FY 2014 Adopted Budget. Northern Virginia Regional Park Authority

Transcription

1 FY 2014 Adopted Budget Northern Virginia Regional Park Authority July 1, June 30, 2014

2 NORTHERN VIRGINIA REGIONAL PARK AUTHORITY 5400 OX ROAD FAIRFAX STATION, VIRGINIA BOARD MEMBERS Brian D. Knapp, Chairman City of Fairfax Stella Koch, Vice Chairman Fairfax County David M. Pritzker, Treasurer City of Alexandria Michael A. Nardolilli, Arlington County Arthur F. Little, City of Fairfax Jeffrey Tarbert, City of Falls Church Joan G. Rokus, Loudoun County Paul Ferguson, Arlington County Scott Price, City of Alexandria Barry D. Buschow, City of Falls Church Jean R. Packard, Fairfax County Daniel Kaseman, Loudoun County Paul A. Gilbert Executive Director

3 The Northern Virginia Regional Park Authority enhances the communities of Northern Virginia and enriches the lives of their citizens through the conservation of regional natural and cultural resources. It provides diverse regional, recreational and educational opportunities, and fosters an understanding of the relationships between people and their environment.

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5 NORTHERN VIRGINIA REGIONAL PARK AUTHORITY FY 2014 ADOPTED BUDGET A - Executive Summary TABLE OF CONTENTS PAGE Budget Message from the Executive Director... A-1 Strategic Plan Summary and Linkage to Budget...A-3 Budget-In-Brief... A-6 Overall Financial Summaries... A-14 Overall Revenue Summary & Analysis... A-16 Fund Structure & Budget Process... A-24 Budget Calendar... A-27 Financial Guidelines & Practices... A-28 Organization Chart... A-33 NVRPA Facility Map... A-34 B - General Fund Overall General Fund Summary by Category... B-1 General Fund Revenue Summary... B-2 General Fund Expenditure Summary... B-3 General Fund Departments Headquarters... B-4 Central Maintenance... B-8 C - Enterprise Fund Overall Enterprise Fund Summary by Category... C-1 Enterprise Fund Summaries by Facility... C-2 Enterprise Fund Summaries by Category... C-4 Enterprise Fund Departments Aldie Mill... C-8 Algonkian Regional Park... C-12 Algonkian Golf Course... C-16 Algonkian Waterpark... C-20 Algonkian Meeting and Event Center... C-24 Algonkian Cottages... C-28 Blue Ridge Regional Park... C-32 Brambleton Golf Course... C-36 Bull Run Regional Park... C-40 Bull Run Waterpark... C-44 Bull Run Special Events Center... C-48 Bull Run Light Show... C-52 Bull Run Shooting Center... C-56 Bull Run Marina... C-60 Cameron Run Regional Park... C-64 Cameron Run Waterpark... C-68 Catering & Event Services... C-72 Carlyle House... C-76 Fountainhead Regional Park... C-80 Hemlock Overlook... C-84 Meadowlark Botanical Gardens... C-88 Meadowlark Light Show... C-92 Meadowlark Atrium & Event Services... C-96

6 TABLE OF CONTENTS (Cont.) PAGE Mt. Zion/Gilbert s Corner... C-100 Occoquan Regional Park... C-104 Pohick Bay Regional Park... C-108 Pohick Bay Golf Course... C-112 Pohick Bay Marina... C-116 Pohick Bay Waterpark... C-120 Potomac Overlook Regional Park... C-124 Rust Sanctuary... C-128 Sandy Run Regional Park... C-132 Upper Potomac Properties... C-136 Upton Hill Regional Park... C-140 Upton Hill Waterpark... C-144 W&OD Railroad Regional Park... C-148 White s Ford Regional Park... C-152 Enterprise Administration....C-156 D-Capital Capital Fund Budget Summary... D-1 Operating Impact of Capital Projects... D-2 Capital Fund Budget... D-3 Summary of Capital Fund Projects... D-8 E-Appendix History of NVRPA... E-1 Facility Features... E-2 Regional Demographics... E-3 Consolidated Park Summary... E-5 Personnel Summary By Facility... E-9 Glossary....E-13

7 May 2013 Budget Message from NVRPA s Executive Director I am pleased to present the Budget for Fiscal Year 2014 (July 1, 2013 June 30, 2014) for the Northern Virginia Regional Park Authority (NVRPA). The Adopted FY2014 Operating Budget totals $21,924,965 for the Enterprise and General Funds combined. This budget reduces the per capita contribution of our member jurisdictions and reduces our General Fund. This budget also reflects a growth in our enterprise operations. The end result is a great value to the citizens of Northern Virginia who get a world class park system that is highly efficient and self sustaining. The Northern Virginia Regional Park Authority is a very unique organization. Founded 54 years ago, it includes three counties and three cities, owns and operates 25 regional parks and manages more than 11,000 acres of land. The Authority serves as both an operator of some of the area s best tourist attractions and a primary conservation agency in the region, protecting over 40 miles of river frontage, numerous sites of great natural resource value and some of the most significant historic sites of the area. A Strategic Focus: 2012 saw the end of a very successful 5-year Strategic Plan and the beginning of a new one. This budget features expanded sections for each park to reflect these measurable results and goals. Our goal-focused approach over the last few years has resulted in a greatly expanded park system. At the same time, our strategic focus has resulted in our ability to lower the per person tax support to $4.46, and to increase the percentage of our operating expenses supported by enterprise operations to 84% in FY2014. General Fund: For this year, the General Fund has been reduced by 3.6% to $4,641,482. This fund is supported with funding from our member jurisdictions, as well as revenues generated in our Enterprise Fund. To ease the impact on our member jurisdictions, the operating appropriations this year were adjusted downwards from over $2 per person to just $1.89. This adjustment was made in concert with an update to the population for each jurisdiction. A-1

8 Enterprise Fund: The Enterprise Fund is made up primarily of park operations. For FY2014, this fund totals $17,283,483. The primary reason NVRPA is able to self-fund over 84% of its operations is because of improved facilities, new programs and a focus on the customer. The launch of the Meadowlark Winter Walk of Lights in 2013 and projected growth in the Bull Run Festival of Lights, along with other operational improvements, result in a projected 6.4% growth in the Enterprise Fund for Economic Uncertainty: With the effect of the Federal Sequester impacting our area so directly, and due to other economic uncertainties, we are budgeting $295,000 as a contingency. Defining a Region: Over 1.6 million people live in the area served by NVRPA. This is an extremely culturally and ethnically diverse population. One of the primary institutions that help define the best of Northern Virginia is the Northern Virginia Regional Park Authority. Over 100 miles of trails, thousands of acres of natural areas, golf courses, gardens, campgrounds and riverfront parks provide beauty, stress relief and recreation for our driven and productive population. The W&OD Trail alone sees over 2 million uses a year and goes through 4 towns, 3 counties and a city. Summer trips to the waterparks, fall at the Temple Hall Corn MAiZE, and an option of two spectacular winter light shows provide great opportunities to build wonderful family memories. Civil War battlefields, a Colonial Mansion, a Grist Mill and other historic sites make Northern Virginia a tourist destination and connect us to our past. From the Persian New Year, the Indian Punjabi Festival, the Korean KORUS festival and the Pakistani Festival, many of the events celebrating our cultural diversity are hosted at NVRPA facilities. For the investment of less than $4.50 per person, the residents of Northern Virginia enjoy a system of unique parks in a way that would be the envy of most regions of the country. Sincerely, Paul Gilbert Executive Director A-2

9 A new trail map built on success Strategic Plan The Strategic Plan is built on the great success of our strategic plan. That plan was the central guiding document for the organization over this five year period and, because of the focused efforts, the goals of the plan were achieved and in many cases surpassed. In 2007, we had a vision that the plan would result in the growth of parkland, and, the result was that we grew by over 450 acres. We envisioned a system where facilities would be well maintained, and due to investments over this time, our parks today are in better shape than they have ever been. We saw that by building on our entrepreneurial spirit, we could become a national leader in conservation and recreation; and this resulted in growth from 80% to 83% self-funded operations during this five year period. As a result of the previous strategic plan, in 2012 NVRPA is a healthier, more financially diverse, mission focused and growing park agency than we were in The challenge for the strategic plan will be to build on this success and take NVRPA to the next level, and in the process enhance the entire Northern Virginia region. Vision for 2017 By 2017, the Northern Virginia Regional Park Authority will be seen as the national model of progressive and sustainable park agencies. Its great enterprising spirit will make it increasingly self-supportive and, at the same time, fuel new and exciting parks and programs that enrich the lives of Northern Virginians and drive tourism to the region. Our legacy will be determined by expanding trail systems, improving water quality and wildlife habitats, creating dynamic new parks and features, and enhancing access to the region s rich history. Plan Development The strategic plan is the result of a year-long process of assessing NVRPA s place in Northern Virginia and plotting a path for continued growth and improvement. We started this process by reaching out to the leaders of our member jurisdictions and soliciting their thoughts. Then, groups of staff worked on each section of the plan, with a focus on the park needs surveys of what the public is most interested in for their parks. Throughout the process NVRPA Board worked with senior staff, honing the process and direction. Public input and final Board adoption completed the process to ensure that was as inclusive and open as possible. The strategic plan was adopted by the NVRPA Board on September 20, 2012.Just as the Park Authority is here to serve the public, so should the strategic plan for the agency be embraced by the public, and reflect our shared values and goals. A-3

10 Strategic Plan Linkage to the FY 2014 Budget The newly adopted Strategic Plan played an integral role in shaping the FY 2014 Budget. Strategic Goals and Objectives were developed for each cost center and these are included on individual cost center budget pages, located behind the General Fund and Enterprise Fund tabs in this document. Each goal is linked to at least one of the four Strategic Plan Categories: NVRPA 5 YEAR STRATEGIC PLAN OVERVIEW The following outlines the strategic plan categories and goals included in the Five Year Strategic Plan adopted by the NVRPA Board on September 20, Places Our lands and facilities define who and what we are as a park system. We will be seen as a leader in the field of parks by enhancing the environment, while growing and maintaining our facilities. Goal 1: Enhance natural resource conservation in riparian areas Goal 2: Increase cultural and historic resource interpretation and preservation Goal 3: Actively assess opportunities for new facilities and acquire additional properties Goal 4: Redevelop existing lands and facilities to expand recreational opportunities Finance The long-term strength and growth of the organization rests on our ability to sustain and grow the financial resources needed to achieve our mission. Goal 1: Develop new funding initiatives to ensure the future economic sustainability of NVRPA Goal 2: Optimize current facilities and services to ensure improved future financial performance Goal 3: Implement best business practices at NVRPA A-4

11 People Develop the human resources of the Authority to unlock new levels of creativity and productivity, while supplementing our capabilities with expanded partnerships. Goal 1: Provide superior staff development opportunities Goal 2: Facilitate a system that both motivates and evaluates an employee s job performance Goal 3: Leverage external resources to expand service capabilities Messages NVRPA will become a leader in both how the public learns about the offerings of the Authority and how our educational messages are delivered. The agency will become a model of success in a world of changing information technology. Goal 1: Improve branding efforts to increase awareness of NVRPA as an organization Goal 2: Increase and enhance excellence in NVRPA s many educational offerings Goal 3: Become a national leader in the use of information technology to foster NVRPA s natural and historic interpretative efforts A-5

12 BUDGET-IN-BRIEF The total amount of the Adopted NVRPA FY 2014 Operating Budget is $21,924,965 including interfund transfers, which is an increase of $874,935 or 4.16% over the Operating Budget. The two funds that comprise the budget are the Enterprise Fund and the General Fund. FY 2014 ADOPTED OPERATING BUDGET SUMMARY Adopted Actual Budget Budget FY 2014 General Fund Revenue $4,022,462 $4,178,274 $4,641,482 Enterprise Fund Revenue 16,163,556 16,237,290 17,283,483 TOTAL REVENUE INCLUDING INTERFUND TRANSFERS $20,186,018 $20,415,564 $21,924,965 General Fund Expenditures $4,583,452 $4,812,740 $4,641,482 Enterprise Fund Expenses 14,930,009 15,552,824 17,216,686 TOTAL EXPENDITURES/EXPENSES $19,513,461 $20,365,564 $21,858,168 Contribution to Designated Set-Aside $24,775 $0 $16,797 Transfer to General Fund from Enterprise Fund to balance General Fund 586, ,466 0 Transfer to Capital Fund 438, Transfer to Retirement 50,000 50,000 50,000 TRANSFERS TO OTHER FUNDS/RESERVES $1,098,934 $684,466 $66,797 TOTAL EXPENDITURES/EXPENSES INCLUDING TRANSFERS $20,612,395 $21,050,030 $21,924,965 GENERAL FUND The General Fund is used to capture the costs associated with the Administration and Central Maintenance functions of the NVRPA. The operating appropriations from our member jurisdictions are the main sources of revenue in this fund. GENERAL FUND Adopted Actual Budget Budget FY 2014 Revenue $4,022,462 $4,178,274 $4,641,482 Transfer from the Enterprise Fund 586, ,466 0 TOTAL REVENUE & OTHER SOURCES $4,608,615 $4,812,740 $4,641,482 Expenditures $4,583,452 $4,812,740 $4,641,482 TOTAL EXPENDITURES & OTHER USES $4,583,452 $4,812,740 $4,641,482 A-6

13 3,995,707 3,852,151 4,022,462 4,178,274 4,641,482 REVENUES General Fund Revenues are budgeted at $4,641,482 in the adopted FY 2014 Budget. This is an increase of $463,208 or 11.09% compared to the Budget. The appropriations from our member jurisdictions comprise the majority of the revenue in the General Fund. In recent years, the per capita rate and population factor were frozen to assist our jurisdictions during difficult financial times. The per capita appropriations rate is being reduced in FY 2014, from $ to $1.89. This downward adjustment in per capita rate is coupled with an update of the population factor for the first time in four years. The lower per capita rate gives some relief to the jurisdictions and keeps the overall operating appropriations within $2,750 or a.08% increase compared to last year. In FY 2014, there will be an operating transfer from the Enterprise Fund to the General Fund to help the General Fund recoup some of the costs for the use of Central Maintenance activities by the Enterprise Fund. The transfer is $472,999, which represents approximately 40% of Central Maintenance total expenses. Interest on GENERAL FUND REVENUE investments, $6,000,000 though relatively small, is also a $5,000,000 source of revenue 634, ,153 for the General 268, ,905 $4,000,000 Fund. The interest rate climate is not expected to $3,000,000 improve in the near future; $2,000,000 therefore, the interest budgeted $1,000,000 for FY 2014 continues to be $0 low and represents FY 2010 FY 2011 FY 2014 a dramatic Actual Actual Actual Budget Budget reduction General Fund Revenue Transfers In compared to the interest earnings received as recently as FY As in FY 2009 through, Restricted License Fee Fund Interest is included in the FY 2014 budget as part of a transfer to the General Fund. This revenue source, budgeted at $15,000, will partially compensate for the continuation of anticipated low interest earnings. In past years, there has been a transfer from the Enterprise Fund to the General Fund to balance the General Fund, which is usually not self-supporting. In FY 2014, the General Fund is budgeted to be self-supporting and no transfer from the Enterprise Fund is budgeted for this purpose. In FY 2013 a transfer of $647,387 was included from the Enterprise Fund to the General Fund in order to balance the General Fund budget. A-7

14 4,262,938 4,406,056 4,583,452 4,812,740 4,641,482 EXPENDITURES General Fund Expenditures are GENERAL FUND EXPENDITURES budgeted at $5,000,000 $4,641,482 in FY $4,500, , which is a $4,000,000 $171,258 or 3.56% decrease compared $3,500,000 to. $3,000,000 Two positions are $2,500,000 being transferred $2,000,000 from the General Fund to the $1,500,000 Enterprise Fund in $1,000,000 FY2014.The $500,000 Marketing and $0 Communications FY 2010 FY 2011 FY 2014 Administrator and eighty-five percent (85%) of the Actual Actual Actual Budget Budget Marketing and Communications Specialist will be funded from the Enterprise Fund, as they primarily support enterprise operations. ENTERPRISE FUND The Enterprise Fund is the main operating fund of NVRPA. This fund accounts for most operations of the Authority, including golf courses, waterparks, parks, historic sites and other revenue generating facilities. ENTERPRISE FUND Adopted Actual Budget Budget FY 2014 Revenue $16,163,557 $16,237,290 $17,283,483 TOTAL REVENUE & OTHER SOURCES $16,163,557 $16,237,290 $17,283,483 Expenses $14,930,009 $15,552,824 $17,216,686 Transfer to balance General Fund 586, ,466 0 Transfers to other funds/reserves 623,020 50,000 66,797 TOTAL EXPENSES & OTHER USES $16,139,182 $16,237,290 $17,283,483 REVENUES Enterprise Fund Revenues are budgeted at $17,283,483 for FY This represents a 6.44% or $1,046,193 increase in projected revenues compared to the Budget. Over $800,000 of this increase is additional user fee revenue and the majority of the rest of the increase is in increased retail operations revenue. The Meadowlark Walk of Lights is expected to build on the success of its first year and it is budgeted for an increase of more than $300,000 compared to FY The Bull Run Light Show is also budgeted at $89,000 higher than. Event facilities, A-8

15 13,639,292 14,277,902 14,930,009 15,552,824 17,216,686 including the newly acquired Rust Sanctuary are also contributing to the revenue increase. Additional areas with substantial budgeted revenue increases include the waterparks and the Bull Run Shooting Center. Some of the higher revenue facilities will also have higher corresponding expenses. $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 ENTERPRISE FUND REVENUE $17,283,483 $15,357,749 $16,163,556 $16,237,290 $14,148,640 FY 2010 FY 2011 FY 2014 Actual Actual Actual Budget Budget EXPENSES Operating expenses in the Enterprise Fund are ENTERPRISE FUND EXPENSES budgeted at $17,216,686. $20,000,000 This is an increase of $18,000,000 $1,663,862 or 10.7% 66,797 compared to the $16,000,000 1,209, ,466 1,079,843 Budget. Part of this $14,000, ,270 increase is due to the $12,000,000 Enterprise Fund paying $10,000,000 the General Fund $472,999 for part of the Enterprise share of $8,000,000 $6,000,000 Central Maintenance $4,000,000 Services. This is the first year this is included in the $2,000,000 budget. Additionally, two $0 positions that were previously budgeted in the FY 2010 Actual FY 2011 Actual Actual Budget FY 2014 Budget General Fund for Marketing and Enterprise Expenses Communications have been shifted to the Enterprise fund, as these positions primarily support enterprise operations. Other increases in Enterprise Fund expenses are due to additional costs associated with increased usership and programming, as well as increased retirement plan costs. Staffing resources have been restructured to better meet the needs of changing park usage. ENTERPRISE FUND INCOME The revenue and expenses listed above yield a budgeted income of $66,797 in the Enterprise Fund for FY Of this income, $16,797 is budgeted as a contribution to the Designated Set Aside. Additionally, there is a transfer of $50,000 to the Temple Hall Operating Fund. A-9

16 Where the money comes from Other Revenue 2% Easements and Licenses 3% Adopted FY 2014 Operating Budget (General & Enterprise Funds) Revenues by Category Operating Transfers 7% Appropriations from Jurisdictions 16% Retail Operations 14% User Fees 58% Where the money goes Adopted Budget FY 2014 (General & Enterprise Funds) Operating Expenses By Category Operating Costs 12% Maintenance Costs 9% Insurance 1% Retail Operations 6% Utilities 4% Personnel Services 65% Transfers 3% Transfer to Designated Set- Aside 0.1% A-10

17 CHANGING TRENDS IN REVENUE SOURCES FY 2006 Actual Revenues by Source Other General Fund Revenue (incl interest) 6.56% Appropriations from Jurisdictions 19.84% Golf 24.11% Other Enterprise Revenue (incl catering) 4.20% Easements & Licenses 3.28% Retail Operations 8.59% Other Park Revenue 6.40% Facility Rental 6.14% Special Events 0.81% Aquatics 8.98% Marine Activities 2.50% Camping/Cottages 5.76% Skeet, Trap & Archery 2.82% These two graphs show the changing face of NVRPA revenue sources in recent years. The reliance on revenue from Golf, Appropriations from Jurisdictions, and Interest Earnings is down. Aquatics, Special Events, Retail Operations, Catering and Facility Rental are contributing a larger share of revenue than they have in the past. FY 2014 Operating Budget Revenues by Source Other General Fund Revenue 5.47% Golf 14.50% Appropriations 15.70% Other Enterprise Revenue 4.14% Easements & Licenses 2.87% Retail Operations 13.99% Other Park Revenue 7.47% Aquatics 12.62% Marine Activities 2.36% Camping/Cottages 5.58% Skeet, Trap & Archery 3.16% Special Events 5.46% Facility Rental 6.69% A-11

18 56.0% 54.9% Salaries as a Percent of Total Operating Costs 54.0% 52.0% 52.5% 51.4% 52.1% 52.4% 51.3% 50.0% 49.8% 50.2% 49.3% 48.0% 47.4% 46.0% 44.0% 42.0% FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget In recent years there has been a downward trend in the percent of operating costs that come from salaries. Prior to FY 2006, salaries made up around 55% of operating costs. In FY 2014, it is anticipated that salaries will be less than half of total operating costs. A combination of streamlining staff, the implementation of the timekeeping system and a number of years with no market rate adjustments have all contributed to this trend. Benefit costs have been increasing in recent years. For a number of years the percent of operating costs that come from benefits hovered around 14%. Increased costs for the retirement plan and health insurance have brought benefits to a point where it is expected that they will total 17.3% of operating costs. Overall personnel costs (salaries and benefits combined) are budgeted to be 64.7% of operating costs in FY 2014, which is down from over 69% in FY 2003 and FY % 18.0% 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 13.6% Benefits as a Percent of Total Operating Costs 14.5% 13.9% 14.8% 15.1% 16.6% 16.3% 16.2% 17.4% 17.3% FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 Actual Actual Actual Actual Actual Actual Actual Actual Budget Budget A-12

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20 FY 2014 COMBINED FUND SUMMARY REVENUE AND OTHER SOURCES GENERAL ENTERPRISE TOTAL FUND FUND Appropriations from Jurisdictions $3,443,017 $0 $3,443,017 User Fees 0 12,678,853 12,678,853 Retail Operations 0 3,067,400 3,067,400 Easements and Licenses 0 629, ,598 Other Revenue 4, , ,720 Operating Transfers 1,194, ,912 1,523,377 TOTAL REVENUE AND OTHER SOURCES $4,641,482 $17,283,483 $21,924,965 EXPENSES AND OTHER USES GENERAL ENTERPRISE TOTAL FUND FUND Personnel Services $3,750,569 $10,399,145 $14,149,714 Operating Costs 525,100 $2,144,393 2,669,493 Maintenance Costs 158,500 $1,795,979 1,954,479 Insurance 140,321 $152, ,740 Retail Operations 0 $1,388,085 1,388,085 Utilities 66,992 $863, ,658 Transfer from Enterprise to General Fund for Central Maintenance Svcs. 0 $472, ,999 Contribution to Designated Set Aside 0 16,797 16,797 Transfer to Temple Hall Fund 0 50,000 50,000 TOTAL EXPENSES AND OTHER USES $4,641,482 $17,283,483 $21,924,965 A-14

