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Home My WebLink About3/15/2005 - Special Roanoke County Board of Supervisors Agenda March 15, 2005 Good afternoon and welcome to this special meeting for March 15, 2005. The purpose of the meeting is to hold a work session to discuss the fiscal year 2005-2006 budget development. A. OPENING CEREMONIES (4:00 p.m.) - 4th Floor Training Room 1. Roll Call B. REQUESTS TO POSTPONE, ADD TO, OR CHANGE THE ORDER OF AGENDA ITEMS C. WORK SESSION 1. Work session to discuss fiscal year 2005-2006 budget development. (Brent Robertson, Director of Management and Budget) . Parks, Recreation and Tourism Department Budget Presentation . General Services Department Budget Presentation D. ADJOURNMENT 1 ACTION NO. ITEM NO. c.. - AT A REGULAR MEETING OF THE BOARD OF SUPERVISORS OF ROANOKE COUNTY, VIRGINIA HELD AT THE ROANOKE COUNTY ADMINISTRATION CENTER MEETING DATE: March 15, 2005 AGENDA ITEM: Work session to discuss fiscal year 2005-2006 budget development SUBMITTED BY: Brent Robertson Director of Management and Budget APPROVED BY: Elmer C. Hodge County Administrator COUNTY ADMINISTRATOR'S COMMENTS: SUMMARY OF INFORMATION: The following items will be presented for discussion at the budget work session: 1. Parks and Recreation Department Budget Presentation 2. General Services Department Budget Presentation C-1 Parks & Recreation FY2006 Departmental Budget Meeting Packet Contents: Business Plan 1-7 Services/Activities Inventory 8-11 Strategic Issues 12-15 Departmental Summary 16-19 Target Line Items 20-35 C-1 Business Plan Template BP·2 Parks, Recreation & Tourism Recreation and Tourism Divisions Mission Statement To provide essential, diverse, and innovative leisure services that enrich the quality of life for all Roanoke County citizens while enhancing the prosperity of our community by making Roanoke County a better place to live, work and play. Division Goals and Objectives Special Services To provide a diverse leisure service program with educational, recreational, social and health oriented opportunities for adults and senior citizens of Roanoke County. · To work with programmers and marketing manager to develop strategies to increase the success rate of programs to 85% and to increase net revenue · Increase participation of senior citizens at satellite facilities · Monitor and evaluate program offerings to insure we are meeting community needs · To develop a marketing campaign to increase facility rentals To provide area children in grades 6-12 with a safe, comfortable teen center and appropriate programs that target a variety of different peer groups. · Increase number of teen programs offered outside of the Brambleton Teen Center · Maintain the ongoing success of the Teen Center operation as measured by daily drop- ins and active memberships · Develop community based partnerships to facil1tate program expansion and enhancements in the life skills area To provide comprehensive therapeutic recreation services for individuals of all ages with disabilities, specializing in services for the developmentally disabled, visually impaired, hearing impaired, head injured, and psychiatrically disabled, while meeting the requirements of the Americans with Disabilities Act of 1990. · Maintain current level of therapeutic recreation services · Work within the community to find the resources to increase participation in the Summer ACE Program · To work with Roanoke City to develop and implement a therapeutic program expansion plan (as a result of the completed community Needs Assessment) · To provide reasonable accommodations as requested, to qualified individuals with disabilities in general recreation programs offered by the department · Assist the department and County in making facilities, services, programs, policies, procedures and information accessible to individuals with disabilities Highlights 1. In FY 04-05 The Adult & Senior Leisure section offered 424 programs with a 79% success rate 2. The Brambleton Teen Center experienced a 38% increase in "drop in" numbers 3. Therapeutic Recreation Services offered 111 programs with a 95.4% success rate 4. Acquired new handicapped accessible van C-1 Business Plan Template 5. Completed the Brambleton Beautification Project BP-2 Youth Services To provide cost effective community based programs at the Craig Center and after school state licensed childcare programs where children have fun and learn through age- appropriate activities that foster physical, socíal, emotional and cognitive development. · To provide a minimum of 8 state licensed after school and 1 summer childcare programs utilizing Roanoke County elementary schools · To expand the After School For Kids program to all elementary schools who want it · Exceed state licensing standards in staffing and training · To develop community based programs for the Craig Center community and a minimum 3 county wide youth orientated special events Athletics To provide organized recreation level youth sports leagues in baseball, softball, basketball, football, soccer, and cheerleading for Roanoke County children, ages 6 through 18 in accordance to the standards established by the Roanoke County Parks, Recreation, and Tourism Department's Community Use Manual. · To foster an environment in sponsored athletics programs that combines the "will to win" with the importance of fun, participation and the development of skills while providing positive and safe experiences for our community. · To meet semi annually with the Regional Sports Committee to develop cooperation and coordination of youth athletics programs in the Valley. · To work with local recreation clubs to increase community involvement with athletics programs and facilities. · To work closely with the Parks Division to ensure that playing fields are in accordance to the Community Use Manual. · To work with Roanoke County School Board to ensure field/gym availabìlity for athletic sponsored programs. · To continuously monitor and evaluate the current level of service as established by the Roanoke County Parks, Recreation and Tourism Departments Community Use Manual. · To continue to offer non-competitive athletic opportunities for children and adults through the offering of various leagues, instructional camps and clinics year round. Highlights 1. Successfully recruited the NSA Class "8" World Series to the Roanoke Valley in 2006. 2. Worked with the Information Technology department to develop website for Athletics Division that enables us to immediately post schedules, cancellations, reschedules, games scores, and various related information. Camp Roanoke To develop and offer quality summer day and residential camp experiences that meet American Camping Association standards. · To work closely with the marketing manager to develop a marketing plan that increases registrations in all camp programs. 