Our Mission: To promote the improvement, conservation, and revitalization of Arlington s physical and social environment

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1 DEPARTMENT OF COMMUNITY PLANNING, HOUSING AND DEVELOPMENT Steven Cover, Director 2100 CLARENDON BLVD., SUITE 700, ARLINGTON, VA Our Mission: To promote the improvement, conservation, and revitalization of Arlington s physical and social environment Proposed Budget - General Fund Expenditures Human Services 11% Community Services 5% Non-Departmental, Regionals, Metro 9% Debt, Capital 6% Community Planning, Housing & Devel. 1% Net Tax Support: 87% Federal/State Support: 2% Other: 11% Environmental Services 7% Planning & Development 2% Public Safety 11% Courts & Constitutionals 6% Schools 39% Management & Administration 4% book 219 web 685

2 DEPARTMENT BUDGET SUMMARY LINES OF BUSINESS SIGNIFICANT BUDGET CHANGES The proposed expenditure budget for the Department of Community Planning, Housing and Development is $11,304,085, a four percent increase over the adopted budget. The budget reflects: Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, and positions filled at higher salary levels, partially offset by the transfer of a Business Systems Analyst ($71,739, 0.50 FTE) to CPHD Development Fund and adjustments to retirement contributions based on current actuarial projections. Non-personnel decreases reflect the removal of adopted one-time funding for BU-GATA ($50,000) and an anticipated reduction in the Community Services Block Grant expenses bringing the funding to the actual level ($8,458), offset by an increase in ongoing funding for the Shirlington Employment and Education Center (SEEC) ($18,275) and adjustments in the annual expense for the maintenance and replacement of County vehicles ($3,478). Fee revenue increases due to additional anticipated permits and development revenue ($94,958). Grant revenue decreases for anticipated reduction in the Community Services Block Grant expenses bringing funding to the actual level ($8,458). book 220 web 686

3 DEPARTMENT BUDGET SUMMARY DEPARTMENT FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $8,872,558 $9,562,554 $10,058,144 5% Non-Personnel 1,504,515 1,330,307 1,293,602-3% Intra-County Charges - (47,660) (47,660) - Total Expenditures 10,377,073 10,845,201 11,304,086 4% Fees 1,327,748 1,193,042 1,288,000 8% Grants 214, , ,521-4% Total Revenues 1,542,216 1,384,021 1,470,521 6% Net Tax Support $8,834,857 $9,461,180 $9,833,565 4% Permanent FTEs Temporary FTEs Total Authorized FTEs book 221 web 687

4 DIRECTOR S OFFICE DIRECTOR S OFFICE/BUSINESS OPERATIONS DIVISION PROGRAM MISSION To provide the Department of Community Planning, Housing and Development (DCPHD) the leadership and operational support it needs in order to promote the improvement, conservation, and revitalization of Arlington s physical and social environment. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases, an increase in the County s cost for employee health insurance, positions filled at higher salary levels, and increases due to reclassification of positions identified to be substantially below comparative pay studies, offset by the transfer of a Business Systems Analyst ($71,739, 0.50 FTE) to CPHD Development Fund and adjustments to retirement contributions based on current actuarial projections. Non-personnel decreases for adjustments to the annual expense for the maintenance and replacement of County vehicles ($1,599). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $1,134,791 $1,305,251 $1,397,313 7% Non-Personnel 115, , ,993-1% Total Expenditures 1,250,257 1,411,803 1,502,306 6% Total Revenues Net Tax Support $1,250,257 $1,411,803 $1,502,306 6% Permanent FTEs Temporary FTEs Total Authorized FTEs web 688

5 PLANNING DIVISION COMPREHENSIVE PLANNING PROGRAM PROGRAM MISSION To plan, facilitate, and implement the future growth of Arlington as a diverse grouping of great places that achieve a high quality of life for citizens and provide a robust economic return for individuals, households, businesses, institutions, and government. Such places will be more resilient and sustainable because they optimize existing infrastructure and resources, generate less waste, and provide a solid foundation for future growth. County planning/community engagement processes strive to be transparent, equitable, and easy to understand by non-professionals so as to encourage broad public participation in the ongoing project of community development. Comprehensive Planning will focus on the following objectives: Provide master planning work that monitors and maintains all elements of the Comprehensive Plan. Develop and review County land use policy. Undertake sector plans, small area plans, and General Land Use Plan (GLUP) studies and amendments. Staff committees for long range planning and zoning ordinance reviews and amendments. Conduct special zoning studies and prepare Zoning Ordinance amendments. SIGNIFICANT BUDGET CHANGES Personnel decreases are primarily due to the transfers of a Planning Supervisor ($119,874, 1.0 FTE), Associate Planners ($216,452, 3.0 FTEs), and Principal Planners ($203,012, 2.0 FTEs) to the Urban Design and Research Program, an Associate Planner ($72,151, 1.0 FTE) to Current Planning, and adjustments to retirement contributions based on current actuarial projections. These decreases are partially offset by an increase due to employee step increases and an increase in the County s cost for employee health insurance. Non-personnel decreases due to the transfer of operating costs associated with the Urban Design and Research Program ($16,588). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $2,248,253 $2,650,981 $1,933,293-27% Non-Personnel 115,839 81,235 64,647-20% Total Expenditures 2,364,092 2,732,216 1,997,940-27% Total Revenues Net Tax Support $2,364,092 $2,732,216 $1,997,940-27% Permanent FTEs Temporary FTEs Total Authorized FTEs web 689