21 COMBINED OPERATING FUND REVENUES AND OTHER SOURCES Revised Revised Adopted Budget Actual Budget Budget FY 2014 Appropriations from Jurisdictions $3,440,267 $3,440,267 $3,440,267 $3,443,017 User Fees 11,295,074 11,796,273 11,872,866 12,678,853 Retail Operations 2,687,800 2,942,012 2,830,450 3,067,400 Easements and Licenses 572, , , ,598 Other Revenue* 590, , , ,720 Transfers from Other Funds** 905, ,200 1,059,351 1,523,377 TOTAL REVENUE $19,491,641 $20,186,018 $20,415,564 $21,924,965 Transfer from Enterprise Fund 597, , ,466 0 TOTAL OTHER SOURCES $597,153 $586,153 $634,466 $0 TOTAL REVENUE AND OTHER SOURCES $20,088,794 $20,772,171 $21,050,030 $21,924,965 *Other Revenue category includes Enterprise Fund catering revenue, contract services, bank building rental, lessons, and other miscellaneous revenue. The General Fund Other Revenue consists of interest. **Operating Transfers include transfers from the Self-Insurance Fund for Risk Management and the Capital Fund for Planning support. Additionally there are transfers of interest earnings from the Capital Fund and the Restricted License Fee Fund. In FY 14, $ will be transferred from the Enterprise Fund to the General Fund for Central Maintenance services. COMBINED OPERATING FUND EXPENSES AND OTHER USES Revised Revised Adopted Budget Actual Budget Budget FY 2014 Personnel Services $12,933,097 $12,965,955 $13,591,663 $14,149,714 Operating Costs 2,266,012 2,162,191 2,380,965 2,669,493 Maintenance Costs 1,876,769 1,861,297 1,925,429 1,954,479 Insurance 280, , , ,740 Retail Operations 1,191,855 1,361,716 1,272,168 1,388,085 Utilities 870, , , ,658 Transfer to General Fund for Central Maintenance Services 0 472,999 TOTAL EXPENSES $19,418,866 $19,513,461 $20,365,564 $21,858,168 Contribution to Designated Set Aside $24,775 $24,775 $0 $16,797 Transfer to Capital Fund - 438, Transfer to General Fund 597, , ,466 0 Transfer to Temple Hall Operating Fund 50,000 50,000 50,000 50,000 Donation Adjustment 739 TOTAL OTHER USES $671,928 $1,098,934 $684,466 $66,797 TOTAL EXPENSES AND OTHER USES $20,090,794 $20,612,395 $21,050,030 $21,924,965 TOTAL COMBINED OPERATING BUDGET $20,090,794 $20,612,395 $21,050,030 $21,924,965 Less Interfund Transfers (General & Enterprise) $597,153 $586,153 $634,466 $0 TOTAL COMBINED OPERATING BUDGET LESS INTERFUND TRANSFERS $19,493,641 $20,026,242 $20,415,564 $21,924,965 A-15

22 OVERALL REVENUE SUMMARY AND ANALYSIS APPROPRIATIONS FROM MEMBER JURISDICTIONS The annual appropriation request from the six member jurisdictions is based on an annual per capita rate for both operating and capital appropriations. In order to assist our local jurisdictions during recent difficult financial times, NVRPA froze the per capita rates for both operating and capital appropriations for the past six years. Additionally, for the past four years NVRPA did not adjust the annual population portion of our formula to account for any growth in jurisdictions. These two moves kept our requests steady and did not provide us with any adjustments for population or inflation. After these years without adjustments for population or inflation, it is important that we begin to adjust back to our standard appropriations formula. With $2.10 $2.00 $1.90 $1.80 $1.70 $1.60 FY FY 2005 Per Capita Rate-Operating Appropriation 1.81 FY FY FY FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 the understanding that making this adjustment all in one year could cause hardship for our supporting jurisdictions, we are adjusting the population figures to bring them up to date for FY 2014, but we are reducing the operating per capita rate from the current level of $2.06 to $ We are keeping the capital per capita rate steady at $2.57 in FY This will help ensure that we are keeping up with current population, but it will also provide relief to jurisdictions on the rate level. Depending on the recent population trends in jurisdictions, the appropriation level may even go down if there has been a downward trend in population. In jurisdictions with population increases, the appropriation level may increase based on the population increase, but there will be some assistance as the per capita rate for the operating appropriation has been decreased. The operating appropriations from our six member jurisdictions make up 15.7% of total operating revenues for NVRPA, which continues the trend of a reduction in reliance on our member jurisdictions FY 2014 A-16

23 OPERATING Population* Cost per Capita Appropriation City of Alexandria 144,301 $1.89 $272,729 Arlington County 216,004 $ ,248 City of Fairfax 22,549 $ ,618 Fairfax County 1,100,692 $1.89 2,080,308 City of Falls Church 12,751 $ ,099 Loudoun County 325,405 $ ,015 Total 1,821,702 $3,443,017 Population based on Annual Estimates of the Resident Population for Counties of Virginia, as of July 2011, with a release date of April Source: Population Division, US Census Bureau Appropriations Revenue by Jurisdiction Loudoun County 17.86% City of Falls Church 0.70% City of Alexandria 7.92% Arlington County 11.86% City of Fairfax 1.24% Fairfax County 60.42% INTEREST INCOME The declining interest rate environment has negatively impacted the revenue in the General Fund, which is where most of the interest is reflected in the budget. This revenue has decreased from $624,587 in FY 2007 to a budget of $37,000 in FY Given the continued uncertainty of the financial markets, it is difficult to predict where interest rates will be during FY This budget assumes that our interest on investments during that time will average.5%. As was done in past years, a transfer of the Restricted License Fee Fund Interest to the General Fund is included in the FY 2014 budget, as a way to help bolster sagging General Fund revenue due to the reduction in interest income. This transfer of interest from the Restricted License Fee Fund is budgeted at $15,000. A-17

24 Revenue USER FEES User Fees in the Enterprise Fund are the largest revenue source with almost 60% of total NVRPA revenue expected from that source in FY This revenue source is the key to financial stability for NVRPA. In FY 2014, this revenue source is expected to reach almost 12.7 million dollars. While this is the largest revenue source for NVRPA, it is also the most sensitive to outside factors including weather, the economy and recreational trends. The following graph shows the total actual revenue for User Fees for ten years through, plus estimates for and FY Over the last several years we have been diversifying our revenue sources to help protect us from downward trends in any one area. Improvements over the last few years have included new events, including the Meadowlark Light Show, waterpark theming, a full-service catering program, camping improvements, capital improvements and an emphasis on marketing. While these improvements have helped stabilize revenue, it is still important to realize that outside factors can still impact this revenue source. For FY 2014, total user fee revenue is budgeted at $12,678,853. $14,000,000 TOTAL USER FEES 10 Year History and FY 13 -FY 14 Budget $12,000,000 $10,000,000 $8,000,000 $6,000,000 7,204,738 6,686,334 7,963,999 10,337,037 8,767,341 9,848,896 11,794,674 11,095,949 10,456,768 10,472,818 11,872,866 12,678,853 $4,000,000 $2,000,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 BUDGET BUDGET Year A-18

25 Revenue GOLF USER FEES Although Golf Revenue is the largest user fee based revenue source, comprising almost 15% of total NVRPA revenue and 25% of all user fee revenue, its share of the percentage of all revenue has been declining in recent years. As recently as FY 2006, golf user fees were 24% of total revenue compared to the 14.5% budgeted in FY The past few years have been difficult for the NVRPA golf courses with a decline in both revenue and golf rounds. A number of factors have contributed to this reduction in play, including weather and the economy. Golf courses throughout the nation have seen similar reductions in play. In order to counteract the negative effects of the past few years, the focus this next year will be on maximizing the potential at our golf courses to ensure an increase in their profitability for the future. A number of new programs have been initiated along with an enhanced targeted marketing effort. We expect that this focus along with recent enhancements at the three NVRPA golf courses Algonkian, Brambleton, and Pohick Bay will boost usership in a competitive market. For FY 2014, total golf user revenue is budgeted at $3,178,226 which is 1.5% higher than the actual revenue. $4,000,000 $3,500,000 $3,000,000 2,925,307 3,096,119 3,158,762 GOLF USER FEE REVENUE 10 Year History and FY 13-FY 14 Budget 3,674,906 3,794,428 3,634,756 3,266,684 3,029,880 3,052,464 3,129,474 3,200,400 3,178,226 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 BUDGET BUDGET Year AQUATICS USER FEES Aquatics user fees include the user revenue for the waterparks of NVRPA. These are Volcano Island at Algonkian, Atlantis at Bull Run, Great Waves at Cameron Run, Ocean Dunes at Upton Hill, and Pirate s Cove at Pohick Bay. This revenue source is over 12.6% of total NVRPA revenue and almost 22% of user fee revenue. There was a substantial increase in FY 2007, due to increased revenue at the newly renovated Upton Hill Waterpark and increased revenue at Great Waves at Cameron Run. There was another sharp revenue increase in FY 2008, which was due to the upgrades and new theme at Pohick Bay Pirate s Cove as well as focused marketing at all the waterpark facilities. The revenue spike continued in FY 2009 due to the opening of the Atlantis A-19

26 Revenue themed waterpark at Bull Run as well as continued success with the first full fiscal year at Pohick Bay Pirate s Cove and excellent attendance at all the waterparks. In FY 2010 the revenue increase was even more dramatic due to the upgrades and new theming at Volcano Island at Algonkian and the continued success at the other waterparks. The other factor was the weather during the 2010 season. While the record-breaking heat caused hardship for golf, this weather had people seeking relief at the waterparks. In FY 2011, the waterpark revenue continued at the FY 2010 pace, and in revenue came in at record highs. In and FY 2014, this revenue source is expected to remain strong, but possibly not as high as. $3,500,000 AQUATICS USER FEE REVENUE 10 Year History and FY 13-FY 14 Budget $3,000,000 2,898,723 2,766,550 $2,500,000 2,496,880 2,508,378 2,564,376 $2,000,000 2,001,685 1,821,072 $1,500,000 $1,000,000 1,127,139 1,250,716 1,331,218 1,368,853 1,580,725 $500,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 BUDGET FY 13 Year BUDGET FY 14 FACILITY RENTAL FEES Facility Rentals are the fourth largest user fee category and comprise almost 7% of total revenue. The Meadowlark Atrium makes up 61% of this revenue source. Shelter reservations are the other major revenue source in this category. The rental of the Algonkian Meeting and Event Center and the Bull Run Special Events Center are also two major contributors of revenue in this category. This category also includes rental income of the Carlyle House, Aldie Mill, the Meadowlark Visitor Center and the Mt. Zion church property. In FY 2014, $90,080 is budgeted for rental of the Manor House at the Rust Sanctuary. This category is budgeted at $1,466,480 in FY 2014, which is a 6.1% increase compared to the Budget. A-20

27 Revenue Revenue $1,600,000 FACILITY RENTAL USER FEE REVENUE 10 Year History and FY 13-FY 14 Budget $1,400,000 $1,200,000 1,209,133 1,300,610 1,466,480 1,381,600 1,302,003 1,247,592 1,248,177 $1,000,000 $800, , , , , ,530 $600,000 $400,000 $200,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 BUDGET BUDGET FY 13 FY 14 Year CAMPING/COTTAGE USER FEES This category includes revenue from camping fees, cabin rentals, and cottage rentals. This is a revenue source that has proven that by enhancing facilities we can improve financial performance, as well as improve service to the public. Enhancements and upgrades to our camping, cabin, and cottage facilities in recent years are accompanied by a steady revenue increase since FY This revenue source now seems to be fairly steady, with FY 2014 consistent with the budget. The FY 2014 Budget included $1,222,400 for this category. $1,400,000 CAMPING/COTTAGE USER FEE REVENUE 10 Year History and FY 13-FY 14 Budget $1,200,000 $1,000,000 $800, , , ,590 1,109, ,242 1,116,896 1,133,388 1,062,634 1,216,4001,222,400 $600,000 $400, , ,260 $200,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 BUDGET BUDGET Year FY 13 FY 14 A-21

28 Revenue OTHER PARK USER FEES This category includes revenue from park entrance fees, batting cages, miniature golf, boat/rv storage, rental of equipment for events, catering service charges and athletic field use. Boat/RV storage comprises around 32% of this category, followed by miniature golf, equipment rental, park entrance fees, and batting cage fees. Overall revenues in this category have tripled since FY Boat/RV storage revenue grew from $200,000 in FY 2004 to $528,392 in. In FY 2014, this revenue source is expected to grow to $1,637,797, which is a 2.4% increase compared to the Budget. $1,800,000 $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600, , ,394 OTHER PARK USER FEE REVENUE 10 Year History and FY 13-FY 14 Budget 1,463,964 1,325,573 1,214,846 1,150,616 1,024,950 1,103, , ,327 1,599,690 1,637,797 $400,000 $200,000 $0 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08 FY 09 FY 10 FY 11 FY 12 BUDGET BUDGET FY 13 FY 14 Year RETAIL OPERATIONS The Retail Operations Revenue Category, located in the Enterprise Fund includes revenue from our food, beverage and other retail operations, and includes a portion of the catering revenue. The revenue in this category is budgeted at $3,067,400, which is a 8.3% increase compared to the FY 2013 Budget. There is a corresponding expense category that captures the expenses associated with these retail operations. These expenses total $1,388,085. EASEMENTS & LICENSES This revenue category, included in the Enterprise Fund, includes the easements and licenses associated with the W&OD Railroad Regional Park. The total amount budgeted for easements and licenses is $629,598 in FY This is a 2.5% increase compared to the Budget. This source is sometimes difficult to predict, as there can be fluctuation in the receipt of non-recurring rents. A-22

29 OTHER REVENUE The Other Revenue category includes a number of revenue sources that do not fit within another category. Items budgeted in this category include, catering, interest, house and building rental, lessons, and miscellaneous revenue. In the Enterprise Fund, this category totals $578,720, compared to actual revenue of $528,228. Because of the nature of some of the accounts in this category, this revenue level is difficult to predict reliably from year to year. In the General Fund, the only item usually budgeted in Other Revenue is interest, which includes the interest earned on investments held in reserves TRANSFERS FROM OTHER FUNDS-OPERATING TRANSFERS This revenue source impacts both the General and Enterprise Funds. In the General Fund, the main sources of revenue in this category are Capital Development Support, Interest Earnings on Investments transferred from the Capital Fund, and Interest Earnings transferred from the Restricted License Fee Fund. There is also a transfer from the Self Insurance Fund to cover risk management salaries, as well as a reimbursement to cover Central Maintenance labor on capital projects. In FY 2014, it will be the first time that a transfer from the Enterprise Fund is budgeted to go to the General Fund to reimburse the General Fund for a portion of Central Maintenance services. These operating transfers total $1,194,465 in the General Fund Budget for FY The details can be found on page B-2. For the Enterprise Fund, this category includes the Transfer from the Restricted License Fee Fund for the W&OD Railroad Regional Park and a transfer for clerical support from the Carlyle House Friends. These details are included on page C-5. This category is budgeted at $328,912 in the Enterprise Fund for FY A-23

30 FUND STRUCTURE AND BUDGET PROCESS FUND STRUCTURE The Authority Budget is organized on the basis of funds, each of which is considered a separate accounting and reporting entity. Each fund is budgeted as a separate set of self-balancing accounts that comprise its revenues and expenditures or expenses. This budget document includes three major funds of the Authority. Separate budgets are adopted for some minor funds that are not represented in this document. These funds are listed below, but are adopted and presented separate from this document. Governmental Funds This fund type accounts for the government type activities of the Authority and measures changes in financial position rather than net income. General Fund-This is the general operating fund of the Authority. It is used to account for all financial resources, except those required to be accounted for in another fund. The main source of revenue for this fund is appropriations from NVRPA member jurisdictions. Capital Projects Fund-This fund is used to account for financial resources to be used for acquisitions, construction, renovation and restoration of park facilities. Proprietary Funds This fund type is used to account for operations that are financed and operated in a manner similar to private business enterprises where the intent of the governing body is that the costs of providing goods and services to the general public on a continuing basis be financed or recovered primarily through user charges. Enterprise Fund (Regional Parks Fund)-This fund is used to account for the operations of recreational facilities. These facilities are intended to be financed primarily through user charges from providing goods and services to the general public on a continuing basis. Other Funds The Authority includes other funds that are not specifically represented in this budget document, because they are adopted during a different timeframe, closer to the start of the July 1 fiscal year. These funds include the Restricted License Fee Fund, Self-Insurance Fund, Temple Hall Endowment Fund, Friends of the Carlyle House, and Friends of the Washington and Old Dominion (W&OD) Railroad Basis of Accounting All Governmental Funds are accounted for using the current financial resources measurement focus and the modified accrual basis of accounting. Under this method, revenues are recognized when measurable and available. The Authority considers all revenues reported in the governmental funds to be available if the revenues are collected within 60 days after year-end. Expenditures are recorded when the related fund liability is incurred except for compensated absences, which are recognized as expenditures as earned. The Enterprise Fund uses the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded at the time the liabilities are incurred, regardless of when the related cash flows take place. The exception to this is the prepayment of quarterly or annual service contracts which are recorded as prepaid and A-24

31 expensed over the duration of the service contract. Nonexchange transactions, in which the Authority gives (or receives) value without directly receiving (or giving) equal value in exchange, include grants and donations. Revenue from grants and donations is recognized in the fiscal year in which all eligibility requirements have been satisfied. Basis of Budgeting In most cases, the budgetary basis for the funds follows the same basis of accounting used in preparing the Comprehensive Annual Financial Report (CAFR). A few exceptions exist, including: The Enterprise Fund does not budget for depreciation expense, grants and contributions. In the budget, compensated absences are expended when paid, as compared to being expended as earned in the accounting basis. For the financial statements, completed capital projects are transferred from the Capital Fund to the Enterprise Fund and either capitalized, recorded as construction-in-progress or written off to un-capitalized development expense. In the budget, Capital Development Expense is only shown as expense in the Capital Fund. The Authority includes other funds (listed above) that are not specifically represented in this budget document, because they are adopted during a different timeframe, closer to the start of the July 1 fiscal year. BUDGET PROCESS NVRPA s budget process begins in the fall of the year prior to the start of the fiscal year. During the month of October methodology is developed to determine appropriations to be requested of our six member jurisdictions. Several of the jurisdictions require that we provide that amount as well as supporting information by the end of October to allow them ample time for incorporation into their proposed budgets. Starting in November, the Budget Staff will begin the budget process by meeting with senior management to determine whether there will be any policy changes or changes to the guideline letters that are included in the packages that go to each park manager. Budget Manuals are then prepared to be distributed to park managers for each cost center and include forms to be completed for revenue accounts, expense accounts, personnel needs, and requests for capital equipment. Actual Performance data is also collected for the prior fiscal year. Fund data is requested for the upcoming fiscal year starting on July 1. Managers submit completed packages to the Budget Staff by mid December. From mid December through early January, park managers and staff meet with senior operations staff to review budget objectives and measurable results that will tie directly to our new 5 year strategic plan.. During a period of approximately 2 weeks in January, senior operations officials and budget staff meet with park managers and their staffs to discuss their revenue and expense accounts for the budget year on a line-by-line basis, armed with five years of historical data as well as the most current financial statements. At that time, the performance objectives are reviewed and new objectives are established. Measurable results are reported on for performance indicators at each facility. Budget staff spends much of the remainder of January and February developing estimates based on decisions being made regarding upcoming personnel changes, hospitalization and other benefit projections, new program initiatives, and other fixed costs. Budget staff incorporate those numbers into the budget document keeping in mind the agency s goals and objectives and links to the Strategic Plan. The Operating Budget is submitted to the Board at the March Park Authority Board Meeting. It is passed at the May Board Meeting for the fiscal year starting July 1. Copies of the Adopted Budget are distributed to staff offices of our six member jurisdictions. Capital Budget data is developed with senior staff reviewing all manager requests with regard to Strategic Planning elements. Meetings are held and projects are prioritized. Budget staff works A-25

32 with Capital staff to determine total funds available for the two year budget plan and a Capital Plan is formulated. The Capital Budget is passed at the September Board Meeting for a two year period. Copies are available for distribution to the public at large and the budget is published on our website as well. AMENDING THE BUDGET Changes to the budget are governed by Article VII, Section 5 of the Authority s bylaws covering authorization for budget changes. Subject to a maximum limit set by the Board for any given budget change, the Executive Director may authorize budget adjustments between budget line items within a fund budget, provided that no such budget change shall, in the judgment of the Executive Director, compromise the integrity of the approved budget. The Executive Director shall ensure that the Board receives a report describing any budget change exceeding an amount set by the Board, made pursuant to this section, within thirty days. The term budget change includes authority to overspend budget line items, provided revenue increases or cost savings sufficient to offset the excess expenses are available within the fund budget. Subject to the terms and conditions of the bylaws the following policy was adopted October 20, 2005; the Executive Director is authorized to make budget adjustments between fund budget line items not to exceed $100,000 for a given budget change and the Board shall receive a report describing any budget change exceeding $15,000. A-26

33 BUDGET CALENDAR FISCAL YEAR 2014 BUDGET PROCESS July, 2012 August, 2012 September 2012 October, 2012 November, 2012 December 6 Jan 2 December 19, 2012 January 7-24, 2013 Jan. March 2013 March, 2013 May, 2013 July 1, 2013 Park managers are asked to submit requests for Capital projects. Submissions are to include any revisions to previously approved FY13 projects and any new projects to be started in FY14. Meetings are held with the Planning & Development Director and Senior Operations staff to determine viable projects. Capital budget revenues finalized, projects revised for and determined for FY Capital Budget approved by Board. Appropriation requests for FY14 are determined and sent to jurisdictions for consideration in their proposed FY14 Budgets. FY14 Budget Manual and forms are sent to Park Managers. Park Managers are asked to review operations for determining FY 2014 proposed budget amounts. Equipment requests and Performance statistics are also considered at this time. Senior Operations staff meet with Park Managers to discuss the integration of the Strategic Plan into the Budget. Park Managers submit FY14 requests to Budget Office. Budget meetings are conducted with Park Operations Senior staff and Park Managers, to provide input on FY 2014 requests. The Operating Budget Objectives and Performance Measures are the focus of the meetings. Proposed Budget is fine-tuned based on discussions with Senior Operations staff and the Executive Director. Proposed FY 2014 Budget finalized and presented to the Board for review. Proposed FY 2014 Budget approved by the Board for implementation. Fiscal Year 2014 begins. A-27