2 C-1 Business Plan Template BP-2 · To offer a two week pilot day camp program and eight weeks of innovative residential camp programs · To continually review camp programming trends and introduce two new activities to the program each year to keep Camp Roanoke on the cutting edge. · To develop a financial management plan that will make Camp Roanoke self sufficient within 5 years To continue to develop and promote Camp Roanoke as an off-season venue for corporate and non- profit organizations trainings, meetings, picnics, and retreats. · Physically maintain the high/low challenge events and climbing tower structure at a level, which meets or exceeds the industry standards. · To develop a marketing campaign to increase the number of challenge course programs, camp rentals, and custom trainings and trips. · To be able to offer a variety of activities and skill development options, for both on and off campus groups, in program areas including but not limited to adventure activities, nature programs and outdoor living skills. Highlights 1. American Camping Association accreditation. Tourism Continue to upgrade and expand all special events whether county-sponsored or co- sponsored. · Re-evaluate Renaissance Faire in regards to feasibility of expansion of the event. · Continue to develop sponsorships both in-kind and monetary for upgrading of current special events. · Continuing to develop community partnerships with other events organizations and attractions to enhance existing activities/attractions. · Continue to work with Parks Division on site development, particularly of Green Hill Park. · Research other events to enhance our offerings. Continue the process of developing a plan that will position Roanoke County along with the entire Roanoke Valley as a desirable tourist destination. · Continue development on collateral materials to promote tourism within Roanoke County and work with other localities and attractions to provide information for tourism. · Continue to provide assistance to County initiatives, which support tourism and economic development. · Continue to develop plans and market the region to promote tourism initiatives. · Develop and implement a major concert to attract both residents and visitors to the valley. · Provide liaison support to various community-wide organizations and agencies. · Continue to work with Explore Park on their events on an as needed basis. · Utilize Explore Park for activities and events whenever possible. · Serve as liaison to Explore Park for development of new events to promote tourism. Highlights 1. Responsible for the return of a First Night type of celebration to the valley with Enchanted Eve, a community wide, no-alcohol New Year's Eve celebration. 3 C-1 Business Plan Template BP-2 2. Development of a major concert at Green Hill Park in collaboration with Clear Channel Radio. 3. Instrumental in the development of the Blue Grass summer concert series at Explore Park. Provided assistance and support for Senior Day and the 10th Anniversary celebration. 4. Development of an initial site plan for Green Hill Park as a major concert venue. Marketinç Grow the department's program participation and gross revenue by developing and implementing the department's comprehensive marketing plan. · Develop and manage production and distribution of the department's product catalog while maximizing the effectiveness of the catalog. · Identifying target audiences for the department's programs, services and events while analyzing demographic trends and external events that affect the effectiveness of the marketing plan. · Annual review of the marketing plan with internal staff, with revision towards improving the effectiveness of specific programs outlined in the marketing plan. · Developing specific marketing campaigns to promote the department's products and services to identified target audiences. · Increase brand awareness of the department's products and services. Manage the department's marketing budget. · Analyzing response rates and return on investment for marketing campaigns. · Improving cost effectiveness in producing all media products related to promoting the department's products, services and events. Provide public information about the department's offerings in a timely and consistent manner. · Identifying alternative ways to promote products, services, facilities and events (e.g. web/online information, telephone information line, RVTV broadcasts, public service announcements, paid advertisements, sponsorships). Highlights 1. Implementing CLASS system upgrade. 2. Implemented online program registration. 3. Negotiated more cost efficient brochure printing with vend Performance Measures 2003-04 2004-05 2005-06 Actual Budqeted Adopted Increase number of rentals at Brambleton 130 137 144 I ncrease program success rate at 79% 85% 85% Brambleton Increase registrations in core programs 4135 4667 4700 Increase number of registrations for all 5045 5561 5839 programs . Add one major event 0 0 1 4 C-1 Business Plan Template BP-2 Increase Drop-in daily average at the Teen 47 47 52 Center Increase number of active memberships at 260 260 280 the Teen Center Increase residential camp registrations 236 276 290 Increase camp facility rentals 8 12 12 Increase challenge course programs 31 40 40 Increase off-season programs 18 25 25 Increase overall program registrations 9,341 9,575 9,825 Add one new A.S.K. site 8 8 9 5 C-1 Business Plan Template BP-2 Parks, Recreation & Tourism Parks Division Mission Statement To maintain and improve Roanoke County Parks and other public lands at a level consistent with user satisfaction and resource allocation. It is our commitment to provide safe and attractive facilities to serve the citizens recreational and leisure needs including but not limited to; grounds maintenance, E-911 signage support, youth and adult athletic facilities, snow removal and county wide emergency response, support of special events, special projects and community involvement. Department Goals and Objectives To provide safe and well-maintained grounds, landscaping, and outdoor structures at Parks and County owned facilities. · Maintain a current inventory of all grounds and facilities requiring maintenance. · Develop and implement maintenance plans for the routine care of all grounds and facilities based on industry-recognized standards for all facilities. · Evaluate the efficiency and effectiveness of all work performed. To provide street signs according to Roanoke County and V-DOT standards in support of the E-911 System. · Maintain the integrity of the E-911 system by fabricating and installing street signs throughout the county per V-DOT standards. · Identify private road intersections that require stop signs and to install and maintain these signs. · Maintain a cost efficient sign shop operation that provides prompt and quality service to the county