpretive educational opportunities to the public as well as organized groups through exhibits, trails, gardens, special events, and naturalist programs throughout the year for over one million regional park visitors. In FY10, 40,000 customers attended nature center programs and events of which there were 18,000 school and organized group participants and 22,000 public program participants. The nature center staff is a resource used to train and educate over 300 Park employees.

Goals To connect residents and visitors to the natural environment; educate and serve as a resource for natural, historical, and cultural heritage of Montgomery County; provide leisure opportunities; support Montgomery County Public Schools’ curriculum goals; provide volunteer opportunities and trainings; serve diverse clientele; provide on-site and off-site programming opportunities; and provide summer nature camps.

Performance Measures Objective Measure

Increase children’s participation in outdoor activities as Participation numbers part of the No Child Left Inside initiative.

Enhance nature center offerings through volunteers Volunteer hours

Provide quality nature programs and experiences that User satisfaction survey that meet the needs of a diverse clientele.

Specific Tasks/Products for FY12 • Promote outreach programs in Montgomery County schools, libraries and recreation centers. • Provide a balance of half day and full day/full week summer nature camps • Provide additional volunteer training opportunities • Amend existing programs and develop new programs that align with new Maryland Environmental Literacy Standards for schools. • Develop and implement an Interpretive Master Plan for nature centers. • Increase the presence of naturalists in parks to educate visitors about park unique resources and stewardship values.

279 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of programs with an outdoor 96% 100% 100% component that meets target of 100% % of volunteer hours dedicated to nature FY10 actuals =10,757 hours center activities that meets or exceeds 134% 100% 100% FY11 goal is 11,000 hours target of 8,000 hours FY12 goal is 12,000 hours % of patrons surveyed who rated service and program quality as good to excellent 99% 90% 90% in the “How Are We Doing?” surveys that meets or exceeds target of 90%

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 26.8 $2,165,600 26.4 $2,292,000 Contractual Services $29,300 $28,800 Other Operating Expenses $742,700 $665,900 Total $2,937,600 $2,986,700 FY12 Fund Source: Park Fund $2,920,300 Enterprise Fund $66,400

Contractual Services • $23,000 – Various contracts serving multiple program elements • $2,700 – License agreement • $3,100 – Veterinary services

Major Changes • None

Public Gardens

Description The mission of Public Gardens is to connect people to plants in a meaningful way so that they come to appreciate, cultivate and protect plants in their gardens and in the natural environment. This program element is responsible for the maintenance, programming and development of Brookside Gardens and McCrillis Gardens, a future garden at Ovid Hazen Wells Park in Damascus and the Parks Community Garden Program. Brookside Gardens approved operating budget is supplemented by an emerging advancement program and a robust enterprise revenue program, including the Garden of Lights, Wings of Fancy Live Butterfly Exhibit, and the School of Botanical Art and Illustration.

Goals To provide a place of beauty and relaxation for inspiration and mental well-being; offer safe, paved trails for exercise to improve physical health; build upon a reputation as an expert in the community for information about plants and gardening and develop mission-based programs to share this knowledge with our visitors; provide hands-on learning activities for children; maintain a year-round schedule of fee- based and free programs and activities to appeal to many ages, income levels, and interests; partner with community organizations with similar missions to leverage resources and provide enhanced services; grow unique specialty crops for horticultural displays and exhibits; design, plant, maintain and interpret gardens and landscapes and promote the growing of local produce and healthy living.

280 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure

Increase participation in programs to encourage visitors to Participation numbers incorporate plants and gardening into their lives

Provide quality garden services and programs User satisfaction surveys

Provide garden plots for growing local produce Number of plots available

Specific Tasks/Products for FY12 • Identify and solicit alternative funding sources for the Community Garden program • Partner with MCPS to develop school community gardens • Develop and implement an interpretive master plan for Brookside Gardens • Identify and develop alternative funding sources for Brookside Gardens • Pursue Leadership in Energy and Environmental Design for Existing Buildings (LEED-EB) certification for the Brookside Gardens campus • Enhance edible plant interpretive theme for garden displays, programs and events

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % increase of patrons participating in a Building capacity in our scheduled education program that meets or -2.4% 3% 5% programs. exceeds the target of break even % of patrons surveyed who rated service and program quality as good to excellent in the 96% 95% 95% “How Are We Doing?” surveys that meets or exceeds target of 95% Increased # of garden plots available to the 252 521 700 public meets target of 700

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 46.8 $3,533,700 47.7 $3,915,700 Contractual Services $24,600 $25,000 Other Operating Expenses $975,400 $1,131,000 Total $4,533,700 $5,071,700 FY12 Fund Source: Park Fund $4,715,800 Enterprise Fund $355,900

Contractual Services • $25,000 – Various contracts serving multiple program elements

Major Changes • None

281 M-NCPPC Montgomery County Proposed FY12 Budget

PLANNING AND COMMUNITY PARTNERSHIPS PROGRAM

SUBPROGRAM: PLANNING

Park Planning

Description The Park Planning program works to ensure the “right” balance between stewardship of natural and cultural resources and recreation in County parks for all County citizens. Long-range planning efforts include: Vision 2030 and Ten-Year Strategic Plan, an updated Land Preservation, Parks, and Recreation (PROS) Plan in FY12 that will include the Urban Park Planning Guidelines, the updated Countywide Park Trails Plan, and Legacy Open Space Functional Master Plan, and cultural resource plan (From Artifact to Attraction); and ongoing work on master plans (for regional, recreational, special, stream valley and conservation parks) and trail corridor plans. Other park planning efforts include: concept plans for developer-dedicated parks; programs of requirements for urban, local, and neighborhood parks; park recommendations in community based master plans; operation and use plans for park managers; and the review of subdivision plans and partnership proposals.

Goals To ensure the parks and trails are strategically planned and located to provide the most benefit and provide the right balance between stewardship and recreation.

Performance Measures Objective Measure

Protect the County’s best natural and cultural resources Retention of “Best Natural Areas” and “Cultural for public enjoyment and enrichment Resources”

Provide a wide variety of recreational opportunities to all PROS Plan and/or Vision 2030 Plan data regarding County residents. needs

Ensure that parks and trails are a key element of Community-based plans planning for future growth and development

Specific Tasks/Products for FY12 • Complete Vision 2030 Implementation Plan and Cost Recovery Methodology. • Complete Update to Countywide Park Trails Plan. • Complete Urban Parks Guidelines. • Complete PROS Plan Update. • Review approximately 150 regulatory plans (site and preliminary plans, mandatory referrals, etc.) • Prepare park planning recommendations of community based master plans, such as Wheaton, Long Branch, and Chevy Chase Lakes.

282 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of recommendations in approved park Staff always bases master plans and community based plans that recommendations on 100% 100% 100% aligns with stewardship goals for natural and established stewardship cultural resources that meets target of 100% goals. Priorities to be % Park and Trail Planning staff time dedicated determined in final to implementation of Vision 2030 Plan priorities NA 60% 75% Vision 2030 Plan, that meets or exceeds target of 75% March 2011. % of community-based plans that have a Every plan has a park dedicated parks element that meets target of 100% 100% 100% team providing 100% recommendations.

Budgeted Resources: FY11 Adopted FY12 WY $ WY $ Personnel 19.8 $1,622,200 20.0 $1,753,100 Contractual Services $24,700 $25,500 Other Operating Expenses $391,400 $337,500 Total $2,038,300 $2,116,100 FY12 Fund Source: Park Fund $2,116,100

Contractual Services • $25,500 – Various contracts serving multiple program elements

Major Changes • None

283 M-NCPPC Montgomery County Proposed FY12 Budget

SUBPROGRAM: COMMUNITY PARTNERSHIPS

Partnerships

Description Partnerships include all types of support relationships that enable Montgomery Parks to provide high quality services, activities, and programs to the public. These include: public-private partnership projects, community partnerships (such as volunteers and friends groups), corporate sponsorships, and grants and donations received from foundations, individuals, and the Montgomery Parks Foundation (MPF) in support of our work. The projects supported by these varying types of non-tax supported funding are selected from the annual funding priorities list and are typically projects with significant value that are least likely to receive operating or CIP funds. One of the principal goals of the Partnerships Program is to generate support for the park system via non-tax supported resources in order to continually improve the overall parks experience for the residents and visitors of the Montgomery County Park System.

Goals To leverage the assets of both the public and private sector through Private Public Partnerships that increase and enhance the quality and level of service provided by public resources alone.

Performance Measures Objective Measure

Develop community partnerships in support of parks Volunteer participation

Ensure public-private partnerships are supporting Public-Private Partnerships departmental funding priorities and master plans Grants, donations, Foundation support, corporate Generate non-tax supported dollars in support of Parks sponsorships, and other sources

Specific Tasks/Products for FY12 • Develop a directed partnerships approach for larger public-private partnerships to ensure these partnerships are aligned with the department’s funding priorities and our master plan process • Create a “community match program” through which a select number of smaller, unsolicited, community-based projects will be selected in advance for implementation and incorporated into the departmental budget • Inform prospective partners about the new directed partnerships approach and community match opportunities

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % increase of the number of volunteers # of volunteers in participating in park projects that meets or 8% 2% 2% FY10 = 8,500 exceeds target of 2%

% of completed partnerships that support New opportunities for Program funding priority list and/or master plan goals 0% 100% partnerships to be identified on Hold meets or exceeds target of 100% in FY11

Amount of non-tax supported funding received in support of Parks that meets or $810,180 $1,000,000 $1,200,000 exceeds target of $1,200,000

284 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 6.8 $554,900 6.7 $589,000 Contractual Services $2,900 $2,900 Other Operating Expenses $155,700 $115,000 Total $713,500 $706,900 FY12 Fund Source: Park Fund $680,400 Enterprise Fund $26,500

Contractual Services • $2,900 – Various contracts serving multiple program elements

Major Changes • None

Property Management

Description The Property Management program provides lease administration and real property management for a diverse portfolio of commercial buildings, residential housing, historic properties, and a number of unique facilities and programs including affordable equestrian recreation, instructional classes, meeting space, therapeutic services, soccer and a wildlife refuge. The Property Management program promotes use of properties as sources of revenue for public benefit, and as a means of land stewardship. The program promotes effective and best practices as a landlord representative for the County’s extensive Parks system.

Goals To ensure Commission properties are safe, maintained, made available for public benefit, and serve as good neighbors within the community; provide Commission leases and agreements which reflect current Commission practices and policies; and, where appropriate, provide a source of revenue.

Performance Measures Objective Measure Provide oversight of real property assets offered for Established level of care standards lease to achieve an established level of care Provide environmental and public safety for properties Environmental and public safety level of care standards offered for lease

Reduce the backlog of expired or incomplete legal Backlog of legal agreements agreements for leased properties

Achieve a high occupancy rate for real property offered Occupancy rate for lease

Specific Tasks/Products for FY12 • Maintain a detailed inventory of real property for lease under Property Management. • Prepare short and long-range plans for maintenance and capital improvements for real property assets for lease under property management. • Develop standards and best practices for the Commission’s responsibilities as a landlord, which include environmental and public safety for properties under lease. • Maintain a detailed inventory of leases and agreements including the current lease status. • Revise, update, produce, or terminate legal agreements for rental properties.

285 M-NCPPC Montgomery County Proposed FY12 Budget

• Assist Facility Management Division staff with a lifecycle management plan for real property assets under lease to align with the budget process.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of facilities offered for lease that meets the established level of care that meets 60% 60% 60% Reprioritize work program target of 100% % of facilities offered for lease meeting Establish Establish Significant backlog of ADA established environmental and public 20% Baseline Baseline and environmental issues safety standards that meets target of 100% % reduction of backlog of expired or incomplete legal agreements for leased 50% 50% 50% Reprioritize work program properties that meets the target of 100% Dependent on ADA and % of property offered for lease occupied 80% 80% 80% environmental issues being that meets the target of 90% addressed

Budgeted Resources: FY11 Adopted FY12 WY $ WY $ Personnel 9.0 $805,800 9.6 $914,000 Contractual Services $404,600 $363,600 Other Operating Expenses $490,100 $472,300 Total $1,700,500 $1,749,900 FY12 Fund Source: Park Fund $761,900 Property Management Fund $988,000

Contractual Services • $7,700 – Various contracts serving multiple program elements • $355,900 – Management and maintenance of rental properties

Major Changes • None

Third-Party Support

Description The Third-Party Support program provides for the coordination of event planning and evaluation, policing, and staff assistance related to events and programs hosted by non-park groups on parkland or in park owned facilities. The primary customers served are the Montgomery County Recreation Department (MCRD) and the Montgomery County Revenue Authority (MCRA). The program is primarily comprised of Park Police support for MCRD’s four aquatic centers, nine community centers, the 4th of July celebration, as well as the MCRA’s four leased golf courses. Other events are the annual Iranian New Year Festival, marathons and walks, and support for other Federal, State, and local policing agencies. The Park Police support includes, but is not limited to, site/facility security, crime prevention, crime reporting and investigation. Additional customers vary from businesses hosting trade and product demonstrations, to various ethnic groups celebrating and promoting their heritage.

Goals To ensure a safe and enjoyable recreation experience at specific park facilities owned by the Montgomery Parks Department and operated, managed and staffed by other entities, and offer suitable parks and facilities for use by the public as venues of special events in exchange for fees that will cover the costs of providing the services and personnel to support those events.

286 M-NCPPC Montgomery County Proposed FY12 Budget

Performance Measures Objective Measure

Provide seamless coordination of third-party facility User satisfaction surveys and after action event usage and satisfactory experiences for those customers. assessment

Provide pre-event analysis to ensure best locations are Pre-event coordination selected for proposed/scheduled events.

Provide third-party events using little or no tax payer Cost recovery funding

Specific Tasks/Products for FY12 • Introduce and monitor user satisfaction surveys. • Increase public awareness of public third-party events hosted on parkland if/as appropriate. • Monitor cost recovery of events requiring additional support from Parks staff.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed % of event facilities used and services rated as good or excellent by third-party Survey to be introduced in N/A N/A 80% groups/users that meets or exceeds the FY12 target of 80% % of proposed events that have pre-event coordination with all affected parties that N/A 100% 100% meets target of 100% % of events with identified costs for which costs were recovered that meets or exceed TBD TBD 100% the target of 100%

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 11.1 $909,400 11.6 $1,016,800 Contractual Services $1,400 $1,400 Other Operating Expenses $256,600 $220,200 Total $1,167,400 $1,238,400 FY12 Fund Source: Park Fund $1,238,400

Contractual Services • $1,400 – Various contracts serving multiple program elements

Major Changes • None

287 M-NCPPC Montgomery County Proposed FY12 Budget

ADMINISTRATION OF PARKS PROGRAM

SUBPROGRAM: MANAGEMENT AND ADMINISTRATION

Management and Administration

Description The Management and Administration Program provides for the management and administration of the entire work program for the Department. This includes the development, implementation and monitoring of all programs, sub-programs, and program elements. This program is comprised of senior level management staff as well as administrative positions that direct, guide and support the work program for the Department.

The Management and Administration Program ensures that the work of the Department is conducted in an efficient and effective way, supports the Department’s mission, meets organizational goals, adheres to best practices, and performs to the standards and measures established by Department leaders and County policymakers.

Goals To establish clear accountability and measurement standards for managers; empower park staff through support, training and mentoring; ensure the Department continues to evolve toward a more customer- oriented organization; institute economies of scale where/when appropriate and cost effective; lead the development of Department goals and objectives and manage the work programs to deliver the desired outcomes.

Performance Measures Objective Measure

Enhance staff training opportunities Hours of training provided to staff

Revitalize park training curriculum for park staff Develop individual training plans

Develop new revenue sources to leverage tax-supported New funding opportunities resources

Specific Tasks/Products for FY12 • Finalize Training Curriculum and Database. • Preparation of employee development plans aligned with key organizational goals and priorities.

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Hours tracked in Commission- # hours of training provided to staff that wide Training Calendar. Does 320 400 500 meets or exceeds target of 500 not include training outside of the agency % of individual development plans Development of plans by created for all positions or employees N/A 10% 50% classification series will begin that meets or exceed target of 50% in FY11 # of new funding opportunities identified Expand opportunities through and created each year that meets or 1 3 3 the Parks Foundation and exceeds target of 1 departmental sponsorships

288 M-NCPPC Montgomery County Proposed FY12 Budget

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 50.0 $4,034,090 52.1 $4,458,300 Contractual Services $100,700 $103,900 Other Operating Expenses $1,529,590 $1,641,300 Total $5,664,380 $6,203,500 FY12 Fund Source: Park Fund $5,806,600 Enterprise Fund $396,900

Contractual Services • $99,900 – Various contracts serving multiple program elements • $1,000 – Various depositions and legal services • $3,000 – Miscellaneous consulting (turf, structural/environmental engineer, legal investigation experts)

Major Changes • The increase in workyears is mostly attributable to the Enterprise Fund for increased oversight of the operations.

289 M-NCPPC Montgomery County Proposed FY12 Budget

Capital Investment

Description The Capital Investment Program Element provides new parks and recreational amenities to meet needs, renews older parks and infrastructure, and protects the natural environment. This program includes the following sub-elements: Land Acquisition, Infrastructure Maintenance/Renovation, Environmental/ Stewardship Projects, and New Development.

Goals To establish a comprehensive implementation and financial strategy to renovate/replace aging park infrastructure to adequately maintain the park system for users; support leisure and recreational services by providing new and/or enhanced park facilities; protect and preserve open space, and valuable historic, cultural, and natural resources.

Performance Measures Objective Measure Acquire land for new parks or expansion of existing parkland for new park facilities, preservation of open Funds spent on land acquired space, historic, or cultural resources. Develop new parks and park facilities. Funds spent on new parks or park facilities. Funds spent on renovation or replacement of existing Renovation or replacement of existing park facilities. park facilities. Protection or renovation of park-owned natural, Funds spent on protection or renovation of park-owned environmental, or historical resources. natural, environmental, or historical resources.

Specific Tasks/Products for FY12 • Acquire 200 acres of parkland through the Legacy Open Space Program, 50 acres of non-local parkland, and 5 acres of local park land. • Reduce investment in new parks and focus on renovating existing parks in order to reduce maintenance and other impacts to the operating budget. • Streamline several business processes for capital investment using new technology platforms. • Implement a commissioning process to preserve the value of capital investments. • Aggressively pursue Sustainable Site Design, Environmental Site Design, and Low Impact Development. • Renovate 15 playgrounds, 8 basketball/tennis courts, and 3 park sites to meet ADA standards. • Survey/inspect at least 25 park encroachments. • Complete 5 facility plans.

290 M-NCPPC Montgomery County Proposed FY12 Budget

FY10 FY11 FY12 Program Indicators Comments/Issues Actuals Estimated Proposed Cost of land has dropped % of budgeted amount spent and encumbered in the last few years, for acquisition for local parks, non-local parks, 67% 80% 80% allowing for the purchase and Legacy Open Space (LOS) that meets or of more acreage for exceeds target of 80% fewer dollars % of budgeted amount spent and encumbered through multi-year contracts for new parks or 84% 80% 80% park facilities that meets or exceeds target of 80% Project delays due to % of budgeted amount spent and encumbered non-CIP workload, through multi-year contracts for renovation or decrease in staff 61% 80% 80% replacement of existing park facilities that resources, weather meets or exceeds target of 80% conditions, and controversial projects % of budgeted amount spent and encumbered through multi-year contracts for protection or renovation of park-owned natural, 80% 80% 80% environmental, and historical resources that meets or exceeds target of 80%

Budgeted Resources: FY11 FY12 WY $ WY $ Personnel 32.4 $2,654,500 33.2 $2,910,100 Contractual Services $6,900 $6,900 Other Operating Expenses $615,400 $608,800 Total $3,276,800 $3,525,800 FY12 Fund Source: Park Fund $3,525,800

Contractual Services • $6,900 – Various contracts serving multiple program elements

Major Changes • None

291 M-NCPPC Montgomery County Proposed FY12 Budget Montgomery County Parks

Our Vision: An enjoyable, accessible, safe and green park system that promotes a strong sense of community through shared spaces and experiences and is treasured by the people it serves.

Our Mission: Protect and interpret our valuable natural and cultural resources; balance the demand for recreation with the need for conservation; offer a variety of enjoyable recreational activities that encourage healthy Soccer players lifestyles; and provide clean, safe, and accessible places for leisure-time activities.

Parks Matter!

Slave Cabin at Woodlawn

Stream Cleanup in Sligo Creek Rockwood Manor

Go Ape in Rock Creek Park

Wheaton Train Brookside Gardens

Park Police Horse Patrol Tree Crew Storm Cleanup Black Hill Boats

292 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY PARKS, M‐NCPPC Parks Information Line – 301‐495‐2595 www.MontgomeryParks.org

OUR MISSION Protect and interpret our valuable natural and cultural resources; balance the demand for recreation with the need for conservation; offer a variety of enjoyable recreational activities that encourage healthy lifestyles; and provide clean, safe, and accessible places for leisure-time activities.

PARK SYSTEM HIGHLIGHTS Total number of parks: 414 Total acres of parkland: 35,115 Total developed acreage: 9,021 Open and environmental preservation acreage: 26,094

TYPES OF PARKS Local 149 Regional 5 Neighborhood Conservation Areas 41 Neighborhood 95 Recreational 11 Historical/Cultural 2 Urban 25 Special 23 Miscellaneous Recreation/ Non- 6 Stream Valley 37 Conservation 20 Recreation Facilities

PARK FACILITIES Athletic fields: 301 Golf Courses: 4 Park Activity Buildings: 29 Overlay football/soccer fields: 57 Driving Range (Stand Alone): 1 Picnic Shelters - Non-Permitted: 49 Basketball Courts: 207 Gymnasiums: 1 Picnic Shelters - Permitted: 81 Campgrounds – Full Service: 1 Historic Sites: 45 Large Group Picnic Areas: 3 Campgrounds – Primitive: 2 Historic Structures: 110 Playgrounds: 291 Campsites: 102 Ice Rinks: 2 Skate Park: 1 Carousel: 1 Lakes: 4 Splash Playground: 1 Dog Parks: 5 Boating Facility - Rentals: 2 Tennis Centers - Indoor: 2 (12 Courts) Equestrian centers: 6 Boating Landing Ramps: 3 Tennis Courts - Outdoor: 305 Event Centers: 5 Miniature Golf: 1 Trails - Natural Surface: 138.9 miles Exercise Courses: 13 Miniature Trains: 2 Trails - Paved: 78.5 miles Formal Botanical Gardens: 2 Nature Centers: 4 Water Trails: 2.4 miles Community Gardens: 5 Outdoor Ropes Course: 1

PARK BUDGET Park Fund Operating Budget FY2011 $75.8 million Capital Improvements Program FY2011-2016 $52.5 million for acquisition Capital Improvements Program FY2011-2016 $113.7 million for development

As of 11/10 Source: SmartParks

293 M-NCPPC Montgomery County Programs Proposed FY12 Budget

DIRECTOR OF PARKS

Director of Parks

Administrative Support 294 Deputy Director Deputy Director Operations Administration

• Facilities Management • Management Services • Horticulture, Forestry and • Park Planning & Environmental Education Stewardship • Southern Parks • Park Development • Northern Parks • Public Affairs & • Enterprise Community Partnerships*

Park Police

* Media Relations and Montgomery Parks Foundation report directly to the Director of Parks.

M-NCPPC Montgomery County Proposed FY12 Budget

DIRECTOR OF PARKS

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,364,570 $857,430 $755,100 $883,600 Supplies & Materials $33,023 $873 $2,500 $2,500 Other Services & Charges $345,970 $4,733 $22,900 $22,900 Capital Outlay $0 $0 $0 $0 Sub Total $2,743,563 $863,036 $780,500 $909,000 Chargebacks $6,420 $0 $0 $0 Total $2,749,983 $863,036 $780,500 $909,000

Positions/Workyears Full Time Career 22.00 21.77 5.00 5.00 5.00 5.00 5.00 5.00 Positions/Workyears Part-Time Career 1.00 0.80 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 23.00 22.57 5.00 5.00 5.00 5.00 5.00 5.00

Positions/Workyears Term Contract 1.00 0.80 1.00 0.80 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.80 Chargebacks 0.10 0.00 0.00 0.00 Less Normal Lapse (1.90) (0.25) 0.00 0.00 Workyears Total 21.57 5.55 5.00 5.80 ∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

GOAL To establish clear accountability and standards to effectively manage the more than 35,000 acres and facilities within the Montgomery County Park system.

OVERVIEW Major responsibilities of this Office include implementing the work program as approved by the Montgomery County Planning Board and the County Council; advising the Planning Board on matters of park policy; acting as a liaison between the public and local, state, and federal agencies and officials; developing and administering internal management policies, procedures, and practices; and overseeing the work program of the park employees.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished - 1 term contract position (0.8 workyears). • Add 0.8 seasonal workyear.