34 FINANCIAL GUIDELINES AND PRACTICES The Financial Guidelines and Practices of NVRPA set forth the framework for financial decisions and ensure a commitment to sound financial management. With the implementation of the Strategic Plan, these guidelines and practices will be further updated and enhanced to provide a formal and comprehensive system of financial policies. FINANCIAL PLANNING A balanced budget will be adopted for each operating fund. Total anticipated revenues and other sources shall equal total estimated expenditures/expenses and other uses. Interfund transfers may be used to balance individual fund budgets. Performance measurement will be integrated within the annual budget process. As part of the strategic plan, a long-range forecasting model is in the development phase and it will help provide an early warning system of potential difficulties or surpluses. This model will be updated annually taking into account the latest information on usage trends, weather forecasting and other external factors. o o As of October, 2011, the long-range forecasting model has been developed in a draft format, using the Municast Financial Forecasting and Trend Analysis Model. This draft model was used to assist in revenue and expense projections for the FY 2013 Budget. Once the model is finalized, a summary long-range forecast will be included in the budget document. The Municast Long-Range Forecasting model features annual forecasting capability out to FY 2030, statistical and historic trend analysis and sensitivity analysis. This tool will enable us to: Create baseline and alternative revenue and spending forecasts Analyze historic trends and correlations between financial, economic and operating data. Test impact of proposed initiatives on current and projected fund balances REVENUE Maintain a diversified and stable revenue structure. Annually review rates for user fees and charges, recognizing the full cost of providing services. The Board annually reviews and approves user fees on a calendar year basis, not a fiscal year basis. Consider surplus revenues to be one time revenues that are used for non-recurring expenditures or help fund reserves. A-28

35 RESERVES There are two elements that comprise funding for reserves in the General and Enterprise Funds. o A Designated Set-Aside is established for both the General and Enterprise Funds. The following formal Reserve Policy was adopted by the Board in June, 2008 that addresses the Designated Set-Aside Reserves: Operating reserves will be established for the General and Enterprise Funds in Designated Set Aside Accounts within each fund. The target for these operating reserves in total is between 8% and 15% of the combined adopted revenue of the General and Enterprise Funds exclusive of transfers for the upcoming fiscal year. In the event that these operating reserves are used to provide temporary funding and the balance drops below 8%, the reserves should be restored to at least 8% within three fiscal years following the fiscal year in which the event occurred. o Fund Balance is included in the General and Enterprise Funds. This is the operating balance of the funds after any transfers or contributions to the Designated Set-Aside. LONG TERM DEBT As an ongoing financial practice, the Park Authority has not held long-term debt and has not developed a policy for its use. If long-term debt is used in the future, a policy regarding its use will be adopted. CAPITAL BUDGET Every five years, NVRPA creates a Capital Improvement Program (CIP) to help guide future park planning and development. The CIP outlines how the Park Authority intends to use its capital funding to expand and improve the regional park system through investments in facilities and other long-term physical assets. The development of the CIP includes: o Linkage of Strategic Plan priorities to the CIP o Analysis of Park Needs Survey results in development of CIP o Impact analysis of the CIP on the NVRPA operating budget and potential revenue o Input from the six member jurisdictions of NVRPA o Meetings for public input on the CIP o Adoption of the CIP by the NVRPA Board Adopt annually a two year capital program that includes updates to the comprehensive multi-year capital improvement program. Capital assets are capitalized at a threshold of $10,000 and depreciated over the anticipated service life. The minimum service life of capital assets is five years, the next increment is ten years, service life then rises in ten year increments to a maximum of forty A-29

36 years. Capital projects which do not meet the $10,000 threshold are expensed to uncapitalized development cost. Capital Equipment must meet an initial individual cost threshold of more than $ Vehicles are always capitalized. INVESTMENTS Deposits and Investments Deposits All cash of the Authority is maintained in accounts collateralized in accordance with the Virginia Security for Public Deposits Act, Section et. seq. of the Code of Virginia or covered by federal depository insurance. Investments State statutes authorize local governments and other public bodies to invest in obligations of the United States or its agencies thereof, obligations of the Commonwealth of Virginia or political subdivisions thereof, obligations of the International Bank for Reconstruction and Development (World Bank), the Asian Development Bank, the African Development Bank, prime quality commercial paper and certain corporate notes, bankers acceptances, repurchase agreements and the State Treasurer s Local Government Investment Pool (LGIP). The Authority has investments in the LGIP. The LGIP is a professionally managed money market fund which invests in qualifying obligations and securities as permitted by Virginia statutes. Pursuant to Section Code of Virginia, the Treasury Board of the Commonwealth sponsors the LGIP and has delegated certain functions to the State Treasurer. The LGIP reports to the Treasury Board at their regularly scheduled monthly meetings. The fair value of the LGIP is the same as the value of the pool shares, i.e., the LGIP maintains a stable net asset value of $1 per share. The maturity of the LGIP is less than one year. INVESTMENT DIVERSIFICATION In accordance with the Code of Virginia and the applicable laws, including regulations, the Authority s investment policy (Policy) permits investments in U.S. Treasury obligations, U. S. Government Agency Securities and Instrumentalities of Government Sponsored Corporations, obligations of the Commonwealth of Virginia, prime quality commercial paper, and certain bankers acceptances, repurchase agreements, certificates of deposit, open-end investment funds (mutual funds), with a minimum Morningstar rating for funds of four stars, and the LGIP. The Policy establishes limitations on the holdings on non-u.s. Treasury or U.S. Government obligations. The maximum percentage of the portfolio (book value at the date of acquisition) permitted in each security is as follows: U.S. Treasury Obligations (bills, notes and bonds) U.S. Government Agency Securities and Instruments of Government Sponsored Corporations Local Government Investment Pool Open-end Investment Funds (mutual funds) Certificates of Deposit Virginia Qualified Commercial Banks/Savings and Loan Association Bankers Acceptances Commercial Paper Repurchase Agreements 100% maximum 100% maximum 100% maximum 20% maximum 75% maximum 50% maximum 35% maximum 25% maximum Further, the Policy outlines diversification by financial institution as follows: Bankers Acceptances Not more than 25% of the Authority s total portfolio may be invested with any one institution A-30

37 Repurchase Agreements Certificates of Deposit Virginia Qualified Commercial Banks/ Savings and Loan Association Commercial Paper Not more than 10% of the Authority s total portfolio may be invested with any one institution Not more than 33% of the Authority s total portfolio may be invested with any one institution Not more than 5% of the Authority s total portfolio may be invested with any one issuer Local Government Investment Pool Open-end Investment Funds No restrictions No restrictions At least 15% and not more than 25% of the portfolio shall be invested in instruments that can be liquidated with one day s notice. CREDIT RISK As required by the Code of Virginia, the Policy requires that commercial paper have a short-term debt rating of no less than A-1 (or its equivalent) from at least two of the following: Moody s Investors Service, Standard & Poor s and Fitch Investor s Service. Corporate notes, negotiable Certificates of Deposit and bank deposit notes maturing in less than one year must have a shortterm debt rating of at least A-1 by Standard & Poor s and P-1 by Moody s Investor Service. Notes having a maturity of greater than one year must be rated AA by Standard & Poor s and Aa by Moody s Investor Service. As of June 30, 2010, 79% of the portfolio was invested in the Local Government Investment Pool with a AAAm Standard & Poor s rating. INTEREST RATE RISK Interest rate risk is defined as the risk that changes in interest rates will adversely affect the fair value of investments. As a means of limiting exposure to fair value losses arising from rising interest rates, the Authority s Policy limits the investment of operating funds to investments with a stated maturity of no more than five years from the date of purchase. However, the maturity of the total portfolio (which includes operating, capital project, long-term reserve and escrow funds) shall not exceed 3½ years. FIDUCIARY FUNDS In addition, state statutes authorize the Authority to purchase other investments for pension funds that meet the standard of judgment and care set forth in the Code of Virginia. A-31

38 A-32

39

40 Parkland of the Northern Virginia Regional Park Authority Temple Hall Farm (286 Acres) Symington Cabin (52 Acres) W&OD Trail (297 Acres Loudoun, 174 Acres Fairfax, 23 Acres Falls Church, 44 Acres Arlington) Brambleton (370 Acres) Blue Ridge (168 Acres) Aldie Mill (1 Acre) **Mt. Defiance (5 Acres) *Rust Nature Sanctuary (68 Acres) LOUDOUN COUNTY White's Ford Property (295 Acres) Ball's Bluff Battlefield (215 Acres) Red Rock Wilderness Overlook (67 Acres) Algonkian (838 Acres) Seneca Property (104 Acres Loudoun, 363 Acres Fairfax) Upper Potomac Properties (294 Acres) Meadowlark Botanical Gardens (96 Acres) Linn Preserve (11 Acres) Potomac Overlook (67 Acres) Gilbert's Corner Regional Park (157 Acres) Mt. Zion Historic Park ( 6 acres) *City of Fairfax / W&OD Connector Trail (4 Acres) *Gateway (1 Acre) NVRPA Headquarters (3 Acres) Bull Run (1,568 Acres) **Webb Nature Sanctuary (20 Acres) CITY OF FAIRFAX CITY OF FALLS CHURCH FAIRFAX COUNTY CITY OF ALEXANDRIA ARLINGTON COUNTY Upton Hill (24 Acres Arlington, 3 Acres Fairfax) Carlyle House (1 Acre) *Cameron Run (26 Acres) Hemlock Overlook (426 Acres) Bull Run Marina Fountainhead Sandy Run (3045 Acres) *Occoquan (350 Acres) Pohick Bay (1,004 Acres) Mason Neck Properties (789 Acres) * Leased Properties ** Future Parkland

41 GENERAL FUND SUMMARY GENERAL FUND REVENUES AND OTHER SOURCES Revised Revised Adopted Budget Actual Budget Budget FY 2014 Appropriations from Jurisdictions $3,440,267 $3,440,267 $3,440,267 $3,443,017 Other Revenue* 44,000 46,805 4,000 4,000 Operating Transfers** 588, , ,007 1,194,465 TOTAL REVENUE $4,072,484 $4,022,462 $4,178,274 $4,641,482 Transfer from Enterprise Fund to balance General Fund 597, , ,466 0 TOTAL OTHER SOURCES $597,153 $586,153 $634,466 $0 TOTAL REVENUE AND OTHER SOURCES $4,669,637 $4,608,615 $4,812,740 $4,641,482 *Other Revenue for the General Fund consists of General Fund interest earnings. **Operating Transfers include transfers from the Self-Insurance Fund for Risk Management and the Capital Fund for Planning support. Additionally there are transfers of interest earnings from the Capital Fund and the Restricted License Fee Fund. In FY 14, $472,999 will be transferred from the Enterprise Fund to the General Fund for Central Maintenance services. GENERAL FUND EXPENDITURES AND OTHER USES Revised Revised Adopted Budget Actual Budget Budget FY 2014 Personnel Services $3,664,693 $3,618,233 $3,895,827 $3,750,569 Operating Costs 677, , , ,100 Maintenance Costs 129, , , ,500 Insurance 131, , , ,321 Utilities 66,992 62,040 66,992 66,992 TOTAL EXPENDITURES $4,669,637 $4,583,452 $4,812,740 $4,641,482 TOTAL EXPENDITURES AND OTHER USES $4,669,637 $4,583,452 $4,812,740 $4,641,482 OPERATING INCOME (LOSS) ($597,153) ($560,990) ($634,466) $0 (TOTAL REVENUE - TOTAL EXPENDITURES) B-1

42 GENERAL FUND REVENUES ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 BEGINNING BALANCE $39,057 $39,057 $64,057 $64,220 $64,057 GENERAL FUND REVENUES City of Alexandria $288,814 $288,814 $288,814 $288,814 $272,729 Arlington County 421, , , , ,248 City of Fairfax 48,160 48,160 48,160 48,160 42,618 Fairfax County * 2,083,723 * 2,083,723 *2,083,723 1,979,537 2,080,308 City of Falls Church 22,581 22,581 22,581 22,581 24,099 Loudoun County 575, , , , ,015 TOTAL APPROPRIATIONS 3,440,267 3,440,267 3,440,267 3,336,082 3,443,017 Gain/Loss on Sale of Assets 0 2, Interest 4, , ,000 Miscellaneous Revenue 0 1, ,484 0 Programmed Events 40,000 42, TOTAL OTHER REVENUE 44,000 46,805 4,000 1,658 4,000 Transfer Capital Projects Labor 30, , ,000 Transfer from Capital Fund ,448 0 Development Support 397, , , ,148 Interest Earned 18,000 14,049 18, ,000 Trans from Restricted Fund - Interest 25,000 6,123 15,000 5,075 15,000 Transfer from Self Insurance Fund 118, , , , ,318 Transf.- Ent. Fund for Central Maint ,999 TOTAL OPERATING TRANSFERS 588, , , ,779 1,194,465 TOTAL REVENUES $4,072,484 $4,022,462 $4,178,274 $3,912,519 $4,641,482 Transfer from Enterprise Fund 597, , , TOTAL OTHER TRANSFERS 597, , , TOTAL AVAILABLE RESOURCES $4,669,637 $4,608,615 $4,812,740 $3,912,519 $4,641,482 * Includes $104,186 in "In-kind' funding B-2

43 GENERAL FUND EXPENDITURES ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 GENERAL FUND EXPENDITURES Full-Time Salaries $2,452,067 $2,446,012 $2,566,497 $2,085,932 $2,411,739 Part-Time Salaries 134, , , , ,358 FICA 192, , , , ,989 Hospitalization 273, , , , ,715 Life Insurance 17,508 16,416 18,325 13,790 17,220 Retirement 590, , , , ,240 Unemployment Tax 3,319 4,290 3,303 4,672 3,307 TOTAL PERSONNEL SERVICES 3,664,693 3,618,233 3,895,827 3,145,684 3,750,569 Audit Fee 70,000 66,690 70,000 45,489 70,000 Board Member Expenses 8,500 6,551 8,500 3,549 8,500 Credit Card Fees and Bank Charges 40,000 33,497 42,000 33,822 42,000 Foundation Support 1, , ,500 Contingency 75,000 Gas and Diesel 44,000 50,029 45,000 34,375 45,000 HR Employee Relations 12,000 11,133 25,000 5,847 13,000 Membership Fees and Dues 7,500 9,324 7,500 6,602 7,500 Office Supplies 20,000 14,160 20,000 13,807 20,000 Personnel Recruitment 8,000 9,006 8,000 5,930 8,000 Postage 18,000 15,574 18,000 11,667 18,000 Printing and Publications 5, , ,000 Production Cost In Kind 104, , , Professional Services 175, , , , ,000 Programs and Promotions 40,000 33, ,762 0 Public Information 10, , System Support 75,000 67,013 60,000 45,574 60,000 Training 35,000 19,425 25,000 20,967 25,000 Uniforms 3,600 12,254 3,600 52,237 3,600 TOTAL FACILITY OPERATING COSTS 677, , , , ,100 Equipment/Vehicle Maintenance 68,000 83,059 69,500 67,403 97,500 Facility Op. & Maintenance 61,000 63,375 61,000 46,929 61,000 TOTAL MAINTENANCE COSTS 129, , , , ,500 Insurance - Property, Liability & Other 102, , , , ,803 Insurance - Vehicle 10,619 13,577 12,312 11,200 12,312 Insurance - Workers Compensation 18,425 16,994 17,206 28,887 17,206 TOTAL INSURANCE 131, , , , ,321 Telephone 24,000 24,596 24,000 18,672 22,200 Electricity 22,892 21,322 22,892 17,644 22,892 Natural Gas 6,000 3,349 6,000 3,166 6,000 Water/Sewer Propane Gas 10,800 8,930 10,800 11,632 10,800 Heating Oil 2,500 2,989 2,500 1,197 2,500 Cable/Internet 879 1,800 TOTAL UTILITIES 66,992 62,040 66,992 53,654 66,992 TOTAL GENERAL FUND EXPEND. 4,669,637 4,583,451 4,812,740 3,882,009 4,641,482 TOTAL EXPENDITURES/TRANSFERS 4,669,637 4,583,451 4,812,740 3,882,009 4,641,482 NET INCOME (LOSS) $0 $25,163 $0 $30,510 $0 ENDING BALANCE $39,057 $64,220 $64,057 $94,730 $64,057 B-3

44 HEADQUARTERS PROGRAM OVERVIEW NVRPA Headquarters provides executive direction for the Regional Park System. The services provided by Headquarters include finance, budget, planning, development, personnel, public information, IT support, risk management, reservations and overall park management. This area of the budget is also where professional services such as legal and audit are contracted and paid, administrative support is provided to the Foundation, and other system-wide expenses are incurred. EXPENSE SUMMARY BUDGET FY 2014 BUDGET % CHANGE EXPENSES BY CATEGORY Personnel Services $ 2,668,453 $ 2,889,115 $ 2,693, % Operating Costs 562, , , % Maintenance Costs 89,877 55,000 83, % Insurance 144, , , % Utilities 39,492 40,800 40, % TOTAL EXPENSES $ 3,504,179 $ 3,660,636 $ 3,438, % BUDGET HIGHLIGHTS Personnel costs are reduced in Headquarters due to two positons being transferred from the General Fund to the Enterprise Fund. The Marketing and Communications Administrator and eighty-five percent (85%) of the Marketing and Communications Specialist positions will be funded from the Enterprise Fund, as they primarily support enterprise operations. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full Time Foundation Support Part Time, Year Round Part Time, Seasonal B-4

45 HEADQUARTERS ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY EXPENDITURES 5010 Full-Time Salaries $1,788,593 $1,784,767 $1,879,699 $1,529,319 $1,712, Part-Time Salaries 134, , , , , FICA 141, , , , , Hospitalization 196, , , , , Life Insurance 12,770 11,689 13,421 9,842 12, Retirement 431, , , , , Unemployment Tax 2,591 2,907 2,575 3,342 2,579 TOTAL PERSONNEL SERVICES 2,707,599 2,668,453 2,889,115 2,325,491 2,693, Audit Fee 70,000 66,690 70,000 45,489 70, Board Member Expenses 8,500 6,551 8,500 3,549 8, Credit Card Fees and Bank Charges 40,000 33,497 42,000 33,822 42,000 Contingency 75, Foundation Support 1, , , Gas and Diesel 11,000 12,006 12,000 8,775 12, HR Employee Relations 12,000 11,133 25,000 5,847 13, Membership Fees and Dues 7,500 9,324 7,500 6,602 7, Office Supplies 20,000 14,160 20,000 13,807 20, Personnel Recruitment 8,000 9,006 8,000 5,930 8, Postage 18,000 15,574 18,000 11,667 18, Printing and Publications 5, , , Production Cost In Kind 104, , , Professional Services 175, , , , , Programs and Promotions 40,000 33, , Public Information 10, , System Support 75,000 67,013 60,000 45,574 60, Training 35,000 18,330 25,000 20,903 25, Uniforms 1,000 10,457 1,000 49,835 1,000 TOTAL FACILITY OPERATING COSTS 641, , , , , Equipment/Vehicle Maintenance 22,000 51,352 22,000 46,466 50, Facility Op. & Maintenance 33,000 38,524 33,000 30,106 33,000 TOTAL MAINTENANCE COSTS 55,000 89,877 55,000 76,572 83,000 Insurance - Property, Liability & 102, , , , , Other 5290 Insurance - Vehicle 2,870 4,105 4,212 4,044 4, Insurance - Workers Compensation 18,425 16,994 17,206 28,887 17,206 TOTAL INSURANCE 123, , , , , Telephone 18,000 19,166 18,000 14,567 16, Electricity 16,000 16,123 16,000 13,290 16, Natural Gas 6,000 3,349 6,000 3,166 6, Water/Sewer Internet/Cable 879 1,800 40,800 39,492 40,800 32,366 40,800 TOTAL HEADQUARTERS EXPENDITURES $3,569,002 $3,504,179 $3,660,636 $2,967,546 $3,438,620 B-5

46 HEADQUARTERS STRATEGIC GOALS & OBJECTIVES FY 2014 Places: Work on the acquisition of new lands and facilities with national or regional significance Use low impact development techniques when creating new park developments Plan new features for several parks as part of the Strategic Initiatives Play a leadership role in regional trail planning and implementation Conduct system wide ADA review Finance: Explore bond financing for new projects Expand e-commerce offerings Support the growth in the Northern Virginia Regional Park Foundation Update Business Policy Manual People: Implement agency wide customer service training Expand Internship Program Study comparable compensation and benefit systems B-6

47 HEADQUARTERS STATUS OF & 2013 OBJECTIVES Provide an annual update on the status of strategic planning initiatives. Date of strategic plan update 2/12 2/12 2/13 Conduct Board Retreat on Governance. Date of two-day facilitated Board Retreat 2/12 2/12 2/13 Qualify for the Government Finance Officers Association (GFOA) Finance and Budget awards. Date of application for the Certificate of Achievement for Financial Reporting Date of application for the Distinguished Budget Presentation Award 12/11 12/11 12/12 1/12 1/12 1/13 Adopt a new Five Year Strategic Plan Status of new Five Year Strategic Plan N/A N/A Adopted MEASURABLE RESULTS FY 2011 FY 2014 Number of news releases issued Number of visits 1,003,311 1,000,000 1,000,000 1,000,000 Number of page views 4,309,159 4,000,000 4,000,000 4,000,000 Number of reservations booked 2,565 2,000 2,017 2,000 Number of Accounts Payable vouchers 13,508 13,500 13,552 13,500 processed B-7

48 CENTRAL MAINTENANCE PROGRAM OVERVIEW Central Maintenance provides maintenance support for the entire park system. The department is comprised of tradesmen and crews specializing in heavy equipment operation, carpentry, electrical repair, plumbing service, heating and air conditioning care, welding and vehicle and small engine maintenance. EXPENSE SUMMARY BUDGET FY 2014 BUDGET % CHANGE EXPENSES BY CATEGORY Personnel Services $ 949,780 $ 1,006,712 $ 1,057, % Operating Costs 40,915 35,600 35, % Maintenance Costs 56,558 75,500 75, % Insurance 9,472 8,100 8, % Utilities 22,548 26,192 26, % TOTAL EXPENSES $ 1,079,273 $ 1,152,104 $ 1,202, % Net Income $ 1,079,273 $ 1,152,104 $ 1,202, % BUDGET HIGHLIGHTS There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal B-8