6 PLANNING DIVISION COMPREHENSIVE PLANNING PROGRAM PERFORMANCE MEASURES Critical Measures Number of community, Planning Commission and County Board meetings held on planning issues N/A N/A Supporting Measures Increase in square footage of approved office and retail within a 1/4 mile of metro 0 500,637 1,411,004 4,371,954 1,000,000 1,000,000 station in a year Number of major County Board approved area studies completed Number of major County Board approved area studies underway Number of special General Land Use Plan (GLUP) and mini studies completed Number of Zoning Studies completed The increase in square footage approved in can be attributed to the County Board's September 21, 2013 approval of the Pen Place Phased Development Site Plan which included 1,809,000 square feet of office space with the option to develop 300 residential units in place of office, up to 50,000 square feet of retail and 300 hotel rooms. web 690

7 PLANNING DIVISION URBAN DESIGN AND RESEARCH PROGRAM PROGRAM MISSION To serve as a technical resource center for urban design, demographic, development data, and targeted strategic research, and targeted planning studies. Provide services for interdivisional and interdepartmental teams, citizens, real estate professionals and Arlington County boards, commissions and committee leaders, to address complex urban planning, design and research issues. To facilitate community engagement and education, advocate for architectural and urban design best practices and develop strategies and sustainable solutions focused on improving the quality of the urban environment. In the budget, the Research, Analysis, and Graphics Section is replaced by the Urban Design and Research Section (UDR) to serve as center for urban design and strategic urban research. UDR provides an integrated approach to design and research services and has enabled the Planning Division to proactively address the following objectives: Undertake special short-term urban design, research, and related studies. Provide urban design, architectural, and landscape architecture review, assistance, and studies. Develop strategies and solutions that focus on improving the quality of the urban environment and public realm. Serve as a center for interdivisional and interdepartmental teams to address complex urban design issues in a highly integrated approach. Advocate for architectural and urban design best practices. Facilitate community engagement and education. Prepare demographic and development information, forecasts, trends, and tracking reports. SIGNIFICANT BUDGET CHANGES Personnel increases due to the transfers of a Planning Supervisor ($119,874, 1.0 FTE), Associate Planners ($216,452, 3.0 FTEs), and Principal Planners ($203,012, 2.0 FTEs) from the Comprehensive Planning Program as well as employee step increases, and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel increases due to the transfer of operating costs associated with the positions from the Comprehensive Planning Program ($16,588) and operating costs from the Current Planning Program to better align expenses within the Planning Division ($15,902). web 691

8 PLANNING DIVISION URBAN DESIGN AND RESEARCH PROGRAM PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel - - $770,109 - Non-Personnel ,490 - Total Expenditures ,599 - Total Revenues Net Tax Support - - $802,599 Permanent FTEs Temporary FTEs Total Authorized FTEs Critical Measures Number of sponsored community outreach events N/A N/A Supporting Measures Demographic and development information requests completed Number of landscape and tree protection site plans reviewed N/A N/A Number of site plans reviewed N/A N/A Beginning in, CPHD began tracking how many community outreach events the division sponsors. Beginning in, CPHD began tracking the number of landscape site plans reviewed by staff. Beginning in, CPHD began tracking the number of site plans reviewed by staff. web 692