295 M-NCPPC Montgomery County Proposed FY12 Budget

SPECIAL PROGRAMS

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $0 $791,416 $571,900 $0 Supplies & Materials $0 $20,786 $22,500 $0 Other Services & Charges $0 $41,345 $45,600 $0 Capital Outlay $0 $0 $0 $0 Sub Total $0 $853,547 $640,000 $0 Chargebacks $0 ($29,960) $0 $0 Total $0 $823,587 $640,000 $0

Positions/Workyears Full Time Career 0.00 0.00 7.00 7.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 7.00 7.00 0.00 0.00 0.00 0.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 (0.50) 0.00 0.00 Less Normal Lapse 0.00 (0.50) 0.00 0.00 Workyears Total 0.00 6.00 0.00 0.00

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The Special Programs Division was abolished. The functions were merged with the Public Information and Customer Service Division and the division was renamed the Public Affairs and Community Partnerships (PA&CP) Division. o Abolished – 1 career position (1.0 workyear). o Transferred - 6 career positions (6.0 workyears) to PA&CP Division. The associated funding was transferred in FY12.

296 M-NCPPC Montgomery County Programs Proposed FY12 Budget

PUBLIC AFFAIRS AND COMMUNITY PARTNERSHIPS (formerly Park Information and Customer Service)

Chief

Administrative Support

Public Information and Community Park Permits Marketing Partnerships

• Departmental Standards • Coordinate Departmental Volunteer • Permitting of Park Facilities

297 • Promotional Materials for Department– Programs for Public Use wide Programs and Facilities • Maintain Volunteer Database and • Permitting Policies and Fees • Recreation Support Training • Department-wide Media Management • Friends Groups - Press Releases • Grant Development and Monitoring - Media Advisories • Coordinate Donations - Calendar Listings • Coordinate Public-Private Partnerships • Parks Show • Develop Partnership Policies and • Park Openings and Dedications Procedures • Department-wide Response to Public • Corporate Sponsorships Inquiries • Friends Membership Program Support • Customer Research and Analysis • Naming Rights/Major Gifts Support • Marketing • Advertising • Publications • Web • Promotional Materials for Enterprise Programs and Facilities • Signage • Displays and Exhibits • Publications

M-NCPPC Montgomery County Proposed FY12 Budget

PUBLIC AFFAIRS & COMMUNITY PARTNERSHIPS

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $0 $1,056,989 $871,500 $1,838,500 Supplies & Materials $0 $62,444 $25,500 $102,600 Other Services & Charges $0 $172,175 $95,800 $149,800 Capital Outlay $0 $0 $0 $0 Sub Total $0 $1,291,608 $992,800 $2,090,900 Chargebacks $0 ($50,000) ($53,700) ($55,500) Total $0 $1,241,608 $939,100 $2,035,400

Positions/Workyears Full Time Career 0.00 0.00 11.00 11.00 20.00 20.00 20.00 20.00 Positions/Workyears Part-Time Career 0.00 0.00 1.00 0.80 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 12.00 11.80 20.00 20.00 20.00 20.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 1 Chargebacks 0.00 (0.50) (0.50) (0.50) Less Normal Lapse 0.00 (1.00) (1.00) (1.00) Workyears Total 0.00 10.30 18.50 18.50

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 and FY12 Budget: 0.5 workyears to Enterprise Fund

GOAL To increase awareness and use of Park Fund and Enterprise Fund programs, facilities and services through strategic marketing and communications efforts, customer-oriented public response and feedback systems, and a service-oriented and efficient Park Permit Office; to support the Department’s overall operations by generating additional, non-tax supported resources; and to ensure the activities of the Montgomery Parks Foundation align with the Department’s core priorities.

OVERVIEW The Public Information and Marketing section manages all marketing, communications, and outreach functions for the Department of Parks. These functions include the public response program, marketing planning, event planning and management, program development and consultation, advertising, publications, banners and signage, exhibits, photography, media relations, public relations and outreach, customer surveying and analysis, website development and design, reports and presentations, and branding efforts.

The Community Partnerships section supports the Department’s operations by generating additional, non-tax supported resources through grant opportunities, corporate sponsorships, public-private partnerships, private donations, a proactive volunteer services office, and close collaboration with the Montgomery Parks Foundation.

The Permit Office section issues reservations and permits for the public use of park facilities and develops related processes and policies.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The Public Information and Customer Service Division and the Special Programs Division were merged and the division was renamed the Public Affairs and Community Partnerships (PA&CP) Division.

298 M-NCPPC Montgomery County Proposed FY12 Budget

o Abolished – 2 career positions (1.8 workyears). o Transferred - 6 career positions (6.0 workyears) from the Special Programs Division. The associated funding was transferred in FY12. o Transferred – Exhibit Shop functions, including 4 career positions (4.0 workyears), from Central Maintenance.

299 M-NCPPC Montgomery County Programs Proposed FY12 Budget

MANAGEMENT SERVICES

Chief

Administrative Support

Budget Employee Employee SmartParks Information Development Services Technology Team

• Departmental Budget • Organizational Development • Human Resources Support • Park Inventories • LAN/WAN Networks • Financial Forecasting • Employee Career • Recruitment • Land Area Information • Microcomputer Support • Contracts and Purchasing Development • Employee Relations • Acquisition Information and Training

300 • Support Services • Coordination of • Internships • Work Order Requests • Telecommunications and Management Initiatives • Preventive Maintenance Phone Networks • Preparation of Semi-Annual • Scheduled Maintenance Report • Facility Condition Assessment • Diversity Initiative • Service Center Assessment

M-NCPPC Montgomery County Proposed FY12 Budget

MANAGEMENT SERVICES

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $761,689 $925,113 $816,500 $2,485,700 Supplies & Materials $5,995 $598 $500 $251,600 Other Services & Charges $134,659 $3,567 $5,000 $688,200 Capital Outlay $0 $0 $0 $0 Sub Total $902,343 $929,278 $822,000 $3,425,500 Chargebacks $0 $0 $0 ($50,000) Total $902,343 $929,278 $822,000 $3,375,500

Positions/Workyears Full Time Career 7.00 6.93 8.00 8.00 22.00 22.00 22.00 22.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 1.00 0.90 1.00 0.90 Positions/Workyears Total Career 7.00 6.93 8.00 8.00 23.00 22.90 23.00 22.90

Positions/Workyears Term Contract 1.00 0.80 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 (1.00) (1.00) Less Normal Lapse (0.60) (0.33) (1.20) (1.20) Workyears Total 7.13 7.67 20.70 20.70

* FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 Budget and FY12 Proposed: 1.0 workyears to Enterprise Division for Technology support

GOAL To provide comprehensive support and oversight for financial management, personnel services, organizational development, and technology and telecommunications applications for the Department.

OVERVIEW The Division’s activities support a variety of financial, budgetary, personnel and technology needs, while ensuring the Department’s ability to attain its goals and objectives. The Division also leads the Department’s organizational development program and diversity efforts, and provides data analysis for tracking work efforts and decision making.

The Management Services Division consists of the following sections:

Budget Administration uses a coordinated financial management system that handles more than $90 million in annual operating funds; prepares the Department’s annual budget; guides the development and monitoring of performance measures; assists the Department with the Council review and approval process and monitors budget performance during the fiscal year; determines operating budget impacts of capital improvements and new programs; develops salary projections and revenue forecasts for the Department; develops and monitors the Support Services program; provides management analysis of programs; guides department-wide procurement activity; and provides advice on financial matters.

Employee Services provides human resource services to the divisions in the areas of performance management; provides employee/labor relation services including investigations, disciplinary action assistance, Family and Medical Leave Act (FMLA) processing, and Americans with Disabilities Act (ADA) accommodation review; assists with classifying positions; provides recruitment assistance; labor tracking; coordinates intern programs; monitors employee performance awards; and coordinates the finger printing process for employees and volunteers.

Training Coordination provides Departmental training, workforce planning and organizational development programs and activities that increase the competencies of Department employees, to

301 M-NCPPC Montgomery County Proposed FY12 Budget enable them to provide the highest quality and most cost-effective services to the users of Montgomery County parks. Training will result in improved accountability, performance, and improved expertise of managers and supervisors.

Smart Parks includes computerized maintenance management and capital assessment systems, facility condition assessments, park asset inventory, maintenance standards and best practices, lifecycle replacement standards, and incident tracking. The unit performs management analysis of SmartParks data to ensure the most efficient and effective utilization of resources to meet targeted maintenance standards.

Technology Team is a shared resource with the Planning Department to utilize a common information technology infrastructure that consists of over 55 network servers, a sophisticated wide-area network infrastructure with 250 communication devices, almost 750 personal computers, Voice Over Internet Protocol (VOIP) infrastructure systems, and 15 small key phone systems.

The Program continues to leverage the County’s investment in FiberNet. The fiber is the backbone infrastructure to connect major parks and planning facilities with each other, and Montgomery County Government agencies. The FiberNet provides more bandwidth at less cost.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished – 1 career position (1.0 workyear). o Transferred – SmartParks functions, including 5 career positions (4.5 workyears), from the old Facilities Management Division. The associated funding was transferred in FY12. o Transferred – Technology functions, including 11 career positions (9.9 workyears) and 1.0 workyear in chargebacks, from the Technology Center. The associated funding was transferred in FY12. • Some desktop help desk functions are now contractual services ($100,000) for improved customer service and cost savings. • Technology initiatives include: Hosted e-mail solution and upgrade to storage area network for improved disaster recovery and replication of data.

302 M-NCPPC Montgomery County Proposed FY12 Budget

FACILITIES MANAGEMENT (This is the old Facilities Management Division that was abolished in FY11 Restructured Plan) Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $567,141 $734,886 $638,000 $0 Supplies & Materials $15,285 $5,830 $2,100 $0 Other Services & Charges $964,893 $474,923 $232,900 $0 Capital Outlay $0 $0 $0 $0 Sub Total $1,547,319 $1,215,639 $873,000 $0 Chargebacks $0 $0 $0 $0 Total $1,547,319 $1,215,639 $873,000 $0

Positions/Workyears Full Time Career 7.00 6.93 6.00 6.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 1.00 0.50 1.00 0.50 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 8.00 7.43 7.00 6.50 0.00 0.00 0.00 0.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00

Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse (0.60) (0.50) 0.00 0.00 Workyears Total 6.83 6.00 0.00 0.00

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The old Facilities Management Division was abolished. The SmartParks functions were merged with the Management Services Division. The other Facilities Management functions were merged with the Central Maintenance Division and the combined division was renamed the Facilities Management Division. o Abolished – 1 career position (1.0 workyear). o Transferred - 5 career positions (4.5 workyears) to the Management Services Division. The associated funding was transferred in FY12. o Transferred - 1 career positions (1.0 workyears) to the new Facilities Management Division. The associated funding was transferred in FY12.

303 M-NCPPC Montgomery County Proposed FY12 Budget

TECHNOLOGY CENTER Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $902,899 $887,854 $904,800 $0 Supplies & Materials $436,206 $192,520 $277,000 $0 Other Services & Charges $343,172 $552,175 $527,100 $0 Capital Outlay $6,476 (5,943) $0 $0 Sub Total $1,688,753 $1,626,606 $1,708,900 $0 Chargebacks ($21,600) ($50,000) ($50,000) $0 Total $1,667,153 $1,576,606 $1,658,900 $0

Positions/Workyears Full Time Career 11.00 10.84 11.00 11.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 1.00 0.90 1.00 0.90 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 12.00 11.74 12.00 11.90 0.00 0.00 0.00 0.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 1.00 1.00 0.00 0.00 1 Chargebacks (1.00) (1.00) 0.00 0.00 Less Normal Lapse (1.00) (1.00) 0.00 0.00 Workyears Total 10.74 10.90 0.00 0.00

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The Technology Center functions were transferred to the Management Services Division. o Abolished – 1 career position (1.0 workyear). o Abolished – 1.0 seasonal workyear. o Transferred - 11 career positions (10.9 workyears) to the Management Services Division. The associated funding was transferred in FY12.

304 M-NCPPC Montgomery County Programs Proposed FY12 Budget

PARK PLANNING and STEWARDSHIP

Chief

Administrative Support

Natural Cultural Resource Park and Trail Legacy Open Implementation Resources Resources Analysis Planning Space of Natural Management Management Surface Trails

• Inventory and Monitor • Program and Interpret • Inventory and Monitor • Balance Stewardship and • Legacy Open Space • Design, Permit and Plants and Wildlife Sites Macroinvertebrates, Recreation Plan Amendments Construct Natural

305 • Natural Resource • Research, Evaluate Fish and Habitat • Support Park and Trail • Negotiate and Complete Surface Trails Management Plans and Designate • Aquatic Resource Issues in Area Master Acquisitions • Trail Rehabilitation • Non-Native Invasive Resources Management Plans • Operation and Use Plans Projects Plants, White-Tailed Deer • Volunteer Management • Support Interagency • Park Functional Plans for Legacy Open Space • Trail Signage and and Nuisance Wildlife - Archaeologists and Watershed Restoration (ex. Park Recreation and Sites Access Plans • Volunteer Management Docents Efforts Open Space -PROS) • Support Trail ex. Weed Warriors • Determine Preservation • Support Retrofit and • Master Plans for Monitoring and • Reforestation and Treatments and Maintenance of Countywide Parks Maintenance Meadow Restoration Conduct Adaptive Stormwater • Support Development of • Volunteer Management • Pollution Prevention for Reuses Management Facilities Preliminary Program of - Trail Rangers Park Maintenance Yards • Restore and • Resource Mapping and Requirements for Park Rehabilitate Buildings GIS Facilities • Grant Writing and • Identify, Minimize and • Trail Corridor Plans Other Preservation Mitigate Development • Urban Parks Initiative Outreach Tasks for Impacts in Parks • Coordinate Park Issues in Historic Sites Development Review and Mandatory Referral • Website Management

M-NCPPC Montgomery County Proposed FY12 Budget

PARK PLANNING AND STEWARDSHIP Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $2,948,439 $3,245,513 $2,888,300 $3,203,800 Supplies & Materials $76,555 $60,695 $70,700 $70,700 Other Services & Charges $333,704 $198,595 $310,800 $296,800 Capital Outlay $52,490 $0 $0 $0 Sub Total $3,411,188 $3,504,803 $3,269,800 $3,571,300 Chargebacks ($70,251) ($152,037) ($309,300) ($384,300) Total $3,340,937 $3,352,766 $2,960,500 $3,187,000

Positions/Workyears Full Time Career 28.00 27.73 28.00 28.00 26.00 26.00 26.00 26.00 Positions/Workyears Part-Time Career 3.00 2.10 3.00 2.40 4.00 2.90 4.00 2.90 Positions/Workyears Total Career 31.00 29.83 31.00 30.40 30.00 28.90 30.00 28.90 Positions/Workyears Term Contract 2.00 1.75 2.00 1.50 1.00 0.80 1.00 1.00 Seasonal/Intermittent 4.35 4.00 1.00 1.60 1 Chargebacks (0.10) (1.50) (2.50) (4.60) Less Normal Lapse (2.40) (2.44) (1.50) (1.50) Workyears Total 33.43 31.96 26.70 25.40

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 Budget Program Open Space Grant :0.1 workyears, Capital Improvements Program (CIP): 2.4 workyears; FY12 Budget CIP:4.6 workyears

GOAL To achieve the right balance of recreation and stewardship through a comprehensive park and trail planning program that is closely aligned with management and protection of our County’s best natural and cultural resources on parkland.

OVERVIEW The Division is comprised of the following sections:

Park and Trail Planning recommends additions and renovations to the Parks system to provide recreation opportunities, protect significant natural resources, preserve key cultural resources (i.e., archaeological and historical sites) and promote an interconnected countywide trail system.

Natural Resources Management works to steward natural resources throughout the County Parks system. Outreach and training associated with the Department’s National Pollutant Discharge Elimination System (NPDES) permit is done by this section.

Cultural Resources Management works to stabilize, restore, and program historic and archaeological resources in the parks for public use, enjoyment, and interpretation.

Resource Analysis is responsible for evaluating potential impacts to parkland, managing the Department’s aquatic resources, reviewing the effectiveness of Inter County Connector-related mitigation and stewardship projects, and providing Geographic Information System (GIS) support to the Division and other elements of the Department.

306 M-NCPPC Montgomery County Proposed FY12 Budget

Legacy Open Space provides public funding and seeks to leverage private funding to protect the best remaining open spaces in Montgomery County under the guidance of the Legacy Open Space Functional Master Plan (M-NCPPC, 2001).

Implementation of Natural Surface Trails focuses on providing trails that are sustainable from an environmental and maintenance viewpoint and ensuring a balanced trail system for all users: hikers, bikers, equestrians and people with limited mobility.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished – 1 career position (1.0 workyear). o Abolished – 1 term contract position (0.7 workyears). o Abolished – 3.0 seasonal workyears. o Convert – 1 full-time career position (1.0 workyear) to 1 part-time career position (0.5 workyears) • Restore 0.6 seasonal workyears in FY12. • Eliminated the 0.1 workyear chargeback to Program Open Space grant. • The capital improvement chargeback increased from 2.4 workyears in FY11 to 4.6 workyears in FY12.

307 M-NCPPC Montgomery County Programs Proposed FY12 Budget

PARK DEVELOPMENT

Chief

Administrative Support

Capital Improvement

Program, Land Environmental Procurement Construction Design Acquisition Engineering and Budget 308

• Capital Improvement • Construction • Facility Planning • Negotiation and • Stream Protection Program Development Management • Landscape Acquisition of Park • Pollution Prevention • Capital Improvement • Construction Architectural Design Land Ponds and Lakes Program Procurement Inspection • Architectural Design • Administration of • Green Development • Divisional Budget • Land Surveying • Civil Engineering Advance Land • Inter-agency Development and • Park Permits for Design Acquisition Revolving Coordination for Oversight Construction Review • Construction Drawings, Fund Environmental and Issuance Documents and Management and Specifications Engineering Development • Detailed Design Drawings Preparation

M-NCPPC Montgomery County Proposed FY12 Budget

PARK DEVELOPMENT

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $4,574,546 $5,055,968 $4,289,700 $5,107,300 Supplies & Materials $345,929 $68,178 $74,800 $52,800 Other Services & Charges $157,865 $85,466 $52,700 $74,700 Capital Outlay $0 $0 $0 $0 Sub Total $5,078,340 $5,209,612 $4,417,200 $5,234,800 Chargebacks ($1,812,497) ($1,923,663) ($2,031,600) ($1,950,300) Total $3,265,843 $3,285,949 $2,385,600 $3,284,500

Positions/Workyears Full Time Career 44.00 43.73 45.00 45.00 41.00 41.00 41.00 41.00 Positions/Workyears Part-Time Career 3.00 2.30 3.00 2.30 3.00 2.30 3.00 2.40 Positions/Workyears Total Career 47.00 46.03 48.00 47.30 44.00 43.30 44.00 43.40

Positions/Workyears Term Contract 3.00 3.00 2.00 1.95 1.00 1.00 1.00 1.00 Seasonal/Intermittent 0.50 0.00 0.00 0.00 1 Chargebacks (18.00) (18.50) (20.00) (17.80) Less Normal Lapse (3.10) (2.25) (1.40) (1.40) Workyears Total 28.43 28.50 22.90 25.20 ∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 Budget: 20.0 workyears; FY12 Budget: 17.8 workyears to CIP.

GOAL To acquire parkland and to design, construct, and develop parks or complete major renovations of parks through the planning, preparation, and implementation of the Capital Improvement Program (CIP).

OVERVIEW The Park Development Division is responsible for acquiring parkland, preparing the CIP and budget, preparing facility plans and construction documents, and implementing capital projects that enhance park amenities for the residents and visitors of Montgomery County.

This Division manages, reviews, and inspects other development projects on parkland that may not necessarily appear in the CIP. Examples include developer-built parks, public-private partnerships, and projects implemented by other County agencies.

The Division consists of the following sections: Land Acquisition; Capital Improvement Program, Procurement and Budget; Design; Environmental Engineering; Construction; and Administrative Support.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished – 4 career positions (4.0 workyears). o Transfer - 1 term contract position (1.0 workyears) to the new Facilities Management Division. • The CIP chargeback decreased from 2.2 workyears from FY11 to FY12 due to 1) shifting of the term contract position to the Facilities Management Division and 2) increasing the amount of time professional staff spend on non-CIP work due to the loss of some administrative positions during the Departmental restructuring.

309 M-NCPPC Montgomery County Programs Proposed FY12 Budget

PARK POLICE

Chief

Planning & Research Professional Standards

• Grants Administrative Support • Training • Policy/Research/Best Practices • Law Enforcement Officers’ Bill of Rights (LEOBR) / • Continuity of Operation Plan (COOP)/ Internal Investigations Strategic Planning • Employee Relations/Recognition

Assistant Chief Assistant Chief Field Operations Branch Support Operations Branch

310 Patrol and Special Investigative Special Operations Management Communications Technology Services Services

• Patrol (Traditional) • Special Event • Recruitment/ • Property/Facility • Computer Aided • LAN Support • Canine Patrol Analysis/ Applicant Management Dispatching (CAD) • Database Support • Bicycle Patrol Coordination Background • Fleet • Smart Parks • Mobile Data • Volunteer Patrol • Public Safety Investigations Management Call-taking Network • Community Education and • Criminal • Evidence and • Warrant Entry • Proprietary Involvement Park Facility Investigations Property Validation Software Support (Problem-Oriented Assessments • Interview and Management • Radio System • In-Car Video Policing) • Crime Prevention Interrogation • Records Unit Management Support • Park Rangers Through • Crime Scene • Crime Statistics • Cellular • Life Safety • Horse Mounted Environmental Management Analysis and Communications System Support Patrol Design (CPTED) • Undercover/ Interpretation • Life Safety • Motorcycle • Media Relations Selective • Uniforms/ Systems Patrol • Volunteer Enforcement Equipment Monitoring • Marine Patrol Recruitment and Investigations • ALERT • All Terrain Training Montgomery Vehicle (ATV) Notification Patrol • Permits - After • Wildlife Management Hours • Video Surveillance

M-NCPPC Montgomery County Proposed FY12 Budget

PARK POLICE Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $10,393,232 $11,020,418 $10,397,100 $11,546,200 Supplies & Materials $968,797 $401,057 $604,800 $604,800 Other Services & Charges $335,785 $316,327 $286,600 $286,600 Capital Outlay $135,467 $0 $0 $0 Sub Total $11,833,281 $11,737,802 $11,288,500 $12,437,600 Chargebacks $0 $0 $0 $0 Total $11,833,281 $11,737,802 $11,288,500 $12,437,600

Positions/Workyears Full Time Career 122.00 119.32 122.00 120.11 114.00 114.00 114.00 114.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 122.00 119.32 122.00 120.11 114.00 114.00 114.00 114.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 4.50 4.50 0.00 4.00 Chargebacks 0.00 0.00 0.00 0.00 Less Normal Lapse (9.10) (9.05) (6.70) (6.70) Workyears Total 114.72 115.56 107.30 111.30

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010.

GOAL

To provide public safety services to protect the properties, resources, citizens and visitors within the Montgomery County park system.

OVERVIEW The Division is committed to providing professional public safety services with a focus on crime

prevention and detection through statistical analysis of citizen based calls for service and officer observations to ensure a safe park system. The Park Police Division is divided into two operational branches and an Administrative Section. The operational components are the Field Operations branch comprised of Patrol and Special Services, and Special Operations and the Support Operations branch comprised of Investigative Services,

Management Services, Communications and Technology Services. The Administrative Section includes the Office of the Division Chief, Professional Standards, and Planning and Research sections. The parkland is diverse in its terrain; therefore, the use of bicycle, ATV, marine, K-9, motorcycle and horse-mounted officers demonstrate the unique resources the Park Police deploy to ensure that all areas of the park system are patrolled. The Division’s personnel compliment is augmented by approximately 37 volunteers.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished - 8 career positions (6.11 workyears). o Abolished - 4.5 seasonal workyears. o Consolidated the Special Services functions and staffing into the Patrol Services Section to consolidate community outreach efforts and to augment frontline Patrol staffing. o Consolidated the policy, research and grants functions with the Administrative Section. • Restore 4.0 seasonal workyears in FY12.

311 M-NCPPC Montgomery County Programs Proposed FY12 Budget

HORTICULTURE, FORESTRY AND ENVIRONMENTAL EDUCATION (formerly Horticultural Services)

Chief

Community Gardens Administrative Support

Nature Centers Horticultural/Arboricultural Public Services Gardens

• Tree Inspection and Maintenance • Reforestation Program • Brookside Gardens Management • Black Hill, Brookside, Locust Program • Comprehensive Nursery and • McCrillis Gardens Management Grove, Meadowside Nature • Tree Protection and Greenhouse Plant Production • Seasonal Conservatory Displays Center Management Conservation Programs and Plant Collections 312 • Natural, Historic and Cultural • Historic, Significant and • Stormwater Pond Maintenance • Seasonal Landscape Displays Interpretation Champion Tree Care Program • Oil Grit Separator Maintenance and Plant Collections • Camps • 24-hour Tree Emergency • Horticultural and Arboricultural • Children’s Education Programs • Conservation Projects Response Project Consultation • Adult Horticultural Programs • Special Events • Landscape, Design, Installation • Gypsy Moth Management • Plant Records and Labeling • Exhibits and Maintenance • Integrated Pest Management (IPM) • Plant Production • Volunteer Program • Tree Planting and Aftercare • CIP Project Management • Volunteer Program • Children’s Education Program • Turf Installation, Maintenance • Volunteer Program • Enterprise • Adult Interpretive Programs and Renovation • County-Wide Green Waste - Facility and Garden Rental • No Child Left Inside Recycling Program - Gift Shops • Nature Exploration Areas • Special Events • Donor Program • Visitor Services • Community gardens installation • Horticultural Library • Friends Groups • Visitor Services • Trail Inspection and Maintenance • Master Plan, Strategic Plan and • Facility and Grounds Rentals CIP Project Management • School Outreach Programs • Compost and Recycling Program

• Special Events

• Garden and Display Interpretation • Integrated Pest Management (IPM)

M-NCPPC Montgomery County Proposed FY12 Budget

HORTICULTURE, FORESTRY & ENVIRONMENTAL EDUCATION

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $4,920,379 $5,911,606 $4,895,100 $7,059,800 Supplies & Materials $485,709 $314,943 $334,200 $488,400 Other Services & Charges $426,202 $131,854 $163,700 $190,200 Capital Outlay $213,600 $0 $0 $0 Sub Total $6,045,890 $6,358,403 $5,393,000 $7,738,400 Chargebacks ($178,987) ($101,822) ($120,100) ($120,100) Total $5,866,903 $6,256,581 $5,272,900 $7,618,300

Positions/Workyears Full Time Career 69.00 66.94 69.00 66.40 79.00 79.00 79.00 79.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 4.00 2.30 4.00 2.30 Positions/Workyears Total Career 69.00 66.94 69.00 66.40 83.00 81.30 83.00 81.30

Positions/Workyears Term Contract 1.00 0.90 1.00 0.90 1.00 0.90 1.00 1.00 Seasonal/Intermittent 4.00 2.40 0.00 0.00 1 Chargebacks (2.80) (1.20) (1.20) (1.20) Less Normal Lapse (5.20) (5.10) (4.10) (4.20) Workyears Total 63.84 63.40 76.90 76.90

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11- 0.2 workyears to Enterprise Division and 1.0 workyear to CIP; FY12 same.