49 CENTRAL MAINTENANCE ACCOUNT REVISED REVISED PROPOSED FY2012 FY2012 FY FY2014 NUMBER DESCRIPTION MONTHS EXPENDITURES 5010 Full Time Salaries $663,474 $661,244 $686,798 $556,613 $699, FICA 50,837 48,757 52,610 39,612 53, Hospitalization 77,421 74,618 80,769 76,583 98, Life Insurance 4,738 4,726 4,904 3,948 4, Retirement 159, , , , , Unemployment Tax 728 1, , TOTAL PERSONNEL SERVICES 957, ,780 1,006, ,193 1,057, Gas and Diesel 33,000 38,023 33,000 25,601 33, Training 0 1, Uniforms 2,600 1,797 2,600 2,402 2,600 TOTAL OPERATING COSTS 35,600 40,915 35,600 28,067 35, Equipment/Vehicle Maintenance 46,000 31,707 47,500 20,937 47, Facility Op. & Maintenance 28,000 24,851 28,000 16,823 28,000 TOTAL MAINTENANCE COSTS 74,000 56,558 75,500 37,759 75, Insurance - Vehicle 7,749 9,472 8,100 7,155 8,100 TOTAL INSURANCE 7,749 9,472 8,100 7,155 8, Telephone 6,000 5,430 6,000 4,105 6, Electricity 6,892 5,199 6,892 4,354 6, Propane Gas 10,800 8,930 10,800 11,632 10, Heating Oil 2,500 2,989 2,500 1,197 2,500 TOTAL UTILITIES 26,192 22,548 26,192 21,288 26,192 TOTAL CENTRAL MAINTENANCE EXPENDITURES $1,100,636 $1,079,273 $1,152,104 $914,463 $1,202,862 B-9

50 CENTRAL MAINTENANCE STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Develop and implement an agency wide maintenance work order system utilizing cloud or server based software. Objectives: Research, evaluate and select compatible facility maintenance software program. Establish a training program on the proper use of selected software. Conduct yearly evaluations of data base information and needed updates. Goal Two: Evaluate positions and job descriptions to create consistency with actual work performed. Objectives: Evaluate and make changes as necessary to existing job descriptions using performance and current duties Evaluate skill level requirements for each position based on agency need. Prepare a written report and submit to the Park Operations Director and HR Administrator for review and discussion. Goal Three: Develop a complete maintenance training program for current Central Maintenance staff as well as new and existing park maintenance staff. Objectives: Implement a program to keep Central Maintenance staff current on all professional certifications required for their particular trade. Implement a regularly scheduled in-service maintenance training program for all full time maintenance staff. Work with Park Maintenance Supervisors to supply expertise and instruction to develop a seasonal maintenance training program. Goal Four: Continue to maintain all NVRPA properties and recreational facilities in a superior and sustainable manner. Objectives: Maintain park facilities through general and preventive maintenance including, but not limited to, plumbing, electrical, carpentry, heating and air conditioning. Identify improvements in building systems and infrastructure that create longer life and energy efficiency. Maintain an effective safety first culture. Maintain appropriate equipment maintenance standards. Maintain and administer NVRPA s plan for replacement of fleet vehicles. B-10

51 CENTRAL MAINTENANCE STATUS OF & 2013 OBJECTIVES Develop and implement a maintenance plan for each park facility. Percent of facility pre-plans complete 60% 70% 100% Design a plan and research an integrated park maintenance tracking system. Date plan complete N/A N/A 6/13 Develop a predictive maintenance program to forecast mechanical and equipment condition. Date pool predictive maintenance program developed N/A 30% 6/13 Develop and implement an off-season training program for maintenance staff. Date off-season training program developed Date off-season training program implemented 10/11 N/A 80% 2/12 N/A 10/12 *** This objective implementation and completion is dependent on an upgrade to current internet service upgrade from Capital which has yet to be completed. MEASURABLE RESULTS FY 2011 FY 2014 Number of HVAC work orders completed*** Number of electrical work orders completed*** Number of heavy equipment work orders completed Number of fleet maintenance work orders completed*** Number of state inspections completed Number of equipment maintenance work orders completed*** Number of welding work orders completed Number of plumbing work orders completed Number of carpentry work orders completed*** B-11

52 B-12

53 ENTERPRISE FUND REVENUES ENTERPRISE FUND SUMMARY Revised Revised Adopted Budget Actual Budget Budget FY 2014 User Fees $11,295,074 11,796,273 $11,872,866 $12,678,853 Retail Operations 2,687,800 2,942,012 2,830,450 3,067,400 Easements and Licenses 572, , , ,598 Other Revenue* 546, , , ,720 Operating Transfers** 317, , , ,912 TOTAL REVENUE $15,419,157 $16,163,556 $16,237,290 $17,283,483 TOTAL REVENUE AND OTHER SOURCES $15,419,157 $16,163,556 $16,237,290 $17,283,483 *Other Revenue in the Enterprise Fund includes catering revenue, contract services, bank building rental, lessons and other miscellaneous revenue. *Operating Transfers in the Enterprise Fund are transfers from the Restricted License Fee Fund for the W&OD Railroad Regional Park and from the Carlyle House Friends for administrative support. ENTERPRISE FUND EXPENSES AND OTHER USES Revised Revised Adopted Budget Actual Budget Budget FY 2014 Personnel Services $9,268,404 $9,347,722 $9,695,836 $10,399,145 Operating Costs 1,588,726 1,559,035 1,801,865 2,144,393 Maintenance Costs 1,747,769 1,714,862 1,794,929 1,795,979 Insurance*** 149, , , ,419 Retail Operations 1,191,855 1,361,716 1,272,168 1,388,085 Utilities 803, , , ,666 Transfer to General Fund for Central Maintenance Serv ,999 TOTAL EXPENSES $14,749,229 $14,930,009 $15,552,824 $17,216,686 Contribution to Designated Set Aside 24,775 24, ,797 Transfer to Capital Fund 0 438, Transfer to Balance General Fund 597, , ,466 0 Transfer to Retirement Plan 0 109, Transfer to Temple Hall Operating Fund 50,000 50,000 50,000 50,000 Donation Adjustment TOTAL OTHER USES $671,928 $1,209,175 $684,466 $66,797 TOTAL EXPENSES AND OTHER USES $15,421,157 $16,139,184 $16,237,290 $17,283,483 OPERATING INCOME $669,928 $1,233,547 $684,466 $66,797 (TOTAL REVENUE - TOTAL EXPENSES) C-1

54 ENTERPRISE FUND REVENUES BY FACILITY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 Administration - Enterprise Fund $6,000 $5,636 $6,000 $210,851 $6,000 Aldie Mill 17,100 14,532 16,100 21,237 24,350 Algonkian Golf 1,239,100 1,086,607 1,213, ,146 1,147,100 Algonkian Park 294, , , , ,750 Volcano Island Waterpark at Algonkian 379, , , , ,850 The Woodlands at Algonkian 175, , , , ,000 Algonkian Cottages 300, , , , ,900 Blue Ridge Park 4,250 4,753 4,500 4,866 5,000 Brambleton Golf Course 1,497,500 1,424,641 1,476,500 1,007,734 1,470,000 Bull Run Marina 11,448 12,039 14,300 8,054 12,450 Bull Run Park 758, , , , ,200 Atlantis Waterpark at Bull Run 417, , , , ,350 Bull Run Special Events Center 140, , , , ,000 Bull Run Light Show 490, , , , ,000 Bull Run Shooting Center 784,000 1,040, ,000 1,044,277 1,051,500 Cameron Run Park 181, , , , ,250 Great Waves Waterpark at Cameron Run 1,534,300 1,778,736 1,559,300 1,130,978 1,710,300 Carlyle House 77,892 78,981 81,892 69,345 82,892 Catering & Event Services 368, , , , ,500 Fountainhead 240, , , , ,736 Hemlock Overlook 45,000 46,535 45,000 45,768 45,000 Meadowlark Atrium & Event Services 1,591,000 1,794,038 1,651,250 1,151,014 1,702,000 Meadowlark Botanical Gardens 201, , , , ,500 Meadowlark Light Show 127, , ,000 Mt. Zion/Gilbert s Corner 7,000 1,212 2,500 1,498 2,500 Occoquan Park 257, , , , ,500 Pohick Bay Golf Course 1,164,400 1,166,323 1,162, ,711 1,160,726 Pohick Bay Marina 228, , , , ,500 Pohick Bay Park 592, , , , ,000 Pirate s Cove Waterpark at Pohick Bay 384, , , , ,500 Potomac Overlook 50,520 48,260 56,500 37,531 70,350 Rust Sanctuary 99,090 4, ,227 Sandy Run 219, , , , ,592 Upper Potomac Properties 25,900 22,187 14,400 12,990 14,400 Upton Hill Park 233, , , , ,200 Ocean Dunes Waterpark at Upton Hill 556, , , , ,350 W&OD Railroad Park 895, , , , ,510 White's Ford 48,500 21,799 34,500 64,031 54,500 TOTAL AVAILABLE RESOURCES $15,418,157 $16,161,956 $16,237,290 $12,687,496 $17,283,483 C-2

55 ENTERPRISE FUND EXPENSES BY FACILITY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 Administration - Enterprise Fund $1,873,316 $2,250,446 $1,935,219 $1,195,527 $2,348,499 Aldie Mill 81,835 83,475 83,043 62, ,504 Algonkian Golf 1,091,813 1,018,480 1,128, ,466 1,047,780 Algonkian Park 614, , , , ,520 Volcano Island Waterpark at Algonkian 230, , , , ,908 The Woodlands at Algonkian 134, , , , ,387 Algonkian Cottages 201, , , , ,721 Blue Ridge Park 3,300 1,466 3,300 1,829 3,200 Brambleton Golf Course 1,265,875 1,218,161 1,274,006 1,036,842 1,302,325 Bull Run Marina 26,128 26,938 23,577 20,039 23,698 Bull Run Park 860, , , , ,545 Atlantis Waterpark at Bull Run 259, , , , ,659 Bull Run Special Events Center 98,032 90, ,058 97, ,128 Bull Run Light Show 153, , , , ,687 Bull Run Shooting Center 752, , , , ,122 Cameron Run Park 369, , , , ,361 Great Waves Waterpark at Cameron Run 810, , , , ,376 Carlyle House 266, , , , ,792 Catering & Event Services 278, , , , ,391 Fountainhead 222, , , , ,556 Hemlock Overlook 2, , ,400 Meadowlark Atrium & Event Services 864,170 1,061,660 1,002, ,909 1,084,666 Meadowlark Botanical Gardens 832, , , , ,170 Meadowlark Light Show , , ,931 Mt. Zion/Gilbert s Corner 7,621 5,505 9,368 4,673 9,818 Occoquan Park 374, , , , ,102 Pohick Bay Golf Course 1,068,629 1,034,183 1,117, ,327 1,142,478 Pohick Bay Marina 37,452 29,751 37,852 24,849 37,452 Pohick Bay Park 644, , , , ,473 Pirate s Cove Waterpark at Pohick Bay 244, , , , ,042 Potomac Overlook 307, , , , ,995 Rust Sanctuary ,879 41, ,757 Sandy Run 160, , , , ,293 Upper Potomac Properties 136, , ,405 84, ,575 Upton Hill Park 340, , , , ,044 Ocean Dunes Waterpark at Upton Hill 241, , , , ,063 W&OD Railroad Park 503, , , , ,168 White's Ford 60,380 5,253 60,982 31,629 67,900 TOTAL EXPENSES & OTHER USES $15,421,157 $16,138,445 $16,237,290 $12,610,303 $17,283,483 C-3

56 ENTERPRISE FUND REVENUE BY CATEGORY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 BEGINNING BALANCE $260,024 $260,946 $285,946 $285,946 $285,321 ENTERPRISE FUND REVENUES Driving Range $250,000 $241,155 $224,000 $176,128 $232,000 Electric/Gas Cart Rental 685, , , , ,000 Golf Club Rental 9,800 7,695 9,800 4,508 9,100 Green Fees 2,245,000 2,248,037 2,315,000 1,569,051 2,290,000 Golf Handicap Program 19,500 18,949 16,500 13,521 18,126 Pull Cart Rental 10,100 7,003 10,100 4,324 9,000 Total Golf Course User Fees 3,219,400 3,129,474 3,200,400 2,197,396 3,178,226 Admissions 1,945,000 2,299,332 1,970,000 1,381,855 2,080,000 Cabana Rental 5,000 6,324 5,000 3,340 5,500 Group & Bounce Passes 504, , , , ,000 Locker Rental 5,276 6,514 5, ,050 Total Aquatics User Fees 2,460,126 2,898,723 2,564,376 1,807,262 2,766,550 Boat Rental 150, , , , ,000 Crew Boat Storage 134, , , , ,400 Launch & Parking Fees 169, , , , ,500 Regatta & User Fees 34,000 30,947 43,000 16,149 38,000 Rowing Camps 15,200 20,418 15,800 21,881 18,800 Total Marine User Fees 503, , , , ,700 Cabin Rentals 93, , ,000 80, ,500 Camping Fees 759, , , , ,000 Cottage Rentals 300, , , , ,000 Laundry 11,900 8,204 11,900 7,061 10,900 Total Camping/Cottage User Fees 1,164,150 1,133,388 1,216, ,517 1,222,400 Shooting Tournament Fees 22,000 43,894 27,000 35,695 40,000 Target Sales 434, , , , ,500 Gun Rental 36,000 52,910 45,000 53,179 50,000 Total Skeet, Trap & Archery User Fees 492, , , , ,500 Light Show 475, , , , ,000 Programmed Events 120, , ,000 94, ,200 Snowflake Stampede ,170 12,000 Sponsors 5, , ,000 Vendor Fees 4,000 7,925 7,000 6,729 7,000 Total Special Events User Fees 604, , ,100 1,080,051 1,197,200 Atrium Rental 750, , , , ,000 Carlyle House Rental 30,000 25,770 30,000 18,950 30,000 Center Rental 100, , ,000 68, ,000 Church Rental 6, , ,000 Manor House Rental 25,200 3,168 90,080 Meeting and Event Center Rental 110,000 82, ,000 84, ,000 Mill Rental 2,500 1,185 2, ,500 Shelter Reservations 343, , , , ,900 Visitor Center Rental 8,000 2,307 8,000 2,887 3,000 Total Facility Rental User Fees 1,349,900 1,247,592 1,381, ,928 1,466,480 Annual Dues 59,000 64,598 63,000 50,436 67,000 Athletic Field Use Fees 25,500 24,373 25,500 22,796 27,000 Batting Cage Fees 162, , , , ,000 Boat/RV Storage 505, , , , ,000 Camps 22,000 20,000 37,000 25,399 55,550 Entrance Fees 181, , , , ,250 Equipment Rental 153, , , , ,100 C-4

57 ENTERPRISE FUND REVENUE BY CATEGORY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 Inflatable Play Features 44, ,700 1,951 10,000 Miniature Golf 259, , , , ,950 Permit Fees 1,600 1,725 1,600 Service Charge 85, , ,240 96, ,347 Santa Pictures 4,000 5,392 6,000 6,088 6,000 Total Other Park User Fees 1,501,250 1,465,564 1,599,690 1,173,969 1,637,797 TOTAL USER FEES 11,295,074 11,796,273 11,872,866 9,025,310 12,678,853 Ammunition 168, , , , ,000 Retail - Alcoholic Beverages 253, , , , ,200 Retail - Food 1,161,200 1,275,437 1,227, ,687 1,343,000 Retail - Great Blue Heron 850, , , , ,000 Retail - Pro Shop 192, , , , ,000 Swim Merchandise 32,800 37,942 39,000 25,166 42,500 Vending Machine Operation 30,800 20,605 22,500 13,396 20,700 TOTAL RETAIL OPERATIONS 2,687,800 2,942,012 2,830,450 2,116,062 3,067,400 License Fees 25,000 22,311 25,000 10,634 25,000 Rents & Easements 547, , , , ,598 TOTAL EASEMENTS AND LICENSES 572, , , , ,598 Catering-Conference Center 65,000 92, ,000 77, ,000 Contract Services 3, , ,400 NVRPA Event Staffing 18,060 13,500 5,020 7,500 Kitchen Use Fee 15,000 8,750 17,250 6,000 10,000 Firewood/Propane 31,000 39,309 39,500 32,070 39,500 Garden Guild/Docent Activities 0 1, House & Bank Building Rental 95,040 80,871 94,920 75, ,720 Interest 6,000 (15) 6, ,000 Lessons 188, , , , ,000 Lifeguard Training Fee 0 4, ,040 0 Miscellaneous Revenue 71,300 58,008 62, ,629 85,350 Night Security 26,000 15,928 13, Rental Device Commission 1, , ,250 Adventure Links Agreement (Hemlock) 45,000 45,000 45,000 45,000 45,000 TOTAL OTHER REVENUE 546, , , , ,720 TOTAL ENTERPRISE FUND REVENUES $15,102,123 $15,843,747 $15,911,946 $12,368,361 $16,954,571 Transfer from Carlyle House Friends Fund 1,000 2,276 1,000 1,266 1,000 Transfer from OWL 0 1, Transfer from Restricted Fund 316, , , , ,912 TOTAL TRANSFERS FROM OTHER FUNDS 317, , , , ,912 TOTAL AVAILABLE RESOURCES $15,419,157 $16,163,557 $16,237,290 $12,685,661 $17,283,483 C-5

58 ENTERPRISE FUND EXPENSES BY CATEGORY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 ENTERPRISE FUND EXPENSES Full-time Salaries $4,233,315 $4,118,611 $4,299,593 $3,471,309 $4,529,450 Part-Time Salaries 2,842,907 3,105,337 3,018,482 2,396,985 3,263,864 FICA 542, , , , ,178 Hospitalization 571, , , , ,777 Life Insurance 30,227 28,716 30,700 24,672 32,340 Retirement 1,020, ,979 1,132, ,920 1,296,331 Unemployment Tax 27,388 38,327 28,850 31,236 31,205 TOTAL PERSONNEL SERVICES 9,268,404 9,347,722 9,695,836 7,757,658 10,399,145 Catering 26,000 32,761 40,000 41,294 44,000 Contingency 220,000 Credit Card Charges 185, , , , ,000 Contract Employment 21,685 29,049 68,500 25,072 3,500 Crop Harvesting 0 2,742 4,247 5,000 Golf Cart Rental 162, , , , ,414 Beverage Cart Rental 7,269 4,778 7,269 2,357 2,829 Equipment Rental 121, , ,900 82, ,750 Fertilizer 25, ,000 21,045 24,000 Garden Guild/Docent Activities Gas and Diesel 175, , , , ,650 Gun Rental 6, , ,000 Handicap Program 13,500 13,350 13,500 13,350 13,450 Instructor Fees 72,000 24,536 72,000 20,528 40,500 License Fees 21,850 11,052 11,850 2,865 11,850 Linen Service 11,500 13,494 14,500 14,776 16,000 Membership Events 1, , ,000 Production Costs 68,000 78, , , ,000 Programs and Promotions 108, ,610 99,100 79, ,000 Public Information 233, , , , ,000 Seeds and Plants 4, ,500 4,950 5,000 Shooting Tournament 7,500 19,761 12,800 11,877 20,000 Strategic Plan Initiatives 50,000 4,483 40, ,000 Targets 165, , , , ,000 Training for Field Staff 71,500 54,213 71,500 50,866 71,500 Uniforms 29,850 18,472 30,950 11,100 30,950 TOTAL OPERATING COSTS 1,588,726 1,559,035 1,801,865 1,463,189 2,144,393 Equipment/Vehicle Maintenance 180, , , , ,476 Facility Op. & Maintenance 1,044,663 1,069,559 1,090, ,043 1,087,553 Garden Maintenance 51,000 51,783 51,000 37,284 54,000 Golf Course Maintenance 342, , , , ,950 Major Contract Maintenance 125,000 78, , , ,000 Rental House Maintenance 4,000 3,330 3,500 2,679 4,000 TOTAL MAINTENANCE COSTS 1,747,769 1,714,862 1,794,929 1,537,645 1,795,979 Insurance - Liquor Liability 16,233 8,682 17,863 4,555 18,493 Insurance - Property & Liability 1,267 1, Insurance - Workers Comp 116, , , , ,767 Insurance - Vehicle 14,924 16,415 16,848 16,800 17,159 TOTAL, INSURANCE 149, , , , ,419 C-6

59 ENTERPRISE FUND EXPENSES BY CATEGORY ACCOUNT REVISED REVISED ADOPTED DESCRIPTION FY2012 FY2012 FY MONTHS FY2014 Retail - Alcoholic Beverages 67, , ,300 90, ,580 Retail - Ammunition 117, , , , ,000 Retail - Food 621, , , , ,580 Retail - Blue Heron 225, , , , ,100 Retail - Pro Shop 132, , ,500 67, ,000 Retail - Swim Merchandise 14,670 9,668 18,350 10,377 19,900 Vending Machines 12,650 2,393 9,725 3,773 8,925 TOTAL RETAIL OPERATIONS 1,191,855 1,361,716 1,272,168 1,053,315 1,388,085 Telephone 103,719 99, ,511 67,931 86,638 Electricity 475, , , , ,878 Natural Gas 25,500 15,011 20,500 14,709 19,500 Water/Sewer 121, , ,365 94, ,800 Propane Gas 57,800 43,088 61,300 51,564 59,800 Heating Oil 4,000 1,647 5,500 6,933 12,000 Internet/Cable 14,850 23,729 38,147 36,395 52,050 TOTAL UTILITIES 803, , , , ,666 Trans. - Gen. Fund for Central Maint. 472,999 TOTAL OPERATING EXPENSES $14,749,229 $14,930,007 $15,552,824 $12,598,756 $17,216,686 OPERATING INCOME (LOSS) $669,928 $1,233,550 $684,466 $86,905 $66,797 Transfer to Designated Set Aside 24,775 24, ,797 Transfer to Capital Fund 0 438, Transfer to General Fund 597, , , Transfer to Retirement Plan 0 109, Transfer to Temple Hall Operating Fund 50,000 50,000 50, ,000 TOTAL TRANF TO OTHER FUNDS 671,928 1,208, , ,797 Donation Adjustment 739 TOTAL EXPENSES AND OTHER USES $15,421,157 $16,139,182 $16,237,290 $12,598,756 $17,283,483 ENDING BALANCE $258,024 $285,321 $285,946 $372,851 $285,321 C-7

60 ALDIE MILL HISTORIC PARK/MT. DEFIANCE HISTORIC PARK PROGRAM OVERVIEW Historic Aldie Mill, which was acquired by NVRPA in the summer of 2006, stands as one of the best preserved historic mills in Virginia. It plays host to special events and is available for meetings and social functions. This working mill showcases demonstration grindings to visitors and school groups, providing them with a glimpse of the region s rich agricultural past. Mt. Defiance was acquired by NVRPA in 2012, and is part of the larger area that comprised the Battle of Middleburg in June 1863, part of the Cavalry Battles of Aldie, Middleburg and Upperville in the prelude to Gettysburg. The property includes late 18th and early 19th century buildings including a tavern and blacksmith's shop. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 6,605 $ 3,500 $ 5, % Retail Operations Other Revenue 7,150 12,600 18, % TOTAL REVENUE $ 14,532 $ 16,100 $ 24, % EXPENSES BY CATEGORY Personnel Services $ 61,849 $ 63,743 $ 92, % Operating Costs $ 2,925 $ 1,000 $ 2, % Maintenance Costs 11,119 10,500 11, % Insurance Retail Operations 1, Utilities 5,981 7,800 6, % TOTAL EXPENSES $ 83,474 $ 83,043 $ 112, % Net Income $ (68,942) $ (66,943) $ (88,154) -31.7% BUDGET HIGHLIGHTS Major variances in budget: The newly acquired Mt. Defiance Historic Park has been added to the Aldie Mill Cost Center. The personnel services budget reflects the change made during of the Park Manager position being converted from part-time to full time. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-8