9 PLANNING DIVISION CURRENT PLANNING PROGRAM MISSION To plan, facilitate, and regulate the physical build out of Arlington as a diverse grouping of great places to achieve a high quality of life for citizens and provide a robust economic return for participating individuals, households, businesses, institutions, and government. Such places will be more resilient and sustainable because they optimize existing infrastructure and resources, generate less waste and provide a solid foundation for future growth. County planning/implementation processes strive to be transparent, equitable, and easy to understand by non-professionals so as to encourage broad public participation in the ongoing project of community development. Current Planning Analyzes, reviews, and prepares staff recommendations on development proposals and use permits. Works with citizens and developers on zoning issues, including analyzing, and developing land use and development policies. Provides planning and administrative services to support the Planning Commission and other appointed commissions and committees involved in the planning and development review process. Coordinates the development review process committee for site plans, as well as ad-hoc task forces for a variety of land use and development issues. Proposes and analyzes legislative changes, coordinates interdepartmental review applications, and undertakes special studies at the request of the County Board and County Manager. SIGNIFICANT BUDGET CHANGES Personnel increases are primarily due the transfer of an Associate Planner ($72,151, 1.0 FTE) from the Comprehensive Planning Program, employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections Non-personnel decreases due to the movement of operating costs to the Urban Design and Research Program to align expenses within the Planning Division ($15,902), offset by the increase in the annual expense for the maintenance and replacement of County vehicles ($498). Permit and fee revenue increases to reflect actual collection levels in the previous fiscal years ($70,958). web 693

10 PLANNING DIVISION CURRENT PLANNING PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $1,406,234 $1,168,066 $1,292,289 11% Non-Personnel 220,632 85,364 69,960-18% Total Expenditures 1,626,866 1,253,430 1,362,249 9% Fees 1,246,705 1,142,042 1,213,000 6% Total Revenues 1,246,705 1,142,042 1,213,000 6% Net Tax Support $380,161 $111,388 $149,249 34% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Critical Measures Average site plan review cycle time (days) Percent of Planning Commissioners responding who are satisfied with the information provided in staff reports 76% 82% 90% 90% 90% 90% Supporting Measures Number of administrative site plan applications Number of site plans approved by the County Board Number of zoning applications and reviews processed Percent of total items on consent agenda 88% 89% 92% 92% 90% 90% Percentage of Board reports on time for regular distribution 99% 95% 95% 95% 95% 95% Site plan activity is typically affected by the economy; signs of changes in use mix from office to residential began in and are projected to continue. web 694

11 INSPECTION SERVICES DIVISION CODE ENFORCEMENT SERVICES PROGRAM MISSION To enforce state and local property related codes at private properties to ensure the safe occupancy and use of existing structures and to improve the quality of life for Arlington residents. The codes enforced include the Virginia Maintenance Code, a subset of the Virginia Uniform Statewide Building Code; the Condition of Private Property Ordinance; the Noise Control Ordinance; and the Sidewalk Snow Removal Ordinance. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel increases due to adjustments in the annual expense for the maintenance and replacement of County vehicles ($2,197). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $1,144,022 $1,257,616 $1,275,047 1% Non-Personnel 153, , ,448 1% Total Expenditures 1,297,094 1,409,867 1,429,495 1% Fees 21, Total Revenues 21, Net Tax Support $1,275,242 $1,409,867 $1,429,495 1% Permanent FTEs Temporary FTEs Total Authorized FTEs web 695

12 INSPECTION SERVICES DIVISION CODE ENFORCEMENT SERVICES PERFORMANCE MEASURES Critical Measures Number of code enforcement cases identified by staff Percentage of code enforcement cases identified by staff 3,295 2,159 2,159 1,926 2,100 2,100 76% 70% 74% 76% 78% 78% Total number of code enforcement cases 4,337 3,054 2,907 2,521 2,700 2,700 Supporting Measures Number of private properties cleaned of refuge and garbage, and vegetation trimmed as part of the enforcement initiative Number/percent of units inspected under the Full Code Program that meet minimum code standards 267/27% 138/28% 280/81% 24/9% N/A N/A Total number of hoarding cases Total number of units inspected in properties under Full Code Program cycle N/A N/A In the number of private properties cleaned of refuge and garbage, and vegetation trimmed as part of the enforcement initiative decreased due to increasing community education and by conducting proactive surveys. These steps have effectively reduced the number of private properties identified in violation of the Condition of Private Property Ordinance that requires County intervention to abate substandard conditions. Violations of the Care of Premises Ordinance that are corrected by the County, or its contractors, are billed to the property owner and collected by the Commissioner of Revenue. The Full Code Inspection program, a voluntary comprehensive inspection of the interior of dwelling units 30 years and older, was determined to closely resemble the Rental Inspection program. Subsequently, the program was discontinued in 2013, and phased out in. Hoarding cases represent the number of investigations performed by enforcement staff where compulsive or pathological storage negatively affects safe occupancy. Cases are often referred from the Arlington County Hoarding Task Force or identified by staff during field inspections. web 696