GOAL To support the acquisition, conservation, stewardship, development, maintenance and management of the Montgomery County Parks and to educate and inspire park patrons about plants, nature and the environment.

OVERVIEW The Horticulture, Forestry and Environmental Education Division preserves the natural resources of park land; ensures a safe environment for park patrons; and enhances the natural beauty of parks. Through programming, interpretation, training, and consultation, the Division educates park patrons and staff in plant care and maintenance, stewardship and cultural history, horticulture, arboriculture, natural history, landscape management and design, plant production, green waste recycling and storm water management.

The Division is comprised of the following sections:

Horticulture provides consultation, design, major horticulture installation and maintenance services supporting the development, renovation and care of countywide parkland. This section also coordinates countywide tree planting programs for Parks. In addition, this section supports departmental compliance with state and county regulations to maintain storm water facilities on park properties to protect natural resources.

Arboriculture provides a comprehensive tree care program that supports the protection, management and long-term health of trees and forests on parkland and future park projects. It provides a safe environment for park patrons through the evaluation and removal of high risk trees and limbs. This section utilizes all green waste produced in the management of parkland to generate compost, soil conditioners and wood products.

313 M-NCPPC Montgomery County Proposed FY12 Budget

Community Gardens promotes the cultivation of local produce, encourages healthy living and fosters social interaction within the community through the development and management of neighborhood gardening sites on parkland, privately owned properties and Montgomery County Public School sites.

Nature Centers are responsible for the maintenance, programming interpretation and development of Brookside, Locust Grove, Meadowside, and Black Hill Nature Centers. The centers promote the preservation and improvement of the natural environment through education and interpretation of the Parks’ natural resources and cultural history.

Public Gardens are responsible for the maintenance, programming, interpretation and development of Brookside and McCrillis Gardens. Through beautifully designed gardens, diverse learning opportunities, and an engaging staff, the Gardens motivate visitors to take action in their own lives and landscapes to appreciate and care for the plants around them. This section is also responsible for plant production, which provides comprehensive and cost effective production of plants in support of the development, maintenance, beautification and conservation of over 35,000 acres of parkland. This section includes growing facilities at Pope Farm and Brookside Gardens.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The Horticultural Services Division was renamed the Horticulture, Forestry and Environmental Education Division. o Abolished – 7 career positions (4.4 workyears). o Transferred – Nature Center operations (Black Hill, Brookside, Locust Grove, and Meadowside), including 21 career positions (19.3 workyears), from the Northern and Southern Parks Divisions. The associated funding was transferred in FY12. This brought the nature centers together in one division to provide a more consistent and efficient oversight of the facilities. o Consolidated the plant growing facilities at Pope Farm and Brookside Gardens into the Plant Production Section.

314 M-NCPPC Montgomery County Programs Proposed FY12 Budget

FACILITIES MANAGEMENT (formerly Central Maintenance)

Chief

Administrative Support

315 Fleet Management Construction/Trades Property Management Management

• Preventive maintenance • Planned Lifetime Asset • Park House Rentals and repairs for all vehicles, Replacement Management • Equestrian Centers trailers, construction • Minor New Construction • Agricultural Leases equipment, riding mowers Projects and all small engine • Skilled Trade Oversight • Commercial/Office Leases equipment - Carpentry • Alternative Uses of Facilities • Welding - Plumbing • Demolition of Houses/ Structures - HVAC • Life Estates - Painting • Montgomery County Leases - Masonry - Electrical/Alarm Services (e.g., Group Homes) - Heavy Equipment/ Asphalt • M-NCPPC Tenant Leases (ex. Upcounty, Saddlebrook, Parkside) • Parking Lots • Public/Private Partnerships • Radio Towers • Vacant Properties / New Acquisitions

M-NCPPC Montgomery County Proposed FY12 Budget

FACILITIES MANAGEMENT (Formerly the Central Maintenance Division) Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $8,735,155 $9,815,425 $8,738,300 $8,906,300 Supplies & Materials $2,124,631 $1,760,897 $1,733,300 $1,677,400 Other Services & Charges $848,656 $695,610 $948,300 $1,114,200 Capital Outlay $81,260 3,198 $0 $0 Sub Total $11,789,702 $12,275,130 $11,419,900 $11,697,900 Chargebacks ($799,747) ($700,299) ($660,000) ($660,000) Total $10,989,955 $11,574,831 $10,759,900 $11,037,900

Positions/Workyears Full Time Career 119.00 117.26 118.00 116.05 106.00 106.00 106.00 106.00 Positions/Workyears Part-Time Career 2.00 0.70 2.00 0.70 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 121.00 117.96 120.00 116.75 106.00 106.00 106.00 106.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 2.50 2.50 0.00 0.00 1 Chargebacks (6.60) (7.60) (8.00) (7.60) Less Normal Lapse (9.10) (8.75) (5.20) (5.30) Workyears Total 104.76 102.90 93.80 94.10 ∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 Budget - 1.0 workyear to Enterprise Fund and 7.0 workyears to Capital Improvement Program (CIP); FY12 Budget - 1.0 workyear to Enterprise Fund and 6.6 workyears to CIP.

GOAL To maintain, preserve and provide a safe comprehensive park system for the residents and visitors of Montgomery County.

OVERVIEW The Facilities Management Division oversees the care and maintenance of physical assets, facilities, land and infrastructure in the parks, in coordination with other Parks operation divisions. The Division is responsible for facility condition assessments, space planning and utilization, property management, the park rental house program, leases of parkland and park facilities and response to emergency events. The Facilities Management Division is comprised of four functional sections:

Fleet Management provides centralized maintenance and repair for all motorized equipment in the Department.

Construction/Trades Management provides centralized maintenance, repair and remodeling services for facilities and utility systems and construction of new facilities.

Property Management has direct oversight of all leases, curatorship’s, partnerships, and life estates on Commission property.

Administrative Support provides leadership, general support and administrative services for the division.

316 M-NCPPC Montgomery County Proposed FY12 Budget

By managing a number of CIP projects and the Major Maintenance Program, the division maintains a balance between the upkeep of aging facilities and new construction. The work request and major maintenance backlog continues to grow. There are currently 1,255 work requests, including 260 major maintenance projects, waiting to be completed. The Parks system continues to grow with additional land and facilities to maintain. These combined factors lead to a general decline and degradation of the County’s natural resources and facilities.

Note: Three property management employees report to this Division, but their positions, workyears and funding are shown in the Property Management Fund.

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o The Central Maintenance Division and the old Facilities Management Division functions (not including the SmartParks functions) were merged and the combined division was renamed the Facilities Management Division. o Abolished – 11 career positions (7.75 workyears). o Transferred - 1 career position (1.0 workyear) from the old Facilities Management Division. The associated funding was transferred in FY12. o Transferred - 1 term contract position (1.0 workyears) from the Park Development Division. The associated funding was transferred in FY12. o Transferred – Exhibit Shop functions, including 4 career positions (4.0 workyears), to the Public Affairs and Community Partnerships.

317 M-NCPPC Montgomery County Programs Proposed FY12 Budget

NORTHERN PARKS

Chief

Administrative Support

Management and Maintenance Services

• Athletic Field Maintenance • Boating and Water Recreation and Rehabilitation Operations • Snow and Trash Removal • Outdoor Tennis Facilities • Turf Maintenance Maintenance and Operation 318 • Playground Inspections • Equestrian Center Maintenance and Maintenance • Horticultural Services • Hiking, Biking and Equestrian • Picnic Area Management Trail Maintenance • Emergency Storm Work • Conservation Area and Stream • Snack Bar Operations Maintenance • Custodial Services • Special Event Support • Landscape Installation and • Reforestation Maintenance • Public /Private Partnership Support

Little Bennett Black Hill Area Rock Creek Shady Grove Olney Manor Area Area Area Area

M-NCPPC Montgomery County Proposed FY12 Budget

NORTHERN PARKS Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $7,763,604 $8,432,164 $7,324,900 $7,333,700 Supplies & Materials $615,215 $474,300 $570,900 $524,000 Other Services & Charges $217,467 $157,101 $131,100 $96,100 Capital Outlay $205,351 (939) $0 $0 Sub Total $8,801,637 $9,062,626 $8,026,900 $7,953,800 Chargebacks ($76,141) ($81,017) ($77,000) ($77,000) Total $8,725,496 $8,981,609 $7,949,900 $7,876,800

Positions/Workyears Full Time Career 114.00 111.75 114.00 111.72 97.00 97.00 97.00 97.00 Positions/Workyears Part-Time Career 3.00 1.80 3.00 1.80 1.00 0.50 1.00 0.50 Positions/Workyears Total Career 117.00 113.55 117.00 113.52 98.00 97.50 98.00 97.50

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 12.40 12.40 0.00 9.20 Chargebacks1 (0.90) (0.90) (0.90) (0.90) Less Normal Lapse (8.80) (8.50) (4.80) (4.90) Workyears Total 116.25 116.52 91.80 100.90

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 and FY12 Budget: $49,700/0.5 Workyears to Enterprise Division for South Germantown Splash Playground/Mini-Golf and $27,300/0.40 Workyears to Enterprise Division for Regional support

GOAL To provide residents safe, well-maintained and well-managed active and passive parks and recreation facilities.

OVERVIEW The Northern Parks Division encompasses the portion of Montgomery County north of Rockville. The Northern Parks manages and maintains a large variety of parks, including local parks, urban parks, conservation areas, stream valley parks, and neighborhood parks. The Northern Parks Division also contains large lakes with boating operations, one historical farm park, four equestrian centers, one full- service campground, a splash playground and miniature golf operation, and two nature centers.

The Northern Parks management areas are located at Little Bennett Regional Park, Black Hill Regional Park, Shady Grove, Rock Creek Regional Park, Olney Manor Recreational Park and South Germantown Recreational Park.

The Northern Parks Division meets both local and regional leisure needs by providing opportunities for outdoor recreation, and the conservation and preservation of stream valleys and natural areas. Passive and active recreational activities include picnicking, league sports, camping, hiking, biking, boating, fishing, and tennis.

Between FY10 to FY12, the Northern Parks Division has seen significant reductions in career staff, and supply and services funding. In addition, the continued deferment of capital outlay purchases for the past three years increases delays in service due to additional equipment downtime. These reductions, coupled with an increasing area of responsibility, have contributed to the overall decline in service and maintenance.

319 M-NCPPC Montgomery County Proposed FY12 Budget

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished – 9 career position (6.72 workyears). o Transferred – Nature Center operations (Black Hill and Meadowside), including 10 career positions (9.3 workyears) to the Horticulture, Forestry and Environmental Education Division. The associated funding was transferred in FY12. o Abolished – 12.4 seasonal workyears. • Restore 9.2 seasonal workyears in FY12.

320 M-NCPPC Montgomery County Programs Proposed FY12 Budget

SOUTHERN PARKS

Chief

Administrative Support

Ballfield Management and Coordinator Maintenance Services

• Renovation and Maintenance of • Park Management and • Integrated Pest Management Designated Montgomery County Supervision • Interagency Coordination Public School Athlete Fields • Athletic Fields • Emergency Response • Renovation of local and non local • Playgrounds • Community/ 3rd Party Support Park Athletic Fields • Trash and Litter Removal • Parkway and Roadway 321 • Athletic Field Inspection and • Recycling Maintenance Assessment • Tennis and Basketball Courts • Snow and Ice removal • Trail Inspection and • Regional Park Attractions Maintenance • Custodial Services • Land Management and Grounds Maintenance • Tree and Plant Care

Meadowbrook Cabin John Wheaton Area Martin Luther Area Area King, Jr. Area

M-NCPPC Montgomery County Proposed FY12 Budget

SOUTHERN PARKS Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $10,975,262 $11,672,518 $10,205,300 $10,482,900 Supplies & Materials $990,752 $808,055 $1,031,300 $967,800 Other Services & Charges $744,217 $1,293,089 $326,100 $290,800 Capital Outlay $338,527 48,750 $0 $0 Sub Total $13,048,758 $13,822,412 $11,562,700 $11,741,500 Chargebacks ($31,818) ($29,075) ($63,700) ($63,700) Total $13,016,940 $13,793,337 $11,499,000 $11,677,800

Positions/Workyears Full Time Career 168.00 164.42 169.00 165.65 146.00 146.00 146.00 146.00 Positions/Workyears Part-Time Career 2.00 1.00 2.00 1.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 170.00 165.42 171.00 166.65 146.00 146.00 146.00 146.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 28.39 28.39 0.00 16.00 1 Chargebacks (0.40) (0.40) (0.70) (0.70) Less Normal Lapse (12.90) (12.50) (7.10) (7.30) Workyears Total 180.51 182.14 138.20 154.00

∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1- Chargebacks: FY11 and FY12 - To Enterprise Division $27,300/0.40 workyear; To Special Revenue Fund for the School Ballfield Program $36,400/0.30 workyear

GOAL To provide residents with active and passive parks and recreation facilities which are safe, well- maintained, and well-managed.

OVERVIEW This division's geographical boundaries encompass the southern portion of Montgomery County. Its boundaries are Rockville to the north, the District of Columbia to the south, Prince George's County to the east, and the Potomac River to the west. The Southern Parks manages and maintains a large variety of parks, including local parks, urban parks, conservation areas, stream valley parks, and neighborhood parks. The Southern Parks Division also contains two miniature train operations, one carousel, two ice rinks, one outdoor rink, two indoor tennis facilities, two equestrian centers, and two nature centers.

The Southern Parks Division management areas are located at Cabin John Regional Park, Wheaton Regional Park, Martin Luther King, Jr. Recreational Park, and Meadowbrook Maintenance Facility.

The Southern Parks Division meets both local and regional leisure needs by providing opportunities for outdoor recreation; and the conservation and preservation of stream valleys and natural areas. Passive and active recreational activities include picnicking, league sports, skating, hiking, biking, fishing, and tennis.

Between FY10 to FY12, the Southern Parks Division has seen significant reductions in career staff, and supply and services funding. In addition, the division has not had funding to replace aging tools and equipment for the past three years. These reductions, coupled with an increasing area of responsibility, have contributed to the overall decline in service and maintenance.

322 M-NCPPC Montgomery County Proposed FY12 Budget

FY12 MAJOR CHANGES • FY11 Restructure Plan (workyear changes between FY10 and FY11; funding changes between FY11 and FY12) o Abolished – 14 career position (10.65 workyears). o Transferred – Nature Center operations (Brookside and Locust Grove), including 11 career positions (10.0 workyears) to the Horticulture, Forestry and Environmental Education Division. The associated funding was transferred in FY12. o Abolished – 28.39 seasonal workyears. • Restore 16.0 seasonal workyears in FY12.

323 M-NCPPC Montgomery County Proposed FY12 Budget

SUPPORT SERVICES

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11* FY12

Personnel Services $1,550,970 $310,269 $1,562,690 $3,185,000 Supplies & Materials $1,385,378 $1,316,730 $1,460,400 $1,937,000 Other Services & Charges $10,773,822 $9,796,910 $7,605,890 $6,840,700 Capital Outlay $0 $0 $0 $0 Sub Total $13,710,170 $11,423,909 $10,628,980 $11,962,700 Chargebacks $233,100 $565,700 $591,300 $642,200 Total $13,943,270 $11,989,609 $11,220,280 $12,604,900

Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00

Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 1.10 Chargebacks1 0.00 1.10 1.10 1.10 Less Normal Lapse 0.00 0.00 0.00 0.00 Workyears Total 0.00 1.10 1.10 8.20 ∗ FY11 positions and workyears shown as reflected in the FY11 Restructure Plan submitted to the County Council in the fall of 2010. 1 – Chargebacks: FY11 and FY12 Budget: 1.1 workyears from Enterprise Fund for 50% of ParkPASS support

OVERVIEW The Support Services program contains department-wide expenses including utilities, gasoline, telephone, insurance, and workers compensation premiums.

The Personnel Services costs primarily relate to the payments due to Unemployment Insurance costs, group long term disability insurance premiums and other departmental compensation adjustments. Responsibility for monitoring this program is assigned to the Management Services Division.

FY12 MAJOR CHANGES • Personnel Services includes the increased retirement contribution, a cost of living and merit adjustment for eligible employees, and salaries associated with operating budget impacts. • Supplies and Materials increased due to higher gasoline prices and supplies associated with operating budget impacts. • Other Service and Charges decreased due to a reduction in utility and office rental costs. • 6 new career positions (6.0 workyears) plus 1.1 seasonal workyears are included in the FY12 budget for operating budget impacts (OBI) and new Federally mandated requirements. The workyears and funding, will be allocated to the operating divisions when the budget is approved. • The net increase between FY11 and FY12 is $1.4 million, reflecting major increases of $3.2M that are offset by reductions of $1.8M. o Primary drivers of the $3.2M increase include partial retirement contribution funding as well as wage adjustments for cola and merit; altogether, these amount to $2.4 million. Another $0.8M is attributable to the OBI. o Primary drivers of the $1.8M decrease include -$0.8M reductions in utility and rent, and -$1.0M for various areas such as self insurance, unemployment compensation, Internal Service Fund payments, etc.

324 M-NCPPC Montgomery County Proposed FY12 Budget

PROPERTY MANAGEMENT FUND

Summary of Annual Comparisons Actual Actual Budget Proposed by Major Object FY09 FY10 FY11 FY12

REVENUE (MAJOR SOURCE) Rentals $876,219 $786,393 $807,000 $733,000 Interest $29,818 $5,515 $10,000 $5,000 Transfer from Park Fund $0 $0 $250,000 $200,000

Total Revenue $906,037 $791,908 $1,067,000 $938,000 OBJECT OF EXPENDITURE

Personnel Services $297,669 $313,326 $310,100 $335,500 Supplies & Materials $948 $931 $2,800 $0 Other Services & Charges $575,040 $452,951 $701,900 $652,500 Chargebacks $32,380 $24,700 $52,200 ($50,000)

Total Expenditure $906,037 $791,908 $1,067,000 $938,000

Revenue Over(Under) Expenditure $0 $0 $0 $0 Positions/Workyears Full Time Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 Chargebacks 0.50 0.50 0.50 (0.50) Less Normal Lapse 0.00 0.00 0.00 0.00 Workyears Total 3.50 3.50 3.50 2.50 1-Chargebacks: FY11 Budget: 0.5 workyears from Special Programs Division; Discontinued in late FY10. FY12 Budget: 0.5 workyears to Enterprise Fund for lease administration.

GOAL To reduce liability, provide safe facilities, and practice good stewardship for our patrons, co-workers and tenants.

OVERVIEW The Property Management program provides lease administration and property management for a diverse portfolio of agricultural agreements including crop leases, grazing leases, hay permits, as well as leases for day care centers, ancillary buildings, radio towers, commercial buildings, equestrian facilities, life estate properties, parking lots, historic properties, public private partnerships and a number of unique facilities and programs which serve the public.

The Property Management Office provides oversight and administration of a contractual property management firm who manages the leases, upkeep and maintenance of the Department’s residential housing. Rent for these residential properties is set at fair market value of the properties based on real estate comparables.

The Property Management Office also coordinates the demolition of houses and other structures to remove them from the inventory for safety issues, poor overall condition, and/or conflict with pending park development.

FY12 MAJOR CHANGES • The decrease in rental income is a reflection of fewer leased facilities and properties. • The FY12 proposed budget includes a $50,000 and 0.5 workyear from the Enterprise Fund for assistance with lease administration provided for leases/contracts in the Enterprise Fund.

325 M-NCPPC Montgomery County Programs Proposed FY12 Budget

ENTERPRISE

Chief

Lease Management Administrative Support

• Recreational Facilities • Cell Towers/Fiber Optics Regional • Regional Shelters Operations

326

ParkPASS Ice Rinks Indoor Tennis Event Centers Park Facilities

• Program • Cabin John Ice Rink • Pauline Betz Addie • Rockwood Manor • Agricultural History Registration • Wheaton Ice Arena Tennis Center at • Lodge at Little Farm Park Activity Center • Rentals • Wheaton Outdoor Cabin John Seneca Creek • Black Hill Boats • Point of Sale Rink • Wheaton Tennis • Woodlawn Manor • Brookside Gardens • Memberships • Cabin John Train • Financials • Lake Needwood Boats • Information • Cabin John Train Technology • Wheaton Train/Carousel • Little Bennett Campground • South Germantown Splash Playground & Miniature Golf • Olney Manor Skate Park

M-NCPPC Montgomery County Proposed FY12 Budget

ENTERPRISE FUND Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $5,456,653 $5,908,744 $6,372,000 $5,957,900 $6,065,100 Rentals $2,419,036 $2,647,483 $2,586,400 $2,754,500 $3,018,500 Merchandise Sales $651,471 $637,367 $761,200 $645,900 $649,300 Concessions $88,899 $55,850 $88,500 $28,700 $29,200 Interest $49,735 $11,918 $30,000 $12,000 $12,000 Intergovernmental Revenue $82,249 $150,000 $0 $0 $0 Transfer from Park Fund $619,000 $35,000 $0 $0 $0 Total Revenue $9,367,043 $9,446,362 $9,838,100 $9,399,000 $9,774,100 EXPENDITURE Personnel Services $2,999,495 $3,002,271 $3,061,400 $2,872,600 $3,156,500 Administration * $859,090 $871,405 $905,100 $890,300 $1,200,800 Chargebacks * $388,300 $444,399 $396,500 $396,500 $446,500 Cost of Goods Sold $356,967 $345,027 $406,300 $323,400 $325,200 Supplies & Materials $503,561 $431,349 $472,900 $512,100 $497,200 Other Services & Charges $2,574,006 $2,542,369 $2,661,300 $2,635,300 $2,636,400 Capital Outlay (Not Financed) $54,988 $0 $0 $20,000 $0 Interest on Bonds and Notes $214,344 $168,752 $122,500 $122,500 $83,200 Principal on Bonds and Notes $1,107,223 $1,129,558 $1,152,600 $1,152,600 $1,176,500 Total Expenditure $9,057,974 $8,935,130 $9,178,600 $8,925,300 $9,522,300 Revenue Over(Under) Expenditure $309,069 $511,232 $659,500 $473,700 $251,800 CASH FLOW ELEMENTS CIP Transfers, Per Appropriation $225,724 $0 $100,000 $100,000 $100,000 Net Increase/(Decrease) in Cash $83,345 $511,232 $559,500 $373,700 $151,800 Positions/Workyears Full Time Career 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 32.00 Positions/Workyears Term Contract 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 68.70 77.20 75.00 75.00 82.40 Chargebacks 2.90 2.90 2.90 2.90 3.40 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 104.60 113.10 110.90 110.90 118.80 * Administration and Chargeback costs are allocated to the various facilities in the fund on a percentage basis.

GOAL To provide a positive park experience, achieve an appropriate balance among fees and public service, develop new programs and expand existing programs to increase participation, and position the Enterprise facilities to operate in a fiscally responsible manner.

OVERVIEW The Enterprise Division manages or oversees the operation of 20 distinct facilities that are entirely or primarily funded through user fees and other non-tax revenue sources. These facilities include the ice rinks, tennis centers, event centers and a number of park facilities such as the trains, boat rentals, campgrounds, splash park, mini golf courses and a carousel.

327 M-NCPPC Montgomery County Proposed FY12 Budget

Part of the Department’s mission is to provide leisure and recreational experiences. This includes trails, playgrounds, ice rinks, tennis courts, boats, and campgrounds. The benefits to the community are so well recognized that the citizens of the County are willing to pay taxes for them.

In recognition that some recreational experiences are more exclusive than others, such as ice skating, indoor tennis, or miniature golf, a fee is charged to provide these experiences. These exclusive use facilities are included in the Department’s Enterprise Fund, which, by policy, is required to be self sustaining. This includes operating costs, capital improvements, administrative costs and debt service payments. Balancing these financial obligations while meeting the recreation needs of the public and keeping fees at a reasonable rate is challenging during these economic times.