61 ALDIE MILL HISTORIC PARK/MT. DEFIANCE HISTORIC PARK ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4600 Programmed Events $0 $5,284 $1,000 $2,429 $3, Mill Rental 2,500 1,185 2, , Entrance Fees/Group Admissions TOTAL USER FEES 2,500 6,605 3,500 3,267 5, Retail Operations TOTAL RETAIL OPERATIONS Misc. Revenue 2, House Rental 12,600 7,150 12,600 17,761 18,600 TOTAL OTHER REVENUE 14,600 7,150 12,600 17,761 18,600 TOTAL REVENUES $17,100 $14,532 $16,100 $21,237 $24,350 EXPENSES 5010 Full-Time Salaries $0 $0 $0 $0 $56, Part-Time Salaries 57,663 57,232 58,777 41,027 14, FICA 4,411 4,378 4,496 3,907 5, Life Insurance Retirement , Unemployment Tax TOTAL PERSONNEL SERVICES 62,535 61,849 63,743 45,083 92, Gas and Diesel Programs & Promotions 1,000 2,925 1,000 4,733 1,500 TOTAL OPERATING COSTS 1,000 2,925 1,000 4,909 2, ,5180 Facility Op. & Maintenance 10,000 10,492 10,000 6,552 10, Rental House Maintenance ,000 TOTAL MAINTENANCE COSTS 10,500 11,119 10,500 7,180 11, Insurance - Vehicle TOTAL INSURANCE Retail Operations 0 1, TOTAL RETAIL OPERATIONS 0 1, Telephone 4,500 3,124 4,500 2,309 3, Electricity 2,500 2,214 2,500 2,200 2, Water/Sewer TOTAL UTILITIES 7,800 5,981 7,800 5,170 6,800 TOTAL EXPENSES $81,835 $83,475 $83,043 $62,739 $112,504 OPERATING INCOME (LOSS) ($64,735) ($68,943) ($66,943) ($41,502) ($88,154) C-9

62 ALDIE MILL HISTORIC PARK/MT. DEFIANCE HISTORIC PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Aldie Mill Historic Park: Goal One: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Conduct a minimum of (4) SOL based programs. Create and implement a minimum of (1) new program that meets scout badge requirements. Establish and maintain a minimum of (5) community partnerships. Create a defined plan that focuses on expanding the mill rental business. Continue to build, implement and evaluate a successful volunteer program. Reactivate the Friends Group Program. Determine the steps and timeline needed to construct a Mill to Dam trail. Goal Two: experience. Continue to preserve the historic structures, parkland, and facilities to provide a quality visitor Objectives: Develop guidelines and SOP s for an overall facility maintenance program. Develop a preservation plan for consistent and continued site improvements and maintenance of historic elements. Mt. Defiance Historic Park: Goal One: Develop a passive use historic park with a focus on protecting the land and educating visitors on its cultural and historic significance. Objectives: Develop a plan for park development and continued site improvements. Develop and implement a complete interpretive plan for the historic resources. Host a minimum of (3) special events or programs. Establish and maintain a minimum of (2) community partnerships. Work with Marketing Department to create promotional and informational pieces for the park. Develop guidelines and SOP s for an overall park maintenance program. C-10

63 ALDIE MILL HISTORIC PARK/MT. DEFIANCE HISTORIC PARK STATUS OF & 2013 OBJECTIVES Implement lesson plans on a standard template for field trips and tie them to the Virginia Standards of Learning (SOL). Total number of lesson plans integrated on template Reactivate a Friends Group program. Date Friends Group reactivated Date Friends Group meeting held Number of Aldie Mill Friends members N/A N/A N/A N/A N/A N/A 1/13 1/13 15 Develop and implement a complete interpretive plan. Percent of interpretive plan complete On-going revision/update 100% N/A 75% N/A N/A 3/13 Establish/maintain community partnerships. Number of community partnerships Number of community outreach programs Re-establish the volunteer program. Date volunteer program re-established N/A N/A N/A Host or establish historical/educational programs. Number of programs hosted/established Host a revenue-generating program or event. Revenue projection Number of events $1,000 1 $702 1 $1,000 1 Work to establish a mill rental program. Number of mill rentals MEASURABLE RESULTS FY 2011 FY 2014 Annual attendance for weekend tours 1,682 2,000 2,553 2,200 2,400 Annual attendance at public programs Special event attendance Number of facility rentals School tour attendance ,477 1,000 1,200 Volunteer hours received C-11

64 ALGONKIAN REGIONAL PARK PROGRAM OVERVIEW Algonkian Regional Park is located in the Sterling/Potomac Falls area of Loudoun County. This 838-acre park, located along the banks of the Potomac River, protects this environmentally sensitive riverfront shoreline. Active and passive recreation, along with many other amenities, highlight this multi-function park. These include hiking and multi-use trails, boat launch access to the Upper Potomac River, athletic fields, boat and RV storage, a new deluxe miniature golf course, picnic shelters, and the Gabrielson Trail, which links over 1,500 acres of NVRPA property. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 273,768 $ 312,000 $ 320, % Retail Operations % Other Revenue TOTAL REVENUE $ 273,853 $ 312,500 $ 320, % EXPENSES BY CATEGORY Personnel Services $ 480,770 $ 508,046 $ 525, % Operating Costs 73,143 78,000 78, % Maintenance Costs 25,529 36,000 36, % Insurance 1,894 1,944 1, % Retail Operations % Utilities 6,839 7,430 7, % TOTAL EXPENSES $ 588,175 $ 631,670 $ 649, % Net Income $ (314,322) $ (319,170) $ (328,770) -3.0% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-12

65 ALGONKIAN REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4460 Launch & Parking Fees $12,000 $13,792 $12,000 8,478 $12, ,4602 Programmed Events 72,000 78,023 90,000 60,130 90, Shelter Reservations 75,000 71,365 75,000 48,861 75, Athletic Field Use Fees 4,000 3,610 4,000 4,140 5, Boat/RV Storage 110,000 95, , , , Miniature Golf 21,000 11,770 21,000 8,470 18,000 TOTAL USER FEES 294, , , , , Retail - Food TOTAL RETAIL OPERATIONS Rental Device Commission TOTAL OTHER REVENUE TOTAL REVENUES $294,500 $273,853 $312,500 $270,916 $320,750 EXPENSES 5010 Full-Time Salaries $306,871 $282,496 $302,223 $234,556 $292, Part-Time Salaries 56,548 71,886 60,726 59,710 65, FICA 27,869 26,463 27,832 20,992 27, Hospitalization 31,633 29,866 34,679 35,860 54, Life Insurance 2,191 2,406 2,158 1,680 2, Retirement 73,956 66,319 79,606 59,912 83, Unemployment Tax 788 1, , TOTAL PERSONNEL SERVICES 499, , , , , Gas and Diesel 6,800 7,020 6,800 6,205 6, Programs and Promotions 60,000 65,523 70,000 59,770 70, Uniforms 1, , ,200 TOTAL OPERATING COSTS 68,000 73,143 78,000 66,261 78, Equipment/Vehicle Maintenance 7,000 5,586 7,000 4,970 7, Facility Op. & Maintenance 29,000 19,942 29,000 23,604 29,000 TOTAL MAINTENANCE COSTS 36,000 25,529 36,000 28,573 36, Insurance - Vehicle 1,722 1,894 1,944 1,556 1,944 TOTAL INSURANCE 1,722 1,894 1,944 1,556 1, Retail - Food TOTAL RETAIL OPERATIONS Telephone 1, Electricity 5,230 4,433 5,230 2,061 5, Water/Sewer Propane Internet/Cable TOTAL UTILITIES 8,425 6,839 7,430 3,484 7,430 TOTAL EXPENSES $614,253 $588,176 $631,670 $513,606 $649,520 OPERATING INCOME (LOSS) ($319,753) ($314,323) ($319,170) ($242,690) ($328,770) C-13

66 ALGONKIAN REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Develop and implement a riparian planting plan along the river. Develop a plan to expand the current trail network. Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop guidelines and SOP s for an overall park and facility maintenance program. Establish and maintain a minimum of (3) community partnerships. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Expand the kayak tour program to a minimum of (8) tours. Host a minimum of (4) special events or programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Create an annual system that reviews marketing materials and public information. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. C-14

67 ALGONKIAN REGIONAL PARK STATUS OF & 2013 OBJECTIVES Develop a business plan for river tours. Date river tour business plan developed Date river tour program established Refine river tour marketing plan N/A 4/12 2/12 N/A 4/12 2/12 N/A N/A 2/13 Coordinate programs with adult and youth volunteer groups. Number of adult and youth volunteer group hours Increase miniature golf attendance through special events, enhanced marketing and increased hours and operational times. Date marketing plan refined for miniature golf 1/12 1/12 1/13 Maintain boat storage at 95% of capacity. Percent capacity maintained Achieve 95% Achieve Host a minimum of 3 special events. Number of special events Develop and maintain community partnerships. Number of community partnerships maintained MEASURABLE RESULTS FY 2011 FY 2014 Number of boat launches 2,183 2,400 2,758 2,400 2,600 Boat/RV storage usage Number of miniature golf rounds 3,125 3,500 3,275 3,500 3,100 Number of picnic shelter rentals C-15

68 ALGONKIAN GOLF COURSE PROGRAM OVERVIEW Algonkian Golf Course is an 18-hole, par 72 course in Algonkian Regional Park. Built in the early 1960 s, this traditional layout measures over 7,000 yards from the back tees. It provides the golfer with a variety of open and tight tree lined fairways featuring mature hardwoods and meandering creeks. Working towards the Park Authority goal of conservation, Algonkian recently achieved certification through Audubon International as an Audubon Cooperative Sanctuary. Amenities include a driving range, pro shop, grill, putting and chipping greens and rentals of golf carts and golf clubs. Algonkian Golf Course also serves as the home course for the Park View High School Golf Team. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 934,319 $ 997,100 $ 982, % Retail Operations 149, , , % Other Revenue 2,404 40,000 - TOTAL REVENUE $ 1,086,606 $ 1,213,100 $ 1,147, % EXPENSES BY CATEGORY Personnel Services $ 671,087 $ 709,473 $ 674, % Operating Costs 75,614 $ 124,035 $ 89, % Maintenance Costs 156, , , % Insurance 1, % Retail Operations 71,470 84,800 77, % Utilities 42,359 47,700 44, % TOTAL EXPENSES $ 1,018,481 $ 1,128,796 $ 1,047, % Net Income $ 68,125 $ 84,304 $ 99, % BUDGET HIGHLIGHTS Major variances in budget: Reduction in personnel expense, due to a full-time position being replaced by a part-time position. Other revenue and operating expenses are both reduced due to the removal of contractual lessons. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-16

69 ALGONKIAN GOLF COURSE ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4210 Driving Range $80,000 $69,813 $68,000 $45,272 $68, Cart Rental 195, , , , , Golf Club Rental 3,600 2,170 3,600 1,381 3, Green Fees 720, , , , , Golf Handicap Program 5,500 5,933 5,500 4,421 5, Pull Cart Rental 5,000 3,401 5,000 2,333 5,000 TOTAL USER FEES 1,009, , , , , Lessons 40,000 2,404 40,000 3,241 0 TOTAL OTHER REVENUE 40,000 2,404 40,000 3, Retail - Alcoholic Beverages 40,000 36,866 36,000 30,234 40, , Retail - Food 90,000 69,746 80,000 50,861 75, Retail - Pro Shop 60,000 43,272 60,000 29,243 50,000 TOTAL RETAIL OPERATIONS 190, , , , ,000 TOTAL REVENUES $1,239,100 $1,086,607 $1,213,100 $781,146 $1,147,100 EXPENSES 5010 Full-Time Salaries $385,607 $384,590 $401, ,432 $359, Part-Time Salaries 100, , ,406 79, , FICA 37,192 35,581 38,464 28,139 36, Hospitalization 56,260 53,908 58,735 48,930 51, Life Insurance 2,754 2,326 2,864 2,221 2, Retirement 92,931 92, ,649 79, , Unemployment Tax 1,248 1,831 1,259 1,418 1,402 TOTAL PERSONNEL SERVICES 676, , , , , Golf Cart Rental 53,006 44,649 59,512 50,179 60, Beverage Cart Rental 2,423 1,593 2, Gas and Diesel 20,000 22,586 20,000 19,328 22, Golf Handicap Program 4,500 4,450 4,500 4,450 4, Instructor Fees 36,000 1,005 36,000 1, Uniforms 1,600 1,331 1,600 1,038 1,400 TOTAL OPERATING COSTS 117,529 75, ,035 77,624 89, Equipment/Vehicle Maintenance 20,758 20,426 20,758 11,557 20, Facility Op. & Maintenance 32,995 29,833 32,995 30,985 32, Golf Course Maintenance 108, , ,300 79, ,300 TOTAL MAINTENANCE COSTS 162, , , , , Insurance - Liquor Liability Insurance - Vehicle TOTAL INSURANCE 698 1, , Retail - Alcoholic Beverages 11,500 12,735 10,800 7,859 12, Retail - Food 36,000 29,401 32,000 21,841 30, Retail - Pro Shop 42,000 29,333 42,000 13,104 35,000 TOTAL RETAIL OPERATIONS 89,500 71,470 84,800 42,805 77, Telephone 3,840 3,204 3,500 2,537 3, Electricity 31,000 28,451 31,000 24,943 31, Water/Sewer 1,500 4,464 2, , Propane Gas 9,000 4,193 9,000 4,577 6, Internet/Cable 675 2,047 2,200 1,888 2,200 TOTAL UTILITIES 46,015 42,359 47,700 34,599 44,700 TOTAL EXPENSES $1,091,813 $1,018,480 $1,128,796 $835,466 $1,047,780 OPERATING INCOME (LOSS) $147,287 $68,127 $84,304 ($54,319) $99,320 C-17

70 ALGONKIAN GOLF COURSE STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective membership program. Objectives: Conduct a minimum of (3) membership events. Develop a system that implements consistent membership retention strategies. Conduct a complete review of the membership program and benefits to identify areas that may be improved. Goal Two: Develop and refine strategies to attract the daily play with a focus on the latent golfer. Objectives: Form a quarterly review system of industry trends, pricing and standards with a focus on local competition. Implement and effectively market demand pricing model. Develop a business plan to reach perspective league and tournament clients. Develop an effective customer outreach strategy using technology resources. Create dedicated plans for retaining core golfers, attracting more occasional and beginning golfers. Continue and increase cross-agency promotion and marketing efforts with other NVRPA golf courses. Goal Three: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Create a year round comprehensive programming calendar and schedule of events and activities. Create a minimum of (3) new programming opportunities for: Juniors and adults. Schedule on-site golf teaching professionals to provide a minimum of (3) clinics and classes to the general public. Develop a minimum of (2) outreach programs with partner organizations such as the PGA, LPGA or VSGA. Utilize at least (1) nationally recognized golf introduction program to increase participation. Establish goals, objectives and expectations for contracted golf instructors. Goal Four: Continue to improve all golf facilities and provide exceptional customer service. Objectives: Develop a master plan for consistent and targeted golf course and pro shop improvements. Cultivate a superior customer experience with the delivery of at least (8) quality in-house or outside training opportunities that focus on customer service for key staff. Maintain a clean facility. Create an in-house audit program to evaluate the performance of seasonal and volunteer staff. Goal Five: Enhance the overall customer experience by providing superior food, beverage and retail services. Objectives: Create purchasing and appropriate inventory guidelines for golf pro shop. Develop an F&B plan that focuses on quality menu options while maximizing profitable. Provide a minimum of (2) training opportunities that focus on safe food handling and proper serving protocols. C-18

71 STATUS OF & 2013 OBJECTIVES ALGONKIAN GOLF COURSE FULL YR Maintain effective golf membership program. Number of annual golf memberships Conduct at least 6 special programs a year (to include golf clinics, demo days, and special golf events). Number of special programs conducted Refine the marketing plan for building tournaments. Date tournament marketing plan refined 2/12 1/12 2/13 Increase sales of Round Cards and Heron Club Cards. Number of Round Cards sold Number of Heron Club Cards sold Maintain Audubon International Certification. Maintain Audubon International Certification Achieve Achieved Achieve MEASURABLE RESULTS FY 2011 FY hole golf rounds (paid) 17,946 18,000 17,481 19,000 18, hole golf rounds (members) 9,645 10,000 10,437 10,000 10,000 Power cart rentals-18 hole equivalent 10,453 10,400 10,710 10,400 11,000 Number of driving range buckets sold 4,935 6,000 5,098 5,500 5,500 Number of annual golf memberships sold Number of Round Cards sold Number of Heron Club Cards sold Per customer average on pro shop merchandise $1.84 $2.09 $1.53 $2.01 $1.77 Per customer average on food & beverage $3.76 $4.52 $3.77 $3.88 $4.07 Revenue per round of golf played $40.26 $43.13 $38.42 $40.54 $40.60 Expense per round of golf played $36.98 $38.00 $36.02 $36.39 $36.79 Volunteer hours received 4,873 4,800 4,827 4,800 4,800 C-19

72 VOLCANO ISLAND WATERPARK AT ALGONKIAN PROGRAM OVERVIEW This Polynesian themed waterpark provides visitors with views of palm trees, tropical birds, colorful murals, thatch covered buildings and an erupting volcano. These theming elements add to the popular mix of other attractions including a gigantic dumping bucket play feature with beach entry pool, the Jungle Plunge body slides, a host of smaller slides, spray ground, and a sand play area. This combination of features makes Volcano Island a destination for Northern Virginia swimmers. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 389,704 $ 327,200 $ 350, % Retail Operations 100,226 82,000 87, % Other Revenue TOTAL REVENUE $ 490,210 $ 409,200 $ 437, % EXPENSES BY CATEGORY Personnel Services $ 146,085 $ 150,223 $ 165, % Maintenance Costs 58,258 52,700 52, % Retail Operations 41,732 33,200 35, % Utilities 23,169 22,800 22, % TOTAL EXPENSES $ 269,244 $ 258,923 $ 275, % Net Income $ 220,966 $ 150,277 $ 161, % BUDGET HIGHLIGHTS Major variances in budget: Admissions income is budgeted $20,000 higher than the Budget based on actual trends. Part time salaries increase due to additional lifeguard and concession staffing hours STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-20

73 VOLCANO ISLAND WATERPARK AT ALGONKIAN ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4550 Admissions $220,000 $262,688 $220,000 $129,322 $240, Group Admissions 60,000 99,809 77,000 76,144 85, Locker Rental , 4580 Bounce Passes 24,850 23,782 24,850 13,191 24, Shelter Reservations 5,000 3,142 5, ,500 TOTAL USER FEES 310, , , , , Retail Operations 65,000 94,739 78,000 51,975 83, Swim Merchandise 3,000 5,488 4,000 2,501 4,000 TOTAL RETAIL OPERATIONS 68, ,226 82,000 54,476 87, Lessons 1, Lifeguard Training Fee TOTAL OTHER REVENUE 1, TOTAL REVENUES $379,700 $490,210 $409,200 $274,307 $437,850 EXPENSES 5020 Part-Time Salaries $117,040 $134,359 $138,518 95,046 $152, FICA 8,954 10,251 10,597 5,410 11, Unemployment Tax 936 1,474 1,108 1,090 1,219 TOTAL PERSONNEL SERVICES 126, , , , , Equipment/Vehicle Maintenance Facility Op. & Maintenance 52,000 58,258 52,700 40,444 52,700 TOTAL MAINTENANCE COSTS 52,700 58,258 52,700 40,444 52, Retail Operations 26,000 39,452 31,200 26,181 33, Swim Merchandise 1,500 2,280 2, ,000 TOTAL RETAIL OPERATIONS 27,500 41,732 33,200 26,889 35, Telephone 1,950 1,107 1, , Electricity 19,000 19,641 19,000 10,737 19, Water/Sewer 1,500 1,517 1,500 1,232 1, Internet/Cable TOTAL UTILITIES 23,350 23,169 22,800 13,548 22,800 TOTAL EXPENSES $230,480 $269,245 $258,923 $182,427 $275,908 OPERATING INCOME (LOSS) $149,220 $220,965 $150,277 $91,880 $161,942 C-21

74 VOLCANO ISLAND WATERPARK AT ALGONKIAN STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective Bounce Pass membership program. Objectives: Develop a marketing plan to increase pass sales both in season and out of season. Create a system that streamlines the purchasing process. Develop a system that implements consistent membership retention and referral strategies. Incorporate a minimum of (4) membership incentives per season. Conduct an annual review of the membership program and benefits to identify areas that may be improved. Goal Two: Remain a leader in the field of aquatic safety. Objectives: Maintain a NASCO Gold Standard certification. Continue to improve group procedures, including expanding group safety briefings. Develop a system that implements effective recruitment and retention strategies for qualified staff. Implement standardized scheduling practices. Goal Three: Optimize programming and facility usage to increase revenues. Objectives: Establish marketing and operations plan to continue to increase the sales of parties and additional services. Implement a plan to maximize weekday group participation. Refined marketing plan to include special promotional and sales opportunities. Continue and increase cross promotion of park activities. Continue to offer and expand a successful swim lesson program. Goal Four: Enhance the customer experience by providing superior food, beverage and retail services. Objectives: Develop a retail and food sales operations plan to include sales goals, purchasing and pricing guidelines, product placement, and marketing. Ensure staff maintains Food, Beverage and Alcohol Compliance through a measurable training and certification system. Create options that can be purchase by groups and parties participants. Implement an effective inventory management system to reduce waste. Goal Five: Enhance the overall quality of the customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for the front line employee. Develop a plan to continue and expand facility theming. Create a mechanism to receive consistent customer feedback. Develop guidelines and SOP s for an overall facility maintenance program. Conduct a complete review of the staff incentive program to identify areas that may be improved. C-22

75 VOLCANO ISLAND WATERPARK AT ALGONKIAN STATUS OF & 2013 OBJECTIVES Refine a marketing plan to help reach group capacity and maximize swim lessons. Refine and continue marketing efforts 2/12 2/12 2/13 Increase number of admissions. Percent increase in general admissions Percent increase in groups 2.5% 2.5% 3.5% 26.3% 2.5% 2.5% Increase Bounce Pass sales by at least 5%. Percent increase in Bounce Pass sales 5% 5% 5% Refine the birthday party program. Number of birthday parties Achieve National Aquatic Safety Company (NASCO) Index score average World Class Rating. Achieve NASCO World Class Rating for agency-wide composite score Achieve Achieved Achieve MEASURABLE RESULTS FY 2011 FY 2014 Number of general admissions 28,747 29,465 29,711 30,201 32,000 Number of youth group participants 13,352 13,686 16,875 14,027 15,500 Number of Bounce Passes sold Average amount customers spent on food, $1.84 $1.56 $2.14 $1.84 $1.83 beverages & retail Number of birthday party participants Number of birthday parties N/A N/A C-23