13 NEIGHBORHOOD SERVICES DIVISION NEIGHBORHOOD CONSERVATION PROGRAM MISSION To enhance residential areas by providing resident-initiated public improvements in a timely manner based upon regularly-updated neighborhood-developed plans. SIGNIFICANT BUDGET CHANGES Personnel increases due to positions filled at higher salary levels, employee step increases, and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel decreases due to the transfer of operating supplies to Historic Preservation to better align expenses within the Neighborhood Services Division ($6,327). This program includes 3.5 FTEs who work 100 percent on bond funded projects and are charged back to the projects. The personnel budget shown below is for only the General Fund portion of their salaries, net of the amount charged to capital projects. PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $355,422 $454,536 $539,420 19% Non-Personnel 39,022 67,937 61,610-9% Intra-County Charges - (47,660) (47,660) - Total Expenditures 394, , ,370 17% Total Revenues Net Tax Support $394,444 $474,813 $553,370 17% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Critical Measures Number of Neighborhood Conservation plans and updates in progress Number of participating neighborhoods Supporting Measures Plans completed within 3 years 80% 80% 80% 80% 80% 80% web 697

14 NEIGHBORHOOD SERVICES DIVISION NEIGHBORHOOD AND COMMERCIAL REVITALIZATION PROGRAM MISSION To facilitate sustainable communities through training and education, civic participation, the connection of residents to needed services, and the physical improvement of neighborhoods. Nauck Village Center (Commercial Revitalization Program) Facilitating the redevelopment of the Nauck, Shirlington, and Four Mile Run area. Neighborhood College Managing Neighborhood College, a civic leadership program that increases County residents communication and conflict management skills, their knowledge of the County government and its services, and how to access services and programs. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel decreases due to the transfer of operating supplies to Historic Preservation to better align expenses within the Neighborhood Services Division ($1,313). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $199,732 $218,037 $223,822 3% Non-Personnel 84,370 72,302 70,989-2% Total Expenditures 284, , ,811 2% Total Revenues Net Tax Support $284,102 $290,339 $294,811 2% Permanent FTEs Temporary FTEs Total Authorized FTEs web 698

15 NEIGHBORHOOD SERVICES DIVISION NEIGHBORHOOD AND COMMERCIAL REVITALIZATION PERFORMANCE MEASURES Commercial Revitalization Program Critical Measures Number of commercial property owners, tenants and organizations receiving technical assistance on redevelopment and/or community improvement opportunities Percentage of the acquisition/relocation/demolition completed towards the development of the Nauck Town Square % 75% 80% 80% 100% 100% Supporting Measures Number of major events held in Nauck Town Square Number of public/private development projects/activities initiated or reviewed by the Nauck Revitalization Organization Number of residents attending events and activities in the Nauck Village Center (Nauck Town Square) Percentage of design work completed toward the development of the Nauck Town Square N/A N/A 0% 25% 100% 100% Assistance on redevelopment and/or community improvement opportunities are in the Garden City Shopping Center, the Nauck Village Center, the Four Mile Run area and the 23rd St. "Restaurant Row". Capital funds for the design phase of the Nauck Town Square were allocated in by a grant received from the Nation Endowment for the Arts and matching funds provided by the Arlington Public Art fund for a grand total of $150,000. Nauck Town Square events are planned and coordinated by the community. The Nauck Revitalization Organization (NRO) is a citizen advisory committee that is comprised of representatives from the Nauck Civic Association, property owners, and other community stakeholders. The activity estimates are based on the expected interest in the Four Mile Run Study. The Nauck Town Square design work is anticipated to be completed in the spring of and the engineering plans completed in. Annual major community events are the Nauck Pride Day, the Nauck Neighborhood Day, and the Nauck Block Party. Nauck Town Square construction will reduce access to the site in, reducing the number of events and attendance. web 699

16 NEIGHBORHOOD SERVICES DIVISION NEIGHBORHOOD AND COMMERCIAL REVITALIZATION Neighborhood College Critical Measures Annual enrollment in the Neighborhood College Program Percent of the Neighborhood College participants satisfied with the program % 95% 96% 96% 95% 95% Beginning in, the full Neighborhood College Program has been implemented by a consultant group under contract to the County, instead of being operated directly by County staff. web 700

17 NEIGHBORHOOD SERVICES DIVISION HISTORIC PRESERVATION PROGRAM MISSION To identify, document, and inspect historically significant architectural, archaeological, and cultural resources in Arlington County and strive to preserve, promote, and protect those resources. Historic Preservation Provides planning, resource identification, and design review for locally designated properties. Provides historic district designation, technical assistance to homeowners, and staff support to the Historic Affairs and Landmark Review Board (HALRB). SIGNIFICANT BUDGET CHANGES Personnel increases due to positions being filled at higher salary levels, employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel increases due to transfer of operating supplies from Neighborhood Conservation ($6,327) and Neighborhood and Commercial Revitalization ($1,313) to better align expenses within the Neighborhood Services Division, and adjustments in the annual expense for the maintenance and replacement of County vehicles ($2,342). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $417,537 $457,921 $485,757 6% Non-Personnel 27,652 81,410 91,392 12% Total Expenditures 445, , ,149 7% Total Revenues Net Tax Support $445,189 $539,331 $577,149 7% Permanent FTEs Temporary FTEs Total Authorized FTEs PERFORMANCE MEASURES Critical Measures Number of monthly inspections completed in locally designated historic districts Percent of applicants satisfied with the Certificate of Appropriateness (CoA) process Percentage of Certificate of Appropriateness (CoA) applications approved % 98% 98% 98% 98% 98% 98% 100% 100% 100% 100% 100% web 701