and its citizens. To provide safe and playable athletic fields for the youth and adult sport leagues and the citizens of Roanoke County. · Maintain the Facility needs Assessment Document. · Manage a ballfield renovation program for planned field repairs, which improves player safety, reduces maintenance costs, and encourages player development. · Maintain communication with all user groups to encourage joint efforts in facility maintenance and improvements. · Develop maintenance plans for routine and annual maintenance needs of each facility. Plan and provide snow removal support to all county buildings. Support Emergency Operations · Maintain a prioritized snow removal plan for county facilities in order to maintain access and reduce potential public injury. · Train all staff on proper truck and equipment operation and follow set procedures to reduce potential damage or injury to staff, public and facilities. · Maintain open communication between all departments for current updates on facility condition to allow for proper field decision during an emergency. 6 C-1 Business Plan Template BP-2 To Support Parks, Recreation and Tourism special events and programs and execute work orders from all County Departments. · Continue supporting Sports Marketing initiatives for Tournament and Events that result in economic impact for local businesses in Roanoke County and the valley. · Assess the support needs for each special event and program. · Provide staff training to effectively support each event. · Manage a work order program for all county departments that effectively processes all requests while minimizing the impact to existing workloads. Manage improvement projects that maintain or enhance the appearance of County properties and encourage community involvement. · Maintain a year round projects team that supports the daily parks maintenance operation and makes repairs and construction improvements to county properties. · Support community participation for parks and facility improvements to foster public ownership and pride. · Identify improvement needs throughout Park system and manage Capital Improvement Projects and Capital Maintenance Projects as funded. Performance Measures 2003-04 2004-05 2005-06 Actual Budgeted Adopted Percentage of street sign repairs or 95% replacements completed within 1 week Percentage of annual Capital Maintenance 95% projects completed on time and within budqet Parks customer satisfaction rating on ballfield 85% maintenance by area recreation leaç¡ues Budget Highlights - (TOP 3 - 5 Accomplishments FY 2004) 1. Successful clean up of county sites after repeated snow and ice storms, followed by severe flooding and debris removal. 2. The Sign replacement programs including the high intensity reflective upgrade and the private road/state road intersection upgrades are now completed after a 5-year effort. 3. Ballfield conversions, sports lighting installation, parking lot expansion, and trail improvements were executed at Vinyard Park in support of the Roanoke Catholic School partnership 4. Establishment of tree nurseries at Walrond Park and the Glenvar Pumping Station to later transplant 400 trees into area county parks which will begin in 2004. 5. Supported major sports tournaments with a positive economic impact to Roanoke County and the valley. 7 C-1 Services/Activities Inventory Department: Parks. Recreation, & Tourism Section: Recreation Division OCA: 581000 List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; i.e., checking the mail. 1. The Youth Services Section provides licensed after school childcare at eight sites and one summer childcare camp. Operation of Craig Recreation Center for community programs, drop- ins, and facility rentals. Youth specialty summer day camps are offered in sports, arts, music, crafts, environmental education, and other special interests. Craig Center youth summer drop-in day camp. 2. Camp Roanoke provides 8 weeks of youth residential summer camps including Drug Awareness Camp, Windows to the World Camps, Adventure Camps, Adventure Treks, and Specialty Camps. Rental facility for community, corporate, and private activities, programs, and services. Offers corporate and community challenge course programs. Provides customized group programming. Offers public programs, classes, and events. 3. The Special Services Section manages the operation of the Brambleton Center as well as the supervision of the Senior and Adult Leisure Services, Therapeutic Recreation, and Teen Center Sections staff. Provides offices and programming space for these program areas. Provides programming space for a wide variety of classes, activities, and special events. Provides community, public, and private rentals of the center. Houses the Virginia Cooperative Extension Services Headquarters for Roanoke City, Salem, and County services. Houses the Teen Center. Provides space for Roanoke County administration and school related meetings and functions. a. The Senior and Adult Leisure Services Section offers a wide variety of public classes, programs, and services at the Brambleton Center for ages 18 & up. Core programs include: i. Educational and informational services. ii. Health and wellness programs, iii. Recreational programs, classes, and events. iv. Social activities and clubs. v. Trips and tours. vi. Offers a series of programs especially designed for senior adults, ages 60 & up. vii. Provides countywide services utiIitizing the Glenvar Library, Hollins Library, Mason Cove Firehouse, and the Vinton Library for outreach programming. viii. Operates the Walrond Park Senior Center for additional senior adult programs and services. ix. Develops partnerships with local organizations and agencies such as the Area Agency on Aging, AARP, Game and Inland Fisheries, and law enforcement to provide specialized programs such as income tax assistance, TRIAD, defensive driving, hunter safety, boating safety, and support groups. b. The Teen Center provides and operates a teen membership drop-in program for youth in grades 6 - 12. Also provides a wide variety of classes, trips, events, and activities. Also operates Saucers Café. Operates a community internet-capable computer lab for teens as well as adults. Provides a rental program for community, public, and private use of the Teen Center. c. The Therapeutic Recreation programs provide the following: i. Provides programs for individuals with developmental disabilities that include programs for teens, adults, and the youth summer camp program (licensed special needs childcare program}.Health and wellness programs. ii. Provides programs for individuals with visual impairments. iit Provides programs individuals with psychiatric disabilities. 