76 THE WOODLANDS AT ALGONKIAN PARK PROGRAM OVERVIEW The Woodlands at Algonkian Park, always a favorite meeting spot for local businesses and civic groups, offers a large banquet room, an additional meeting room and a private bridal room in a picturesque setting. Nestled between Algonkian s 18-hole golf course and the Potomac River, the center can accommodate large functions such as weddings and other special events, as well as smaller functions. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 82,537 $ 135,000 $ 150, % Retail Operations - 10,000 25, % Other Revenue 111, , , % TOTAL REVENUE $ 193,937 $ 263,500 $ 310, % EXPENSES BY CATEGORY Personnel Services $ 58,924 $ 58,955 $ 65, % Operating Costs 55,504 53,200 57, % Maintenance Costs 17,275 19,350 19, % Insurance - 5,000 5, % Retail Operations - 4,000 10, % Utilities 14,233 17,965 17, % TOTAL EXPENSES $ 145,936 $ 158,470 $ 174, % Net Income $ 48,001 $ 105,030 $ 135, % BUDGET HIGHLIGHTS Major variances in budget: Conference Center rental and catering revenue are increased due to anticipated expanded and enhanced event usage. Part time salaries increase due to additional part time hours for maintenance. Retail expenses increase at the same rate as the increase to retail revenue. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-24

77 THE WOODLANDS AT ALGONKIAN PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4130 Conference Center Rental $110,000 $82,537 $135,000 $84,977 $150,000 TOTAL USER FEES 110,000 82, ,000 84, , Catering 65,000 92, ,000 77, , Equipment Rental 0 3,562 7,000 5,334 7, Contract Employment 0 0 1, , Contract Services Service Charge 0 15,632 10,000 14,186 16,500 TOTAL OTHER REVENUE 65, , ,500 97, , Retail - Alcohol ,000 17,840 25,000 TOTAL RETAIL OPERATIONS ,000 17,840 25,000 TOTAL REVENUES $175,000 $193,937 $263,500 $200,227 $310,000 EXPENSES 5010 Full-Time Salaries $22,935 $22,456 $19,462 $15,432 $19, Part-Time Salaries 30,163 27,147 30,163 20,027 35, FICA 4,062 3,795 3,796 2,610 4, Life Insurance Retirement 5,527 5,075 5,126 3,943 5, Unemployment Tax TOTAL PERSONNEL SERVICES 63,147 58,924 58,955 42,408 65, Catering 26,000 32,761 40,000 41,252 44, Equipment Rental 16,387 7,000 10,328 7, Contract Employment 1,682 1,500 4,321 1, Linen Service 4,000 4,674 4,500 4,149 4, Uniforms TOTAL OPERATING COSTS 30,200 55,504 53,200 60,051 57, Equipment/Vehicle Maintenance Facility Op. & Maintenance 18,950 17,275 19,350 24,063 19,350 TOTAL MAINTENANCE COSTS 19,350 17,275 19,350 24,063 19, Liquor liability 5, , ,000 TOTAL INSURANCE 5, , , Retail - Alcohol 0 0 4,000 3,961 10,000 TOTAL RETAIL OPERATIONS 0 0 4,000 3,961 10, Telephone 1,920 2,505 2,500 2,061 2, Electricity 9,500 9,541 9,500 8,335 9, Water/Sewer Propane 3, , , Internet/Cable 1,600 1,597 1,600 1,299 1,600 TOTAL UTILITIES 16,385 14,233 17,965 11,818 17,600 TOTAL EXPENSES $134,082 $145,936 $158,470 $142,301 $174,387 OPERATING INCOME (LOSS) $40,918 $48,001 $105,030 $57,927 $135,613 C-25

78 THE WOODLANDS AT ALGONKIAN PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Enhance and expand The Woodlands into a premier event venue. Objectives: Develop a plan for consistent and continued site improvements. Update and refine bundle packages utilizing the Algonkian cottages. Create a defined plan that focuses on attracting nontraditional rental business. Develop a defined plan to increase off-peak corporate and social event rentals. Work with Great Blue Heron to produce written guidelines that create a seamless customer experience between venue and catering services staff. Work with Great Blue Heron to create drop-off menu packages for corporate events. Work with Great Blue Heron to reevaluate current catering packages for corporate groups. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities with a focus on customer service and rental facility sales for key staff. Form a quarterly review system of event industry trends and standards with a focus on local competition and social media. Develop guidelines and SOP s for an overall facility maintenance program. Develop cross promotional options for ceremonies at other NVRPA locations Continue and increase cross-agency promotion and marketing efforts across all NVRPA rental facility businesses. Goal Two: Develop an effective rebranding strategy for the Woodlands. Objectives: Develop a minimum of (3) new partnerships with outside organization in an effort to create greater brand awareness. Work with marketing department to develop a minimum of (2) new print publication pieces with placement options. Take part in a minimum of (3) outreach events. Host a minimum of (2) open house events. Review all current materials for consistency of the new brand C-26

79 STATUS OF & 2013 OBJECTIVES THE WOODLANDS AT ALGONKIAN PARK FULL YR Increase social rentals. Percent increase in social rentals 20% (12.5%) 20% Refine and update the marketing strategy to promote the facility. Number of open houses held Date marketing strategy updated 1/12 2/12 1/13 Create a plan and timetable for full-service catering. Date full-service catering plan implemented N/A N/A N/A Promote new business clients and wedding events Number of new business clients Number of wedding events MEASURABLE RESULTS FY 2011 FULL YR FY 2014 Number of Loudoun Room rentals Number of Fairfax Room rentals Number of social rentals (events) Number of business rentals (meetings) C-27

80 ALGONKIAN COTTAGES PROGRAM OVERVIEW The Algonkian Cottages, located in a secluded area of Algonkian Park, offer vacation sites with views of the Potomac River. The twelve 2,3,4, and 5-bedroom riverfront cottages can accommodate up to 10 guests, and are fully furnished. Amenities include fireplaces with gas fire logs, Cable TV, phones, internet access, linens, central air and heat, full bathrooms, grills and fully equipped kitchens. Laundry facilities are nearby. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 288,277 $ 310,900 $ 320, % TOTAL REVENUE $ 288,277 $ 310,900 $ 320, % EXPENSES BY CATEGORY Personnel Services $ 95,543 $ 112,962 $ 116, % Operating Costs 8,820 10,000 10, % Maintenance Costs 26,671 25,500 28, % Utilities 45,723 49,500 49, % TOTAL EXPENSES $ 176,757 $ 197,962 $ 204, % Net Income $ 111,520 $ 112,938 $ 116, % BUDGET HIGHLIGHTS Major variances in budget: The budget includes a $10,000 increase in Cottage Rental revenue. Facility Operations and Maintenance expense is increased by $3,000. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full -Time Part -Time, Year Round Part -Time, Seasonal C-28

81 ALGONKIAN COTTAGES ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4150,4151 Cottage Rental $300,000 $287,845 $310,000 $229,721 $320, Laundry TOTAL USER FEES 300, , , , ,900 TOTAL REVENUES $300,900 $288,277 $310,900 $230,369 $320,900 EXPENSES 5010 Full-Time Salaries $22,935 $19,347 $19,462 $15,432 $19, Part-Time Salaries 69,790 56,519 71,087 55,456 71, FICA 7,093 5,316 6,927 4,799 6, Hospitalization 13,080 9,070 9,624 9,422 12, Life Insurance Retirement 5,527 4,652 5,126 3,943 5, Unemployment Tax TOTAL PERSONNEL SERVICES 119,146 95, ,962 89, , Linen Service 7,500 8,820 10,000 10,627 10,000 TOTAL OPERATING COSTS 7,500 8,820 10,000 10,627 10, Equipment/Vehicle Maintenance Facility Op. & Maintenance 25,000 26,614 25,000 20,783 28,000 TOTAL MAINTENANCE COSTS 25,500 26,671 25,500 20,989 28, Telephone 13,500 11,024 13,500 8,962 11, Electricity 18,225 14,792 17,000 16,062 17, Water/Sewer 2,000 1,975 2,000 1,354 2, Propane 5,000 4,917 5,000 4,999 5, Internet/Cable 11,000 13,015 12,000 11,176 14,000 TOTAL UTILITIES 49,725 45,723 49,500 42,553 49,500 TOTAL EXPENSES $201,871 $176,757 $197,962 $163,701 $204,721 OPERATING INCOME (LOSS) $99,029 $111,520 $112,938 $66,668 $116,179 C-29

82 ALGONKIAN COTTAGES STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Provide a premier riverfront cottage destination and customer experience. Objectives: Form a plan to create overall brand awareness. Develop a defined plan to increase off-peak usage. Develop guidelines and SOP s for an overall facility maintenance program. Create a mechanism to receive consistent customer feedback. Develop a plan for consistent and continued facility improvements. Design standard guest services templates. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities with a focus on customer service for key staff. C-30

83 ALGONKIAN COTTAGES STATUS OF & 2013 OBJECTIVES FULL YR Upgrade and refurbish cottages and mechanical systems. Percent of cottages upgraded 100% 92% N/A Refine a marketing plan to promote the cottages to businesses and vacation travelers and cross-promote the conference center. Date refinements made to marketing plan Date off-season marketing plan refined 3/12 10/11 3/12 10/11 3/13 10/12 Increase the occupancy rate. Percent increase in the occupancy rate 4.6%.8% N/A MEASURABLE RESULTS FY 2011 FULL YR FY 2014 Overall cottage rental occupancy rate 39.2% 43.8% 40% 43.8% 45% Weekend occupancy rate 51% 60% 49% 65% 65% C-31

84 BLUE RIDGE REGIONAL PARK PROGRAM OVERVIEW Blue Ridge Regional Park (formerly the Savage Property) opened in the Spring of 2007 for youth group primitive camping. Multiple group sites are available with water and portable toilets provided. This park is used by the Northern Virginia Astronomy Club as a nighttime or celestial special event viewing location. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 4,753 $ 4,500 $ 5, % TOTAL REVENUE $ 4,753 $ 4,500 $ 5, % EXPENSES BY CATEGORY Maintenance Costs 1,275 3,000 3, % Utilities % TOTAL EXPENSES $ 1,466 $ 3,300 $ 3, % Net Income $ 3,287 $ 1,200 $ 1, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full Time Part Time, Year Round Part Time, Seasonal C-32

85 BLUE RIDGE REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4100 Camping Fees $4,250 $4,753 $4,500 $4,866 $5,000 TOTAL USER FEES 4,250 4,753 4,500 4,866 5,000 TOTAL REVENUES $4,250 $4,753 $4,500 $4,866 $5,000 EXPENSES 5190 Facility Op. & Maintenance $3,000 $1,275 $3,000 $1,658 $3,000 TOTAL MAINTENANCE COSTS 3,000 1,275 3,000 1,658 3, Telephone Electricity TOTAL UTILITIES TOTAL EXPENSES $3,300 $1,466 $3,300 $1,829 $3,200 OPERATING INCOME (LOSS) $950 $3,287 $1,200 $3,037 $1,800 C-33

86 BLUE RIDGE REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Develop a plan for consistent focus on invasive removal. Maintain a minimum of (3) community partnerships. Conduct consistent yearly outreach to attract youth group campers. C-34

87 BLUE RIDGE REGIONAL PARK STATUS OF & 2013 OBJECTIVES Develop interpretive signage. Date interpretive signage implemented, including park map and tree identification. FULL YR 11/11 4/12 N/A Develop at least 2 special events. Number of special events Increase camping groups at the park. Number of camping groups Maintain community partnerships. Number of community partnerships MEASURABLE RESULTS FY 2011 FULL YR FY 2014 Number of camping groups Miles of trail maintained Number of group programs Volunteer hours received C-35

88 BRAMBLETON GOLF COURSE PROGRAM OVERVIEW Brambleton Golf Course is an 18 hole, par-72 golf course in the Ashburn area of Loudoun County. Opened in 1994, Brambleton offers a variety of challenging holes with scenic woods and water. Working towards the Park Authority goal of conservation, Brambleton is an Audubon Cooperative Sanctuary. Brambleton is the home course for the Briar Woods High School Golf Team, providing the team with tournament and practice facilities during the golf season. The golf course is also adjacent to the National Recreation and Park Association s Headquarters. Amenities include a driving range, pro shop, grill, putting and chipping greens and rentals of golf carts and golf clubs. A large event pavilion is available for parties of up to 150 people. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 1,225,707 $ 1,267,500 $ 1,261, % Retail Operations 192, , , % Other Revenue 6,803 5,000 10, % TOTAL REVENUE $ 1,424,641 $ 1,476,500 $ 1,470, % EXPENSES BY CATEGORY Personnel Services $ 801,564 $ 830,434 $ 853, % Operating Costs 89, , , % Maintenance Costs 177, , , % Insurance 1,741 1,707 1, % Retail Operations 95,201 96,200 92, % Utilities 52,115 61,189 61, % TOTAL EXPENSES $ 1,218,162 $ 1,274,006 $ 1,302, % Net Income $ 206,479 $ 202,494 $ 167, %. BUDGET HIGHLIGHTS Major variances in budget: There are no major variances, but there is a slight increase in personnel expense due mostly to retirement and benefit increases. This reduces the overall net income, as there is no additional revenue budgeted that would offset these expenses. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full Time Part Time, Year Round Part Time, Seasonal C-36

89 BRAMBLETON GOLF COURSE ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4210 Driving Range $95,000 $87,602 $84,000 $66,811 $84, Cart Rental 250, , , , , Golf Club Rental 3,500 2,015 3,500 1,492 2, Green Fees 900, , , , , Golf Handicap Program 7,000 6,390 6,000 4,425 6, Pull Cart Rental 4,000 3,209 4,000 1,654 3, Shelter Reservations 12,000 7,174 10,000 7,799 10,000 TOTAL USER FEES 1,271,500 1,225,707 1,267, ,256 1,261, Retail - Alcoholic Beverages 49,000 47,289 49,000 37,352 49, , 4643 Retail - Food 100,000 88,160 90,000 54,996 90, Retail - Pro Shop 72,000 56,682 65,000 37,159 60,000 TOTAL RETAIL OPERATIONS 221, , , , , Lessons 5,000 6,803 5,000 16,971 10,000 TOTAL OTHER REVENUE 5,000 6,803 5,000 16,971 10,000 TOTAL REVENUES $1,497,500 $1,424,641 $1,476,500 $1,007,734 $1,470,000 EXPENSES 5010 Full-Time Salaries $455,190 $445,264 $436,088 $363,786 $445, Part-Time Salaries 123, , , , , FICA 44,400 41,919 45,005 33,805 45, Hospitalization 80,462 76,554 78,623 64,420 78, Life Insurance 3,250 3,163 3,114 2,590 3, Retirement 109, , ,866 92, , Unemployment Tax 1,495 2,234 1,712 1,698 1,712 TOTAL PERSONNEL SERVICES 818, , , , , Golf Cart Rental 54,658 46,842 60,442 51,750 62, Beverage Cart Rental 2,423 1,593 2, Gas and Diesel 27,000 30,111 31,000 25,047 31, Golf Handicap Program 4,500 4,450 4,500 4,450 4, Instructor Fees 0 5, ,191 9, Uniforms 2,000 1,687 2,000 1,250 2,000 TOTAL OPERATING COSTS 90,581 89, ,365 98, , Equipment/Vehicle Maintenance 20,758 19,657 20,758 8,199 20, Facility Op. & Maintenance 46,028 40,207 46,028 29,054 46, Golf Course Maintenance 117, , ,325 98, ,325 TOTAL MAINTENANCE COSTS 184, , , , , Insurance - Liquor Liability Insurance - Vehicle 1,148 1,263 1,296 1,244 1,296 TOTAL INSURANCE 1,559 1,741 1,707 1,671 1, Retail - Alcoholic Beverages 14,700 16,368 14,700 13,010 14, , 5522 Retail - Food 45,000 45,919 36,000 36,336 36, Retail - Pro Shop 50,400 32,914 45,500 25,161 42,000 TOTAL RETAIL OPERATIONS 110,100 95,201 96,200 74,507 92, Telephone 8,189 7,365 8,189 6,008 4, Electricity 30,000 23,438 30,000 25,611 30, Propane Gas 23,000 21,312 23,000 22,412 23, Internet/Cable 2,365 4,100 TOTAL UTLILITIES 61,189 52,115 61,189 56,395 61,189 TOTAL EXPENSES $1,265,875 $1,218,161 $1,274,006 $1,036,842 $1,302,325 OPERATING INCOME (LOSS) $231,625 $206,480 $202,494 ($29,108) $167,675 C-37

90 BRAMBLETON GOLF COURSE STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective membership program. Objectives: Conduct a minimum of (3) membership events. Develop a system that implements consistent membership retention strategies. Conduct a complete review of the membership program and benefits to identify areas for improvement. Goal Two: Develop and refine strategies to attract the daily play with a focus on the latent golfer. Objectives: Form a quarterly review system of industry trends, pricing and standards with a focus on local competition. Implement and effectively market demand pricing model. Develop a business plan to reach perspective league and tournament clients. Develop an effective customer outreach strategy using technology resources. Create dedicated plans for retaining core golfers, attracting more occasional and beginning golfers. Continue and increase cross-agency promotion and marketing efforts with other NVRPA golf courses. Goal Three: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Create a year round comprehensive programming calendar and schedule of events and activities. Create a minimum of (3) new programming opportunities for: Juniors and adults. Schedule on-site golf teaching professionals to provide a minimum of (3) clinics and classes to the public. Develop a minimum of (2) outreach programs with partner organizations such as the PGA, LPGA or VSGA. Utilize at least (1) nationally recognized golf introduction program to increase participation. Establish goals, objectives and expectations for contracted golf instructors. Goal Four: Continue to improve all golf facilities and provide exceptional customer service. Objectives: Develop a master plan for consistent and targeted golf course and pro shop improvements. Cultivate a superior customer experience with the delivery of at least (8) quality in-house or outside training opportunities that focus on customer service for key staff. Create an in-house audit program to evaluate the performance of seasonal and volunteer staff. Goal Five: Enhance the overall customer experience by providing superior food, beverage and retail services. Objectives: Create purchasing and appropriate inventory guidelines for golf pro shop. Develop an F&B plan that focuses on quality menu options while maximizing profitable. Provide a minimum of (2) training opportunities that focus on safe food handling and proper serving protocols. Goal Six: Enhance and expand the event rental business. Objectives: Continue and increase cross-agency promotion and marketing across all NVRPA rental facility businesses. Develop a defined plan that focuses on attracting nontraditional rental business. Develop a defined plan to increase off-peak corporate and social event rentals. Develop cross promotional options for ceremonies at other NVRPA locations. C-38

91 STATUS OF & 2013 OBJECTIVES BRAMBLETON GOLF COURSE Maintain effective golf membership program. Number of annual golf memberships Conduct at least 10 special programs a year. Number of special programs conducted Refine a marketing plan for the pavilion. Date marketing plan refined 4/12 4/12 4/13 Maintain Audubon International Certification. Maintain Audubon International Certification Achieve Achieved Achieve Host 100+ person events at the Pavilion. Number of events held Maintain at least 6 large (60+) tournaments per year. Number of large (60+) tournaments Date marketing plan refined for tournaments 6 3/12 11 N/A 6 3/13 Creation and installation of additional interpretive materials and signage. Date installation complete 12/11 12/11 N/A Refine the marketing and operational plan. Date program refined Date Junior Golf Program developed Date marketing plan developed/refined for Jr. Golf Program Date marketing plan refined for Heron and Round Card programs 3/12 10/11 3/12 3/12 N/A N/A N/A N/A 3/13 N/A 3/13 3/13 MEASURABLE RESULTS FY 2011 FULL YR FY hole golf rounds (paid) 20,366 22,000 27,440 22,000 22, hole golf rounds (members) 12,876 12,800 13,488 12,800 12,800 Power Cart Rentals 11,934 12,000 13,394 12,000 13,500 Number of Driving Range buckets sold 7,184 7,500 7,426 7,500 7,500 Per customer average on pro shop merchandise $1.65 $2.04 $1.38 $1.84 $1.72 Per customer average on food & beverage $3.86 $4.22 $3.54 $3.94 $3.99 Revenue per round of golf played $40.87 $42.41 $34.81 $41.67 $40.94 Expense per round of golf played $36.18 $35.85 $29.76 $35.46 $35.00 Number of social pavilion rentals Number of annual memberships sold Number of driving range memberships sold Number of Round Cards sold Number of Heron Club Cards sold Volunteer hours received 5,814 8,000 9,158 8,000 8,000 C-39

92 BULL RUN REGIONAL PARK PROGRAM OVERVIEW Bull Run Regional Park, in western Fairfax County, opened in 1969 and, at approximately 1,500 acres, is the largest of the twenty-four Regional Parks. It protects portions of the flood plain of Bull Run, which is a main tributary to the Occoquan Water Reservoir. Bull Run s fields accommodate groups for picnics, camping and special events. Forested trails for hiking and equestrian use are also offered. This park features one of the largest areas of bluebells in the region. Facilities include a 150-site family campground, two group camp areas, disc golf, bridle trails, scenic hiking trails, picnic tables, 10 picnic shelters, a corporate picnic pavilion, six soccer fields for tournament play, playground, and Boat/RV storage facilities. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 700,769 $ 744,500 $ 739, % Retail Operations 27,840 27,000 32, % Other Revenue 23,997 24,000 24, % TOTAL REVENUE $ 752,606 $ 795,500 $ 795, % EXPENSES BY CATEGORY Personnel Services $ 631,117 $ 653,109 $ 664, % Operating Costs 32,318 30,250 30, % Maintenance Costs 96,308 99,000 99, % Insurance 1,894 2,268 2, % Retail Operations 14,297 18,000 16, % Utilities 96, , , % TOTAL EXPENSES $ 872,263 $ 913,533 $ 922, % Net Income $ (119,657) $ (118,033) $ (127,345) -7.9% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-40