18 NEIGHBORHOOD SERVICES DIVISION HISTORIC PRESERVATION Supporting Measures Number of Administrative Certificate of Appropriateness (ACoAs) approved by staff Number of Certificate of Appropriateness (CoA) applications approved by HALRB Number of Federal/State historic preservationrelated compliance cases reviewed Number of National Register of Historic Places nominations submitted for listing/total National Register listings Number of new locally designated historic districts/total local districts Percent of HALRB members satisfied with program support NA NA NA NA /69 2/71 0/71 0/71 1/72 1/73 0/31 1/32 2/34 0/34 3/37 1/38 98% 98% 98% 98% 98% 98% The Number of Administrative Certificate of Appropriateness (ACoAs) approved by staff and Number of Federal/State historic preservation-related compliance cases reviewed were not published in or because the data measures were still being evaluated. A Certificate of Appropriateness (CoA) is required for all proposed exterior alterations, new construction, and demolition within a locally-designated historic district, except for painting and routine maintenance. The CoA process involves two separate, though related, meetings that are open to the public. Both of these meetings occur monthly to allow the applications to be reviewed and decided upon in a timely manner. The increase in the approved CoA applications by the HALRB in, is due to the increase of property owners within local historic districts applying for CoA's. The County-wide Historic Resources Survey-Phase I was an 11 year project ( ) that identified 11,986 historic buildings throughout the County. It included some neighborhoods surveyed to a 1936 date of construction and neighborhoods surveyed to 1948 and In FY 2010, Phase 2 began and was completed in and updated those early neighborhoods to a 1958 survey date. This phase of the survey identified an additional 1,728 historic buildings. web 702

19 HOUSING DIVISION HOUSING DIVISION ADMINISTRATION PROGRAM MISSION To provide leadership and high quality services that ensure a range of housing choices, provide housing information, and facilitate community revitalization. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Non-personnel decreases reflect the removal of one-time funding for BU-GATA ($50,000) and a reduction in the Community Services Block Grant expenses to reflect the prior year actual grant revenue ($8,458), partially offset by an increase in ongoing funding for the Shirlington Employment and Education Center (SEEC) ($18,275). Grant revenue decreases for anticipated reduction in the Community Services Block Grant expenses bringing funding to the actual level ($8,458). Administrative and operating expenses within the Housing Division are charged to Housing Division Administration. PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $305,759 $313,706 $319,080 2% Non-Personnel 543, , ,923-8% Total Expenditures 849, , ,003-4% Grants 182, , ,521-4% Total Revenues 182, , ,521-4% Net Tax Support $666,816 $651,833 $625,482-4% Permanent FTEs Temporary FTEs Total Authorized FTEs web 703

20 HOUSING DIVISION HOUSING DEVELOPMENT PROGRAM MISSION To achieve the County s affordable housing goals and targets by implementing housing programs and providing financial and technical assistance to housing developers and community groups. Affordable Housing Assist developers, owners, and community organizations in the development of affordable housing through the implementation of the County's financial and land-use mechanisms. Administer the County s Affordable Housing Investment Fund (AHIF) and Home Investment Partnership (HOME) programs, review and recommend loan packages using County AHIF funds, and facilitate primary financing through tax-exempt bond and conventional mechanisms. Assist developers to provide affordable housing units and/or financial contributions in the context of site plan projects. SIGNIFICANT BUDGET CHANGES Personnel increases due to a position filled at higher salary level, employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. Fee revenue increases due to anticipated development projects in the pipeline ($24,000). PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $740,068 $816,863 $886,569 9% Non-Personnel 98,285 30,000 30,000 - Total Expenditures 838, , ,569 8% Fees 59,191 51,000 75,000 47% Grants 31, Total Revenues 91,138 51,000 75,000 47% Net Tax Support $747,215 $795,863 $841,569 6% Permanent FTEs Temporary FTEs Total Authorized FTEs web 704