8 C-1 iv. Provides programs for individuals with head injury related disabilities. v. Provides incfusion programs for children with and without disabilities. vi. Programs in sign language communication for youth and adults. vii. Provides leisure counseling to assist in providing reasonable accommodations in the general recreation program. viii. Provides supported opportunities in accessible recreation on an individual client basis. ix. Provides accessible formats of department printed material (Braille, audio, and large print). x. Consults with staff and consumers in regard to ADA requirements. xi. Provides limited door to door or pick up point transportation within Roanoke City, Roanoke County, Salem, and Vinton. xii. Provides adaptive equipment as available for department programs and services. xiii. Is a contractual service provider for Blue Ridge Behavioral Health in provision of services for individuals with developmental disabilities and psychiatric disabilities. xiv. Receives funding subsidies and in-kind support from Roanoke City Parks and Recreation for provision of services to city residents. 4. The Athletic & Lifetime Sports Section offers Adult Spring & Fall Softball Leagues, Adult Fall Touch Football Leagues, Adult Winter Basketball Leagues, Youth and Adult Tennis Classes and Tournaments, Youth and Adult Golf Classes, and Rental of Athletic Fields for Adult Softball Tournaments. The Althletics Section also manages the Burton Athletic Field Complex and Concession Operations, and manages the Youth Athletic Section staff and services. a. The Youth Athletics Section provides team sports, clinics, and camps for children ages 6 to 18 to include the following services: i. Winter Basketball Leagues iì. Spring Softball Leagues iii. Spring Baseball Leagues iv. Fall Football Leagues v. Fall Soccer Leagues vi. Fall Cheerleading Teams vii. Fall Cheerleading Olympics viii. National Youth Sports Coaches Clinics ix. Hershey Track and Field Meet x. Annual Roanoke County Soccer Classic Tournament xi. Football Superbowl xii. Youth skill building sports camps. xiii. Works closely with eleven community non-profit recreation clubs in partnership to provide the above services. Manages a once monthly Club Presidents Council meeting and various sport coordinator meetings for training and dissemination of rules, policies, and regulations. 5. The Special Events and Tourism Section provides the following: a. Provides county-sponsored major special events. b. Provides county-sponsored minor special events for families and children. c. Provides co-sponsorship support to community sponsored events. d. Develops plans and markets the region to promote tourism initiatives. e. Provides liaison support to Explore Park for development of events and tourism. 1. Provides liaison support to various community-wide organizations and agencies. g. Develops sponsorships both in-kind and monetary for development and expansion of events and tourism marketing for Roanoke County and the region. h. Provides assistance to County initiatives, which support tourism and economic development. 6. The Administrative Services Division provides the following: a. Manage the department's computer network systems for program registration and facility reservations. 9 C-1 b. Manage resources including budget, staff, capital equipment and facilities. c. Handle special projects. d. Develop and maintain division reports, policies, manuals, and procedures. e. Develop short-term and long-term objectives. f. Public Relations. g. Program development and review. h. Manage administrative expenditures and budget for the department to include utilities, telephones, office supplies, copiers, computer connectivity costs, equipment replacement and repair, etc. i. Manage administrative and clerical support staff for the department to include office support specialist, account coordinator, and secretary. j. Manage the budget for the Marketing and Advertising services of the department to include: i. Review all department public information ii. Produce the department's catalog of services and programs on a semester basis. iiì. Produce and distribute flyers, brochures, newsletter, and posters. iv. Produce media advertising campaigns including radio, television, billboards, newspapers, and magazines. v. Set up press conferences. vi. Manage the internet and intranet homepages. vii. Develop program and service marketing strategies and annual marketing plan. 10 C-1 Services/Activities Inventory Department: Parks, Recreation & Tourism Section: Parks OCA: 583000 List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; Le., checking the mail. 1. Manage the mowing and general grounds maintenance operation and outdoor lighting at 90 properties that includes county buildings, libraries, fire and rescues, parks, industrial complexes, select road medians, and county maintained floodplain lots. 2. Manage a complete agricultural program on properties maintained by the Parks Division. 3. Mange a comprehensive maintenance program on 42 soccer fields, 16 football fields, and 56 baseball and softball fields. 4. Perform a comprehensive landscape program at county maintained sites and road medians, which includes weeding, mulching, plant and tree care and replacement. 5. Manage a Shelter Rental Program at county parks including family, company and corporate picnics. 6. Manage a Special Use Permit program for the use of park facilities, ballfields, and open space for Roanoke County leagues, and schools. 7. Manage a Ballfield Rental Program for ballfields rentals that serve non-sanctioned sporting groups. 8. Maintain and develop Sports Marketing Tournaments and Initiatives for Roanoke County that that provide positive economic impact. Manage the AAU, Shamrock Volleyball Tournament, School and Public Distant Runs, Rugby Tournaments, NSA, VSA, and USSA events. 9. Facilitate and support the interaction of the Green Hill Equestrian Committee, Friends of Happy Hollow, Recreation League Presidents Council, Environmental Assessment Team, Greenway Commission, Vehicle Advisory Committee, Safety Committee, and the Roanoke Regional Sports Committee. 10. Manage the Roanoke County Sign Shop to include repairs, replacements, and new road sign installations for all county roads at over 2,500 state maintained intersections, while supporting the E-911 system. 11. Manage the organized support required for all Recreation and Tourism Special Events, Fundraisers, county work order program, and the transporting of surplus property. 12. Manage the Capital Incentive Improvement Fund matching grant program. 13. Manage the CIP program for large-scale park improvements. 14. Manage CMP construction projects for small in·house repairs to county parks and facilities. 15. Support the County Emergency Operations Plan and the snow removal operation. 16. As resources permit, manage a custom sign shop operation for county departmental needs. 17. Mange the distribution of voter machine for the 32 voter precincts. 18. Manage A.D.A. compliance and improvements for county parks and amenities. 