In FY10, 1.1 million patrons visited or participated in hundreds of classes, programs and events at these facilities. That same year, the Enterprise Division generated revenues of $9.4 million or an 8% increase over FY09 while decreasing expenditures from $9.1 million to $8.9 million or a 2% reduction.

FY12 MAJOR CHANGES • The Enterprise Fund Balance Policy directs the Enterprise Fund balance to be 10% of the operating expenses plus one year’s debt service. The Fund balance at the end of FY10 was $2.3 million. Through positive management changes made in FY11 and FY12, the FY12 proposed fund balance is expected to meet the reserve policy requirement. • Seasonal workyears increased due to new ventures Enterprise will be taking on in FY12 for the new Skate Board Park in Olney as well as new uses for the Wheaton Outdoor Rink.

DIVISION PROGRAMS Narratives for all programs follow.

328 M-NCPPC Montgomery County Proposed FY12 Budget

GOLF COURSES Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $0 $933 $0 $0 $0 Rentals $480,000 $480,000 $480,000 $480,000 $480,000 Merchandise Sales $0 $0 $0 $0 $0 Concessions $59,868 $28,017 $46,600 $0 $0 Interest $0 $0 $0 $0 $0 Intergovernmental Revenue $0 $150,000 $0 $0 $0 Transfer from Park Fund $0 $0 $0 $0 $0 Total Revenue $539,868 $658,950 $526,600 $480,000 $480,000 EXPENDITURE Personnel Services $0 $0 $0 $0 $0 Administration $47,651 $47,161 $47,200 $46,500 $62,700 Chargebacks $22,327 $20,848 $20,700 $20,700 $23,300 Cost of Goods Sold $0 $0 $0 $0 $0 Supplies & Materials $0 ($3,744) $0 $0 $0 Other Services & Charges $8,390 $150,913 $0 $0 $0 Capital Outlay (Not Financed) $0 $0 $0 $0 $0 Interest on Bonds and Notes * $54,920 $42,926 $30,600 $30,600 $19,900 Principal on Bonds and Notes * $348,083 $359,813 $371,900 $371,900 $384,500 Total Expenditure $481,371 $617,917 $470,400 $469,700 $490,400 Revenue Over(Under) Expenditure $58,497 $41,033 $56,200 $10,300 ($10,400) CASH FLOW ELEMENTS CIP Transfers, Per Appropriation $0 $0 $0 $0 $0 Net Increase/(Decrease) in Cash $58,497 $41,033 $56,200 $10,300 ($10,400) Positions/Workyears Full Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 0.00 0.00 0.00 0.00 0.00 Chargebacks 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 0.00 0.00 0.00 0.00 0.00 * Debt Service - Little Bennett FY11 Budget:$402,500; FY12 Proposed Budget: $404,400

OVERVIEW For FY12, this activity includes the leased operation of Northwest, Needwood, Little Bennett, and Sligo Golf Courses by the Montgomery County Revenue Authority (MCRA) as well as the South Germantown Golf Park (Driving Range). Beginning in FY11, the operations of the South Germantown Golf Park (Driving Range) will be managed by the Department of Parks.

The Department of Parks has a long-term lease with the MCRA for the operation of three of our golf courses, Little Bennett, Needwood, and Northwest. The financial terms of the lease provide for the MCRA to pay the Commission, during the initial six years of the lease, an amount sufficient to cover the annual debt service payments for Little Bennett Golf Course plus an additional yearly amount to compensate the Commission for resale merchandise and capital equipment transferred to the MCRA.

329 M-NCPPC Montgomery County Proposed FY12 Budget

MCRA manages our Sligo Creek Golf Course through an Operational Agreement. In July 2010, MCRA agreed to extend the Operating Agreement for an additional two years.

FY12 MAJOR CHANGES • MCRA will make their final installment payment of $480,000 in FY12. In FY13, MCRA will make a percentage rent payment when net revenues generated by the golf courses exceed the lease-stated threshold.

330 M-NCPPC Montgomery County Proposed FY12 Budget

ICE RINKS Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $2,174,733 $2,226,057 $2,382,800 $2,250,600 $2,293,200 Rentals $1,204,164 $1,290,364 $1,230,700 $1,348,900 $1,571,000 Merchandise Sales $372,968 $360,858 $458,600 $374,300 $374,400 Concessions $16,202 $16,319 $22,400 $16,400 $16,900 Interest $0 $0 $0 $0 $0 Intergovernmental Revenue $0 $0 $0 $0 $0 Transfer from Park Fund $543,000 $10,000 $0 $0 $0 Total Revenue $4,311,067 $3,903,598 $4,094,500 $3,990,200 $4,255,500 EXPENDITURE Personnel Services $1,349,390 $1,179,659 $1,337,300 $1,186,800 $1,277,300 Administration $372,814 $330,932 $376,500 $343,700 $482,600 Chargebacks $160,446 $211,189 $165,000 $153,100 $181,200 Cost of Goods Sold $209,893 $211,518 $251,400 $185,300 $184,100 Supplies & Materials $205,063 $146,605 $116,000 $148,400 $150,800 Other Services & Charges $1,486,153 $1,378,094 $1,447,800 $1,530,400 $1,490,500 Capital Outlay (Not Financed) $0 $0 $0 $0 $0 Interest on Bonds and Notes * $159,424 $125,826 $91,900 $91,900 $63,300 Principal on Bonds and Notes * $759,140 $769,745 $780,700 $780,700 $792,000 Total Expenditure $4,702,323 $4,353,568 $4,566,600 $4,420,300 $4,621,800 Revenue Over(Under) Expenditure ($391,256) ($449,970) ($472,100) ($430,100) ($366,300) CASH FLOW ELEMENTS CIP Transfers, Per Appropriation ** $0 $0 $0 $100,000 $0 Net Increase/(Decrease) in Cash ($391,256) ($449,970) ($472,100) ($530,100) ($366,300) Positions/Workyears Full Time Career 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 26.00 25.90 24.10 24.10 28.70 Chargebacks 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 37.00 36.90 35.10 35.10 39.70 * Debt Service - FY11 Budget: Cabin John - $515,100; Wheaton - $357,500 * Debt Service - FY12 Budget: Cabin John - $496,000; Wheaton - $359,300 ** CIP - FY11 Estimated: Wheaton Outdoor Rink - $100,000

OVERVIEW The Department operates two indoor ice rink facilities seven days a week, year round. At Cabin John, there are two full-sized ice sheets and one studio sheet. Wheaton Ice Arena has one full-sized ice sheet. Both facilities feature hockey and figure skating sessions and programs, group and private lessons, general and special public sessions, therapeutic skating, skate and facility rentals, snack bars, and pro shops. A recent in depth review of all programs and offerings resulted in a revised structure of the schedule and program management. In FY10, 1,500 classes were offered and 9,500 children and adults participated in the class programs. The ice rinks accommodated more than 450,000 visitors during FY10.

331 M-NCPPC Montgomery County Proposed FY12 Budget

The Wheaton Outdoor Rink is a covered facility used for the Week in the Park summer camp and other dry floor activities.

FY12 MAJOR CHANGES • Revenues are projected to increase by $161,000, or 4%, based on the repurposing of and increased rentals at the Wheaton Outdoor Rink. • Expenditures are projected to increase only $55,200, or 1%, due to the need to replace the dehumidification system and complete work on the compressors.

332 M-NCPPC Montgomery County Proposed FY12 Budget

INDOOR TENNIS Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $1,200,044 $1,481,850 $1,748,600 $1,532,100 $1,548,500 Rentals $113 $88 $200 $100 $100 Merchandise Sales $4,733 $7,778 $14,800 $7,800 $7,800 Concessions $1,188 $1,437 $2,000 $2,000 $2,000 Interest $24,196 $5,600 $16,500 $5,900 $5,900 Intergovernmental Revenue $82,249 $0 $0 $0 $0 Transfer from Park Fund $0 $0 $0 $0 $0 Total Revenue $1,312,523 $1,496,753 $1,782,100 $1,547,900 $1,564,300 EXPENDITURE Personnel Services $335,584 $456,492 $474,600 $397,400 $426,700 Administration $142,528 $160,003 $160,300 $162,100 $220,900 Chargebacks $66,784 $70,734 $70,300 $72,200 $79,900 Cost of Goods Sold $3,577 $4,286 $8,100 $3,900 $3,900 Supplies & Materials $55,476 $39,393 $58,200 $54,800 $61,900 Other Services & Charges $491,379 $375,219 $534,300 $426,100 $436,200 Capital Outlay (Not Financed) $10,688 $0 $0 $0 $0 Interest on Bonds and Notes $0 $0 $0 $0 $0 Principal on Bonds and Notes $0 $0 $0 $0 $0 Total Expenditure $1,106,016 $1,106,127 $1,305,800 $1,116,500 $1,229,500 Revenue Over(Under) Expenditure $206,507 $390,626 $476,300 $431,400 $334,800 CASH FLOW ELEMENTS CIP Transfers, Per Appropriation $213,636 $0 $100,000 $0 $0 Net Increase/(Decrease) in Cash ($7,129) $390,626 $376,300 $431,400 $334,800 Positions/Workyears Full Time Career 3.00 3.00 3.00 3.50 3.00 3.50 3.00 3.50 3.00 3.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 3.00 3.00 3.00 3.50 3.00 3.50 3.00 3.50 3.00 3.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 8.50 8.50 8.40 8.40 7.90 Chargebacks 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 11.50 12.00 11.90 11.90 10.90

OVERVIEW The Department operates two indoor tennis facilities, one in Wheaton Regional Park and the other in Cabin John Regional Park. Wheaton Tennis is a six-court, air conditioned facility covered by a fabric skin over a rigid frame structure. An attached service building contains restrooms, showers, lockers, and a waiting area. The Pauline Betz Addie Tennis Center (PBA) in Cabin John includes six tennis courts, restrooms, showers, lockers, pro shop, and a large customer lounge. The Parks’ outdoor tennis lesson program is managed through these facilities.

During the 32-week winter season, PBA is open seven days a week, and operates at 85 percent capacity. PBA offers summer leagues in partnership with the Montgomery County Tennis Association (MCTA), summer clinics, and spot time play. The average annual attendance at PBA is close to 95,000 patrons.

333 M-NCPPC Montgomery County Proposed FY12 Budget

The Wheaton Tennis facility is open seven days a week. Annual attendance continues to grow increasing to 130,000 patrons. The Wheaton Tennis facility hosts classes, camps, matchplay and quick start tournaments. WIFI was added in FY10 for customer service.

FY12 MAJOR CHANGES • Revenues are projected to increase over $67,000 from the FY10 Actuals as the patronage at Wheaton Tennis continues to grow. • Personnel expenditures are projected to decrease $47,900 commensurate with a decrease of 0.5 career workyears due to moving the Assistant Manager back to Little Bennett Campground. • Other Services & Charges expenditures are projected to decrease $98,100 based on actual utility expenditures, a decrease in instructors’ contracts and overall better efficiencies at the facilities.

334 M-NCPPC Montgomery County Proposed FY12 Budget

EVENT CENTERS Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $22,023 $21,277 $42,500 $19,700 $21,300 Rentals $311,316 $377,864 $428,500 $428,900 $441,300 Merchandise Sales $0 $12 $0 $0 $0 Concessions $0 $0 $0 $0 $0 Interest $0 $0 $0 $0 $0 Intergovernmental Revenue $0 $0 $0 $0 $0 Transfer from Park Fund $76,000 $25,000 $0 $0 $0 Total Revenue $409,339 $424,153 $471,000 $448,600 $462,600 EXPENDITURE Personnel Services $347,498 $389,154 $318,500 $285,400 $401,400 Administration $42,384 $41,740 $41,800 $41,100 $55,500 Chargebacks $19,861 $18,452 $18,300 $18,300 $20,700 Cost of Goods Sold $0 $0 $0 $0 $0 Supplies & Materials $30,345 $47,439 $27,300 $55,300 $48,600 Other Services & Charges $92,736 $101,068 $148,100 $113,800 $115,800 Capital Outlay (Not Financed) $0 $0 $0 $20,000 $0 Interest on Bonds and Notes $0 $0 $0 $0 $0 Principal on Bonds and Notes $0 $0 $0 $0 $0 Total Expenditure $532,824 $597,853 $554,000 $533,900 $642,000 Revenue Over(Under) Expenditure ($123,485) ($173,700) ($83,000) ($85,300) ($179,400) CASH FLOW ELEMENTS CIP Transfers, Per Appropriation $0 $0 $0 $0 $0 Net Increase/(Decrease) in Cash ($123,485) ($173,700) ($83,000) ($85,300) ($179,400) Positions/Workyears Full Time Career 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 3.60 3.70 3.40 3.40 4.80 Chargebacks 0.00 0.00 0.00 0.00 0.00 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 7.60 7.70 7.40 7.40 8.80

OVERVIEW This program includes the operation of Rockwood Manor, the Lodge at Little Seneca Creek, and Woodlawn Manor. Enhanced marketing, website improvements, social media, and physical improvements for these sites are being employed to raise awareness and bring more patrons to these wonderful facilities.

Rockwood Manor has a large number of social and meeting events each year, including many wedding receptions. Creative programming such as the successful bridal show, princess galas, holiday events and a variety of classes and workshops has increased the usage of this facility.

Woodlawn Manor in Sandy Spring is a 17th century home on the path of the Underground Railroad. In addition to social events, Woodlawn is the home of a historical program offered to school children to

335 M-NCPPC Montgomery County Proposed FY12 Budget teach them about life in early America. Other historical events are programmed by the Parks on the grounds of this treasured landmark.

Seneca Lodge, a log cabin with cathedral ceilings and a towering wood-burning fireplace, continues to be a popular facility for social events.

FY12 MAJOR CHANGES • Revenue is projected to increase almost $40,000 over FY10 Actuals due to creative pricing and slightly higher projected attendance. • Expenditures are projected to be almost $45,000 higher than FY10 Actuals due to increases in personnel costs for additional seasonal staff and increases in administrative charges.

336 M-NCPPC Montgomery County Proposed FY12 Budget

PARK FACILITIES Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12

REVENUE (MAJOR SOURCE) Fees and Charges $2,059,853 $2,178,627 $2,198,100 $2,155,500 $2,202,100 Rentals $423,443 $499,167 $447,000 $496,600 $526,100 Merchandise Sales $273,770 $268,719 $287,800 $263,800 $267,100 Concessions $11,641 $10,077 $17,500 $10,300 $10,300 Interest $25,539 $6,318 $13,500 $6,100 $6,100 Intergovernmental Revenue $0 $0 $0 $0 $0 Transfer from Park Fund $0 $0 $0 $0 $0 Total Revenue $2,794,246 $2,962,908 $2,963,900 $2,932,300 $3,011,700 EXPENDITURE Personnel Services $967,023 $976,966 $931,000 $1,003,000 $1,051,100 Administration $253,713 $291,569 $279,300 $296,900 $379,100 Chargebacks $118,882 $123,176 $122,200 $132,200 $141,400 Cost of Goods Sold $143,497 $129,223 $146,800 $134,200 $137,200 Supplies & Materials $212,677 $201,656 $271,400 $253,600 $235,900 Other Services & Charges $495,348 $537,075 $531,100 $565,000 $593,900 Capital Outlay (Not Financed) $44,300 $0 $0 $0 $0 Interest on Bonds and Notes $0 $0 $0 $0 $0 Principal on Bonds and Notes $0 $0 $0 $0 $0 Total Expenditure $2,235,440 $2,259,665 $2,281,800 $2,384,900 $2,538,600 Revenue Over(Under) Expenditure $558,806 $703,243 $682,100 $547,400 $473,100 CASH FLOW ELEMENTS CIP Transfers, Per Appropriation $12,088 $0 $0 $0 $100,000 Net Increase/(Decrease) in Cash $546,718 $703,243 $682,100 $547,400 $373,100 Positions/Workyears Full Time Career 4.00 4.00 3.00 2.50 3.00 2.50 3.00 2.50 3.00 3.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 4.00 4.00 3.00 2.50 3.00 2.50 3.00 2.50 3.00 3.00 Positions/Workyears Term Contract 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Seasonal/Intermittent 29.50 35.80 35.80 35.80 36.50 Chargebacks 0.50 0.50 0.50 0.50 0.50 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 35.00 39.80 39.80 39.80 41.00

OVERVIEW In the Northern Region, Enterprise park facilities include the Lake Needwood and Black Hill boating facilities, the campgrounds at Little Bennett, regional park picnic shelters, the Agricultural History Farm Park, and the South Germantown Miniature Golf & Splash Playground. Plans are being developed to expand the open area at the popular Splash Playground in Germantown. The Agricultural History Farm Park is available for social events and business meetings. In FY11, the operation of the Olney Manor Skate Park was transferred from the Department of Recreation to the Department of Parks.

In the Southern Region, Enterprise park facilities include the very popular Cabin John and Wheaton Miniature Trains, Ovid Hazen Wells Carousel, regional park picnic shelters, and fee-based activities (tours, facility rentals, educational programs) at Brookside Gardens.

337 M-NCPPC Montgomery County Proposed FY12 Budget

In FY10, over 280,000 people visited our family friendly park facilities. Overall, operating revenue (less interest) increased $187,900 or 7% from FY09 to FY10.

FY12 MAJOR CHANGES • Revenues for Park Facilities are projected to increase almost $48,000 from the FY11 budget primarily due to increased rentals at the Agricultural History Farm Park, Brookside Gardens, the two boating operations, the two train stations and the party tent rentals at South Germantown Splash Playground. • Expenditures are projected to increase approximately $257,000 with the addition of the Olney Manor Skate Park, train track maintenance and reinvesting in the park facilities as well as an increase in administrative charges. • An increase of 0.5 career workyears is due to moving the Assistant Manager back to Little Bennett Campground from Indoor Tennis.

338 M-NCPPC Montgomery County Proposed FY12 Budget

ADMINISTRATION Summary of Annual Comparisons Actual Actual Budget Estimate Proposed by Major Object FY09 FY10 FY11 FY11 FY12 EXPENDITURES (ADMIN ALLOCATION) Personnel Services $754,784 $796,346 $780,600 $778,100 $1,058,500 Supplies & Materials $12,484 $10,877 $7,500 $9,500 $7,500 Other Services & Charges $32,622 $49,982 $101,300 $67,900 $59,600 Capital Outlay (Not Financed) $0 $0 $0 $0 $0 Other Classifications $0 ($45,000) ($46,800) ($46,400) ($45,700) Interest on Bonds and Notes $0 $0 $0 $0 $0 Principal on Bonds and Notes $0 $0 $0 $0 $0 Insurance Fund $59,200 $59,200 $62,500 $81,200 $120,900

Total Expenditure (ADMIN ALLOCATION) $859,090 $871,405 $905,100 $890,300 $1,200,800 EXPENDITURES (CHARGEBACKS) Northern Parks $27,300 $27,300 $27,300 $27,300 $27,300 Southern Parks $27,300 $27,300 $27,300 $27,300 $27,300 Facility Management $55,800 $55,800 $55,800 $55,800 $55,800 Central Administrative Services $207,800 $263,900 $216,000 $216,000 $216,000 Pope Farm $20,100 $20,099 $20,100 $20,100 $20,100 Management Services $50,000 $50,000 $50,000 $50,000 $50,000 Property Management $0 $0 $0 $0 $50,000 Total Expenditure (CHARGEBACKS) $388,300 $444,399 $396,500 $396,500 $446,500 Total Enterprise Administration $1,247,390 $1,315,804 $1,301,600 $1,286,800 $1,647,300 Total Administrative Charges Allocated ($1,247,390) ($1,315,804) ($1,301,600) ($1,286,800) ($1,647,300) Balance $0 $0 $0 $0 $0 Positions/Workyears Full Time Career 10.00 10.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Positions/Workyears Part-Time Career 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Positions/Workyears Total Career 10.00 10.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Positions/Workyears Term Contract 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Seasonal/Intermittent 1.10 3.30 3.30 3.30 4.50 Chargebacks 2.40 2.40 2.40 2.40 2.90 Less Normal Lapse 0.00 0.00 0.00 0.00 0.00 Workyears Total 13.50 16.70 16.70 16.70 18.40

OVERVIEW The Enterprise Division’s Administrative Office oversees and coordinates all the activities of the Enterprise Fund. Included in the Administrative Office budget are administrative costs for the office, the system administration for the ParkPASS system, recreation facility leases, cell towers and fiber optic leases, Insurance Fund costs, and a number of chargebacks for the Northern and Southern Parks, management oversight of the park facilities, Facilities Management trades personnel, Central Administrative Services, Pope Farm nursery services for landscaping materials around Enterprise facilities, Property Management, and Management Services. These costs are allocated on a percentage basis to the various Enterprise facilities.

The ParkPASS system, which includes centralized packages for automated registration, point of sale, and facility booking, is used at the ice rinks, indoor tennis facilities, Brookside Gardens, the seasonal park facilities, the nature centers, and the Planning Department’s Development Review Information Counter. In

339 M-NCPPC Montgomery County Proposed FY12 Budget addition, the ParkPASS system monitors revenues collected from the recreation facility leases, concessions, and bookings of the regional picnic shelters.

FY12 MAJOR CHANGES • Administration Allocation expenditures are projected to increase $295,700 from the FY11 Budget due primarily to increases in Personnel Services to hire two key positions and in the insurance fund payment. The positions were unfunded in the FY11 budget. • FY12 includes a new chargeback of $50,000 (0.5 workyears) to Property Management for assistance with administration of leases and contracts.

340 M-NCPPC Montgomery County Proposed FY12 Budget

CAPITAL IMPROVEMENTS PROGRAM

The Capital Improvements Program (CIP) implements the County’s master plans, functional plans, park plans, Land Preservation, Parks and Recreation Plan, and other studies. The six-year CIP recommends planning, acquisition, construction and funding schedules for projects in Montgomery County parks. It is based on a careful analysis of public recreation, open space, and conservation needs and a realistic assessment of resources available to meet those needs. The Commission balances needs and resources in the context of a participatory process involving the Montgomery County Recreation Department, the County-wide Recreation Advisory Board, Department of Parks divisions, Planning Department staff, and the general public.

OVERVIEW The Maryland Annotated Code Article 28, Section 2-118, Budgetary Procedures, provides the authority for the Commission’s CIP. The M-NCPPC’s CIP, Operating Budget, and Capital Budget are also prepared in coordination with the fiscal and capital program requirements of the Montgomery County Charter. Montgomery County enjoys more than 35,000 acres of parkland and 414 parks maintained by the Commission. The Adopted FY11-16 CIP includes $52,458,000 for land acquisition and $113,683,000 for development projects. The priorities in the capital program are:

Land Acquisition – Continued commitment to preservation of parkland through Legacy Open Space and park acquisition programs

Environmental Stewardship – Protection and enhancement of natural resources on parkland

Historical Resources Stewardship – Protection and enhancement of historical and cultural resources on parkland

New Parks and Park Facilities – Responding to unmet park and recreation needs

Infrastructure Maintenance/Renovation – Repair, renovation, and lifecycle replacement of existing park facilities and supporting infrastructure

HIGHLIGHTS The major highlights of the FY12 Capital Budget are: • The Renovation of the Black Hill Trail • Design of Improvements at Brookside Gardens Visitors Center • Construction of Darnestown Square Heritage Park • Renovation and Expansion of East Norbeck Local Park • Renovation and Expansion of Evans Parkway Neighborhood Park • Design of Laytonia Recreational Park • Design of Rock Creek Maintenance Facility • Construction of Rock Creek Sewer System Improvements • Renovation of Takoma Piney Branch Local Park • *Renovation of Woodlawn Barn Visitors Center and • *Construction of Woodstock Equestrian Center

These projects are described in more detail on the next page.

* Due to the current economic situation in which tax-supported revenues have drastically declined, the Department has decided to delay certain capital projects to alleviate the burden on the operating budget for the next few fiscal years. The Renovation of Woodlawn Barn Visitors Center and the construction of Woodstock Equestrian Center will continue to follow their current construction schedules; however, they will not be open to the public immediately after they are completed. Two capital projects that have been delayed to future years are the construction of Greenbriar Local Park and the construction of Germantown Town Center Urban Park.

341 M-NCPPC Montgomery County Proposed FY12 Budget

The Black Hill Trail Renovation and Extension project will renovate the existing 2.4-mile hiker-biker trail along the eastern shore of Little Seneca Lake to provide an improved 8-foot wide trail. The project will also provide a 1.2 mile extension to the existing trail.

The Brookside Gardens Visitors Center project is a multi-phase project with funding approved for the first two phases. Phase I will improve vehicle and pedestrian access and circulation, a gatehouse, walls, artwork, signage, and plantings. Phase II will expand the parking lot by 85 spaces. The project will also improve parking lot circulation and create an inviting space in front of the building for plant sales and other outdoor events.

The Darnestown Square Heritage Park project will add a new park on a 0.6-acre tract of undeveloped parkland situated on Route 28 near the intersection with Seneca Road. Park amenities include: an attractive and noticeable landmark along Route 28; historical interpretation; inviting and useable spaces; opportunities for public art displays; safe pedestrian and bicycle visitor access; maintenance access; and sustainable landscaping.

The East Norbeck Park project will develop the additional 15 acres added to the park to expand the facilities. New amenities include additional parking, a network of paths connecting the facilities, a natural surface trail, a picnic pavilion, restrooms, lighted tennis courts, a lighted basketball court, a playground, a soccer/lacrosse field and expanded baseball and softball fields.