21 HOUSING DIVISION HOUSING DEVELOPMENT PERFORMANCE MEASURES Critical Measures Cumulative value of loans originated and closed ($ in millions) Number of affordable units reviewed and monitored for program compliance Number of committed affordable (CAF) rental units - cumulative total Number of committed affordable rental units approved by the County Board Number of County AHIF and Federal loans - cumulative total $166.0 $193.8 $196.8 $232.1 $260.1 $ ,134 2,111 1,948 2,203 2,250 2,300 6,293 6,585 6,623 6,945 7,345 7, Supporting Measures Annual multi-family loan repayments, payoffs, and developer contributions Investment leverage ratio (Non-County $:County $) Number of County loans originated Number of housing studies/special projects Number of site plan proposals Percent of multi-family rental stock that are committed affordable units Percentage of favorable ratings by Housing Commission Value of loans originated and closed ($ millions) $4,195,000 $10,300,000 $22,000,000 $25,600,000 $10,000,000 $5,800,000 3:1 3:1 3.5:1 3:1 3:1 3: % 14.5% 14.3% 14.8% 14.5% 15.0% 100% 100% 100% 100% 100% 100% $16.50 $27.8 $3.0 $35.3 $28.0 $37.0 CAF rental unit totals reflect units approved by the County Board, less any CAF's where contracts have expired. The County established a goal of adding 400 Committed Affordable (CAF) units per year in The CAF measures have tracked production of CAF units, both annual production and cumulative performance since This represents the "number of CAF rental units produced, acquired, or renovated. The increase in is related to the opening of several affordable housing related housing complexes. Loan repayments are a result of both AHIF/HOME and Community Development Block Grant (CDBG) annual payments and payoffs of outstanding loan balances, as well as developer contributions from site plan projects. web 705

22 HOUSING DIVISION HOUSING DEVELOPMENT The investment ratio compares the total County funds allocated to projects in a given year versus all other non-county dollars allocated to projects (i.e., leveraged). The number of site plan proposals represents the number of proposals approved subject to the Affordable Housing Ordinance. The data for the following performance measures fluctuate based on market conditions and loan closing dates relative to fiscal year end: "Value of loans originated and closed, "Number of County loans originated, and "Number of Site Plan proposals." web 706

23 HOUSING DIVISION HOUSING PLANNING PROGRAM MISSION To provide the information needed for the County to develop effective goals and strategies to address the community s housing needs. Housing Planning Prepares plans, such as the Five-Year Consolidated Plan, which details comprehensive goals, policies, and strategies to address housing, homelessness, and community development needs. Develops housing statistics (e.g., average rents, homeownership rates, and details on the committed affordable housing stock), manages the County s housing database and the Arlington Apartment Finder, and researches housing issues and best practices. Tracks the County s success in meeting its goals and issues reports such as the Annual Affordable Housing Targets Report. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $353,362 $345,069 $353,216 2% Non-Personnel 22,450 40,000 40,000 - Total Expenditures 375, , ,216 2% Total Revenues Net Tax Support $375,812 $385,069 $393,216 2% Permanent FTEs Temporary FTEs Total Authorized FTEs web 707

24 HOUSING DIVISION HOUSING PLANNING PERFORMANCE MEASURES Critical Measures Percent of compliance with Housing and Urban Development s Consolidated Plan requirements 100% 100% 100% 100% 100% 100% Supporting Measures Number of community outreach and education meetings Number of Housing Commission and other advisory groups subcommittee meetings staffed Number of major data research requests Data research requests are from the public as well as federal, state, and local governments. web 708

25 HOUSING DIVISION HOUSING SERVICES PROGRAM MISSION To help meet Arlington s housing needs by ensuring community awareness of, and access to, rental housing, home ownership, housing programs, and services. Housing Information Center and Outreach Provides a one-stop shop for information regarding tenant-landlord rights and responsibilities, County rent assistance programs, and available committed affordable housing and home ownership opportunities. Improves housing and environmental conditions through systematic housing inspections and education of residents. Home Ownership Program Fosters first-time home ownership and provides a broad range of information and guidance on home ownership. Relocation Services Ensures that developers/landlords comply with applicable relocation guidelines during redevelopment, conversion, or rehabilitation projects where residential tenants may be displaced. Mediation Program Provides tenants and landlords a means of resolving their disputes in a way that fosters creativity, communication, and compromise. SIGNIFICANT BUDGET CHANGES Personnel increases due to employee step increases and an increase in the County s cost for employee health insurance, offset by adjustments to retirement contributions based on current actuarial projections. PROGRAM FINANCIAL SUMMARY % Change Adopted Proposed 15 to 16 Personnel $567,378 $574,508 $582,229 1% Non-Personnel 84,150 84,150 84,150 - Total Expenditures 651, , ,379 1% Total Revenues Net Tax Support $651,528 $658,658 $666,379 1% Permanent FTEs Temporary FTEs Total Authorized FTEs web 709