93 BULL RUN REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4095 Cabin Rentals $45,000 $55,922 $70,000 $34,751 $70, Camping Fees 360, , , , , Laundry 6,000 3,927 6,000 3,679 5, Shelter Reservations 115, , ,000 62, , , 4690 Programmed Events 1,000 1,745 1, , Athletic Field Use Fees 9,500 4,530 9,500 2,535 5, , 4080 Boat/RV Storage 125, , , , , Entrance Fees 50,000 48,261 55,000 20,320 50, Disc Golf 900 1,764 2, ,500 TOTAL USER FEES 712, , , , , , 4661 Retail Operations 25,000 26,024 25,000 18,941 30, Vending Machine Operation 2,000 1,816 2,000 1,064 2,000 TOTAL RETAIL OPERATIONS 27,000 27,840 27,000 20,005 32, ,4601 Firewood/Propane 15,000 20,210 20,000 17,051 20, , 4269 Miscellaneous Revenue 3,000 3,161 3,000 2,205 3, Rental Device Commission 1, , ,000 TOTAL OTHER REVENUE 19,000 23,997 24,000 19,747 24,000 TOTAL REVENUES $758,400 $752,606 $795,500 $580,571 $795,200 EXPENSES 5010 Full-Time Salaries $340,900 $333,532 $346,390 $281,405 $348, Part-Time Salaries 116, , , , , FICA 35,055 35,142 36,884 27,854 37, Hospitalization 44,688 40,460 39,861 32,917 39, Life Insurance 2,434 2,493 2,473 2,009 2, Retirement 82,157 77,913 91,239 71,867 99, Unemployment Tax 1,323 1,985 1,470 1,496 1,470 TOTAL PERSONNEL SERVICES 622, , , , , Gas and Diesel 22,000 31,281 28,000 30,235 28, Programs and Promotions , Uniforms 1, ,500 1,001 1,500 TOTAL OPERATING COSTS 24,250 32,318 30,250 32,582 30, Equipment/Vehicle Maintenance 24,000 19,093 24,000 15,287 24, Facility Op. & Maintenance 72,000 77,214 75,000 61,776 75,000 TOTAL MAINTENANCE COSTS 96,000 96,308 99,000 77,064 99, Insurance - Vehicle 2,009 1,894 2,268 2,178 2,268 TOTAL INSURANCE 2,009 1,894 2,268 2,178 2, , 5537 Retail Operations 17,000 14,927 17,000 11,287 15, Vending Machines 1, , ,000 TOTAL RETAIL OPERATIONS 18,000 14,927 18,000 11,287 16, Telephone 5,500 9,646 5,500 3,294 5, Electricity 62,000 56,393 62,000 45,766 62, Water/Sewer 15,000 20,271 25,000 10,954 25, Propane 12,500 10,019 14,500 16,399 14, Heating Oil 2, Cable/Internet 0 0 3,906 1,998 3,906 TOTAL UTILITIES 97,000 96, ,906 78, ,906 TOTAL EXPENSES $860,207 $872,893 $913,533 $725,142 $922,545 OPERATING INCOME (LOSS) ($101,807) ($120,286) ($118,033) ($144,570) ($127,345) C-41

94 BULL RUN REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop and implement a riparian planting plan along the river. Develop guidelines and SOP s for an overall park and facility maintenance program. Establish and maintain a minimum of (3) community partnerships. Develop methods and guidelines to preserve a sustainable park trail network. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Create and implement a minimum of (2) interpretive programs utilizing the Civil War huts. Host a minimum of (4) special events or programs. Offer a minimum of (3) naturalist lead programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Develop a marketing plan to promote established programs. Develop a plan to improve and promote better access to the Occoquan Water Trail. Work with Great Blue Heron to develop a plan to effectively market the Barn Pavilion. Develop an effective marketing strategy to promote rental shelters. Maintain Boat and RV lots at 95% capacity. Goal Five: Provide a superior family camping experience. Objectives: Create a year round comprehensive programming calendar and schedule of events and activities. Take part in a minimum of (2) outreach events. Refine overall marketing plan. Expand retail sales by providing necessary camping items, food and beverage, souvenirs, adequately seasoned firewood, and propane service. Develop a plan for consistent and continued campground development. C-42

95 BULL RUN REGIONAL PARK STATUS OF & 2013 OBJECTIVES Work with catering to market rentals of the Large Group Pavilion. Increase pavilion rentals 30 N/A 35 Maintain the Bull Run Park Campground facility to achieve a favorable Trailer Life Guide rating. Date Trailer Life Guide favorable rating awarded 8/11 8/11 8/12 Maintain a 95% occupancy rate at the Boat/RV storage facility. Average occupancy rate Achieve Achieved Achieve Implement programmed events for Bull Run Regional Park. Number of programmed events Plan and implement sesquicentennial interpretive program and events. Date plan implemented 7/11 7/11 N/A Develop overall marketing and operations plan for the campground. Date campground marketing and operations plan developed Date campground marketing and operations plan updated 3/12 N/A N/A N/A N/A 3/13 MEASURABLE RESULTS FY 2011 FY 2014 Number of fee paying non jurisdiction vehicles 8,529 8,000 7,541 8,500 8,000 Number of nightly camping rentals 9,486 10,000 9,491 10,000 10,000 Number of group campers 1,683 1,650 1,730 1,650 1,650 Boat/RV storage usage (expanded to 208 capacity) Number of picnic shelter rentals Number of cabin rentals ,000 1,000 Number of pavilion rentals N/A Volunteer hours received 6,948 6,800 8,494 6,800 7,000 C-43

96 ATLANTIS WATERPARK AT BULL RUN PROGRAM OVERVIEW Within NVRPA s largest park, Atlantis Waterpark offers unique attractions for all ages. A large Atlantis themed interactive play element features a large dumping bucket, slides, and a multitude of other sprays and water play features. The main pool boasts two 200 foot body flume waterslides, and an island play feature with slides. The wading pool includes a slide and a number of water geysers in and out of the pool. A large sand play area with diggers and buried treasure completes the experience. REVENUE & EXPENSE SUMMARY BUDGET FY 2014 BUDGET % CHANGE REVENUE BY SOURCE User Fees $ 388,829 $ 355,350 $ 375, % Retail Operations 109,046 94, , % Other Revenue 1, TOTAL REVENUE $ 498,943 $ 449,350 $ 479, % EXPENSES BY CATEGORY Personnel Services $ 190,618 $ 177,094 $ 183, % Maintenance Costs 61,783 52,380 52, % Retail Operations 42,450 33,500 42, % Utilities 16,794 17,647 17, % TOTAL EXPENSES $ 311,645 $ 280,621 $ 294, % Net Income $ 187,298 $ 168,729 $ 184, % BUDGET HIGHLIGHTS Major variances in budget: General and Group admission combined revenue is budgeted at $20,000 more than. The part time staffing was restructured and this resulted in a slight increase in staffing costs. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-44

97 ATLANTIS WATERPARK AT BULL RUN ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4550 Admissions $245,000 $279,763 $245,000 $170,002 $260, Group Admissions 65,000 86,538 85,000 63,381 90, Locker Rental Bounce Passes 30,000 22,103 25,000 15,419 25,000 TOTAL USER FEES 340, , , , , Retail Operations 75, ,928 90,000 69, , Swim Merchandise 2,000 3,118 4,000 1,238 4,000 TOTAL RETAIL OPERATIONS 77, ,046 94,000 70, , Lifeguard Training Fees 1, Miscellaneous Revenue TOTAL OTHER REVENUE 0 1, TOTAL REVENUES $417,350 $498,943 $449,350 $319,384 $479,350 EXPENSES 5020 Part-Time Salaries $148,995 $175,253 $163,296 $117,797 $168, FICA 11,398 13,407 12,492 8,605 12, Unemployment Tax 1,192 1,958 1,306 1,813 1,350 TOTAL PERSONNEL SERVICES 161, , , , , Equipment/Vehicle Maintenance Facility Op. & Maintenance 52,000 61,783 52,000 46,344 52,000 TOTAL MAINTENANCE COSTS 52,380 61,783 52,380 46,344 52, Retail Operations 26,250 42,233 31,500 28,760 40, Swim Merchandise , ,000 TOTAL RETAIL OPERATIONS 27,050 42,450 33,500 29,454 42, Telephone 1,800 2,386 1, , Electricity 17,000 14,408 14,500 9,168 14, Cable/Internet 0 0 1, ,347 TOTAL UTILITIES 18,800 16,794 17,647 10,648 17,647 TOTAL EXPENSES $259,815 $311,644 $280,621 $214,660 $294,659 OPERATING INCOME (LOSS) $157,535 $187,300 $168,729 $104,723 $184,691 C-45

98 ATLANTIS WATERPARK AT BULL RUN STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective Bounce Pass membership program. Objectives: Develop a marketing plan to increase pass sales both in season and out of season. Create a system that streamlines the purchasing process. Develop a system that implements consistent membership retention and referral strategies. Incorporate a minimum of (4) membership incentives per season. Conduct an annual review of the membership program and benefits to identify areas that may be improved. Goal Two: Remain a leader in the field of aquatic safety Objectives: Maintain a NASCO Gold Standard certification. Continue to improve group procedures, including expanding group safety briefings. Develop a system that implements effective recruitment and retention strategies for qualified staff. Implement standardized scheduling practices. Goal Three: Optimize programming and facility usage to increase revenues. Objectives: Establish marketing and operations plan to continue to increase the sales of parties and additional services. Implement a plan to maximize weekday group participation. Refined marketing plan to include special promotional and sales opportunities. Continue and increase cross promotion of park activities. Continue to offer and expand a successful swim lesson program. Goal Four: Enhance the customer experience by providing superior food, beverage and retail services. Objectives: Develop a retail and food sales operations plan to include sales goals, purchasing and pricing guidelines, product placement, and marketing. Ensure staff maintains Food, Beverage and Alcohol Compliance through a measurable training and certification system. Create options that can be purchase by groups and parties participants. Implement an effective inventory management system to reduce waste. Goal Five: Enhance the overall quality of the customer experience Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for the front line employee. Develop a plan to continue and expand facility theming. Create a mechanism to receive consistent customer feedback. Develop guidelines and SOP s for an overall facility maintenance program, Conduct a complete review of the staff incentive program to identify areas that may be improved. C-46

99 ATLANTIS WATERPARK AT BULL RUN STATUS OF & 2013 OBJECTIVES Refine the waterpark marketing plan. Date plan refinements complete for groups 5/12 N/A 5/13 Create shelter package for shelters 10 and 12. Date shelter package complete/refined. 3/12 N/A 3/13 Increase Bounce Pass sales by 5%. Percent increase in pass sales 5% 21.9% 5% Achieve National Aquatic Safety Company (NASCO) Index score average World Class Rating. Achieve NASCO World Class Rating for agency-wide composite score Achieved Achieved Achieve Develop Customer Service Program for staff. Date Customer Service Program in place 5/12 50% 5/13 MEASURABLE RESULTS FY 2011 FY 2014 Number of general admissions 33,931 34,000 38,170 34,000 36,000 Number of youth group participants 12,971 13,000 14,420 13,600 15,000 Number of Bounce Passes sold Number of birthday party participants Number of birthday parties N/A N/A N/A N/A 60 Average amount customers spent on food, beverages & retail $1.87 $1.61 $2.06 $1.94 $2.00 C-47

100 BULL RUN SPECIAL EVENTS CENTER PROGRAM OVERVIEW The Bull Run Special Events Center includes a fenced-in area for programmed events that features a stage, electricity, water and a ticket booth. The Center has a 10,000 person capacity in an open air amphitheater. The area can accommodate parking for approximately 4,000 vehicles. In addition to concert venues and other festivals and events, this area has hosted charity, educational, and athletic events. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 104,104 $ 110,000 $ 110, % Other Revenue 33,679 48,000 48, % TOTAL REVENUE $ 137,783 $ 158,000 $ 158, % EXPENSES BY CATEGORY Personnel Services $ 40,126 $ 57,414 $ 61, % Operating Costs 42,427 31,600 31, % Maintenance Costs 8,353 17,000 17, % Utilities 83 2,044 2, % TOTAL EXPENSES $ 90,989 $ 108,058 $ 112, % Net Income $ 46,794 $ 49,942 $ 45, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-48

101 BULL RUN SPECIAL EVENTS CENTER ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4124 Center Rental $100,000 $104,104 $110,000 $68,073 $110,000 TOTAL USER FEES 100, , ,000 68, , Miscellaneous Revenue 0 3, Equipment Rental 35,000 23,467 38,000 34,802 38, NVRPA Equipment Rental 5,000 6,932 10,000 3,286 10,000 TOTAL OTHER REVENUE 40,000 33,679 48,000 38,088 48,000 TOTAL REVENUES $140,000 $137,783 $158,000 $106,161 $158,000 EXPENSES 5010 Full-Time Salaries $25,375 $23,339 $29,136 24,333 $30, Part-Time Salaries 11,368 7,373 14,585 14,210 14, FICA 2,811 2,273 3,345 2,745 3, Hospitalization 2,962 1,738 2,321 3,544 4, Life Insurance Retirement 6,115 5,240 7,674 6,218 8, Unemployment Tax TOTAL PERSONNEL SERVICES 48,932 40,126 57,414 51,336 61, Equipment Rental 30,000 29,161 31,000 21,516 31, Gasoline & Diesel Programs & Promotions 0 9, , Miscellaneous Event Expense 0 3,280 0 (25) Uniforms TOTAL OPERATING COSTS 30,600 42,427 31,600 33,076 31, Facility Op. & Maintenance 17,000 8,353 17,000 12,120 17,000 TOTAL MAINTENANCE COSTS 17,000 8,353 17,000 12,120 17, Electricity 1, , , Cable/Internet 0 0 1, ,044 TOTAL UTILITIES 1, , ,044 TOTAL EXPENSES $98,032 $90,989 $108,058 $97,363 $112,128 OPERATING INCOME (LOSS) $41,968 $46,795 $49,942 $8,798 $45,872 C-49

102 BULL RUN SPECIAL EVENTS CENTER STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Enhance and expand the Center into a premier outdoor event site. Objectives: Develop a complete business plan with a direct focus on selling and marketing the venue to perspective clients. Host a minimum of (4) major events. Host a minimum of (15) small events. Develop a plan for consistent and continued site improvements. Create a system that tracks event inquiries. Attract a minimum of (3) new events. Produce a report on the feasibility of an NVRPA managed special event. Create a professional portfolio of center photographs C-50

103 STATUS OF & 2013 OBJECTIVES BULL RUN SPECIAL EVENTS CENTER Host at least 3 major events (at least $10,000 in Revenue) at the Special Events Center. Number of major events held Increase small events (at least $1,000 in Revenue) at the Special Events Center to 15 and then maintain at that level. Number of small events held Percent of continuing events that return to Bull Run 60% 71% 60% Update the promotional packet for the Special Events Center. Date packet updated 1/12 N/A 1/13 Create a facility improvement plan. Date facility improvement plan complete N/A N/A 5/13 Update and refine the Special Events Center contract. Date Special Events Center contract updated Date guidelines expanded to include event rental criteria 1/12 1/12 N/A N/A 1/13 1/13 Obtain a minimum of 3 new clients annually. Number of new clients MEASURABLE RESULTS FY 2011 FY 2014 Total revenue of Special Events Center $163,018 $140,000 $137,504 $158,000 $158,000 C-51

104 BULL RUN LIGHT SHOW PROGRAM OVERVIEW The Bull Run Festival of Lights show has become a popular area tradition. The 2.5 mile drive thru light show features all LED displays that boast more than 80,000 lights. Show themes include: Winter Wonderland, Toyland, Candy Land, and the Wizard of Oz. As the light show ends, guests have the option to visit the Winter Wonderland Holiday Village and enjoy such attractions as a 30 foot animated holiday tree, fire pits for marshmallow roasting, pictures with Santa, a carnival, vendors, free hayride, and an animated light show set to music. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 599,880 $ 556,000 $ 645, % Retail Operations 1,441 6,000 6, % TOTAL REVENUE $ 601,321 $ 562,000 $ 651, % EXPENSES BY CATEGORY Personnel Services $ 85,489 $ 87,576 $ 116, % Operating Costs 78,445 72,100 84, % Retail Operations 908 3,250 3, % Utilities 2,359 3,000 5, % TOTAL EXPENSES $ 167,201 $ 165,926 $ 208, % Net Income $ 434,120 $ 396,074 $ 442, % BUDGET HIGHLIGHTS Major variances in budget: Light Show vehicle entry revenue increased based on FY2013 actual performance. Increased sponsorship revenue is included in the FY 14 Budget. Part-time salaries increase to the addition of a part time maintenance position and other minor part time adjustments. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-52

105 BULL RUN LIGHT SHOW ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4485 Light Show Vehicle Entries $475,000 $585,813 $523,000 $600,629 $585, Santa Pictures 4,000 5,392 6,000 6,088 6, Programmed Events ,170 12, Sponsorships 5, , , Vendor Fees 4,000 7,925 7,000 6,729 7,000 TOTAL USER FEES 488, , , , , Retail Operations 2,500 1,441 6,000 4,553 6,000 TOTAL RETAIL OPERATIONS 2,500 1,441 6,000 4,553 6,000 TOTAL REVENUES $490,500 $601,321 $562,000 $626,168 $651,000 EXPENSES 5010 Full-Time Salaries $25,375 $23,013 $29,136 $24,333 $30, Part-Time Salaries 39,304 49,269 42,398 55,204 65, FICA 4,948 5,453 5,472 5,920 7, Hospitalization 2,962 1,738 2,321 3,544 4, Life Insurance Retirement 6,115 5,546 7,674 6,218 8, Unemployment Tax TOTAL PERSONNEL SERVICES 79,228 85,489 87,576 95, , Retail Operations 1, ,000 3,036 3, Retail Santa Pictures TOTAL RETAIL OPERATIONS 1, ,250 3,220 3, Gasoline & Diesel 2,000 3,531 2,000 1,129 3, Production Costs 68,000 74,914 70,000 90,863 75, Programs & Promotions , Uniforms TOTAL OPERATING COSTS 70,100 78,445 72,100 91,992 84, Electricity 2,500 2,359 2,500 2,202 2, Propane ,259 2,500 TOTAL UTILITIES 3,000 2,359 3,000 3,462 5,000 TOTAL EXPENSES $153,578 $167,200 $165,926 $194,664 $208,687 OPERATING INCOME (LOSS) $336,922 $434,120 $396,074 $431,505 $442,313 C-53

106 BULL RUN LIGHT SHOW STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Provide a quality visitor experience through a unique annual event. Objectives: Develop a plan for consistent and continued event improvements. Develop a preventative maintenance and rehabilitation plan for existing wireframe displays. Create an operations, installation and take down manual. Develop a defined plan to increase off-peak and weekday visitation. Cultivate a superior customer experience with the delivery of at least (2) quality in-house or outside training opportunities with a focus on customer service for key front line staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA facilities and events. Form a yearly review system of industry trends and standards. Draft a business manual to supplement NVRPA cash handling policies and procedures. C-54

107 BULL RUN LIGHT SHOW STATUS OF & 2013 OBJECTIVES Update the merchandising plan for the light show. Percent of merchandising plan complete 100% N/A N/A Continue to review and refine the marketing plan for the light show. Completion level of marketing plan review Complete N/A Complete Update the sponsorship plan for the light show. Percent of sponsorship plan updated 100% 100% N/A Continue to develop and improve existing family-focused activities at the holiday village. Number of family-focused activities MEASURABLE RESULTS FY 2011 FY 2014 Number of light show vehicle entries 31,557 30,000 34,052 33,029 35,000 C-55

108 BULL RUN SHOOTING CENTER PROGRAM OVERVIEW The Bull Run Shooting Center is a shotgun sports and archery facility located at Bull Run Regional Park. It offers Skeet (3 fields), Trap (3 fields), Wobble Trap, 5-Stand, and a Sporting Clays field with 14 stations. The archery facility is a 25- yard range located inside the pro shop. An outdoor archery facility is available on a limited basis in the summertime. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 492,000 $ 593,000 $ 692, % Retail Operations 219, , , % Other Revenue 73,000 73,000 75, % TOTAL REVENUE $ 784,000 $ 915,000 $ 1,051, % EXPENSES BY CATEGORY Personnel Services $ 362,324 $ 373,455 $ 381, % Operating Costs 181, , , % Maintenance Costs 40,000 40,000 40, % Insurance % Retail Operations 150, , , % Utilities 17,000 19,256 19, % TOTAL EXPENSES $ 752,698 $ 829,159 $ 899, % Net Income $ 31,302 $ 85,841 $ 152, % BUDGET HIGHLIGHTS Major variances in budget: Net income is budgeted to increase by $66,537 based on current actual performance. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-56

109 BULL RUN SHOOTING CENTER ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4040 Archery Target Fees $21,000 $26,805 $21,000 $27,418 $27, Gun Rental 36,000 52,910 45,000 53,179 50, Shooting Tournament Fees 22,000 43,894 27,000 35,695 40, Target Sales 413, , , , ,000 TOTAL USER FEES 492, , , , , Ammunition 168, , , , , Retail Operations 43,000 48,995 49,000 69,960 54, Vending Machine Operation 8,000 3, TOTAL RETAIL OPERATIONS 219, , , , , Lessons 73,000 89,910 73,000 76,183 75, Miscellaneous Revenue 0 1, ,279 0 TOTAL OTHER REVENUE 73,000 91,453 73,000 77,462 75,000 TOTAL REVENUES $784,000 $1,040,602 $915,000 $1,044,277 $1,051,500 EXPENSES 5010 Full-Time Salaries $117,228 $101,570 $113,153 $97,795 $122, Part-Time Salaries 176, , , , , FICA 22,567 28,001 22,546 21,546 23, Hospitalization 15,048 14,928 24,895 21,990 12, Life Insurance Retirement 28,252 21,894 29,805 24,984 34, Unemployment Tax 1,527 2,632 1,558 1,829 1,601 TOTAL PERSONNEL SERVICES 362, , , , , Gas and Diesel 3,000 4,731 4,000 2,048 4, Gun Rental 6, , , Programs and Promoitions Shooting Tournament 7,500 19,761 12,800 11,877 20, Targets 165, , , , , Uniforms TOTAL OPERATING COSTS 181, , , , , Equipment/Vehicle Maintenance 15,000 15,342 15,000 7,297 15, Facility Op. & Maintenance 25,000 39,281 25,000 19,671 25,000 TOTAL MAINTENANCE COSTS 40,000 54,623 40,000 26,968 40, Insurance - Vehicle TOTAL INSURANCE Retail Operations 30,100 44,385 32,500 84,046 35, Ammunition 117, , , , , Vending Machines 3,200 1, TOTAL RETAIL OPERATIONS 150, , , , , Telephone 3,000 2,675 3,000 1,219 3, Electricity 14,000 17,070 14,000 13,233 14, Cable/Internet 0 0 2,256 1,603 2,256 TOTAL UTILITIES 17,000 19,744 19,256 16,055 19,256 TOTAL EXPENSES $752,698 $957,553 $829,159 $799,839 $899,122 OPERATING INCOME (LOSS) $31,302 $83,048 $85,841 $244,438 $152,378 C-57

110 BULL RUN SHOOTING CENTER STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Develop a plan for consistent and continued site improvements. Develop guidelines and SOP s for an overall facility maintenance program. Work closely with the friends group on their delivery or quality events and fundraising. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Offer a minimum of (2) introductory shooting programs. Begin planning to host the 2014 Virginia State Sporting Clays Tournament. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Maintain appropriate staff safety certifications. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Host a minimum of (8) group outings. Develop a plan to reach perspective league and tournament clients. Create sales, purchasing and inventory guidelines for pro shop. Develop a plan to increase in-house tournament participation. Create and implement a minimum of (1) in-house archery league. Host a minimum of (8) public tournament events. C-58