The Evans Parkway Neighborhood Park project will renovate and expand the existing park located on Evans Parkway, west of Georgia Avenue and east of Cascade Place, in Silver Spring. Improvements include naturalization of the existing concrete stormwater management channel, boardwalk and paved pedestrian loop, gazebo, garden areas, two half-court basketball courts, a parking lot, and replacement of play equipment.

The Laytonia Recreational Park project will provide a new, 51-acre park in the Derwood area of Rockville. Amenities will include several ballfields, a small maintenance building, playground, basketball court, picnic shelters, pathways, landscaping, and trailhead parking.

The Rock Creek Maintenance Facility project will renovate the existing maintenance yard located on five acres within Rock Creek Regional Park at 15881 Beach Drive in Derwood. The existing buildings were built during the 1960’s and 1970’s when the park was first developed. The main objective for this project is to bring the existing outdated, inadequate and deteriorated facility up to industry standard and comparable to other newer facilities such as the Black Hill, Cabin John, and Wheaton Maintenance Yards. The new maintenance facility is designed to be a Leadership in Energy and Environmental Design (LEED) Silver building.

The Rock Creek Sewer System project will renovate the sewer line serving the facilities between Avery Road and Lake Needwood in Rock Creek Regional Park. These facilities include the Lake Needwood boathouse and visitors center, and three restroom buildings.

The Takoma Piney Branch Local Park project will renovate the existing 17.4-acre park located at 2 Darwin Avenue in Takoma Park. Renovations include a loop path, natural surface trails and pedestrian connections, an improved entrance plaza and parking lot, handicap parking and maintenance access, replacement of existing basketball courts and a playground, an addition of a new playground, reduction of two volleyball courts to one, installation of stormwater management, construction of a new shelter with ADA-compliant boardwalk access, replacement of the existing restroom with portable toilets, and conversion of two tennis courts to a skateboard park.

The Woodlawn Barn Visitors Center project will retrofit the existing Woodlawn Barn, located at 16501 Norwood Road in Sandy Spring, Maryland, into a Visitors Center. The three-story stone bank barn, circa 1832, is a significant feature in the 100-acre environmental setting and shares the property with the 1815 Manor House, the State Police Med Evac Facility and the Park Police Kristin M. Pataki Special

342 M-NCPPC Montgomery County Proposed FY12 Budget

Operations Training Facility. This project will focus on the themes of the Underground Railroad and the Quaker experience in Montgomery County.

The Woodstock Equestrian Center project will construct several amenities at the existing Woodstock Special Park at 20207 Darnestown Road, Beallsville. It consists of 845 acres on both sides of MD Route 28. The project will construct an outdoor riding ring, a cross-country course, a gravel parking lot and other site improvements.

Attached is the complete summary of the Adopted FY11-16 CIP that provides a list of all project description forms included in the program.

OPERATING BUDGET IMPACTS (OBI)

Unfunded obligations with OBI are the costs associated with the operating, maintaining and policing of new and expanded parks. Debt service is the cost of issuing bonds that fund capital projects. Both OBI and debt service add to the operating budget.

M-NCPPC continually adds new facilities, open space, land and trails to the existing inventory. Many services are developed through the CIP, while others are added through partnerships and developers. Expanded park facilities require additional operating, maintenance, and safety resources. The chart below details the added resources necessary to implement completed capital and non-CIP work programs associated with new or expanded park services.

FY11* and FY11* and PDF Name FY12 FY12 Work Expenditures Years OBI for CIP Projects Black Hill Trails Renovation and Extension 37,000 0.40 Darnestown Square Heritage Park 6,000 0.10 Elmhirst Parkway Neighborhood Park 17,000 0.20 Legacy Open Space 6,000 0.00 Minor Construction: Local Park 42,000 0.50 Minor Construction: Non-Local Park 139,000 1.10 Pollution Prevention & Repairs to Ponds and Lakes 27,000 0.00 Rock Creek Trail Pedestrian Bridge 35,000 0.20 Trails Hard Surface Design and Construction 3,000 0.00 Trails Natural Surface Design and Construction 45,000 0.10 TOTAL OBI for CIP Projects 357,000 2.60 TOTAL OBI for Non-CIP Projects and New Mandates 442,000 4.50 GRAND TOTAL 799,000 7.10 Note: These amounts are annualized

* Due to FY11 budget cuts, the request for FY11 OBI expenditures was left unfunded. The OBI for the FY11 CIP projects is included in the FY12 Proposed budget along with FY12 OBI expenditures.

343 Expenditure Summary by Category, Sub-Category, and Project ($000s)

Category: M-NCPPC Thru Est. 6 Year Beyond Approp Total FY09 FY10 Total FY11 FY12 FY13 FY14 FY15 FY16 6 Years Request

Acquisition 767828 Acquisition: Local Parks 2,438 0 228 2,210 35 35 535 535 535 535 0 -3,711 998798 Acquisition: Non-Local Parks 17,190 0 730 16,460 1,235 685 3,635 3,635 3,635 3,635 0 -2,765 727007 ALARF: M-NCPPC 49,136 42,136 1,000 6,000 1,000 1,000 1,000 1,000 1,000 1,000 0 0 018710 Legacy Open Space 100,000 48,291 4,700 27,788 3,788 3,000 4,000 5,000 6,000 6,000 19,221 3,788 SubCategory Total 168,764 90,427 6,658 52,458 6,058 4,720 9,170 10,170 11,170 11,170 19,221 -2,688

Development 008720 Ballfield Initiatives 8,229 0 3,309 4,920 820 820 820 820 820 820 0 -180 118701 Battery Lane Urban Park 2,218 0 0 162 0 0 0 0 0 162 2,056 0 058701 Black Hill Trail Renovation and Extension 4,205 85 1,224 2,896 1,040 1,856 0 0 0 0 0 0 058702 Broadacres Local Park Renovation 963 834 129 0 0 0 0 0 0 0 0 0 848704 Brookside Gardens 2,064 1,761 303 0 0 0 0 0 0 0 0 0 078702 Brookside Gardens Master Plan 4,687 9 124 4,554 315 435 3,804 0 0 0 0 357 344 Implementation 977748 Cost Sharing: Local Parks 594 0 144 450 75 75 75 75 75 75 0 75 761682 Cost Sharing: Non-Local Parks 471 0 171 300 50 50 50 50 50 50 0 50 098704 Darnestown Square Heritage Park 896 19 109 768 651 117 0 0 0 0 0 21 058703 East Norbeck Local Park Expansion 3,546 223 458 2,865 500 2,100 265 0 0 0 0 0 078703 Elmhirst Parkway Local Park 490 105 385 0 0 0 0 0 0 0 0 0 998710 Energy Conservation - Local Parks 289 0 67 222 37 37 37 37 37 37 0 37 998711 Energy Conservation - Non-Local Parks 279 0 39 240 40 40 40 40 40 40 0 40 998773 Enterprise Facilities' Improvements 695 0 0 695 195 100 100 100 100 100 0 -200 098702 Evans Parkway Neighborhood Park 3,651 4 328 3,319 160 2,300 859 0 0 0 0 3,288 957775 Facility Planning: Local Parks 2,598 0 798 1,800 300 300 300 300 300 300 0 300 958776 Facility Planning: Non-Local Parks 2,416 0 646 1,770 270 300 300 300 300 300 0 270 098705 Falls Road Local Park 1,740 15 475 1,250 210 103 937 0 0 0 0 295 078704 Germantown Town Center Urban Park 7,160 249 577 6,334 3,220 2,714 400 0 0 0 0 170 078705 Greenbriar Local Park 4,006 0 246 3,760 300 572 2,888 0 0 0 0 8 098708 Lake Needwood Modifications 4,164 0 0 4,164 2,164 2,000 0 0 0 0 0 4,164 038703 Laytonia Recreational Park 10,983 19 418 10,546 604 515 4,181 4,933 313 0 0 0 098706 Magruder Branch Trail Extension 378 0 0 378 0 0 165 213 0 0 0 0 998799 Minor New Construction - Local Parks 1,259 0 359 900 150 150 150 150 150 150 0 150 998763 Minor New Construction - Non-Local Parks 1,179 0 279 900 150 150 150 150 150 150 0 0 038707 Montrose Trail 733 0 26 707 82 625 0 0 0 0 0 625

230 - Expenditure - Agency Request Page 1 of 4 Expenditure Summary by Category, Sub-Category, and Project ($000s)

Category: M-NCPPC Thru Est. 6 Year Beyond Approp Total FY09 FY10 Total FY11 FY12 FY13 FY14 FY15 FY16 6 Years Request

Development 068701 Needwood Golf Course Improvements 94 58 36 0 0 0 0 0 0 0 0 0 078706 North Four Corners Local Park 5,624 0 0 5,624 0 119 440 3,803 1,262 0 0 0 838873 Ovid Hazen Wells Rec Park 3,164 3,149 15 0 0 0 0 0 0 0 0 0 998701 PLAR: LP - Boundary Marking 280 0 40 240 40 40 40 40 40 40 0 40 998702 PLAR: LP - Minor Renovations 2,837 0 887 1,950 325 325 325 325 325 325 0 325 998705 PLAR: LP - Park Building Renovations 2,359 0 559 1,800 300 300 300 300 300 300 0 300 998703 PLAR: LP - Play Equipment 6,692 0 1,712 4,980 830 830 830 830 830 830 0 830 998704 PLAR: LP - Tennis/Multi-Use Court 2,765 0 665 2,100 350 350 350 350 350 350 0 343 Renovations 998707 PLAR: NL - Boundary Marking Sub-Project 216 0 36 180 30 30 30 30 30 30 0 30 998708 PLAR: NL - Minor Renovations 10,236 0 2,990 7,246 941 1,261 1,261 1,261 1,261 1,261 0 941 998709 PLAR: NL - Play Equipment 1,919 0 1,175 744 124 124 124 124 124 124 0 124 998715 PLAR: NL - Tennis/MUC Renovation 921 0 411 510 85 85 85 85 85 85 0 85 345 078701 Pollution Prevention and Repairs to Ponds 4,912 0 1,162 3,750 625 625 625 625 625 625 0 625 & Lakes 058707 Pope Farm Nursery Utilities Upgrade 1,468 1,218 250 0 0 0 0 0 0 0 0 0 808494 Restoration Of Historic Structures 3,507 0 1,357 2,150 400 350 350 350 350 350 0 400 998714 Resurfacing Parking Lots & Paths: Local 1,245 0 195 1,050 175 175 175 175 175 175 0 175 Parks 998764 Resurfacing Parking Lots & Paths: 2,327 0 527 1,800 300 300 300 300 300 300 0 300 Non-Local Parks 008722 Rickman Farm Horse Park 520 520 0 0 0 0 0 0 0 0 0 0 118702 Rock Creek Maintenance Facility 8,958 0 0 5,879 0 75 330 614 1,860 3,000 3,079 0 098701 Rock Creek Sewer System Improvements 1,508 0 240 1,268 614 654 0 0 0 0 0 1,236 048703 Rock Creek Trail Pedestrian Bridge 8,526 1,982 5,544 1,000 1,000 0 0 0 0 0 0 0 827738 Roof Replacement: Local Parks 1,340 0 566 774 129 129 129 129 129 129 0 129 838882 Roof Replacement: Non-Local Pk 2,511 0 933 1,578 263 263 263 263 263 263 0 263 998729 S. Germantown Recreational Park: Non 10,177 9,655 522 0 0 0 0 0 0 0 0 0 Soccer Fac 998712 S. Germantown Recreational Park: 10,652 9,994 658 0 0 0 0 0 0 0 0 -319 Soccerplex Fac. 098709 Shady Grove Maintenance Facility 150 3 147 0 0 0 0 0 0 0 0 0 Relocation 048701 SilverPlace/MRO Headquarters Mixed-Use 1,820 1,760 60 0 0 0 0 0 0 0 0 -416 Project 058755 Small Grant/Donor-Assisted Capital 2,910 0 1,160 1,750 250 300 300 300 300 300 0 150 Improvements

230 - Expenditure - Agency Request Page 2 of 4 Expenditure Summary by Category, Sub-Category, and Project ($000s)

Category: M-NCPPC Thru Est. 6 Year Beyond Approp Total FY09 FY10 Total FY11 FY12 FY13 FY14 FY15 FY16 6 Years Request

Development 818571 Stream Protection: SVP 3,874 0 676 3,198 533 533 533 533 533 533 0 533 078707 Takoma-Piney Branch Local Park 3,640 351 338 2,951 1,444 1,507 0 0 0 0 0 0 768673 Trails: Hard Surface Design & Construction 2,710 0 910 1,800 300 300 300 300 300 300 0 300 888754 Trails: Hard Surface Renovation 1,538 0 530 1,008 168 168 168 168 168 168 0 168 858710 Trails: Natural Surface Design, Constr. & 1,439 0 254 1,185 185 200 200 200 200 200 0 185 Renov. 118703 Warner Circle Special Park 250 0 0 250 200 50 0 0 0 0 0 250 078708 Wheaton Tennis Bubble Renovation 1,999 1,934 65 0 0 0 0 0 0 0 0 -270 098703 Woodlawn Barn Visitors Center 2,800 0 125 2,675 528 1,704 443 0 0 0 0 0 018712 Woodstock Equestrian Center 1,410 660 407 343 238 105 0 0 0 0 0 0 028702 Work Order Mgmt/Planned Lifecycle Asset 920 777 143 0 0 0 0 0 0 0 0 0 Repl. Sys. SubCategory Total 190,111 35,384 35,909 113,683 21,710 26,261 23,422 18,273 12,145 11,872 5,135 16,197 346 Category Total 358,875 125,811 42,567 166,141 27,768 30,981 32,592 28,443 23,315 23,042 24,356 13,509

230 - Expenditure - Agency Request Page 3 of 4 Expenditure Summary by Category, Sub-Category, and Project ($000s)

Category: M-NCPPC Thru Est. 6 Year Beyond Approp Total FY09 FY10 Total FY11 FY12 FY13 FY14 FY15 FY16 6 Years Request

Grand Total 358,875 125,811 42,567 166,141 27,768 30,981 32,592 28,443 23,315 23,042 24,356 13,509 347

230 - Expenditure - Agency Request Page 4 of 4

M-NCPPC MontgomeryCounty THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION

MONTGOMERY COUNTY DEBT SERVICE REQUIREMENTS FOR FISCAL YEAR ENDING JUNE 30, 2012

Outstanding FY 2012 Payments Interest Issue Maturity Original Balance Park Acquisition and Development - Park Fund Rate Date Date Issue 06/30/11 Principal Interest Total Balance

HH-2 Advance Refunding 3.3240% 12/01/95 07-01-14 5,445,000 1,410,000 370,000 43,831 413,831 1,040,000

CC-2 Park Acquisition and Development 3.7819% 12/01/02 12/01/22 12,155,000 5,690,000 860,000 221,305 1,081,305 4,830,000

FF-2 Park Acquistion and Development 3.8457% 11/15/04 12/01/24 4,000,000 3,040,000 160,000 115,520 275,520 2,880,000

II-2 Park Acquistion and Development 3.9651% 03/15/07 04/01/27 4,700,000 3,960,000 185,000 156,724 341,724 3,775,000 - * LL-2 Park and Acquisition and Development 2.3300% 05/21/09 11/01/20 8,405,000 - 7,780,000 730,000 210,800 940,800 7,050,000

MM-2 Park Acquisition and Development 3.4300% 05/21/09 11/01/28 5,250,000 - 4,830,000 210,000 155,688 365,688 4,620,000

FY11 New debt issue- 16M @ 4% 16,000,000 - 16,000,000 800,000 624,000 1,424,000 15,200,000

348 55,955,000 42,710,000 3,315,000 1,527,868 4,842,868 39,395,000

Paying Agents Fees 25,032 - ProposedFY12Budget Totals 4,867,900 39,395,000 Total Park Fund Debt Service

Advance Land Acquisition

DD-2 ALA Gen. Obligation Refunding 3.4748% 12/01/02 12-01-14 1,550,000 625,000 160,000 21,700 181,700 465,000

FF-2 ALA Gen. Obligation Refunding 3.8457% 11/15/04 12/01/24 2,000,000 1,520,000 80,000 57,800 137,800 1,440,000 3,550,000 2,145,000 240,000 79,500 319,500 1,905,000 Paying Agents Fees 1,400 - Total Advance Land Debt Service 320,900 1,905,000

*refunding of U-2 and Y2*

M-NCPPC MontgomeryCounty M-NCPPC - MONTGOMERY COUNTY Debt Service Payments - Park Bonds (as of 6/30/10)

4,000

3,500

3,000

2,500

2,000

349 1,500 ProposedFY12Budget

1,000

500 Thousands000's (Total of Principal & Interest)

0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 Interest 991 904 824 746 672 603 541 477 405 334 273 219 170 129 95 67 43 19 6 Principal 2,970 2,515 2,620 2,345 2,380 1,835 1,880 1,965 2,005 1,620 1,615 1,210 1,210 840 840 600 600 315 315

Fiscal Year

Principal Interest

M-NCPPC MontgomeryCounty

M-NCPPC - MONTGOMERY COUNTY Debt Service Payments - ALA Bonds (as of 06/30/10)

700

600

500

400

350 300 ProposedFY12Budget

200

100 Thousands 000's (Total of Principal & Interest) 0 2011 2012 2013 2014 2015 2016 2017 2018 2019 Interest Payments 95 79 71 61 51 45 40 36 31 Principal Payments 535 240 240 235 230 120 120 120 120

Fiscal Year

Principal Payments Interest Payments

M-NCPPC Montgomery County Proposed FY12 Budget

Page

352 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY SPECIAL REVENUE FUNDS

Special Revenue Funds account for the proceeds from specific revenue sources restricted for a designated purpose. The Commission also uses these funds to differentiate between revenues, expenditures, fund balances and workyears in the tax supported and other governmental funds. The Special Revenue Fund summary is comprised of several different funds within the Parks and Planning Departments. The largest or most notable special revenue fund budgets include: Interagency Agreements (Department of Parks), and Development Review (Planning Department). The FY12 proposed revenue budget is $5,422,240 and is essentially flat compared to the FY11 adopted budget of $5,400,200. FY12 expenditures are proposed at $5,670,140, representing a 4.9% reduction from the FY11 adopted budget of $5,959,400. The decrease reflects efforts to reduce operating expenses in an attempt to more closely match projected revenues.

There are two new Special Revenue Funds included in the Special Donations and Programs Fund in the FY12 budget, one for donations from the reformed Montgomery County Park Foundation and the other for the new Parks Corporate Sponsorships initiative. The Foundation Special Revenue Account will allow the Department of Parks to utilize the money collected by the Foundation for purposes appropriate to the donation. Through the Sponsorship Special Revenue Account, the Department is proposing to include one work year to support the new sponsorship program for the Parks.

MONTGOMERY COUNTY SPECIAL REVENUE FUND SUMMARY Summary of Annual Comparisons ACTUAL ACTUAL BUDGET ESTIMATED PROPOSED by Major Object FY09 FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $1,282,603 $1,756,991 $743,591 $1,370,430 $1,373,672 REVENUE Intergovernmental Revenues $575,694 512,274 1,269,800 1,269,840 1,219,840 Sales 42,708 18,887 55,000 50,000 53,000 Parks/ User Fees 34,619 94,398 95,800 98,000 139,800 Rentals/Concessions 20,797 38,484 20,100 53,600 65,600 Planning/User Fees 51,787 0 25,000 15,000 15,000 Interest 13,313 13,653 30,000 9,750 14,000 Interfund Transfers In 1,773,000 1,528,000 1,528,000 1,528,000 1,528,000 Miscellaneous Revenues 1,933,763 1,700,454 2,376,500 2,567,000 2,387,000 Total Revenue $4,445,681 $3,906,150 $5,400,200 $5,591,190 $5,422,240 EXPENDITURE Personnel Services $461,829 602,475 699,800 597,540 753,440 Supplies and Materials 31,768 107,569 723,800 551,858 313,900 Other Services and Charges 322,858 388,253 1,125,200 1,032,950 1,406,400 Capital Outlay 0 47,918 32,000 27,000 67,000 Other Classifications 3,154,838 3,146,496 3,378,600 3,378,600 3,129,400 Total Expenditure $3,971,293 $4,292,711 $5,959,400 $5,587,948 $5,670,140 Revenue Over(Under) Expenditure $474,388 (386,561) (559,200) 3,242 (247,900) ENDING FUND BALANCE $1,756,991 $1,370,430 $184,391 $1,373,672 $1,125,772 Workyears (Including Seasonal) 30.23 27.12 27.55 27.55 28.55

353 M-NCPPC Montgomery County Proposed FY12 Budget

Historic Renovations – Property Management The Historic Renovations – Property Management Special Revenue Fund account contains property management revenues and other fees for preservation (capital improvements) of historic properties owned by Montgomery County Parks. The funds are earmarked for historic park properties.

Summary by Major Object HISTORIC RENOVATIONS Actual Budget Estimated Proposed PROPERTY MANAGEMENT (494412) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $87,835 $33,734 $23,950 $0 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 418 6,000 400 0 Miscellaneous Revenues 0 35,000 0 0 Interfund Transfer to CIP * (50,000) 0 0 0 TOTAL REVENUE ($49,582) $41,000 $400 $0 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials 4,968 0 0 0 Other Services and Charges 9,335 68,000 24,350 0 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $14,303 $68,000 $24,350 $0

Total Revenue Less Expenditures (63,885) (27,000) (23,950) 0 ENDING FUND BALANCE $23,950 $6,734 $0 $0 Workyears 0.00 0.00 0.00 0.00 * This line is incorporated as a Miscellaneous Revenue in the FY12 Proposed Budget book (Jan 15th version)

354 M-NCPPC Montgomery County Proposed FY12 Budget

Park Police – Drug Enforcement The Park Police Drug Enforcement Fund account was established pursuant to Maryland law and provides the authority to seize property as a result of drug-related crime conviction. This is an ongoing activity within the Montgomery County Park system. Note: the FY11 budget was prepared when a large amount was seized by Park Police and we were waiting for a court decision to determine if we would retain the seized amount. The funds were not retained and the FY11 estimated revenues and expenditures were adjusted accordingly.

Summary by Major Object MC PARK POLICE Actual Budget Estimated Proposed DRUG ENFORCEMENT FUND (494302) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $40,611 $3,608 $57,075 $37,475 REVENUE Intergovernmental Revenues 000 0 Sales 000 0 Charges for Services 000 0 Recreation/User Fees 000 0 Rentals/Concessions 000 0 Interest 354 0 400 400 Miscellaneous Revenues 18,071 150,000 0 0 TOTAL REVENUE $18,425 $150,000 $400 $400 EXPENDITURE Personnel Services 000 0 Supplies and Materials 1,961 150,000 20,000 20,000 Other Services and Charges 0 0 0 17,000 Capital Outlay 000 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $1,961 $150,000 $20,000 $37,000

Total Revenue Less Expenditure $16,465 $0 ($19,600) ($36,600) ENDING FUND BALANCE $57,075 $3,608 $37,475 $875 Workyears 0.00 0.00 0.00 0.00

355 M-NCPPC Montgomery County Proposed FY12 Budget

Park Police – Federally Forfeited Property The Federal Forfeited Property account was established pursuant to federal law. This account allows for certain drug-crime related assets to be seized and forfeited to the agency. When a forfeiture is approved by the court, the seized funds may then be used to purchase equipment and other resources to combat drug-related crimes in the park system. Note: The FY11 budgeted revenue was based on a significant seizure by Park Police but ultimately was not forfeited to Montgomery Parks. The FY11 estimated revenues and expenditures were modified accordingly.

Summary by Major Object MC PARK POLICE - FEDERALLY Actual Budget Estimated Proposed FORFEITED PROPERTY (494369) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $66,280 $8,779 $63,574 $43,974 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 423 0 400 400 Miscellaneous Revenues 0 60,000 0 0 TOTAL REVENUE $423 $60,000 $400 $400 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials 0 64,000 20,000 20,000 Other Services and Charges 3,129 0 0 23,000 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $3,129 $64,000 $20,000 $43,000

Total Revenue Less Expenditures (2,706) (4,000) (19,600) (42,600) ENDING FUND BALANCE $63,574 $4,779 $43,974 $1,374

Workyears 0.00 0.00 0.00 0.00

356 M-NCPPC Montgomery County Proposed FY12 Budget

Interagency Agreements The Special Revenue Fund account for Interagency Agreements includes revenues from other agencies and governments for work the Commission performs on a “reimbursement for service” basis. The Commission maintains agreements with Montgomery County to assist with ballfield maintenance, and with other agencies for seasonal policing and ballfield maintenance. The large increase in FY11, including 0.3 work years, is attributed to moving the funding and expenses for maintaining the Montgomery County Public School ballfields to this special revenue account from the Park Fund.