26 HOUSING DIVISION HOUSING SERVICES PERFORMANCE MEASURES Critical Measures Number of households assisted to purchase homes Number of requests for housing information 4,124 5,111 5,293 5,384 5,000 5,400 Voluntary correction rate for property code violations in Neighborhood Strategy Areas 100% 100% 100% 100% 100% 100% Supporting Measures Number of households receiving counseling to meet housing needs Number of relocation projects provided information and technical assistance Percent of housing disputes mediated successfully 2,976 2,649 2,789 2,182 2,400 2, % 95% 95% 95% 95% 95% web 710

27 TEN-YEAR HISTORY EXPENDITURE, REVENUE, NET TAX SUPPORT, AND FULL-TIME EQUIVALENT TRENDS $18,000 EXP (000s) REV (000s) NTS (000s) FTEs 200 $16,000 $14,000 $12, $10,000 $8, $6,000 $4, $2,000 $0 0 FY 2007 FY 2008 FY 2009 FY 2010 Adopted Budget Proposed Budget EXP (000s) $13,898 $15,294 $9,725 $9,203 $9,156 $9,174 $9,908 $10,377 $10,845 $11,304 REV (000s) $6,692 $12,141 $1,877 $1,111 $1,867 $1,953 $1,601 $1,542 $1,384 $1,470 NTS (000s) $7,206 $3,153 $7,848 $8,092 $7,289 $7,221 $8,307 $8,835 $9,461 $9,834 FTEs Note: Beginning in FY 2009, the Zoning Administration, Permit Processing, Code Compliance, and Plan Review Sections within the Department of Community Planning, Housing and Development (CPHD) became a separate fund, the CPHD Development Fund. At that time, 65 FTEs were transferred from the CPHD General Fund to the CPHD Development Fund. web 711

28 TEN-YEAR HISTORY Fiscal Year Description FTEs FY 2007 County Board added 6.0 FTEs in Inspection Services ($904,292 personnel and non-personnel) fully supported by revenue increases. County Board added $40,000 for contract/retainer of Archeologist services. Four FTEs ($242,701) were approved by the County Board as a FY 2006 Supplemental, 1.0 FTE to the Planning Division and 3.0 FTEs to Inspection Services Division FY 2008 County Board added $35,000 for Buyers and Renters Arlington s Voices (BRAVO). BRAVO educates and assists low and moderate income tenants in Arlington. These funds will be used by BRAVO to hire a part-time organizer. Five limited-term positions previously funded on a temporary basis were added ($441,535 personnel and $60,105 non-personnel). Due to a technical correction, 0.50 FTE previously shown in the General Fund was transferred to the Community Development program. Fee revenue increased by 13 percent, which includes fee rate increases in the Planning Division ($82,278) and permitting activity in both the Planning Division ($189,522) and Inspection Services Division ($549,308). 5.0 (0.50) FY 2009 The County Board eliminated a 0.40 FTE Planning Program Coordinator position in the Planning Program ($38,608). Five Planner positions (5.0 FTEs) approved by the County Board in FY 2008 were added. These positions were added to the Planning Division to achieve improved customer service levels in response to increases in development. Fee revenue increased $451,450 due to fees increased as of October 1, In addition, fee rate increases in the Planning Division s Current Planning Program of 3.3 percent were projected to generate additional revenue of $51,180 and increased permitting activity was projected to generate $166,870. Grant revenue decreased overall to reflect a reduction in the Community Services Block Grant ($28,618) and an increase in federal HOME funds ($1,890). Transfer of FTEs from the CPHD General Fund to the CPHD Development Fund. (0.40) 5.0 (65.0) FY 2010 County Board added funding for a one-time lump-sum payment of $500 for employees ($50,178). Reduced department-wide employee training funds by $7,000 of a $9,700 line-item budget. web 712