19. Facilitate citizen inquiries, suggestions, and complaints concerning county maintained properties. 20. Manage volunteer community service support. 11 C-1 Departmental Short-Term and Long-Term Strategic Issues Department: Parks - Recreation Division OCA: 581000 Date: FY2005 Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years · Continued capital maintenance of Brambleton Center including replacement of the roof, drainage/parking lot improvements, and updating the restrooms. · Proposed residential development on the Rte. 221 corridor will strain existing facilities/services and require additional land and facilities in South County. · The development of Green Hill Park as a major special event site is necessary to attract major events that will increase tourism and economic development in the County. The site needs an amphitheatre stage, security lighting, offìce/storage area, restrooms, pathways, and a stage area. · Development of the tourism initiative requires additional funding for marketing/advertising, travel for recruitment of events, seed money to attract sporting events, and support staff. · Additional funding is required to expand Therapeutic Recreation Services. Due to level funding the program has maintained the same service level for the last seven years. All program slots fill to capacity each semester with clients on waiting lists that cannot be served. · Additional funding to provide ADA accommodations for individuals with disabilities. · Funding Increases to provide market wages for part time support staff to work with individuals with disabilities. · Expansion of the After School for Kids licensed childcare program into all elementary schools in Roanoke County. This will be contingent on expressions of need by parents, availability of staff, and renewal of the contract with Roanoke County Schools. · Funding to construct a swimming pool at Camp Roanoke. · Spectator and player violence and poor sportsmanship at youth athletic programs will continue to be a social issue that the department must address. · Recruitment and training of qualified coaches and sport officials for youth athletics will continue to be a major concern of the department and the community. · Support of Explore Park's programs, capital development, and operations will require additional staff time and resources. · Capital improvements to Burton Athletic Fields Complex will be required to make this facility a first class venue for athletic tournaments. It will require parking, lighting, and dugout improvements. · Increasing marketing/advertising efforts to increase facility rentals of all recreation facilities including Brambleton Center, Catawba Center, Craig Center, and Camp Roanoke. · Increased marketing efforts for special events, programs/services, and sporting events require additional funding for media, postage, and support staff. Long-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. .. New multi-purpose community centers are a necessity to provide quality recreational, educational, and sports opportunities throughout Roanoke County. The county is too large to serve with one recreation center. .. The aging population will require more senior adult services and facilities. .. The youth basketball program will require more gymnasiums to handle the game and practice needs of the current number of teams and to allow any growth in the program. .. Development of passive recreation areas and special event sites in other areas will allow events to be offered through the county. .. Funding to meet the growing need to provide accommodations for individuals with disabilities as 12 C-1 required by the Americans with Disabilities Act. · Capital maintenance on tennis courts and adult athletic fields including replacement of lighting systems and fencing. · Development of new types of recreation facHiUes such as Aero-Parks for radio-remote controlled model airplanes, mountain biking, horseback riding, cricket, and lacrosse. · Regional cooperation to reduce duplication of services. · Development of alternative revenue~producing recreation facilities such as water parks, fitness facilities, public gymnasiums, and golf ranges or courses. · Green HilI Park, Burton Athletic Complex, and the Water Park will be important venue sites to place Roanoke County on the map as a tourist destination. · More emphasis wiJl be placed on obtaining grant funding and sponsorships to support tourism initiatives. · Integration of individua1s with disabmties in the general recreation program. Presently, the adult population participating in the Department's specialized Therapeutic Recreation programs have been in segregated situations most of the their lives; in school, in group homes or institutions, in community segregated work environments, and continue to participate in segregated recreation programs. The younger school age populations have been in integrated situations most of their lives and this philosophy is reflected in all aspects of their life. Parents, especially in the area of recreation, expect complete inclusion. As this population ages and enters adult programs, more integration requests are expected. · Additional funding will be required to maintain transportation services for individuals with disabilities due to increases in the cost of contractual services and to replace County owned wheelchair accessible program vehicles. No decrease in client transportation need is expected. · Seed money to develop tourism initiatives will enable Roanoke County to bid on major events and tournaments to increase the number of visitors to the valley. · Additional funding to cover the cost of capital maintenance and rehab of existing recreation centers and facilities. 13 C-1 Departmental Short-Term and Long-Term Strategic Issues Department: Parks OCA: 583000 Date: FY2005 Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · The county park infrastructure has many amenities over 30 years old. Recent park construction has focused primarily on development of 25 new athletic fields to meet field deficits that existed across the county. Current condition of many park structures include failing asphalt surfaces, cracking tennis and basketball courts, splintered wooden playgrounds, and antiquated or non existent restroom facilities. There are many aged sports lighting systems that require extensive routine maintenance to maintain public safety, have high utility consumption, and there are some concerns for adequate lighting for player safety. Some facilities require immediate attention to remain open to the public. A capital maintenance program needs to be developed and funded. · Tourism and Sports Marketing initiatives are continuing to grow in Roanoke County and the Valley, and are seen as a key component to the tourism and economic development program of the County. These large events require