Summary by Major Object INTERAGENCY AGREEMENTS Actual Budget Estimated Proposed (494456), (494478), (494467), (494434) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $70,664 $65,665 $65,776 $60,876 REVENUE Intergovernmental Revenues 191,685 1,015,000 1,015,000 965,000 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 111 0 100 100 Miscellaneous Revenues 0 0 0 0 TOTAL REVENUE $191,796 $1,015,000 $1,015,100 $965,100 EXPENDITURE Personnel Services 191,684 280,000 230,000 230,000 Supplies and Materials 5,000 13,000 5,000 5,000 Other Services and Charges 0 748,600 748,600 748,600 Capital Outlay 0 0 0 0 Other Classifications 0 36,400 36,400 36,400 TOTAL EXPENDITURE $196,684 $1,078,000 $1,020,000 $1,020,000

Total Revenue Less Expenditure (4,889) (63,000) (4,900) (54,900) ENDING FUND BALANCE $65,776 $2,665 $60,876 $5,976

Workyears 0.00 0.30 0.30 0.30

357 M-NCPPC Montgomery County Proposed FY12 Budget

Park Cultural Resources This Special Revenue Fund account provides supplemental funding for expanding and enhancing historic interpretation and archaeology-educational camps and programs. Revenues are generated through seasonal employee-led archaeological programs, archaeological camps, special events at public historic sites, guided historical tours, and school programs. Expenditures are used for seasonal salaries as well as other expenses such as supplies and materials, performers, scholars, interpretive displays, and volunteer docent materials related to historic and archaeological programs.

Summary by Major Object PARK PLANNING & STEWARDSHIP Actual Budget Estimated Proposed PARK CULTURAL RESOURCES SUMMARY (494491), (494492) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $26,370 $9,371 $32,731 $26,631 REVENUE Intergovernmental Revenues 000 0 Sales 000 0 Charges for Services 000 0 Recreation/User Fees 21,222 25,000 28,000 29,000 Rentals/Concessions 000 0 Interest 207 0 200 400 Miscellaneous Revenues 818 0 0 0 TOTAL REVENUE $22,247 $25,000 $28,200 $29,400 EXPENDITURE Personnel Services 9,630 23,000 23,000 23,000 Supplies and Materials 4,204 7,000 7,000 8,000 Other Services and Charges 2,052 4,300 4,300 4,300 Capital Outlay 000 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $15,886 $34,300 $34,300 $35,300

Total Revenue Less Expenditure 6,361 (9,300) (6,100) (5,900) ENDING FUND BALANCE $32,731 $71 $26,631 $20,731

Workyears 0.00 0.00 0.00 0.00

358 M-NCPPC Montgomery County Proposed FY12 Budget

Special Events This Special Revenue Fund account provides for work the Commission performs on a “reimbursement for service” basis for special events and tournaments in the parks. Examples include the Avon Breast Cancer Walk and the Marathon in the Parks.

Summary by Major Object SPECIAL EVENTS & CAMPS Actual Budget Estimated Proposed (494495), (494493) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $92,765 $84,766 $34,730 $12 REVENUE Intergovernmental Revenues $0 $0 $0 $0 Sales $0 $0 $0 $0 Charges for Services $0 $30,000 $30,000 $33,000 Recreation/User Fees $42,551 $20,000 $20,000 $0 Rentals/Concessions $0 $0 $0 $0 Interest $645 $0 $0 $0 Miscellaneous Revenues $10,046 $0 $0 $0 TOTAL REVENUE $53,242 $50,000 $50,000 $33,000 EXPENDITURE Personnel Services $47,721 $70,000 $25,000 $30,000 Supplies and Materials $57,862 $64,700 $59,718 $3,000 Other Services and Charges $5,694 $0 $0 $0 Capital Outlay $0 $0 $0 $0 Other Classifications $0 $0 $0 $0 TOTAL EXPENDITURE $111,277 $134,700 $84,718 $33,000

Total Revenue Less Expenditure ($58,035) ($84,700) ($34,718) $0 ENDING FUND BALANCE $34,730 $66 $12 $12

Workyears 0.00 0.00 0.00 0.00

359 M-NCPPC Montgomery County Proposed FY12 Budget

Nature Programs and Facilities This Special Revenue Fund account provides supplemental funding through budgeted proceeds for expanding and enhancing nature and environmental educational programs and projects at the nature facilities. Revenues are generated through seasonal employee-led nature center camps and special event admissions. Expenditures are used for seasonal salaries as well as other expenses such as supplies and materials, performers, scholars, interpretive displays, and animal supplies/services related to the camps and special events. Revenues and expenses for camps or programs offered by career staff are accounted for in the Park Fund. In FY12, recreation/user fees are projected to increase based on increased demand for summer camps, birthday parties, rentals, and activities.

Summary by Major Object NATURE CENTER SUMMARY Actual Budget Estimated Proposed (494545), (494556), (494567), (494578) FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $0 $0 $3,622 $5,922 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 30,625 50,800 50,000 110,800 Rentals/Concessions 0 0 0 5,000 Interest 36 0 100 200 Miscellaneous Revenues 1,769 2,500 0 5,000 TOTAL REVENUE $32,430 $53,300 $50,100 $121,000 EXPENDITURE Personnel Services 9,612 22,000 24,700 60,600 Supplies and Materials 8,636 24,300 23,100 25,900 Other Services and Charges 10,560 7,000 0 4,700 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $28,808 $53,300 $47,800 $91,200

Total Revenue Less Expenditure 3,622 0 2,300 29,800 ENDING FUND BALANCE $3,622 $0 $5,922 $35,722

Workyears 0.00 0.00 0.00 0.00

360 M-NCPPC Montgomery County Proposed FY12 Budget

Special Donations and Programs The Special Donations and Programs account includes donations and contributions designated for specific purposes or projects that are not part of the normal tax-supported programs in the Park Fund. There are two new Special Revenue Accounts included in the Special Donations and Programs Fund account in the FY12 budget, one for donations from the reformed Montgomery County Park Foundation and the other for the new Parks Corporate Sponsorships initiative. The Foundation Special Revenue Account will allow the Department of Parks to utilize the money collected by the Foundation for purposes appropriate to the donation. Through the Sponsorship Special Revenue Account, the Department is proposing to include one workyear to support the new sponsorship program for the Parks. The addition of the two new accounts results in increased revenue and expenditure levels for the FY12 proposed budget.

Summary by Major Object SPECIAL DONATIONS & PROGRAMS Actual Budget Estimated Proposed (494500), (494502), (494503), (494504), (494510), (494512), (494523), (494589), FY10 FY11 FY11 FY12 (494591), (494600) BEGINNING FUND BALANCE $55,375 $22,076 $54,746 $45,006 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 38,484 20,100 53,600 60,600 Interest 561 0 400 1,300 Miscellaneous Revenues 22,165 124,000 117,000 402,000 TOTAL REVENUE $61,210 $144,100 $171,000 $463,900 EXPENDITURE Personnel Services 0 0 15,000 115,000 Supplies and Materials 20,618 95,800 112,040 167,000 Other Services and Charges (7,668) 37,300 26,700 135,900 Capital Outlay 47,918 32,000 27,000 67,000 Other Classifications 970 0 0 20,000 TOTAL EXPENDITURE $61,838 $165,100 $180,740 $504,900

Total Revenue Less Expenditure (628) (21,000) (9,740) (41,000) ENDING FUND BALANCE $54,746 $1,076 $45,006 $4,006

Workyears 0.00 0.00 0.00 1.00

361 M-NCPPC Montgomery County Proposed FY12 Budget

Traffic Mitigation Program The Special Revenue Fund account supports the regulatory process to ensure compliance with reducing the traffic from approved development. Revenues are received from developers on an annual basis. This account is designated to pay for the independent monitoring of each program and to ensure that the program meets and maintains its trip reduction goal.

Summary by Major Object TRAFFIC MITIGATION PROGRAM-MCV Actual Budget Estimated Proposed ASSOCIATES FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $28,328 $28,328 $32,506 $33,006 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 500 500 500 500 Miscellaneous Revenues 6,779 20,000 10,000 20,000 TOTAL REVENUE $7,279 $20,500 $10,500 $20,500 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials 0 0 0 0 Other Services and Charges 3,101 20,000 10,000 20,000 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $3,101 $20,000 $10,000 $20,000

Total Revenue Less Expenditure 4,178 500 500 500 ENDING FUND BALANCE $32,506 $28,828 $33,006 $33,506 Workyears 0.00 0.00 0.00 0.00

362 M-NCPPC Montgomery County Proposed FY12 Budget

Historic Preservation – County Non-Departmental Account This Historic Preservation Special Revenue Fund account was established for the annual contract between Montgomery County and the Planning Department for the provision of staff support to the Montgomery County Historic Preservation Commission (HPC). The County provides funds for staffing and a historic preservation grant fund that is administered by the HPC. Staff also administers an additional grant from the state, in support of historic preservation functions.

Summary by Major Object HISTORIC PRESERVATION-COUNTY Actual Budget Estimated Proposed NON-DEPARTMENTAL ACCOUNT FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $29,030 $29,030 $14,004 $14,004 REVENUE Intergovernmental Revenues 320,590 254,800 254,840 254,840 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 0 0 0 0 Miscellaneous Revenues 0 0 0 0 TOTAL REVENUE $320,590 $254,800 $254,840 $254,840 EXPENDITURE Personnel Services 283,840 254,800 254,840 254,840 Supplies and Materials 0 0 0 0 Other Services and Charges 24,246 0 0 0 Capital Outlay 0 0 0 0 Other Classifications 27,530 0 0 0 TOTAL EXPENDITURE $335,616 $254,800 $254,840 $254,840

Total Revenue Less Expenditure (15,026) 0 0 0 ENDING FUND BALANCE $14,004 $29,030 $14,004 $14,004

Workyears 3.70 3.70 3.70 3.70

363 M-NCPPC Montgomery County Proposed FY12 Budget

GIS Data Sales Council directed the Commission to set up the GIS Data Sales Special Revenue Fund account in order to recover the costs of updating GIS data on a routine basis. The account is administered by the Center for Research and Information Systems. Revenues are generated primarily from the sale of digital and printed GIS data. It is mandated Countywide in a GIS sales agreement. Funds are used to update the plan/topographic base map, and for associated supplies and materials. Countywide aerial photography will be used to update the remainder of the County’s GIS plan metric base map. This will result in our plan metric base map having a consistent map date, as opposed to the current “patchwork” map. This will be an enhancement to GIS.

Summary by Major Object GIS DATA SALES Actual Budget Estimated Proposed FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $125,778 $32,778 $47,240 $45,740 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 18,887 25,000 20,000 20,000 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 1,626 1,500 1,500 500 Miscellaneous Revenues 1,345 0 0 0 TOTAL REVENUE $21,858 $26,500 $21,500 $20,500 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials 0 3,000 3,000 3,000 Other Services and Charges 100,000 50,000 20,000 20,000 Capital Outlay 0 0 0 0 Other Classifications 396 0 0 0 TOTAL EXPENDITURE $100,396 $53,000 $23,000 $23,000

Total Revenue Less Expenditure (78,538) (26,500) (1,500) (2,500) ENDING FUND BALANCE $47,240 $6,278 $45,740 $43,240

Workyears 0.00 0.00 0.00 0.00

364 M-NCPPC Montgomery County Proposed FY12 Budget

Environmental /Forest Conservation Penalties The Environmental Penalty and Forest Conservation Special Revenue Fund account contains monies collected from fines imposed for violations of the County Forest Conservation Law. The goal of the program is to encourage developers and property owners to adhere to the law for protection of the environment. These funds can be spent on authorized forest related projects, enforcement and administration of the Forest Conservation Program.

Summary by Major Object ENVIRONMENTAL/FOREST Actual Budget Estimated Proposed CONSERVATION PENALTIES FUND FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $101,030 $104,030 $65,587 $64,337 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 578 1,000 750 700 Miscellaneous Revenues 33,708 100,000 65,000 100,000 TOTAL REVENUE $34,286 $101,000 $65,750 $100,700 EXPENDITURE Personnel Services 59,988 50,000 25,000 40,000 Supplies and Materials 0 2,000 2,000 2,000 Other Services and Charges 9,741 40,000 40,000 40,000 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $69,729 $92,000 $67,000 $82,000

Total Revenue Less Expenditure (35,443) 9,000 (1,250) 18,700 ENDING FUND BALANCE $65,587 $113,030 $64,337 $83,037 Workyears 0.00 0.00 0.00 0.00

365 M-NCPPC Montgomery County Proposed FY12 Budget

Development Review Special Revenue Account (Includes DAP) The Development Review Special Revenue Fund was created to collect fees generated by plan reviews. A certain portion of the costs associated with the review of plans can be recovered through fees. Treating this portion separately from the remainder of the Planning Department’s budget served to reduce pressure on both the Administration Fund and the Spending Affordability Guidelines. Costs have been defined broadly to reflect not only the time spent by reviewers in the analysis of development applications, but also additional support costs associated with administrative and tech team staff, public information staff, legal staff, and a certain portion of other support services, such as technology support and GIS. Revenues are defined as the fees received for Natural Resource Inventory, Forest Stand Delineation, forest conservation plans or exemptions, record plats, pre-preliminary and preliminary plans, sketch plans, project plans, and site plans. It was originally anticipated that fees could be adjusted upwards as necessary to recover the necessary costs. However, the continued slowdown in the economy has led to a widening gap between costs incurred and fees received. Moreover, fees cannot be raised to inordinately high levels to cover this gap. FY11 special revenue funds are anticipated to be higher, due to the creation of the CR zone for White Flint. This zone required submission of a sketch plan, and because these sketch plan projects tend to be very large, the fees received are likewise quite large. However, applicants will be able to write down some or all of the sketch plan fee when they submit preliminary and/or site plan applications for the same project. Moreover, since there is limited staging capacity available in White Flint prior to completion by the county of significant infrastructure, an assumption has been made that, after the initial flurry of sketch plan applications are submitted, it may be quite a while before other such plans come in. In recognition of the fact that both tax-supported funding and fee revenues are necessary, a transfer of $1,528,000 was approved in FY11. The Planning Department is requesting that the transfer of $1,528,000 be maintained in FY12. FY11 interest income is based on Montgomery County Government figures.

Summary by Major Object DEV AUTOMATION PROCESS (DAP) Actual Budget Estimated Proposed AND DEVELOPMENT REVIEW FUND FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $461,211 ($25,289) $482,532 $901,332 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Service/User fees/DAP 0 25,000 15,000 15,000 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 4,230 18,000 2,000 7,500 Miscellaneous Revenues 1,607,050 1,810,000 2,300,000 1,810,000 Interfund Transfer Administration Fund 1,528,000 1,528,000 1,528,000 1,528,000 TOTAL REVENUE $3,139,280 $3,381,000 $3,845,000 $3,360,500 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials 0 0 0 0 Other Services and Charges 359 75,000 84,000 307,900 Capital Outlay 0 0 0 0 Other Classifications 3,117,600 3,342,200 3,342,200 3,073,000 TOTAL EXPENDITURE $3,117,959 $3,417,200 $3,426,200 $3,380,900

Total Revenue Less Expenditure 21,321 (36,200) 418,800 (20,400) ENDING FUND BALANCE $482,532 ($61,489) $901,332 $880,932 Workyears 23.42 23.55 23.55 23.55

366 M-NCPPC Montgomery County Proposed FY12 Budget

Forest Conservation The Forest Conservation Special Revenue Fund account collects fees paid by developers in lieu of planting trees and forest. By law, this money can only be used on forest planting and protection and by planting individual trees. Examples of account expenditures include the expansion of the Reddy Branch Stream Valley Park riparian buffer reforestation project, riparian buffer planting along Beech Drive in Meadowbrook Park and Watts Branch along Lake Potomac Drive. Collections also fund the Planning Department’s “Leaves for Neighborhoods” project, which provides a coupon to Montgomery County residents for the purchase of trees. Money in the account will be used as leverage to help secure grants from the Maryland Department of Natural Resources and other organizations to enable additional forest planting and habitat restoration.

Summary by Major Object FOREST CONSERVATION FUND Actual Budget Estimated Proposed FY10 FY11 FY11 FY12 BEGINNING FUND BALANCE $571,715 $346,715 $392,357 $95,357 REVENUE Intergovernmental Revenues 0 0 0 0 Sales 0 0 0 0 Charges for Services 0 0 0 0 Recreation/User Fees 0 0 0 0 Rentals/Concessions 0 0 0 0 Interest 3,964 3,000 3,000 2,000 Miscellaneous Revenues 48,702 75,000 75,000 50,000 TOTAL REVENUE $52,666 $78,000 $78,000 $52,000 EXPENDITURE Personnel Services 0 0 0 0 Supplies and Materials * 4,320 300,000 300,000 60,000 Other Services and Charges ** 227,704 75,000 75,000 85,000 Capital Outlay 0 0 0 0 Other Classifications 0 0 0 0 TOTAL EXPENDITURE $232,024 $375,000 $375,000 $145,000

Total Revenue Less Expenditure (179,358) (297,000) (297,000) (93,000) ENDING FUND BALANCE $392,357 $49,715 $95,357 $2,357 Workyears 0.00 0.00 0.00 0.00 *Retail coupon program **Spraying, planting, etc.

367 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY ADVANCE LAND ACQUISITION

EXECUTIVE OVERVIEW Section 7-106(b) of Article 28 of the Annotated Code of Maryland empowers the Maryland-National Capital Park and Planning Commission to include funding in its annual budget for the acquisition of lands needed for State highways, streets or roads as well as for school sites and other public uses in Montgomery County. The Commission established a continuing land acquisition revolving fund from which disbursements for such purchases may be made. The purchase must be shown in the Commission’s general plan for the physical development of the regional district or in an adopted plan. The acquisition requires the approval of the District Council of Montgomery County. The acquisition of school sites also requires the prior approval of the Montgomery County Board of Education.

The Commission may transfer the land to the County or agency for which it was acquired upon repayment of funds disbursed for the land, plus interest. Any repayment is placed in the land acquisition revolving fund for future purchases. If an agency later determines that the land is not needed for public use, the Commission may use the land as part of its park system. Alternatively, it may sell, exchange, or otherwise dispose of it under its general authority covering the disposition of park and recreation properties.

BUDGET OVERVIEW The Advance Land Acquisition Revolving Fund (ALARF) is financed from the proceeds of bonds issued and sold by the Commission from time to time in amounts deemed necessary for the purpose stated above. The payment of principal and interest on these bonds is provided by a special tax levied by the Montgomery County Council against all property assessed for the purposes of County taxation. The Commission first issued bonds on September 1, 1971, in the amount of $7,000,000 to establish the size of the revolving fund. Since 1970, bonds have been issued in 1990 and 1994, with some of the total refunded in FY96 and FY03 to lower the interest rate charged to the Commission.

The Commission established a debt service fund to pay the principal and interest payments on outstanding bond issues using proceeds from the property tax levy. The proposed personal property tax rate of 0.3 cents and 0.1 cent real property rate will be sufficient to pay the debt service of $320,900 in FY12. The contribution to the Advance Land Acquisition Revolving Fund is $1,447,300.

Article 28, Section 7-106(e) limits the annual rate of the Advance Land Acquisition tax to a maximum of 3.0 cents personal property tax and 1.2 cents real property tax on each $100 of assessed valuation. There is no minimum noted under State law. Coupled with continuing annual increases in the assessable base, the tax rate has been sufficient to pay the debt service.

Since the Commission cannot fully anticipate the future needs and requests of other governmental agencies for specific acquisitions, the Commission proposes, in accordance with its authority as prescribed by Article 28, Section 7-106, to expend the entire balance in the ALARF for Advance Land purchases. Since, by law, the District Council has final approval for all land acquisitions by the ALARF, the proposed expenditures from this fund should serve as an estimate only. If no request for land acquisition comes from other agencies and the Commission does not make subsequent purchases, the proposed expenditures will not be made, and therefore will not affect fund balance.

368 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY ADVANCE LAND ACQUISITION FUND STATEMENT OF REVENUES, EXPENDITURES, TRANSFERS AND FUND BALANCE

DEBT SERVICE FUND ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12 REVENUES Property Taxes $1,700,802 $1,804,764 $1,810,670 $1,768,200 Prior Year Fund Balance 0 0 12,048 0 Total Revenue $1,700,802 $1,804,764 $1,822,718 $1,768,200 EXPENDITURES Bond Principal Retirement $535,000 $530,000 $535,000 $240,000 Bond Interest 140,607 118,171 95,300 79,500 Administrative Expenses 1,749 1,810 1,400 1,400 Contributions 1,001,558 1,174,943 1,191,018 1,447,300 Total Expenditure 1,678,914 1,824,924 1,822,718 1,768,200 Revenue Over (Under) Expenses 21,888 (20,160) 0 0 Beginning Fund Balance 7,230 29,118 12,048 0 Ending Fund Balance $29,118 $8,958 $0 $0

Tax Rate (Cents per $100) Real 0.1 0.1 0.1 0.1 Personal 0.3 0.3 0.3 0.3 Assessable Base (Billions) Real 158.133 167.097 170.479 165.903 Personal 3.920 4.124 4.144 4.243

REVOLVING FUND ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12 REVENUES Interest on Investment $578,944 $84,939 $10,000 $0 Land Cost Repaid 0 0 0 0 Interest Repayments 0 0 0 0 Contributions 1,001,558 1,174,943 1,191,018 1,447,300 Total Revenue $1,580,502 $1,259,882 $1,201,018 $1,447,300 EXPENDITURES Land $6,846,489 $9,064,477 $21,354,122 $8,795,809 Payment to County (HB 1517) $0 $5,000,000 $0 $0 Contributions 0 0 0 0 Total Expenditure 6,846,489 14,064,477 21,354,122 8,795,809 Revenue Over (Under) Expenditures ($5,265,987) ($12,804,595) ($20,153,104) ($7,348,509) Interfund Transfers 0 0 0 0

Beg. Fund Balance -Unreserved $25,419,091 $20,153,104 $20,153,104 $7,348,509 Bond Proceeds 0 0 0 0 Ending Fund Balance - Unreserved $20,153,104 $7,348,509 $0 $0

369 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY RISK MANAGEMENT INTERNAL SERVICE FUND

EXECUTIVE OVERVIEW The Commission’s Risk Management/Self Insurance Fund programs began on July 1, 1978. Montgomery County Government operates a self-insurance program and provides coverage and administrative services for its members as authorized by the County Code. As a bi-county organization, the Commission has been participating as a member.

Through centralized management, the program uses safety and loss control practices and self-insurance administration to reduce liability and mitigate losses to the Commission. The program’s overall goals include: reducing the risk of personal injury to patrons and employees, protecting and securing Commission assets, avoiding or minimizing injury to users of Commission services and facilities, and managing costs and risk efficiently. The Department of Human Resources and Management (DHRM) and the Department of Finance administrate the fund jointly.

Participation in the Self-Insurance program provides efficient and economical coverage for Workers’ Compensation, General Liability, Real and Personal Property, Police Professional Liability, Automobile Liability, Automobile Physical Damage and Public Official Liability. The Commission also purchases commercial insurance policies as needed for various surety bonds, police horses, catastrophic and blanket coverage for other specialized programs. Specific activities relating to the Risk Management/ Self-Insurance programs are listed within the work programs of DHRM and the Finance Department.

BUDGET OVERVIEW The Proposed FY12 budget is $3.2 million, a decrease of $468,600 or 12.7% from the FY11 adopted level. The decrease is primarily due to a reduction in commercial insurance claims costs based on experience. The Commission has begun handling tort litigation claims internally during FY11.

Total charges for service to the departments will be $2.6 million, a decrease of $457,600 or 15.2% from the FY11 adopted budget. The decrease is primarily attributable to a reduction in contributions for Planning and Parks Departments to more closely match the Department’s expenditure history. Additional funding sources include interest income, which decreased to $52,000 based on interest rate projections, and use of fund balance. We no longer budget claims recoveries as a revenue source, due to their volatile nature and a change in policy allowing replacement costs to be charged to the fund.

370 M-NCPPC Montgomery County Proposed FY12 Budget

RISK MANAGEMENT MONTGOMERY COUNTY

REVENUES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Charges for Services: Planning $43,100 $274,700 $176,300 $86,100 Parks 3,281,701 2,768,000 2,730,200 2,307,500 Enterprise 58,000 58,000 80,000 157,300 CAS 32,200 15,000 33,400 11,400 Total Charges for Services $3,415,001 $3,115,700 $3,019,900 $2,562,300 Transfer in 0000 Claims Recoveries 226,288 182,878 0 0 Interest Income 269,603 52,095 100,000 52,000 Use of Fund Balance 0 0 0 594,800 Total Revenues $3,910,892 $3,350,673 $3,119,900 $3,209,100

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Personnel Services $513,399 $570,071 $560,300 $626,250 Supplies and Materials 6,657 20,934 32,550 32,550

Claims Paid, Changes in Reserves, Commercial Insurance (Net of Subrogation): Planning 95,560 (26,303) 74,300 35,200 Parks 1,923,784 1,276,251 2,063,600 1,255,500 Enterprise 30,036 32,770 85,300 55,900 CAS (2,087) (1,730) 21,300 11,000 Total Claims 2,047,293 1,280,988 2,244,500 1,357,600

Administrative Exp. to the County: Planning 12,836 16,442 14,500 21,000 Parks 397,821 458,512 403,500 753,400 Enterprise 13,453 18,927 16,700 33,600 CAS 4,621 4,732 4,200 4,500 Total Admin. Exp. to the County 428,731 498,613 438,900 812,500

Other Services and Charges * 180,649 406,135 174,150 190,000 Capital Outlay 0000 Chargebacks 199,000 155,400 227,300 190,200 Total Expenditures $3,375,729 $2,932,141 $3,677,700 $3,209,100

Revenues Over/ (Under) Expenses $535,163 $418,532 ($557,800) $0

Positions/Workyears 3.00/3.00 3.00/3.00 3.00/3.00 3.00/3.00 * Actuals includes internal insurance expense.