29 TEN-YEAR HISTORY Fiscal Year Description FTEs Eliminated the part-time Planning Coordinator position ($59,817, 0.60 FTE). (0.60) Reduced funding for the following non-personnel budgets in the Planning Program from $70,150 to $36,217: Postage (from $10,957 to $8,682), Travel (from $13,767 to $3,000), County Publications (from $13,800 to $5,000), Employee Training (from $10,491 to $4,000), Office Supplies (from $6,550 to $5,000), and Operating Supplies (from $9,050 to $5,000). Eliminated funding for one of three Planner III positions in Current (1.0) Planning ($109,875, 1.0 FTE). Reduced funding for Operating Supplies in Neighborhood Conservation by $3,625, from $4,625 to $1,000. Reduced funding for the following non-personnel budgets in Neighborhood and Commercial Revitalization from $5,175 to $4,000: Office Supplies (from $1,800 to $1,500) and Operating Supplies (from $3,375 to $2,500). Reduced full funding for historic markers ($15,000) and 50 percent of funding for consultant services ($60,000). Reduced funding for the following non-personnel budgets in Housing Division Administration from $17,900 to $8,700: Postage (from $4,000 to $2,000), Travel (from $7,800 to $3,400), Office Supplies (from $4,300 to $2,300) and Operating Supplies (from $1,800 to $1,000). Eliminated General Fund portion of funding of $15,000 to Arlington Housing Corporation (AHC) Inc. for resident services programs offered at AHC complexes throughout the County. Reduced funding of the Shirlington Employment and Education Center (SEEC) from $140,000 to $92,000. The Community Development Fund will contribute an additional $48,000 to SEEC in FY 2010 to make up for the loss of these funds. Eliminated a Planner IV position in Housing Planning ($111,868, 1.0 FTE). (1.0) Eliminated funding for one of two part-time Housing Assistant positions (0.50) ($44,228, 0.5 FTE). Planner III position was added in Neighborhood and Commercial 1.0 Revitalization ($117,353). The County Board added one-time funding of $10,000 for capacity building support for Buyers and Renters Arlington Voice (BRAVO), and reduced ongoing funding by $850 to reflect the one percent reduction taken by other nonprofit partners across the County. In only, BRAVO s budget increases by $9,150. The County Board added $50,000 to run the Neighborhood College program through an outside contract. (The Planner position that previously ran the program is eliminated in ). web 713

30 TEN-YEAR HISTORY Fiscal Year Description FTEs Revenue decreases due to a decline in permitting activity, which is partially offset by a one percent increase in fee rates ($229,000). In addition, there is a decline in monetary tickets being issued under the Civil Penalties Program due to property owners correcting violations within the timeframe required after the first warning ticket is issued ($4,000). Eliminated one of six Planner positions in Current Planning ($106,347). (1.0) Transferred two of ten Community Code Field Inspector positions to the (2.0) Zoning Office in the CPHD Development Fund ($134,398). Eliminated one of three General Fund Planner positions in Neighborhood (1.0) Conservation ($43,390 in General Fund Support) Eliminated a Planner position ($119,293) in Neighborhood and (1.0) Commercial Revitalization. Eliminated base budget funding for the Neighborhood College Program ($20,000). The County Board restored a planner position to address an expected increase in site plans ($105,000). Eliminated one-time funds for capacity building activities for Buyers and Renters Arlington Voice ($10,000). Increased the Clean-up of Property Program ($50,000). Increased funds ($15,000) for the Shirlington Education and Employment Center (SEEC). The additional funds added for SEEC fully offset a reduction in federal funding for SEEC (see the Community Development Fund narrative) and kept the overall County contribution to SEEC flat. Decreased revenue due to a decline in permitting activity ($179,000) and a decrease in the Community Services Block Grant ($63,730). This decrease is partially offset by an increase in federal grant revenue ($9,685). 1.0 The County Board added funding for enhanced planning capacity ($296,812). The County Board added one-time funding to support BUGATA in its efforts to enhance tenant participation in County activities and processes ($50,000). Transfer of a Home Ownership Coordinator from the Community Development Fund with one-time funding ($112,577, 1.0 FTE). Transfer of one Planner from the Community Development Fund ($104,633, 1.0 FTE). Addition of one Senior Housing Planner ($94,747, 1.0 FTE) and addition of operating expenses for this position ($14,700). Addition of funding for the staff and operating costs of the Shirlington Employment and Education Center ($85,000). A reduction in the Community Services Block Grant ($13,053) due to declining grant revenue web 714

31 TEN-YEAR HISTORY Fiscal Year Description Fees increase due to higher projected fee permitting activity ($210,000). Grants decrease due to decreases in the Community Services Block Grant ($13,053) and in the County s annual federal HOME Fund allocation ($71,356). FTEs The County Board restored one-time funding for the Homeownership Coordinator position ($114,943). Eliminated one part-time Principal Planner position ($61,134). (0.5) Eliminated one Associate Planner position ($102,737). (1.0) Restored one-time funding ($18,575) for the Shirlington Education and Employment Center (SEEC). Restored on-time funding ($50,000) for BUGATA. Restored one-time funding ($50,000) for ECDC. Decreased revenue due to a decrease in the Community Services Block Grant ($9,930). 1.0 The County Board added funding to the base budget for the Homeownership Coordinator position, previously funded with one-time funding ($116,116, 1.0 FTE). Added funding for a Principal Planner position for planning and development activities related to Crystal City and Pentagon City ($112,349). Transferred half of a Business Systems Analyst position to the CPHD Development Fund. Removed one-time funding ($18,575) for the Shirlington Education and Employment Center (SEEC). Removed one-time funding ($50,000) for ECDC. Restored one-time funding ($50,000) for BUGATA Decreased revenue due to a decrease in the Community Services Block Grant ($9,930). 1.0 (0.5) web 715