extensive support from the Parks, Recreation, and Tourism operating divisions in order to provide quality programs/fields, which in turn encourage the visitors to return. With the planned addition of new events, additional operating resources i.e. overtime, part time staff, and support materials will be needed in order to service the events to the level required. In addition, we must ensure that the additional play does not impact facilities utilized by our house leagues. · The success of the Parks mowing and park/field maintenance operation is greatly dependent on large capacity mowers and other specialized large rolling stock Le. graders, tractors and back hoes etc. Much of this equipment is old and requires a great deal of maintenance to keep up and running. No funded replacement program is in place. A program similar to the Vehicle Replacement program should be developed and funded. · The Parks Recreation and Tourism Department manages a full time fleet of 41 vehicles. Board funding for a new vehicle replacement program has upgraded the fleet that once had 13 vehic1es that met replacement criteria. However growth in the Parks, Recreation, and Tourism Department has made it critical that 4 dependable temporary summer slots (pick-ups) be available each year in order for all work actions to be executed. These trucks support daily visitation to all park sites each day during the operating season from April through October, to service the grounds, restrooms, shelters, and some special events. Lana-Term Issues: List major issues or trends that may confront the department beyond the next couple Fiscal years. · A.D.A compliance at county parks is a work in progress. Public sentiment for accessibility to ballfields and facilities has greatly impacted some scheduling of teams for handicapped spectators. Additional requests for paved paths to shelters, restrooms, playgrounds, ballfields, and greenways have been received as general public sentiment. This federal mandate promotes a comprehensive improvement plan to update our facilities. Recent small improvements have been funded from CMP monies; however significant funding is required to bring all facilities to compliance. · Growth and development on the Rte. 221 corridor is beginning to show up in the Recreation Club sports programs registrations serving the South County region. Citizens also expect accessible 14 C-1 open play areas, picnic pavilions, playgrounds and other park amenities to be readily available in their communities. Additional land must be identified and acquired to accommodate the growth anticipated in this corridor as well as funding for new facilities. . Greenways continue to be a very popular form of recreation, particularly for older citizens, which is the fastest growing segment of the Roanoke County population. Roanoke County should accelerate the addition of greenways as identified in the Roanoke Valley Conceptual Greenway plan. Maintenance funding should be included in the development of any new trails. . Many park facilities have been developed in floodway/plain areas, with creeks and or rivers flowing through them. Over the year's high water and flood events have caused severe erosion and drainage problems at numerous facilities, to the point where remediation must be done to ensure the stability of existing infrastructure and park amenities. Some federal/state grant dollars may be available but additional county resources will be needed to remedy these situations. 15 C-1 Parks, Recreation and Tourism Total - Fund 100 Budget Preparation FY 2005-2006 Initial Target Allocations and Additional Funding Requests Personnel $2,830,135 $2,936,024 3.74% $81 ,127 Operating 1 ,469,479 1,484,369 1.01% 44,720 Capital 24,000 24,000 0.00% 223,300 Total $4,323,614 $4,444,393 2.79% $349,147 Total Positions 57 57 0.00% 3 Sections Recreation Administration $ 415,989 $ 427,564 2.78% $ 25,000 Explore Park 560,000 560,000 0.00% Tourism 171,667 171,667 100.00% Youth Services 157,152 164,895 4.93% Teen Programs 120,921 122,891 1.63% 19,077 Outdoor Ed 130,959 132,997 1.56% Senior Citizens 199,770 204,553 2.39% Special Events 96,553 99,322 2.87% Therapeutics 189,984 192,421 1.28% 23,735 Adult Athletics 57,620 59,504 3.27% Youth Sports 250,617 257,791 2.86% Brambleton Center 146,101 158,130 8.23% Sub-Total 2,497,333 2,551,735 2.18% 67,812 Grounds Maintenance Grounds Maintenance 1,798,704 1,865,171 3.70% 256,578 Street Signs 27,577 27,487 ·0.33% 24,757 Sub-Total 1,826,281 1 ,892,658 3.63% 281,335 Total Parks & Rec $4,323,614 $4,444,393 2.79% $349,147 16 C-1 Parks, Recreation and Tourism Recreation & Tourism BudgetPreparailon FY 2005-2006 Initial Target Allocations and Additional Funding Requests Personnel $1,505,583 $1,551,985 3.08% $42,812 Operating 991,750 999,750 0.81% Capital 25,000 Total $2,497,333 $2,551,735 2.18% $67,812 Total Positions 26 26 0.00% 2 Summary of Additional Funding Requests Personnel Recreation Teen Technician 13,776 Convert PT to FT PT Recreation Technician 5,301 Increase PT funding to expand Teen Ctr hrs PT Transportation Spec 16,122 Liason wI RADAR, TRS system delivery PT ACE Program Support 7,613 Enhance efficiency and program quality Sub-total 42,812 Operating Sub-total Capital PRT Master Plan 25,000 Per CIP Committee recommendations Sub-total 25,000 TOTAL REQUEST $67,812 17 C-1 Parks, Recreation and Tourism Parks Division BudgetPreparailon FY 2005-2006 Initial Target Allocations and Additional Funding Requests Personnel $1,324,552 $1,384,039 4.49% $38,315 Operating 477,729 484,619 1 .44% 44,720 Capital 24,000 24,000 198,300 Total $1,826,281 $1,892,658 3.63% $281,335 Total Positions 31 31 0.00% 1 Summary of Additional Funding Requests Personnel FT Sign Technician 24,757 Upgrade part-time to full-time Over-time and Part-time increase 13,558 Increase for Parks workers Sub-total 38,315 Operating Manufactured Infield Soil 44,720 Ball field renovation program Sub-total 44,720 Capital 1 Ton 4x4 Dump Trucks (2) 64,000 Replacement of high mileage vehicles Compact Grader 38,500 Replaces 1977 Bladmor motor grader Compact Backhoe 23,500 Loader for East Shop Straw Blower 5,600 Replaces existing machine 15' Pull behind Mower 14,500 Replaces existing mower for Green Hill Park ii' 3-deck Mower 39,500 Replaces 1998 mower for North crew 2 Walk behind aerators 9,200 Aeration for smaller turf areas 3 pt Hítch Spreader 3,500 Replaces work spreader for East crew Sub-total 198,300 TOTAL REQUEST $281,335 18 C-1 Parks, Recreation and Tourism Fee Classes BudgetPreparailon FY 2005-2006 Initial Target Allocations and Additional Funding Requests Personnel $421,429 $427,843 1.52% Operating 401,213 407,661 1.61% Capital 12,661 7,661 Transfers 146,391 118,701 Total $981,694 $961,866 -2.02% Sections Administration $ 3,750 $ -100.00% Youth Services 365,000 364,267 -0.20% Teen Programs 31,724 31,750 100.00% Brambleton Center 4,025 8,000 98.76% Outdoor Ed 120,000 97,900 -18.42% Senior Citizens 193,348 193,620 0.14% Special Events 62,497 71,065 13.71% Therapeutics 35,094 35,094 0.00% Adult Athletics 78,428 78,428 0.00% Youth Athletics 35,132 35,142 0.03% Shelter I Field Rentals 25,500 30,000 17.65% Equestrian Center 10,000 8,000 -20.00% Camp Roanoke 5,000 -100.00% Happy Hollow 4,800 6,600 37.50% Field Improvements 2,000 2,000 0.00% Catawba Center Rental 5,396 -100.00% Total Parks & Rec 981,694 961 ,866 -2.02% 19 "t"""" I o V) o o C'! 