371 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY SILVER PLACE/MRO HEADQUARTERS

EXECUTIVE OVERVIEW The Montgomery Regional Office (MRO) Headquarters Internal Service Fund was created to provide accounting for the costs associated with the potential new MRO building at 8787 Georgia Avenue in Silver Spring. The current plan is to construct a new consolidated headquarters facility either on a portion of the site or offsite, and to sell the remainder of the property to a developer for affordable and market rate housing design and construction. At least 30% of the housing units must be classified as affordable housing. A schematic design of the headquarters and mixed use project has been developed through a charrette process which included neighboring community members among the stakeholders in the project. Due to budgetary constraints, this project is currently on hold until further notice.

BUDGET OVERVIEW The FY12 proposed budget is similar to the FY11 adopted budget in that it does not fund revenues or expenditures because of the project’s current status. Furthermore, there were no expenditures during FY10.

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MONTGOMERY COUNTY SILVER PLACE/MRO HEADQUARTERS INTERNAL SERVICE FUND

REVENUES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Fund Balance $0 $0 $0 $0 Amount Financed 0 0 0 0 Administration Fund 128,000 0 0 0 Park Fund 72,000 0 0 0 Interest Income 0 0 0 0 Total Revenues $200,000 $0 $0 $0

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $0 Other Services and Charges 139 0 0 0 Total Expenditures $139 $0 $0 $0

373 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY CAPITAL EQUIPMENT INTERNAL SERVICE FUND

EXECUTIVE OVERVIEW The Commission's Capital Equipment Internal Service Fund (CEISF) was set up to establish an economical method of handling large equipment purchases. The fund spreads the cost of an asset over its useful life instead of burdening any one fiscal year with the expense. Considerable savings are realized over the life of the equipment through the use of the CEISF.

All Departments use the CEISF to finance the purchase of equipment having a useful life of at least six (6) years. All revenue and costs associated with the financing of such equipment are recorded in the Internal Service Fund. All equipment is financed on a tax-exempt basis, resulting in considerable interest savings. The participating departments are charged an annual rental payment based on the life of the equipment.

BUDGET OVERVIEW The financing authority of the CEISF may be carried over from year to year. This means that if the total authorized amount of financing is not utilized during a particular fiscal year any remaining funding may be carried over to succeeding fiscal years. Approval of the budget gives the Commission’s Secretary-Treasurer and other officers, authority to carry out financing for this fund at such time and on such terms as is believed to be advantageous to the Commission without additional action by the Commission or by a Planning Board.

For FY12, the Commission proposes the purchase and financing of $2,145,000 in capital outlay expenses in the CEISF. In FY12, the CEISF will charge $1,173,100 to Montgomery County departments for equipment, consisting primarily of motor vehicles, heavy equipment and computer-related equipment. Total expenditures are estimated at $1,666,700. In FY12, the CIO and one professional position were transferred from the Finance Department to the Capital Equipment Internal Service Fund in compliance with the new IT Governance model. The CIO now reports to the Executive Committee to ensure Commission-wide focus. The CIO is responsible for strategic planning for the enterprise-wide IT systems in collaboration with departments to meet business needs. The CIO also functions as the Commission’s Chief Security Officer.

374 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY CAPITAL EQUIPMENT INTERNAL SERVICE FUND

REVENUES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Rental Charges to Other Funds $4,355,121 $4,521,643 $1,137,200 $1,173,100 Interest 44,810 24,584 31,000 23,000 Use of Fund Balance 0 0 0 470,600 Total Revenues $4,399,931 $4,546,227 $1,168,200 $1,666,700

EXPENDITURES ACTUAL ACTUAL BUDGET PROPOSED FY09 FY10 FY11 FY12

Personnel Services $0 $0 $0 $156,400 Supplies and Materials 31,785 22,048 0 2,300 Other Services and Charges 257,276 331,730 0 0 Total Expenditures 289,061 353,778 0 158,700 Debt Service - Principal 1,164,456 1,212,632 1,568,800 1,282,800 Interest 87,735 48,531 252,700 225,200 Total Expenditure and Debt Service $1,541,252 $1,614,941 $1,821,500 $1,666,700

Revenues Over/(Under) Exp.& Debt Serv. $2,858,679 $2,931,286 ($653,300) $0

Note: Future financing plans Capital Equip. - Financed for Park & Pl. 0 0 1,900,000 1,900,000 Capital Equip. - Financed for IT initiatives 0 0 160,000 160,000 Capital Equip. - Financed for Finance Dept. 0 0 85,000 85,000

Position/workyears 0.00/0.00 0.00/0.00 0.00/0.00 1.00/1.00

375

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Page APPENDICES Glossary ...... 379 Acronyms...... 385 Other References ...... 388

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GLOSSARY

Accrual Basis of Accounting The method of accounting used for Enterprise and Internal Service Funds. Revenues are generally recorded when earned. Expenses are recorded when a liability is incurred, regardless of the timing of related cash flows.

Administration Fund/Tax Those funds approved to finance planning and administrative support activities.

Adopted Budget The Commission’s budget as approved by the County Councils, including tax rates and expenditure limits by fund and division or operating unit. The Adopted Budget is printed in brief form without text.

Advance Land Acquisition Revolving Fund (ALARF) The Revolving Fund is a source of disbursements for highways, streets, school sites and other public purposes. It was originally financed by a Bond Issuance and is serviced through a dedicated property tax. The revolving fund is maintained by reimbursements from agencies for which the Commission bought the land.

Appropriation Authority to spend money within a specified dollar limit for an approved work program during the fiscal year. The County Council makes these appropriations for each category of spending.

Assessable Base The total assessed value of the real and commercial personal property in the districts in which the Commission operates. Assessed value of property is determined by the Maryland State Department of Assessments and Taxation. The tax rates (approved by the County Councils) are applied to the assessable bases in each district to produce the Commission’s tax revenue. (See Tax Rate). The assessable base can vary by fund within the County. The Advance Land Acquisition and Recreation Funds cover the entire County, while certain municipalities and unincorporated areas of the Counties are excluded from the Administration and Park Fund assessable bases.

Authorized Positions The number of positions shown by the budget in the approved personnel complement.

Capital improvement Program (CIP) A six-year program describing major real property purchases, renovation and construction projects. The first year of the CIP is designated the Capital Budget. Years two through six reflect the capital program and are subject to future modification. In Prince George’s County the Commission submits its CIP to the County by November 1st every year and in Montgomery County by November 1st in every odd numbered year.

Capital Outlay Funds in the operating budget for capital purchases other than land and improvements to the land, such as some furniture, vehicles, and equipment. To qualify as a capital outlay, an item must be a fixed asset and have a unit cost (the total cost to obtain one fully functioning asset) of $5,000 or more. Capital outlay items are not as extensive as items in the Capital Budget.

Central Administrative Services (CAS) The Commission’s centralized core administrative departments (Human Resources and Management, Finance, Legal, Merit System Board) that are funded jointly by Prince George’s and Montgomery Counties.

Chargebacks Charges made by a department to other departments to recover all or a portion of the costs incurred to provide a specific service to those departments. These recoveries may be within the same fund or they may be from one fund to another. The expense appears under Other Classifications in the Commission structure.

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Collective Bargaining Agreement A legally binding contract between the Commission as an employer and a certified representative of a recognized bargaining unit for specific terms and conditions of employment (e.g., hours, working conditions, salaries, or employee benefits.)

Cost of Living Adjustment (COLA) Funds approved by the County Councils to increase career employees’ salaries to make up (sometimes in-part) for the annual change in the Cost-of-Living rate as reported by the Bureau of Labor Statistics for the Washington-Baltimore Metropolitan Area.

Debt Service The amount of funds needed to re-pay principal and interest on outstanding bonded indebtedness.

Encumbrance A commitment within an organization to use funds for a specific purpose; there is a legal obligation to spend in the future. Encumbrances allow organizations to recognize future commitments of resources prior to an actual expenditure. A purchase order is a typical encumbrance transaction.

Enterprise Funds Those funds which account for the operation and maintenance of various facilities (such as golf courses and ice rinks) and services that are entirely or primarily supported by user fees. These activities are similar to businesses operated by private enterprise.

Fiscal Year (FY) The Commission’s fiscal year, extending from July 1 in one calendar year to June 30 in the next. Where only a two-digit number is shown, e.g., FY 03 the year ending June 30 of the number shown is intended. (June 30, 2003, in this case).

Fringe Benefits Costs Funds authorized for the Commission’s share of the cost of employees’ social security, retirement, health and life insurance.

Fund A set of accounts reserved for particular types of revenues and expenditures for services such as parks, planning and administration. Funds are created to assure clear compliance with Article 28 of the Annotated Code of Maryland, and with accounting standards and practices.

Fund Balance Amounts left unexpended or unencumbered in a fund at the end of a fiscal year that can be used either to support budget amendments for unanticipated projects or offset revenue shortfalls in the current fiscal year, or to reduce the demand for tax revenue in the next fiscal year. Tax receipts or interest income in excess of budgeted amounts may also create fund balance.

GAAP Generally Accepted Accounting Principles (GAAP) are the minimum standards governing financial reporting in both the public and private sector. Governments and the accounting industry recognize the GASB as the primary source of (GAAP) for state and local governments.

GASB The Governmental Accounting Standards Board or GASB is an independent, private-sector, not-for-profit organization that—through an open and thorough due process—establishes and improves standards of financial accounting and reporting for U.S. state and local governments.

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GASB 45 The GASB Statement 45 provides for more complete financial reporting of costs and financial obligations arising from post-employment benefits other than pensions (OPEB) as part of the compensation for services rendered by employees. Post-employment healthcare benefits, the most common form of OPEB, are a significant financial commitment for many governments. Implementation of Statement 45, requires reporting annual OPEB cost and their unfunded actuarial accrued liabilities for past service costs. Prior to Statement 45, it was typical to use a “pay-as-you-go” accounting approach to report the cost of benefits after employees retire.

Hansen Montgomery County Planning Department’s software used for tracking development applications.

Internal Service Funds Separate financial accounts used to record transactions provided by one department or unit to other departments of the Commission on a cost-reimbursement basis. Examples of Internal Service Funds include capital equipment, management of the Executive Office Building, information systems, and risk management.

Livable Communities Initiative A comprehensive evaluation of existing government programs that affect cleanliness, beautification, health, safety and educational conditions in Prince George’s County. Strategic planning is used to guide, support and assist government, residents and businesses in the implementation of strategies that will result in a healthier, safer, and litter-free environment.

Merit Increase An upward increment in an employee’s pay within the salary range for a given class of work. It recognizes the completion of a period of satisfactory service.

Modified Accrual Method The method of accounting utilized for governmental funds where revenues are recorded when they are both measurable and available (collectable during the fiscal year or soon enough thereafter to pay current year liabilities), expenditures are recorded when a liability is incurred, and expenditures for debt service, claims and judgments are recorded only when payment has matured and is due.

OPEB - Other Post-Employment Benefits. See GASB45 for details.

Operating Budget A comprehensive financial plan by which the Commission’s operating programs are funded for a single fiscal year. It includes descriptions of departments by work programs with estimated expenditures and revenue sources. It also relates data and information on the fiscal management of the Commission.

Operating Budget Impact (OBI) The increase (or possible decrease) in cost in the operating budget attributable to the addition of a new facility or program.

Other Services and Charges This category of expenditure reflects services, fees, repairs or maintenance on equipment, rents and leases, and insurance.

Outcome Measure An assessment of program activity results as compared to its intended purpose. For example, if a program activity’s intent was to increase the number of volunteers, the outcome measure would be the increase in the number of volunteers.

Output Measure The tabulation, calculation, or recording of activity or effort, expressed in a quantitative manner. An example would be the number of arrests made, or the number of employees enrolling in a new benefit. Output

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measures do not refer to resources required or reflect the effectiveness or efficiency of the work performed.

Park Concessions Food and entertainment provided by contractual businesses rather than Park Fund employees.

Park Fund/Tax Those funds approved to finance park operating expenses and debt service.

Performance Indicator A particular value or characteristic used to measure output or outcome; specific information which either alone, or in combination with other data, permits the systematic assessment of how well services are being delivered. An example would be the percentage of reduction in job related accidents after safety training was conducted.

Performance Measurement Performance measurement is a system that helps managers: (1) set standards and outcome objectives; (2) measure performance against goals, standards or benchmarks; and (3) communicate results. Performance measurement shifts thinking and focus, providing a practical technique for quantifying and establishing accountability. Performance measurement is fully integrated into the budgetary process and reflects specific strategies, goals, and objectives as determined by decision-makers.

Personal Property Tax A charge on movable property not attached to the land and improvements classified for purposes of assessment. This tax is imposed on businesses within the Commission’s boundaries.

Personal Services The cost for personnel salary, wages and fringe benefits is reflected in this category.

Position An authorization of personnel effort on a continuous, year-round basis extending for an indefinite period. Employees who occupy a position are designated as career employees. A position may be full or part-time. A career employee may work full-time for a standard workweek, or may work less than a full-time workweek, but more than one-half a workweek, as a part-time employee. Career positions are defined in the Commission’s Merit System Rules and Regulations.

Program Budget Program budgets cut across organizational boundaries and are not constrained by unit accounting. A program budget requests funds for the resources necessary for a set of defined activities that support the mission of the department. A program budget differs from a line item budget, which requests funds based on organizational structure including the costs of people, supplies, etc., that are required for specific activities from multiple sources.

Program Open Space (POS) A state-funded program to provide for parkland and other open space for community use and preservation of natural resources.

Property Management Fund An entity created to account for income and expenditures associated with the rental of park properties.

Real Property Tax A charge on real estate, including land and improvements (buildings, fences, etc.) classified for purposes of assessment.

Recreation Fund/Tax Those funds approved to finance recreation programs (Prince George’s County only).

382 M-NCPPC Montgomery County Proposed FY12 Budget

Reserve Also referred to as “surplus” in an expenditure budget, it is shown but it cannot be spent without the consent of the approving body. With approval it may be spent for emergencies or other unforeseen purposes. Generally, this amount is held for future year’s expenditures. This reserve is proposed to be at least 3-5% of the operating expenditures in the General Fund. Other funds may have separate reserve policies. If the term “Reserve” is used in the revenue listings in the budget, this term refers to a funding source that is carried over or created in a previous fiscal year.

Salary Lapse The amount deducted from the budgets for employee salaries and wages to account for assumed savings resulting from turnover, i.e., periods when authorized positions are vacant because of retirements or resignations or when replacements are hired at lower salaries. Positions newly authorized in the budget may generate salary lapse because of delays in hiring. Lapse may also be generated from a deliberate decision to hold a position that could otherwise be filled vacant for a specified period of time in order to generate savings. Lapse will differ from year to year and from department to department.

Seasonal or Seasonal/Intermittent An employment status for temporary, intermittent, seasonal or as-needed employees. Employees may work full or part-time, but not continuously on a yearly basis. Employees in this category are not in career status. Seasonal/intermittent employees do not occupy positions but do perform work effort measured in workyears.

Service Charge/User Fee A charge made to the public or other agencies for services performed by the Commission of a specific nature and thus not funded by tax revenues. Interchangeable with the term “user fee”.

Service Quality Measure A type of performance indicator that measures the timeliness or effectiveness of a program’s operation or a record of customers’ assessments. Whereas an output measure might project the number of facilities subject to a safety inspection in a given year, and an outcome measure might project the percentage of facilities receiving the inspection, a service quality measure would record the percentage of facilities inspected on schedule, the percentage of facilities passing inspection, or the percentage of facilities making identified safety improvements within a specified time frame. Results of customer surveys or other assessments tools may be reflected as a service quality measure.

Special Revenue Funds Funds used to account for proceeds from specific revenue sources that are legally restricted to support only expenditures for specified purposes. For example, the Federal Forfeited Property Fund collects revenues from the sale of drug-crime related assets seized in operations involving the Commission’s Park Police. As required by Federal statute, these funds are used to purchase equipment and other resources necessary to combat drug-related crimes in the park system.

Spending Affordability A budgeting process that establishes recommended expenditure and other financial limits based on anticipated revenues and other factors. In Montgomery County, the County Council adopts formal Spending Affordability Guidelines (SAG) for all County agencies, including the Commission. In Prince George’s County, a three-member Spending Affordability Committee (SAC) reviews the Commission’s financial outlook and establishes a spending ceiling for both operating and capital spending.

Support Services Budget accounts for expenses that are not appropriately or feasibly allocated to the budgets of particular departments or their sub-units. Examples include mail and messenger services, telephone, maintenance, and rent, shared by more than one division within a department or by more than one department.

Tax Rate The rate, expressed in cents per $100.00 of assessed valuation (see Assessable Base), applied to real and

383 M-NCPPC Montgomery County Proposed FY12 Budget

commercial personal property to determine taxes levied to fund Commission operations. Thus a tax rate of 3 cents applied to an assessable base of $10 billion will yield .03 x $10,000,000,000/100 = $3,000,000.

Term Contract An employee who works at least 30 hours per week for a period of less than two years. Term contract employees do not occupy career positions and are not part of the career personnel complement. Term contract employees’ work efforts are measured in workyears.

User Fee A charge made to the public or other agencies for services performed by the Commission of a specific nature and thus not funded by tax revenues. Interchangeable with the term “service charge”.

Workyear A standardized unit for measurement of government personnel efforts and costs. Usually, a work year is equivalent to 2,080 work hours in a 12-month period.

Readers not finding a term in this glossary should call the Budget Manager at 301-454-1740.

384 M-NCPPC Montgomery County Proposed FY12 Budget

ACRONYMS

Adequate Public Facilities Ordinance APFO Agricultural Advisory Committee AAV Agricultural Preservation Advisory Board APAB All Terrain Vehicle ATV Base Realignment and Closure (military) BRAC Bi-county Transitway BCT Building Lot Termination BLT Bus Rapid Transit BRT Capital Improvement Program CIP Central Business District CBD Commercial-Residential zone CR Community Based Planning CBP Community Development Center CDC Computer Aided Dispatch CAD Consolidated Transportation Program CTP Corridor Cities Transitway CCT Crime Prevention through Environmental Design CPTED Department Of Economic Development DED Department of Housing and Community Affairs DHCA Department of Public Works and Transportation DPWT Development Information Activity Center DIAC Development Review Committee DRC Disabled Student Programs and Services DSPS Draft Environmental Impact Statement DEIS Environmental Protection Agency EPA Floor Area Ratio FAR Geographic Information System GIS Greenhouse Gas GHG Historic Area Work Permit HAWP Historic Preservation Commission HPC Housing Opportunities Commission HOC Integrated Pest Management IPM Inter County Connector ICC Interstate Commission On The Potomac River Basin ICPRB Interagency Technology Policy and Coordination Committee ITPCC Land Preservation, Parks, and Recreation LPPR Law Enforcement Officers Bill of Rights LEOBR Legacy Open Space LOS Leadership in Environmental Education Design LEED

385 M-NCPPC Montgomery County Proposed FY12 Budget

Local Area Network / Wide Area Network LAN / WAN Local Area Transportation Review LATR Locally Preferred Alignment LPA Maryland Department of Planning MDP Maryland Transit Administration MTA Memorandum Of Understanding MOU Metropolitan Washington Council Of Governments MWCOG Mid County Highway M-83 Minority, Female and Disabled procurement program MFD Moderately Priced Dwelling Unit MPDU Montgomery County Department of Environmental Protection MCDEP Montgomery County Department Of Housing And Community Affairs MC DHCA Montgomery County Department Of Permitting Services MCDPS Montgomery County Department Of Economic Development MC DED Montgomery County Department of Transportation MCDOT Montgomery County Government MCG Montgomery County Public Schools MCPS Montgomery County Soil Conservation District MCSCD National Parks Service NPS Policy Area Mobility Review PAMR Park, Recreation, and Open Space PROS Prince George’s Department of Public Works & Transportation PG DPWT Program Open Space POS Research & Technology Center RTC Right Of Way ROW Rural Density Transfer zone RDT Sectional Map Amendment SMA Silver Spring Transit Center SSTC State Highway Administration SHA State Of Maryland Department Of Environment MDE State of Maryland Department Of Housing And Community Development DHCD State of Maryland Department Of Natural Resources DNR Total Maximum Daily Load TMDL Town Sector zone T-S Transferable Development Rights TDR Transit Oriented Development TOD Transportation Action Partnership TAP Transportation Policy Area Review TPAR United States Fish & Wildlife Service USF&WS US Army Core Of Engineers USACOE

386 M-NCPPC Montgomery County Proposed FY12 Budget

US Environmental Protection Agency EPA Us Forest Service USFS US National Oceanic Atmospheric Administration NOAA Washington Area Bicycle Association WABA Washington Metropolitan Area Transit Authority WMATA Washington Suburban Sanitary Commission WSSC Zoning Text Amendment ZTA

387 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION General Service Pay Schedule Effective July 13, 2008 3.25% COLA

Grade Minimum Midpoint Maximum

A $23,768 $32,220 $40,673 $11.4269 $15.4904 $19.5543

B $25,390 $34,417 $43,443 $12.2067 $16.5466 $20.8861

C $26,545 $37,131 $47,717 $12.7620 $17.8514 $22.9409

D $29,823 $40,427 $51,031 $14.3380 $19.4361 $24.5341

E $32,997 $44,730 $56,462 $15.8639 $21.5048 $27.1452

F $37,025 $50,191 $63,357 $17.8005 $24.1303 $30.4601

G $41,932 $56,842 $71,750 $20.1596 $27.3279 $34.4952

H $47,535 $64,438 $81,342 $22.8534 $30.9798 $39.1067

I $53,835 $73,068 $92,300 $25.8822 $35.1288 $44.3750

J $62,658 $85,930 $109,200 $30.1240 $41.3125 $52.5000

K $75,036 $101,718 $128,399 $36.0750 $48.9029 $61.7303

L $91,015 $123,379 $155,743 $43.7572 $59.3168 $74.8764

Approved by the Commission May 21, 2008

388 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION Service/Labor Bargaining Unit Pay Schedule Effective July 13, 2008 3.25% COLA + 2.5% Longevity Step(L4)

Grade Minimum Midpoint Maximum Longevity

L01 $23,768 $32,221 $40,673 $41,690 $11.4269 $15.4909 $19.5543 $20.0433

L02 $26,545 $37,130 $47,716 $48,909 $12.7620 $17.8514 $22.9404 $23.5139

L03,L04 $29,823 $40,428 $51,032 $52,308 $14.3380 $19.4365 $24.5346 $25.1481

L05,L06 $32,997 $44,730 $56,462 $57,874 $15.8639 $21.5048 $27.1452 $27.8240

L07 $37,025 $50,191 $63,357 $64,941 $17.8005 $24.1303 $30.4601 $31.2216

Approved by the Commission June 21, 2006

389 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION Office/Clerical Bargaining Unit Pay Schedule Effective July 13, 2008 3.25% COLA plus 2.5% Longevity Step (L4)

Grade Minimum Midpoint Maximum Longevity

C01 $23,838 $32,316 $40,793 $41,813 $11.4606 $15.5365 $19.6120 $20.1024

C02 $25,465 $34,520 $43,574 $44,663 $12.2428 $16.5962 $20.9490 $21.4726

C03 $26,623 $37,240 $47,857 $49,053 $12.7995 $17.9038 $23.0082 $23.5832

C04 $29,909 $40,545 $51,180 $52,460 $14.3793 $19.4928 $24.6058 $25.2212

C05 $33,093 $44,860 $56,627 $58,043 $15.9101 $21.5673 $27.2245 $27.9053

C06 $37,135 $50,340 $63,544 $65,133 $17.8534 $24.2019 $30.5500 $31.3139

Approved by the Commission June 21, 2006

390 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION Trades Bargaining Unit Pay Schedule Effective July 13, 2008 3.25% COLA + 2.5% Longevity Step(L4)

Grade Minimum Midpoint Maximum Longevity

T01 $25,465 $34,520 $43,574 $44,663 $12.2428 $16.5962 $20.9490 $21.4726

T02 $29,909 $40,545 $51,180 $52,460 $14.3793 $19.4928 $24.6058 $25.2212

T03 $33,093 $44,860 $56,627 $58,043 $15.9101 $21.5673 $27.2245 $27.9053

T04 $37,135 $50,340 $63,544 $65,133 $17.8534 $24.2019 $30.5500 $31.3139

Approved by the Commission June 21, 2006

391 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION Special Salary Range Pay Schedule for Select Career IT Positions ONLY Effective July 13, 2008 - REVISED 3.25% COLA plus 3.5% Increase to Salary Range Maximum

Grade Minimum Midpoint Maximum

GIT $44,028 $58,411 $75,340 $21.1673 $28.0822 $36.2210

HIT $49,912 $66,215 $85,406 $23.9962 $31.8341 $41.0606

IIT $56,526 $75,082 $96,914 $27.1760 $36.0971 $46.5934

JIT $68,298 $91,651 $119,028 $32.8356 $44.0630 $57.2251

TITLE GRADE

Programmer/Analyst I GIT GIS Specialist I GIT IT Telecommunications Spec I GIT Programmer/Analyst II HIT GIS Specialist II HIT Senior IT Support Specialist IIT Programmer/Analyst III IIT GIS Specialist III IIT IT Systems Manager/Leader JIT

Approved by the Commission May 21, 2008

392

M-NCPPC MontgomeryCounty

The Maryland-National Capital Park and Planning Commission FOP Park Police Effective July 12, 2009 (3.75% COLA)

Rank A B C D E F G H I J K L M N O P

P02 $47,853 $49,533 $51,265 $53,059 $54,914 $56,838 $58,826 $60,885 $63,016 $65,225 $67,508 $69,866 $72,311 $74,844

P03 $47,832 $50,247 $52,009 $53,834 $55,711 $57,657 $59,679 $61,767 $63,934 $66,168 $68,485 $70,885 $73,367 $75,928 $78,586

P04 $50,224 $52,757 $54,608 $56,519 $58,495 $60,544 $62,662 $64,854 $67,127 $69,472 $71,907 $74,425 $77,027 $79,726 $82,518

P05 $55,371 $58,171 $60,205 $62,311 $64,490 $66,749 $69,085 $71,506 $74,009 $76,597 $79,281 $82,059 $84,924 $87,898 $90,971 $93,246

Rank ASI 1* ASI 2** 393

P02 $76,717 $78,634 ProposedFY12Budget

P03 $80,550 $82,565

P04 $84,578 $86,692

P05 $95,579 $97,968

*ASI 1 Applies to all officers on the first anniversary date on which the officer has completed 16 years. **ASI 2 Applies to all officers on the first anniversary date on which the officer has completed 19 years.