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M 0 ¡r:: .s VJ '" ... p., iZ) p:¡ ~ ..., ..::.: :; ..... 00 co ... ~ "'0 or¡ ot ... = 0 0 - t<) 0 <n 00 ... ¡:,., ... <:> N 0 0'1 t- o 0 ... I!) = 0 0 ,...., 00 0 0 <n IT) ... 00 ¡:¡::; ... N - N IT) \D \0 \1;) \0 < or¡ -; M ... e<J 00 '" ... lI"I 0 '" OJ ... u ..::.: = ... -¡;¡ ... ... I!) ... Co .. ~ -< = .. ¡:,., ... "iÕJ¡ Q '" 0 .¡: "3 co u 0 lI"I Q C Q ëö - E-< ~ .... .. = Õ d .5iJ .~ :::E ï::: E-< "§ ~ "'''0 Co =: 0 ",0 ... = " .. Q¡:;,;, 'tJ0 o..r:: "0 c~ 35 C-1 General Services FY2006 Departmental Budget Meeting Packet Contents: Business Plan Services/Activities Inventory Strategic Issues Departmental Summary Target Line Items C-1 Business Plan Template BP-2 General Services Mission Statement The goal of the General Services Department is to serve the community and departments by providing the highest quality solid waste collection, facility management, fleet maintenance and environmental management as safely and efficiently as possible. Departmental Goals and Objectives Solid Waste To provide timely and efficient garbage collection service to all qualified residential and business customers. · Maintain full staffing. · Reduce missed collection calls for service. · Maintain fleet readiness by having 80% of the fleet available for use each day. Promote options for disposal of garbage outside of regular and bi-weekly bu1k/brush collection, which will assist residents and County staff in the goal of keeping the County clean. · Provide the freeloader equitably to as many citizens as possible. · Encourage use of free homeowner disposal program at the Roanoke Valley Resource Authority Transfer Station Building Maintenance Provide maintenance, cleaning, and repairs efficiently, effectively, and promptly to minimize disruption in all facility work environments. · Reduce building operating costs through more efficient practices. · Respond promptly and efficiently to all calls for service. · Reduce emergency maintenance requests due to increased preventive maintenance. System of Environmental Management Ensure the County's operations are in compliance with applicable environmental laws. · Perform an independent environmental compliance audit. · Fulfill the commitments made under the Ozone Early Action Plan to ensure compliance with the Federal Clean Air Act. Conduct operations in an environmentally sound manner. · Strive for Environmental Excellence (E3) in departments having potentially significant impact on the local environment. Solid Waste wíll work for E3 compliance in upcoming fiscal year. Business Plan Template Performance Measures - Solid Waste Missed Collection Household Garbage Tonnage Homeowner Disposal Program Tonnage Freeloader Disposal Program Tonnage 2003-04 Actual .05% 42,050 4,479 411 Performance Measures - Building Maintenance Routine Maintenance Requests Emergency Maintenance Requests Capital Maintenance Projects 2003-04 Actual 3,632 29 $305,950 Performance Measures - System of Environmental System 2003-04 Actual Ozone commitments fulfilled Successful E3 applications Number of Environmental violations Compliance Audit Score 2 o o 81% Budget Highlights - (TOP 3 - 5 Accomplishments FY2004) Solid Waste 2004-05 Budgeted .04% 43,000 5,000 420 2004-05 Budgeted 3,600 20 $310,000 2004-05 Budgeted 10 1 ° 85% C-1 BP-2 2005-06 Adopted .04% 43,000 5,000 420 2005-06 Adopted 3,600 20 $310,000 2005-06 Adopted 10 1 o 85% 1. Worked with the County Garage to reduce dependence on outside vendors for vehicle repairs to improve fleet readiness. 2. Revised and updated Solid Waste Ordinance. 3. Completed switch from manual collection to automated collection in all areas of the County. 4. Changed pick-up service from five days/week to four days/week to facilitate regular maintenance and schedule adjustments due to holidays and weather events. Building Maintenance 1. Complete interior renovation of both General District and Circuit Court office spaces. 2. Replacement of parking lot pole lights at the Headquarters Library. 3. Replacement of carpet at Headquarters Library. 4. Provide construction management for the newly constructed Court Services Building. 5. Provide input regarding facility management issues for the PPEA project. System of Environmental Management 1. Implemented paper recycling measures at RCAC and PSC resulting in 6.45 tons of paper being diverted from the landfill. 2 C-1 Business Plan Template BP-2 2. Implemented paper reduction program County-wìde resultìng in a reduction in paper purchases from 32 tons to 18 tons. 3. County fleet fuel efficiency improved from 11.6 to 11.7 mpg, a savings of approximately 2,700 gallons of fuel. 3 C-1 BP-l Services/Activities Inventory Department: General Services List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; Le., checking the mail. Building Maintenance 1. Provide on-going maintenance and repairs on heating, air conditioning, exhaust, and control systems. 2. Provide on-going maintenance and repairs on interior and exterior lighting and electrical systems. 3. Provide on-going maintenance and repairs on plumbing systems, including domestic water, hot water heaters, water fountains, weB pumps, sewage pumps, water softeners, and chlorinators. 4. Provide on-going maintenance and repairs on building exteriors, including roofs, gutters, windows, doors, and siding. 5. Provide on-going repairs on buJlding interiors, including painting, ceiling tile, wood work, doors, and drywall. 6. Provide on-going maintenance and repairs on parking lots and sidewalks. 7. Provide nightly cleaning, including trash removal, vacuuming, sweeping, and dusting. 8. Provide routine services of cleaning carpet, windows, and waxing floors. 9. Provide assistance at all Board meetings. 10. Provide assistance for annual County building cleanup days. Solid Waste 1. Provide weekly residential garbage collection. 2. Provide bi-weekly collection of residential bulk and brush. 3. Provide weekly collection of small commercial establishments (volume of 300 gallons or less per week). 4. Provide weekly collection at the home for those residents unable to bring garbage to the curb. 5. Provide weekly collection at the home for those residents willing to pay for the service. 6. Provìde weekly residential collection of bagged leaves for a six-week period in the fall. 7. Provide seasonal Christmas tree collection. 