***1% Salary Adjustments effective 4/9/06, 7/2/06, and 7/1/07 as a result of officers assuming 100% of the LTD premiums or 80% of the CDBP premium effective 4/9/06 pursuant to Collective Bargaining Agreement dated February 1, 2005 to January 31, 2008.

Approved by the Commission May 21, 2008

M-NCPPC Montgomery County Proposed FY12 Budget

Park Police Command Officers Effective July 12, 2009 3.75% Adjustment to Pay Ranges

Title Minimum Midpoint Maximum

Lieutenant $64,234 $86,793 $109,354 [P06]

Captain $74,315 $100,412 $126,509 [P07]

Commander $90,785 $117,988 $145,188 [P09]

Officer Candidate Pay Scale* Effective July 13, 2008 (3.25% COLA)

Position Scale

Candidate $46,123 [PC]

* Park Police Candidates and officers covered by the Collective Bargaining Unit received a 1% salary adjustment effective 4/9/06, 7/2/06 and 7/1/07 as a result of assuming 100% of the LTD premiums on 4/9/06. These adjustments remain in effect only as long as the 100% LTD premium payments are maintained by officers.

Approved by the Commission June 17, 2009 Candidate Pay Approved by the Commission May 21, 2008

394 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION Seasonal/Intermittent Pay Schedule Effective First Full Pay Period On or After April 12, 2009*

GRADE MINIMUM MIDPOINT MAXIMUM INSTRUCTORS

PFA I - 2001 N01 $7.2500 $8.3375 $9.4250 2003 I

PFA II - 2018 N02 $7.3000 $8.6500 $10.0000

PFA III - 2042 N03 $7.3200 $9.0211 $10.7221

PFMA I - 2047 N04 $7.4000 $9.4400 $11.4800 2045 II

PFMA II - 2051 N05 $8.0223 $10.2288 $12.4353

N06 $8.7447 $11.1496 $13.5547

PFMA III - 2059 N07 $9.2691 $11.8182 $14.3673

N08 $9.8247 $12.5267 $15.2286 2065 III

N09 $10.4140 $13.2780 $16.1420

N10 $11.0391 $14.0749 $17.1109

Intern I/Playground N11 $11.9223 $15.2007 $18.4792 2067 IV Manager N12 $12.8763 $16.4175 $19.9586

Intern II N13 $14.8072 $18.8791 $22.9511 2069 V

N14 $17.0287 $21.7118 $26.3950

N15 $19.5836 $24.9688 $30.3541 2071 VI

* N01-N04 rates revised in compliance with the Federal Minimum Wage Adjustment effective 7/24/09 as well as structural changes required to maximize its effectiveness

APPROVED BY THE COMMISSION FEBRUARY 18, 2009

395 M-NCPPC Montgomery County Proposed FY12 Budget

The Maryland-National Capital Park and Planning Commission Aquatics Seasonal/Intermittent Pay Schedule Effective First Full Pay Period On or After May 25, 2008 20.0% Pay Schedule Adjustment

Grade First Year Second Year Third Year

A01 $7.75 $8.33 $8.90

A02 $8.52 $9.16 $9.80

A03 $9.30 $10.07 $10.88

A04 $10.69 $11.58 $12.52

A05 $12.31 $13.31 $14.39

A06 $14.16 $15.30 $16.56

A07 $16.28 $17.60 $19.04

Approved by Commission on February 20, 2008

396

M-NCPPC MontgomeryCounty THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION

Ratios of Outstanding Debt by Type Last Ten Fiscal Years

MONTGOMERY COUNTY

Governmental Activities Business-Type Activities Ratios Advance Land Ratios General Revenue Total Percentage Outstanding Acquisition Percentage Outstanding Obligation Notes Bonds and Notes Primary Of Personal Debt Per General Total Of Personal Debt Per Year Bonds Payable Notes Payable Government Income Capita Obligation Bonds Debt Income (2) Capita (2)

2001 30,920 4,792 12,388 273 48,373 0.10 54.07 4,925 53,298 0.12 59.58 2002 28,700 3,577 11,811 218 44,306 0.09 48.80 4,500 48,806 0.10 53.76 2003 32,125 4,976 10,852 290 48,243 0.10 52.66 4,225 52,468 0.11 57.27 2004 29,830 3,291 9,860 204 43,185 0.08 46.88 3,805 46,990 0.09 51.01 2005 31,760 5,256 8,825 114 45,955 0.08 49.55 5,390 51,345 0.09 55.36 2006 29,555 3,711 7,780 54 41,100 0.07 43.86 4,845 45,945 0.08 49.03 2007 32,025 5,259 6,715 27 44,026 0.07 46.49 4,290 48,316 0.08 51.02 2008 29,465 3,522 5,630 - 38,617 0.06 40.78 3,745 42,362 0.07 44.73 2009 32,290 2,301 4,523 - 39,114 0.06 41.30 3,210 42,324 0.07 44.69 2010 29,680 1,041 3,393 - 34,114 0.06 35.31 2,680 36,794 0.06 38.85

PRINCE GEORGE'S COUNTY 397 Governmental Activities Business-Type Activities Ratios Advance Land Ratios General Revenue Total Percentage Outstanding Acquisition Percentage Outstanding Obligation Notes Bonds and Notes Primary Of Personal Debt Per General Total Of Personal Debt Per ProposedFY12Budget Year Bonds Payable Notes Payable Government Income (2) Capita (2) Obligation Bonds Debt Income (2) Capita (2)

2001 107,280 1,796 - - 109,076 0.45 133.68 3,135 112,211 0.46 137.53 2002 119,620 1,765 - - 121,385 0.48 146.99 2,800 124,185 0.49 150.38 2003 113,655 1,675 - - 115,330 0.44 138.49 2,470 117,800 0.45 141.46 2004 121,965 1,530 - - 123,495 0.44 147.40 2,145 125,640 0.45 149.96 2005 113,480 1,714 - - 115,194 0.39 136.69 1,825 117,019 0.40 138.85 2006 ` 105,030 1,496 - - 106,526 0.35 126.62 1,505 108,031 0.36 128.41 2007 105,400 1,806 - - 107,206 0.38 129.36 1,190 108,396 0.34 130.79 2008 95,735 1,438 - - 97,173 0.30 117.00 885 98,058 0.30 118.07 2009 85,501 1,054 - - 86,555 n.a. 104.22 585 87,140 n.a. 104.92 2010 76,246 653 - - 76,899 n.a. n.a. 290 77,189 n.a. n.a.

Notes: (1) 000's omitted.

(2) See Table 15 for personal income and population data. Data are not available for Prince George's County for FY 2009 and FY 2010.

Source: The Maryland-National Capital Park and Planning Commission, Montgomery and Prince George's County Governments

M-NCPPC MontgomeryCounty THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION

Ratio of Net General Obligation Bonded Debt To Assessed Value and Net General Obligation Bonded Debt Per Capita Last Ten Fiscal Years

MONTGOMERY COUNTY

Park Acquisition and Development Bonds Advance Land Acquisition Bonds General Ratio of Net Net Bonded General Ratio of Net Net Bonded Assessed Bonded Debt Bonded Debt to Debt Per Assessed Bonded Debt Bonded Debt to Debt Per Year Population Value (1) (2) Outstanding (1) Assessed Value Capita Value (1) Outstanding (1)Assessed Value Capita

2001 894,878 $ 29,324,926 $ 30,920 0.11 % $ 34.55 $ 33,726,861 $ 4,925 0.01 % $ 5.50 2002 (3) 908,233 71,060,080 28,700 0.04 31.60 81,776,292 4,500 0.01 4.95 2003 917,160 75,030,387 32,125 0.04 35.03 86,635,192 4,225 0.00 4.61 2004 923,094 80,589,255 29,830 0.04 32.32 93,226,807 3,805 0.00 4.12 2005 930,286 88,294,369 31,760 0.04 34.14 102,184,337 5,390 0.01 5.79 2006 936,070 99,136,692 29,555 0.03 31.57 114,360,878 4,845 0.00 5.18 2007 941,491 112,335,704 32,025 0.03 34.02 129,659,726 4,290 0.00 4.56 2008 949,591 126,613,148 29,465 0.02 31.03 146,276,983 3,745 0.00 3.94 2009 957,760 140,254,264 32,290 0.02 33.71 162,053,662 3,210 0.00 3.35 2010 966,000 149,161,911 29,680 0.02 30.72 171,220,840 2,680 0.00 2.77

398 PRINCE GEORGE'S COUNTY

Park Acquisition and Development Bonds Advance Land Acquisition Bonds ProposedFY12Budget General Ratio of Net Net Bonded General Ratio of Net Net Bonded Assessed Bonded Debt Bonded Debt to Debt Per Assessed Bonded Debt Bonded Debt to Debt Per Year Population Value (1) (2) Outstanding (1) Assessed Value Capita Value (1) Outstanding (1)Assessed Value Capita

2001 815,927 16,873,735 107,280 0.64 131.48 18,182,904 3,135 0.02 3.84 2002 (3) 825,815 39,068,577 119,620 0.31 144.85 42,190,779 2,800 0.01 3.39 2003 832,761 40,706,364 113,655 0.28 136.48 43,832,133 2,470 0.01 2.97 2004 837,837 42,782,719 121,965 0.29 145.57 46,022,799 2,145 0.00 2.56 2005 842,764 45,981,392 113,480 0.25 134.65 49,441,014 1,825 0.00 2.17 2006 841,315 55,083,907 105,030 0.19 124.84 55,100,674 1,505 0.00 1.79 2007 828,770 59,177,385 105,400 0.18 127.18 63,544,195 1,190 0.00 1.44 2008 820,852 70,615,992 95,735 0.14 116.63 75,728,883 885 0.00 1.08 2009 834,560 82,671,572 85,501 0.10 102.45 88,636,874 585 0.00 0.70 2010 n. a. 91,889,365 76,246 0.08 n.a. 98,521,803 290 0.00 n.a.

Notes: (1) 000's omitted (2) Metropolitan District only (3) Beginning in Fiscal Year 2002 all real property in the State of Maryland is assessed at 100% of actual value. Previously the valuation was assessed at 40% of actual value. Source: Assessed Value is from Montgomery County and Prince George's County Governments. Population estimates are from the U.S. Bureau of the Census, Population Estimates Branch except 2008 Montgomery County population estimated by the Montgomery County Office of Finance

M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION

Demographic Statistics Last Ten Fiscal Years

MONTGOMERY COUNTY

Total Personal Income Per Capita Labor Unemployment Registered Year Population (1) 000's omitted (2,3) Income (4) Force (5) Rate (6) Pupils (7)

2001 894,878 45,537,627 50,887 490,213 3.1 134,180 2002 908,233 47,041,902 51,795 496,101 3.5 136,832 2003 917,160 48,533,753 52,917 496,223 3.3 138,891 2004 923,094 51,907,936 56,233 497,204 3.2 139,203 2005 930,286 55,806,685 59,989 505,692 3.1 139,337 2006 936,070 59,458,070 63,519 514,163 2.8 139,387 2007 941,491 63,573,952 67,525 512,719 2.7 137,798 2008 949,591 65,300,000 68,766 513,649 3.2 137,745 2009 957,760 67,100,000 70,059 509,926 5.4 137,763 2010 966,000 67,430,000 69,803 509,320 5.6 140,500

PRINCE GEORGE'S COUNTY

Total Personal Income Per Capita Labor Unemployment Registered Year Population (8) 000's omitted (2) Income (2) (4) Force (9) Rate (6) Pupils (10)

2001 815,028 24,414,098 29,909 485,077 4.0 133,723 2002 824,290 25,445,330 30,783 471,602 5.1 135,039 2003 830,923 26,248,500 31,429 475,007 5.2 135,439 2004 836,103 28,162,399 33,461 440,424 4.5 137,285 2005 840,513 29,518,546 35,120 445,124 4.5 136,095 2006 836,644 30,412,449 36,351 446,366 4.1 133,325 2007 832,699 31,658,181 38,018 448,144 3.7 131,014 2008 830,514 32,761,012 39,447 454,201 4.5 129,752 2009 834,560 n. a. n. a. 450,657 6.9 127,977 2010 n. a. n. a. n. a. 445,119 7.4 127,039

Notes:

(1) Source: Data for 2001-2009 from the U.S. Bureau of the Census, data for 2010 estimated by the Montgomery County Department of Finance (2) Source: Bureau of Economic Analysis, U.S. Department of Commerce (Income data for 2009 and 2010 is not currently available) (3) Source: Data for 2009 - 2010 are estimates derived by the Montgomery County Department of Finance (4) Source: Per Capita Income is derived by dividing personal income by population (5) Source: Bureau of Labor Statistics, U.S. Department of Labor (6) Source: Maryland Department of Labor, Licensing and Regulations. Represents yearly average figures. (7) Source: Office of Management and Budget, Montgomery County (8) Source: U.S. Bureau of the Census, Population Estimates Branch (9) Source: Maryland Department of Labor, Career and Workforce Information (10) Source: www.mdreportcard.org

399 M-NCPPC Montgomery County Proposed FY12 Budget

THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION

Principal Employers

Current Fiscal Year and Nine Years Ago

MONTGOMERY COUNTY

2010 2001 Percentage Percentage of Total of Total County County Employer Employees Rank Employment Employees Rank Employment

U.S. Department of Health and Human Services 39,979 1 8.64 % 28,429 1 6.18 % Montgomery County Public Schools 20,744 2 4.48 21,744 2 4.72 U.S. Department of Defense 14,709 3 3.18 14,521 3 3.15 Montgomery County Government 8,827 4 1.91 7,592 5 1.65 U.S. Department of Commerce 8,749 5 1.89 7,300 4 1.59 Adventist Healthcare 6,911 6 1.49 6,000 6 1.30 Lockheed Martin 5,025 7 1.09 3,700 10 0.80 Marriott International, Inc. (Headquarters) 3,957 8 0.85 - - - Giant Food Corporation 3,890 9 0.84 4,900 7 1.06 Montgomery College 3,000 10 0.65 - - - Verizon - - - 4,700 8 1.02 Chevy Chase Bank - - - 4,700 8 1.02 Total 115,791 25.02 % 103,586 22.49 %

PRINCE GEORGE'S COUNTY

2009 (1) 2000 (1) Percentage Percentage of Total of Total Private Sector County Private Sector County Employer Employees Rank Employment Employees Rank Employment

United Parcel Service 4,220 1 0.95 % 2,300 3 0.51 % Giant Food, Inc. 3,600 2 0.81 4,400 1 0.97 Verizon 2,738 3 0.62 - - - Dimensions Health Corporation 2,500 4 0.56 2,100 4 0.46 Gaylord National Resort and Convention Center 2,000 5 0.45 - - - Shoppers Food Warehouse 1,975 6 0.45 1,975 6 0.44 Chevy Chase Bank 1,456 7 0.33 - - - Target 1,400 8 0.32 - - - Doctor's Community Hospital 1,300 9 0.29 - - - Southern Maryland Hospital Center 1,300 10 0.29 1,300 7 0.29 Safeway Stores, Inc - - - 2,400 2 0.53 Bell Atlantic Corp/Verizon - - - 2,000 5 0.44 Computer Science Corp - - - 1,200 8 0.27 Raytheon Systems Company - - - 1,200 9 0.27 Aetna U.S. Healthcare, Inc. - - - 1,100 10 0.24 Total 22,489 5.07 % 19,975 4.42 %

Note: (1) In 2010, Information is not yet available. The number of employees in FY 2000 is provided for the ten year comparison.

Source: Montgomery County and Prince George's County Governments.

400 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY EXPENDITURES, FY97 THRU FY12

ADVANCE LAND SPECIAL YEAR ADMINISTRATION PARKS * ACQUISITION ENTERPRISE REV.FUND TOTAL

1997 $17,611,642 $41,247,993 $952,341 $9,785,568 $69,597,544

1998 $17,500,086 $42,774,805 $646,040 $10,867,907 $71,788,838

1999 $17,979,525 $44,567,830 $624,619 $9,904,069 $73,076,043

2000 $18,813,205 $45,640,192 $605,189 $13,085,917 $78,144,503

FY01 $19,097,599 $48,887,867 $610,183 $13,562,975 $367,462 $82,526,086

FY02 $19,368,511 $50,029,243 $683,812 $14,380,427 $1,141,314 $85,603,307

FY03 $19,959,619 $52,546,878 $648,750 $14,138,755 $739,837 $88,033,839

FY04 $19,997,351 $55,070,679 $596,113 $14,085,733 $623,724 $90,373,600

FY05 $21,826,311 $59,531,711 $1,145,154 $14,352,187 $835,198 $97,690,561

FY06 $23,990,350 $64,301,915 $1,272,155 $14,762,050 $1,151,012 $105,477,482

FY07 $24,155,591 $69,253,278 $1,522,688 $9,390,247 $3,614,983 $107,936,787

FY08 $26,384,794 $76,229,235 $1,593,030 $9,368,113 $3,939,515 $117,514,687

FY09 *** $26,241,385 $82,810,359 $1,678,914 $9,057,974 $3,971,293 $123,759,925

FY10 $26,383,142 $82,114,360 $1,824,924 $8,935,130 $4,292,711 $123,550,267

FY11 ADOPTED** $24,465,690 $76,908,380 $1,822,718 $9,178,600 $5,959,400 $118,334,788

FY12 PROPOSED** $27,304,100 $86,286,900 $1,768,200 $9,622,300 $5,670,140 $130,651,640

* Parks Includes Property Management Fund ** Adopted and Proposed Budget figures include Reserves and Debt Service for Administration & Parks Funds

401 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY REVENUES BY FUND: FY97 THRU FY12

ADVANCE LAND SPECIAL YEAR ADMINISTRATION PARKS* ACQUISITION ENTERPRISE REV. FUND TOTAL

1997 $18,374,519 $43,203,890 $1,207,523 $10,706,413 $73,492,345

1998 $18,903,683 $46,463,902 $1,272,269 $11,912,200 $78,552,054

1999 $19,686,810 $47,877,850 $1,257,015 $11,830,031 $80,651,706

2000 $20,775,005 $49,098,996 $979,476 $12,352,912 $83,206,389

FY01 $20,764,882 $51,950,426 $1,008,243 $13,387,161 $545,593 $87,656,305

FY02 $21,384,097 $54,195,389 $864,724 $14,554,771 $899,546 $91,898,527

FY03 $22,262,951 $58,152,314 $952,256 $12,959,175 $741,296 $95,067,992

FY04 $22,486,635 $59,362,752 $1,004,254 $14,309,207 $548,387 $97,711,235

FY05 $23,210,555 $62,952,756 $1,123,389 $14,635,221 $964,441 $102,886,362

FY06 $25,757,787 $68,938,765 $1,267,531 $14,083,721 $1,517,675 $111,565,479

FY07 $27,060,676 $77,406,726 $1,524,673 $9,988,885 $4,368,192 $120,349,152

FY08 $29,133,337 $86,829,515 $1,595,405 $8,747,562 $3,459,638 $129,765,457

FY09 ** $27,224,876 $82,810,359 $1,700,802 $9,367,043 $4,445,681 $125,548,761

FY10 $26,917,527 $82,114,360 $1,804,764 $9,446,362 $3,906,150 $124,189,163

FY11 ADOPTED $24,465,690 $76,908,380 $1,822,718 $9,838,100 $5,400,200 $118,435,088

FY12 PROPOSED $27,304,100 $86,286,900 $1,768,200 $9,774,100 $5,422,240 $130,555,540

* Parks Includes Property Management Fund

** FY09 figures restated to reflect the inclusion of Transfer to Special Revenue Fund from Administration Fund. Administration and Park fund figures for FY09 reflect the use of actual fund balance instead of showing the total accumulative fund balance from prior years.

402 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY TAX RATES BY FUND: FY97 THRU FY12

OTHER PARK ADVANCE LAND COMMISSION COUNTYWIDE GRAND YEAR ADMINISTRATION PARK MAINTENANCE ACQUISITION TOTAL TAXES TOTAL

1997 0.0630 0.1340 0.0200 0.0040 0.2210 2.2850 2.5060

1998 0.0610 0.1330 0.0200 0.0040 0.2180 2.2780 2.4960

1999 0.0610 0.1330 0.0200 0.0040 0.2180 2.2630 2.4810

2000 0.0620 0.1340 0.0200 0.0030 0.2190 2.2350 2.4540

FY01 0.0600 0.1400 0.0200 0.0030 0.2230 2.1750 2.3980

FY02 Real 0.0240 0.0580 0.0080 0.0010 0.0910 0.8250 0.9160 Personal 0.0590 0.1450 0.0200 0.0020 0.2260 1.8520 2.0780 FY03 . Real 0.0230 0.0550 0.0080 0.0010 0.0870 0.8380 0.9250 Personal 0.0580 0.1380 0.0200 0.0030 0.2190 1.8850 2.1040 FY04 Real 0.0210 0.0510 0.0080 0.0010 0.0810 0.8830 0.9640 Personal 0.0530 0.1280 0.0200 0.0030 0.2040 1.8780 2.0820 FY05 Real 0.0200 0.0510 0.0080 0.0010 0.0800 0.8660 0.9460 Personal 0.0500 0.1280 0.0200 0.0030 0.2010 1.8350 2.0360 FY06 Real 0.0220 0.0530 0.0080 0.0010 0.0840 0.8111 0.8951 Personal 0.0550 0.1330 0.0200 0.0030 0.2110 1.6980 1.9090 FY07 Real 0.0200 0.0490 0.0080 0.0010 0.0780 0.7360 0.8140 Personal 0.0500 0.1230 0.0200 0.0030 0.1960 1.5600 1.7560 FY08 Real 0.0190 0.0500 0.0080 0.0010 0.0780 0.7390 0.8170 Personal 0.0470 0.1250 0.0200 0.0030 0.1950 1.5670 1.7620 FY09 Real 0.0190 0.0500 0.0030 0.0010 0.0730 0.7730 0.8460 Personal 0.0470 0.1120 0.0200 0.0030 0.1820 1.6520 1.8340 FY10 Real 0.0190 0.0420 0.0080 0.0010 0.0700 0.7950 0.8650 Personal 0.0470 0.1050 0.0200 0.0030 0.1750 1.7070 1.8820 FY11 ADOPTED Real 0.0150 0.0370 0.0080 0.0010 0.0610 0.8110 0.8720 Personal 0.0380 0.0920 0.0200 0.0030 0.1530 1.7470 1.9000 FY12 PROPOSED Real 0.0180 0.0450 0.0080 0.0010 0.0720 Personal 0.0450 0.1130 0.0200 0.0030 0.1810

NOTE: Rates are per $100 of assessed valuation. SOURCE: Montgomery County Government.

403 M-NCPPC Montgomery County Proposed FY12 Budget

MONTGOMERY COUNTY WORKYEARS BY FUND: FY97 THRU FY12

SPECIAL YEAR ADMINISTRATION PARKS* ENTERPRISE** REV. FUND TOTAL

FY97 214.15 621.64 173.25 1,009.04

FY98 221.55 631.03 202.75 1,055.33

FY99 224.40 647.69 208.40 1,080.49

FY00 232.46 659.44 211.85 1,103.75

FY01 231.26 680.30 235.60 1,147.16

FY02 231.46 677.05 231.65 1,140.16

FY03 231.91 681.50 226.35 1,139.76

FY04 224.02 639.30 229.30 1,092.62

FY05 222.29 644.50 215.40 4.30 1,086.49

FY06 221.40 667.80 204.70 4.30 1,098.20

FY07 205.20 657.20 111.00 36.60 1,010.00

FY08 214.58 683.24 110.30 36.60 1,044.72

FY09 212.19 691.71 104.60 30.23 1,038.73

FY10 216.88 692.00 113.10 27.12 1,049.10

FY11 ADOPTED 216.97 691.39 110.90 27.55 1,046.81 FY11 RESTATED 176.95 606.40 110.90 27.55 921.80

FY12 PROPOSED 175.95 643.50 118.80 28.55 966.80

* Parks Includes Property Management Fund ** Enterprise Workyears for FY99, FY2000, and FY01 are restated to include Chargebacks from other departments.

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