8. Administer the freeloader program (dump trailers). 9. Administer free residential usage of the Roanoke Valley Transfer Station. 10. Currently administer dumpster service (provided by outside vendor) of County-owned parks and buî1dîngs. 11. Currently administer dumpster reimbursement service (provided by outside vendor) for individually owned townhomes and condominiums. 12. Assist in various cleanup opportunities (i.e. tire pile cleanups). 13. Continue to pursue avenues to offer recycling opportunities to residents of Roanoke County. 14. Implement a reciprocal collection program with the City of Roanoke. 4 C-1 BP-3 Departmental Short-Term and Long-Term Strategic Issues Press F11 to advance to form fields. Spacing is automatic. Press enter to insert subsequent bullets. Department: General Services Date: November 2004 Building Maintenance Short-Term Issues: List critical issues fac'lng the department now and through the next couple f'lscal years. · Limited funding for facility component replacement causes deterioration of County-owned property. · Increasing service demands may threaten current quality of service. Lonç¡-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Hìghly technical environment demands constant staff training. · Limited funding for replacement of major systems and components (e.g., roofs, paving, concrete aprons, HVAC) threatens efficient operation of County facilities. · Limited funding for interior renovations, consisting of painting, carpet and tile replacement, thus diminishing Solid Waste Short-Term Issues: List critical issues facing the department now and through the next couple fiscal years. · Continued residential growth will increase vehicle and container requirement and workload. · Increased container requirement as carts currently utilized age. · Implementation of automation as standard service. · Implementing the new policy for private road collection Lonç¡-Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · Timely vehicle replacement to maintain current progress with fleet. · Expansion of County Garage to assist with service of solid waste fleet. · Implementation of reciprocal collection program with the City of Roanoke. 5 C-1 Business Plan Template BP~2 General Services - Garage Mission Statement The goal of the General Services Department is to serve the community and departments by providìng the highest quality solìd waste collection, facilìty management, fleet maintenance and environmental management as safely and efficiently as possible. Departmental Goals and Objectives County Garage Perform high qualìty repairs in a timely manner. · Achieve a mechanics' accountability level of 70%. · Complete all repairs in a timely manner. Maintain the fleet in as safe a condition as possible. · Provide receive annual state inspections and 26 safety point inspections during routine service for all vehicles. Reduce sublet (outsource) labor costs. · Strive for 15% maximum annual sublet expense from total labor costs. Review vehicle usage and provide input for increased fuel economy. · Assess mileage, fuel cost, performance and applications. Performance Measures - Garage Number of Repairs Sublet Repair Cost Total Business Volume 2003-04 Actual 3,294 $134,061 $898,014 2004-05 Budgeted 3,600 $125,000 $950,000 2005-06 Adopted 3,600 $125,000 $950,000 Budget Highlights - (TOP 3 - 5 Accomplishments FY2004) Garage 1. Achieved 99.9% customer satisfaction measured by response cards. 2. Increased labor productivity by $8,560 over previous year. 3. Increased number of repairs over prior year by 50% from 2,176 to 3,294. 4. Saved the County approximately $55,038 in sublet labor costs. 6 C-1 BP-l Services/Activities Inventory Department: General Services - GaraQe List those services provided to the citizens by this department. Do not list routine tasks that support functions within the department; Le., checking the mail. 1. Provide comprehensive repair service to the County fleet. 2. Provide comprehensive repair service to the Western Virginia Authority Fleet. 3. Conduct scheduled inspections to ensure safe, efficient vehicles. 4. Perform appropriate preventive maintenance at proper intervals. 5. Provide 24/7 emergency roadside service. 6. Provide technical advice and specifications for new vehicle purchases. 7. Maintain a comprehensive computer database of repair/maintenance costs for all vehicles. 8. Retain vehicle titles; facilitate registrations, transfers and sales. 9. Coordinate fleet fueling via FuelMaster Prokee system wlth School Garage. 7 C-1 BP-3 Departmental Short~Term and Long~Term Strategic Issues Press F11 to advance to form fields, Spacing is automatic. Press enter to insert subsequent bullets. Department: General Services - Garaqe Date: November 2004 Short~Term Issues: List critical issues facîng the department now and through the next couple fiscal years. · Inadequate parking space for customers and employees. · Old equipment, particularly lifts, lack of work and storage space. · Congestion and gridlock caused by undersized facility seriously reduces productivity. · There are just four bays for fleet of over 600; typically this would justify at least a ten bay operation. LonÇJ~Term Issues: List major issues or trends that may confront the department beyond the next couple fiscal years. · The County spends approximately $250,000 annually outsourcing heavy trucks (Solid Waste, Fire and Rescue) due to inability to perform repairs in-house. One third of this amount can be saved doing work in-house. · The County Garage is outdated and has too few bays and parking to adequately serve the fleet. · A larger, modern fleet facility must be considered to ensure the readiness, safety and performance of the County fleet. 8 C-1 General Services Budget Preparation FY 2005-2006 Initial Target Allocations and Additional Funding Requests Personnel $ 2,505,644 $ 2,609,727 4.15% $ Operating 3,719,666 3,726,530 0.18% Capita! 275,600 275,600 0.00% Transfers Total $6,500,910 $6,611,857 1.71 % $0 Total Positions 56 56 0.00% Sections Envionmental Management $ 10,000 $ 10,000 0.00% $ Administration 289,305 295,789 2.24% Solid Waste 4,580,879 4,638,4 72 1.26% 45,000 Facilities Management 1 ,536,054 1,577,503 2.70% 25,000 Weldin Shop 84,672 90,093 6.40% Sub-Total 6,500,910 6,611,857 1.71% 70,000 County Garage 346,392 351,935 1.60% Total $ 6,847,302 $ 6,963,792 1.70% $ 70,000 9 C-1 Summary of Additional Funding Requests Personnel Operating Capital Sub-total Utilities - Natural Gas Utilities - Electric Recycling Drop-Off Trailers Residential Garbage Carts Sub-total 15,000 Court Service Building 10,000 Court Service Building 20,000 Mobile recycling option 25,000 Replacement carts/New ConstructíOI1 70,000 Sub-total TOTAL REQUEST $70,000 10 "t"""" I O<n a a C:' 00 - M " " ~ ~ ~ CI 0 0 0 0 0 0 0 0 0 0 0 0 'f) 0 0 0 'f) 0 0 0 0 0 ..., "<1" ...... 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