111 BULL RUN SHOOTING CENTER STATUS OF & 2013 OBJECTIVES Expand corporate outings usage of the shooting center by 5%. Percent increase in corporate outing participants 5% 5.8% 5% To maintain the level of targets thrown to at least 1.8 million. Number of targets thrown 1,800,00 0 1,608,97 5 2,000,00 0 Increase sporting clay rounds by 5%. Percent increase in sporting clay rounds 5% N/A 5% To implement a re-branding effort for the Shooting Center. Installation date of new signage and facility maps 100% 100% N/A To re-establish the Friends Group. Date Friends Group re-established 5/12 4/12 N/A To create special events. Number of special events MEASURABLE RESULTS FY 2011 FY 2014 Number of targets thrown (25 targets per round) 1,425,875 1,800,000 1,608,975 2,000,000 2,150,000 Number of archery lane rentals 6,014 5,706 6,958 5,706 6,000 Ammunition shotgun shell boxes (25 shells/box) 22,738 27,000 31,130 27,000 32,000 Number of participants-learn to Shoot Program 2,303 2,000 2,9090 2,000 3,000 Number of private shooting lessons Number of corporate outings Number of corporate outing participants Per round average on pro shop sales (including ammo) $3.39 $3.04 $4.28 $3.11 $3.30 C-59

112 BULL RUN MARINA PROGRAM OVERVIEW Bull Run Marina is located in the Bull Run-Occoquan watershed of Fairfax County and is part of the over 5,000 acres of watershed holdings, which help to safeguard the Occoquan Water Reservoir. It is also part of the Occoquan Water Trail. It is open to public boat launching for those who purchase a season pass and gate key. The amenities at Bull Run Marina include Kincheloe Fields, a soccer complex operated by the Southwestern Youth Association through an agreement with NVRPA. The 17.5 mile Bull Run-Occoquan Trail bisects the facility. The facility provides practice rowing facilities for high school crew clubs from Lake Braddock Secondary School and Westfield High School. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 4,665 $ 8,300 $ 5, % Other Revenue 7,374 6,000 7, % TOTAL REVENUE $ 12,039 $ 14,300 $ 12, % EXPENSES BY CATEGORY Personnel Services $ 15,793 $ 14,877 $ 14, % Maintenance Costs 9,567 6,750 7, % Utilities 1,579 1,950 1, % TOTAL EXPENSES $ 26,939 $ 23,577 $ 23, % Net Income $ (14,900) $ (9,277) $ (11,248) -21.2% BUDGET HIGHLIGHTS Major variances in budget: Boat storage revenue is reduced based on actual current revenue and estimates. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time 2 positions split with Fountainhead & Sandy Run Parks Part -Time, Year Round Part -Time, Seasonal C-60

113 BULL RUN MARINA ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4080 Boat Storage $6,448 $2,840 $6,500 $2,617 $3, Rowing Camps 1,200 1,825 1,800 1,000 1,800 TOTAL USER FEES 7,648 4,665 8,300 3,617 5, Misc. Revenue 3,800 7,374 6,000 4,437 7,250 TOTAL OTHER REVENUE 3,800 7,374 6,000 4,437 7,250 TOTAL REVENUES $11,448 $12,039 $14,300 $8,054 $12,450 EXPENSES 5010 Full-Time Salaries $13,546 $11,220 $9,687 $7,688 $10, FICA 1, Hospitalization , Life Insurance Retirement 3,265 2,698 2,552 1,962 2, Unemployment Tax TOTAL PERSONNEL SERVICES 18,878 15,793 14,877 10,953 14, Facility Op. & Maintenance 1,500 4,317 1,500 1,525 2, Gate keys 3,800 5,250 5,250 6,321 5,580 TOTAL MAINTENANCE COSTS 5,300 9,567 6,750 7,846 7, Telephone Electricity 1,500 1,267 1, ,500 TOTAL UTILITIES 1,950 1,579 1,950 1,240 1,850 TOTAL EXPENSES $26,128 $26,938 $23,577 $20,039 $23,698 OPERATING INCOME (LOSS) ($14,680) ($14,899) ($9,277) ($11,985) ($11,248) C-61

114 BULL RUN MARINA STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Create and implement a plan to extend the riparian buffer. Develop additional loop trails. Develop a GPS based mapping system of the Bull Run Occoquan Trail. Develop a strategy to promote the Bull Run/Occoquan Trail App. Establish and maintain a minimum of (3) community partnerships. Develop a plan for consistent and continued site improvements. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Develop a minimum of (2) public recreation or environmental programs. C-62

115 BULL RUN MARINA STATUS OF & 2013 OBJECTIVES Develop enhanced interpretation on the nature trail. Percent of enhanced interpretation complete 25% N/A 50% Develop loop trails off of Blue Trail. Percent of loop trails developed 50% N/A 50% Maintain community partnerships. Number of community partnerships maintained MEASURABLE RESULTS FY 2011 FY 2014 Number of crew boats stored Number of keys sold for boat launching Number of rowing camp participants Peak season(march-may) usage by rowers and coaches C-63

116 CAMERON RUN REGIONAL PARK PROGRAM OVERVIEW Cameron Run Regional Park features a deluxe 18-hole miniature golf course with water features and a nine-station batting cage, with the stations ranging from slow-pitch softball to very fast-pitch baseball. There is also a picnic shelter, which can accommodate 100 people. The park includes Lake Cook, a small fishing venue. Cameron Run Regional Park is located on Eisenhower Avenue on land leased from the City of Alexandria. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 133,335 $ 160,750 $ 160, % Retail Operations 7,537 8,500 10, % Other Revenue TOTAL REVENUE $ 140,962 $ 169,250 $ 171, % EXPENSES BY CATEGORY Personnel Services $ 313,860 $ 336,497 $ 345, % Operating Costs 7,023 7,100 7, % Maintenance Costs 25,607 38,300 38, % Insurance % Retail Operations 822 2,975 3, % Utilities 6,188 6,081 6, % TOTAL EXPENSES $ 354,131 $ 391,601 $ 401, % Net Income $ (213,169) $ (222,351) $ (230,111) -3.5% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-64

117 CAMERON RUN REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4670 Shelter Reservations $20,000 $18,439 $20,000 $10,581 $20, Batting Cage Fees 62,400 51,051 52,000 36,942 52, Miniature Golf 88,750 63,845 88,750 42,695 88,750 TOTAL USER FEES 171, , ,750 90, , Retail - Food 1,500 2,300 1,000 3,773 3, Vending Machine Operation 9,000 5,237 7,500 6,027 7,500 TOTAL RETAIL OPERATIONS 10,500 7,537 8,500 9,800 10, Miscellaneous Revenue Rental Device Commission TOTAL OTHER REVENUE TOTAL REVENUES $181,650 $140,962 $169,250 $100,518 $171,250 EXPENSES 5010 Full-Time Salaries $147,186 $146,652 $156,678 $131,107 $158, Part-Time Salaries 88,635 86,782 89,739 50,887 89, FICA 18,107 16,775 18,917 12,897 19, Hospitalization 25,767 26,038 27,889 25,596 30, Life Insurance 1,051 1,135 1, , Retirement 35,472 35,255 41,269 33,488 45, Unemployment Tax 877 1, TOTAL PERSONNEL SERVICES 317, , , , , Gas and Diesel 6,500 6,424 6,500 4,486 6, Uniforms TOTAL OPERATING COSTS 7,100 7,023 7,100 5,066 7, Equipment/Vehicle Maintenance 4,300 1,947 4, , Facility Op. & Maintenance 34,000 23,661 34,000 15,150 34,000 TOTAL MAINTENANCE COSTS 38,300 25,607 38,300 15,579 38, Insurance - Vehicle TOTAL INSURANCE Retail - Food 525 2, ,889 1, Vending Machines 3,150 (1,180) 2, ,625 TOTAL RETAIL OPERATIONS 3, ,975 4,889 3, Telephone 3,000 3,537 3, , Electricity , Internet/Cable 1,839 3,081 2,483 3,081 TOTAL UTILITIES 3,000 6,188 6,081 7,461 6,081 TOTAL EXPENSES $369,744 $354,131 $391,601 $289,428 $401,361 OPERATING INCOME (LOSS) ($188,094) ($213,169) ($222,351) ($188,910) ($230,111) C-65

118 CAMERON RUN REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Create an improvement plan for the miniature golf course and batting cage. Create a theming and enhancement plan for Paradise Play. Develop and implement a plan to reconfigure current parking area. Goal Two: Enhance the quality of life through beneficial successful programs and events to meet the needs of the community. Objectives: Host a minimum of (5) quality special events or programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Create an annual system that reviews marketing materials and public information. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Establish a plan to increase the sale of spring/fall parties. Establish a plan to increase sales at Paradise Play. Develop an effective strategy to increase miniature golf and batting cage sales. Create an expanded food and retail plan for miniature golf and batting cage. C-66

119 CAMERON RUN REGIONAL PARK STATUS OF & 2013 OBJECTIVES Increase miniature golf usage through tournaments, special events, and enhanced marketing. Number of tournaments and special events Implement special events and community programming. Number of special events held Increase batting cage usage through special events, marketing and radio promotions. Number of special events MEASURABLE RESULTS FY 2011 FY 2014 Batting cage rounds 50,229 62,400 51,051 52,000 52,000 Miniature golf rounds 13,158 17,850 12,839 17,850 17,850 Picnic shelter rentals Number of special event participants 2,700 3,000 3,500 3,000 3,500 C-67

120 GREAT WAVES WATERPARK AT CAMERON RUN PROGRAM OVERVIEW Great Waves Waterpark at Cameron Run Regional Park features a 500,000 gallon wave pool as the focal point. This destination attraction caters to all ages with three flume waterslides, speed slides, a shallow play pool that features a rock wall with flowing waterslides, and a toddler pool. It also features a splash pad that offers tumbling buckets, bubblers, and water jets. Other amenities include a variety of food options from pizza to funnel cakes, and Cameron s own Surf Side Ice Cream Shop. The Shark Shack offers visitors the opportunity to purchase souvenirs and other merchandise. A new feature that was introduced in 2011 is the 2,400 square foot Paradise Play interactive play feature. The Pipeline and Coral Reef Pavilions offer tented areas inside the pool complex that can accommodate guests by the hundreds for a day of food and fun. With onsite catering available, everything a group needs to host an event is right here. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 1,344,016 $ 1,171,300 $ 1,268, % Retail Operations 433, , , % Other Revenue 1, TOTAL REVENUE $ 1,778,736 $ 1,559,300 $ 1,710, % EXPENSES BY CATEGORY Personnel Services $ 438,974 $ 427,651 $ 449, % Operating Costs 1,493 1,500 1, % Maintenance Costs 168, , , % Insurance 1, Retail Operations 157, , , % Utilities 173, , , % TOTAL EXPENSES $ 941,384 $ 844,975 $ 907, % Net Income $ 837,352 $ 714,325 $ 802, % BUDGET HIGHLIGHTS Major variances in budget: Revenues are budgeted to increase based on Actual and projected. The expense increase budgeted reflects costs associated with the increased revenue and attendance estimates. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-68

121 GREAT WAVES WATERPARK AT CAMERON RUN ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4550 Admissions $1,010,000 $1,235,619 $1,010,000 $773,502 $1,060, Cabana Rental 5,000 6,324 5,000 3,340 5, Play Features 44, ,700 1,951 10, Locker Rental 3,600 5,123 3,600 (829) 5, Programmed Events 1,000 2,025 1,000 2,885 2, Group Admissions 70, , , Bounce Passes 0 71,112 30,000 41,770 45, Shelter Reservations 30,000 23,060 30,000 15,534 30,000 TOTAL USER FEES 1,164,300 1,344,016 1,171, ,747 1,268, ,4652,4654 Retail Operations 345, , , , , Swim Merchandise 25,000 25,133 23,000 17,989 27,000 TOTAL RETAIL OPERATIONS 370, , , , , Rental Device Commission Lifeguard Training Fees 0 1, TOTAL OTHER REVENUE 0 1, TOTAL REVENUES $1,534,300 $1,778,736 $1,559,300 $1,130,978 $1,710,300 EXPENSES 5010 Full-Time Salaries $40,483 $39,314 $41,662 $34,605 $43, Part-Time Salaries 319, , , , , FICA 27,547 25,149 28,931 14,819 30, Hospitalization 5,650 4,235 6,516 5,984 7, Life Insurance Retirement 9,756 9,073 10,974 8,834 12, Unemployment Tax 2,557 3,404 2,748 2,759 2,873 TOTAL PERSONNEL SERVICES 405, , , , , Programs and Promotions 1,500 1,087 1, , Uniforms TOTAL OPERATING COSTS 1,500 1,493 1, , Equipment/Vehicle Maintenance 2, , , Facility Op. & Maintenance 135, , ,000 92, ,000 TOTAL MAINTENANCE COSTS 137, , ,000 92, , Insurance - Liability 1,267 1, TOTAL INSURANCE 1,267 1, Retail Operations 124, , , , , Swim Merchandise 11,250 6,197 10,350 6,153 12,150 TOTAL RETAIL OPERATIONS 135, , , , , Telephone 5,800 3,208 4,322 1,219 1, Electricity 48,439 58,652 48,439 35,951 48, Water/Sewer 75, ,985 75,000 56, , Internet/Cable 3,674 4,313 4,813 7,000 TOTAL UTILITIES 129, , ,074 98, ,074 TOTAL EXPENSES $810,349 $941,385 $844,975 $621,737 $907,376 OPERATING INCOME (LOSS) $723,951 $837,351 $714,325 $509,241 $802,924 C-69

122 GREAT WAVES WATERPARK AT CAMERON RUN STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective Bounce Pass membership program. Objectives: Develop a marketing plan to increase pass sales both in season and out of season. Create a system that streamlines the purchasing process. Develop a system that implements consistent membership retention and referral strategies. Incorporate a minimum of (4) membership incentives per season. Conduct an annual review of the membership program and benefits to identify areas that may be improved. Goal Two: Remain a leader in the field of aquatic safety. Objectives: Maintain a NASCO Gold Standard certification. Continue to improve group procedures, including expanding group safety briefings. Develop a system that implements effective recruitment and retention strategies for qualified staff. Implement standardized scheduling practices. Goal Three: Optimize programming and facility usage to increase revenues. Objectives: Establish marketing and operations plan to continue to increase the sales of parties and additional services. Implement a plan to maximize weekday group participation. Refined marketing plan to include off peak usage and special promotional and sales opportunities. Continue and increase cross promotion of park activities. Goal Four: Enhance the customer experience by providing superior food, beverage and retail services. Objectives: Develop a retail and food sales operations plan to include sales goals, purchasing and pricing guidelines, product placement, and marketing. Ensure staff maintains Food, Beverage and Alcohol Compliance through a measurable training and certification system. Create options that can be purchase by groups and parties participants. Implement an effective inventory management system to reduce waste. Goal Five: Enhance the overall quality of the customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for the front line employee. Develop a plan to continue and expand facility theming. Create a mechanism to receive consistent customer feedback. Develop guidelines and SOP s for an overall facility maintenance program. Conduct a complete review of the staff incentive program to identify areas that may be improved. C-70

123 GREAT WAVES WATERPARK AT CAMERON RUN STATUS OF & 2013 OBJECTIVES Increase total admissions for Great Waves Waterpark. Number of total admissions*** 83, ,134 88,000 Expand park theming and create mascots/slogans. Percent of theme developed 100% 100% N/A Increase Bounce Pass sales. Percent increase in Bounce Pass Sales 5% 6.2% 5% Refine the customer service improvement plan. Continue plan refinements 5/12 N/A 5/13 Achieve National Aquatic Safety Company (NASCO) Index score average World Class Rating. Achieve NASCO World Class Rating for agency-wide composite score Achieve Achieved Achieve Develop an operational and marketing plan for Paradise Play. Operational and marketing plan for Paradise Play developed Operational and marketing plan for Paradise Play refined 12/11 N/A 2/12 N/A N/A 12/12 MEASURABLE RESULTS FY 2011 FY 2014 General admissions 66,188 66,000 80,144 66,000 70,000 Youth group participants 11,795 13,000 12,582 13,000 13,000 Bounce Passes sold ,001 1,038 1,038 Bounce Pass entries** 3,487 4,000 13,423 8,000 8,000 Group shelter rentals N/A Birthday parties Birthday shelter participants ,000 Paradise Play admissions N/A N/A N/A N/A 2,500 Average amount customers spent on food, $4.34 $4.63 $4.01 $4.15 $4.80 beverages and retail*** ** Methodology is in process of being refined for more accurate future information ***Includes full impact of counting Bounce Pass Entries starting in C-71

124 CATERING AND EVENT SERVICES PROGRAM OVERVIEW Catering and Event Services provides food and beverage options for corporate and social catering events throughout NVRPA parks, primarily Great Waves at Cameron Run, Algonkian Park and the Barn at Bull Run. Catering services will continue to be offered at all sites with primary concentration on large corporate picnics. Event planning and inflatable rentals are offered to groups. Catering services also provides support for special events held by parks throughout the year. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE Retail Operations $ 256,851 $ 293,000 $ 293, % Other Revenue 20,422 35,000 30, % TOTAL REVENUE $ 277,273 $ 328,000 $ 323, % EXPENSES BY CATEGORY Personnel Services $ 96,463 $ 111,030 $ 114, % Operating Costs 18,970 19,250 19, % Maintenance Costs 8,477 11,500 11, % Insurance 7,878 5,648 5, % Retail Operations 80,407 96,750 96, % Utilities - 1,300 1, % TOTAL EXPENSES $ 212,195 $ 245,478 $ 249, % Net Income $ 65,078 $ 82,522 $ 74, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full Time Part Time, Year Round Part Time, Seasonal C-72

125 CATERING AND EVENT SERVICES ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4682 Service Charge 0 $2,182 $10,000 $3,066 $10, NVRPA Equipment Rental $10,000 6,355 10,000 8,281 2, Equipment Rental 13,000 7,790 13,000 10,506 13, Contract Empl/NVRPA Event Staff. 2,000 4,095 2,000 3,360 5,000 TOTAL OTHER REVENUE $25,000 $20,422 $35,000 $25,213 $30, Catering-Great Blue Heron 325, , , , , ,4640 Retail - Alcoholic Beverages 18,000 12,308 18,000 13,177 18,000 TOTAL RETAIL OPERATIONS $343,000 $256,851 $293,000 $186,580 $293,000 TOTAL REVENUES $368,000 $277,273 $328,000 $211,793 $323,500 EXPENSES 5010 Full-Time Salaries $40,194 $38,419 $42,706 $35,649 $44, Part-Time Salaries 52,674 39,925 45,003 25,013 44, FICA 7,104 5,959 6,710 4,458 6, Hospitalization 0 2,189 4,641 4,018 4, Life Insurance Retirement 9,687 9,259 11,249 9,109 12, Unemployment Tax TOTAL PERSONNEL SERVICES 110,423 96, ,030 78, , Contract Employment , , Gas and Diesel 6,000 6,191 6,000 4,885 6, Equipment Rental 11,700 12,008 11,050 5,141 11, Miscellaneous Catering Expense Uniforms TOTAL OPERATING COSTS 17,700 18,970 19,250 10,339 19, Equipment/Vehicle Maintenance 1, , , Facility Op. & Maintenance 10,000 7,849 10,000 5,681 10,000 TOTAL MAINTENANCE COSTS 11,500 8,477 11,500 5,725 11, Insurance - Liquor Liability 5,000 7,247 5,000 3,276 5, Insurance - Vehicle TOTAL INSURANCE 5,574 7,878 5,648 3,898 5, Retail -Food 125,450 79,419 90,450 55,069 90, Retail - Alcoholic Beverages 6, ,300 2,427 6,300 TOTAL RETAIL OPERATIONS 131,750 80,407 96,750 57,496 96, Propane 1, , ,300 TOTAL UTILITIES 1, , ,300 TOTAL EXPENSES $278,247 $212,195 $245,478 $156,389 $249,391 OPERATING INCOME (LOSS) $89,753 $65,078 $82,522 $55,404 $74,109 C-73

126 CATERING AND EVENT SERVICES STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Enhance and expand Catering and Event Services into a premier catering and event business. Objectives: Develop a complete marketing plan. Increase client leads of the Catering and Event Services through a minimum of (2) new and innovative promotional programs. Create a bi-yearly review process of all distributors/suppliers to determine best pricing and service Develop and implement an internal event cost analysis system. Develop guidelines and SOP s for training catering staff. Oversee in-house food service & safety certification programs. Cultivate a superior customer experience with the delivery of at least (2) quality in-house or outside training opportunities with a focus on customer service and sales for key staff. Initiate a focused effort to consistently promote the Great Blue Heron Catering brand at all park facilities and events. Create and consistently review menu and add on service options. Develop a defined plan to increase off-peak event rentals. Increase client database by 10%. C-74

127 CATERING AND EVENT SERVICES STATUS OF & 2013 OBJECTIVES Hold a large scale, all-inclusive full-facility rental at Great Waves. 3/12 N/A N/A Plan developed with park manager and marketing for allinclusive facility rental Number of all-inclusive full-facility rentals Provide support for food, beverage and retail operations at large seasonal events. Number of seasonal events provided support Develop a corporate catering/marketing package at Algonkian. Date Algonkian corporate catering/marketing package developed 3/12 3/12 N/A Develop and implement off-season catering packages for Great Waves. Date off-season catering packages implemented Evaluate food service operations at park facilities on an annual basis. Date food service operation evaluation complete 3/12 4/12 3/12 4/12 N/A 4/13 MEASURABLE RESULTS FY 2011 FY 2014 Number of catered events Number of people provided catering and retail 20,000 25,000 21,500 25,000 25,000 services Number of concession special events Number of large scale, all inclusive full-facility rentals Amount of catering shelter revenue 29,679 30,000 33,445 30,000 35,000 Amount of catering admission revenue 47,050 50,000 40,536 50,000 50,000 C-75

128 CARLYLE HOUSE HISTORIC PARK PROGRAM OVERVIEW Carlyle House in Old Town Alexandria is operated as an historic house museum open to the public Tuesday through Sunday. Tours, exhibits, and other programs interpret the life and times of John Carlyle in the 18 th Century. The garden and grounds are open to the general public on a daily basis and the house and grounds are available for private rentals. The museum is accredited by the American Association of Museums. The museum supports tourism in the City of Alexandria, given that a large percentage of visitors come from outside the DC Metro area. Amenities include a gift shop featuring items that relate to the educational mission of the site. The Park Authority owns the historic bank building adjacent to the Carlyle House. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 57,730 $ 66,000 $ 67, % Retail Operations 13,872 12,000 12, % Other Revenue 7,379 3,892 3, % TOTAL REVENUE $ 78,981 $ 81,892 $ 82, % EXPENSES BY CATEGORY Personnel Services $ 209,754 $ 224,415 $ 234, % Operating Costs 6,991 6,400 6, % Maintenance Costs 27,827 25,000 26, % Retail Operations 9,202 6,960 6, % Utilities 18,513 19,800 19, % TOTAL EXPENSES $ 272,287 $ 282,575 $ 292, % Net Income $ (193,306) $ (200,683) $ (209,900) -4.6% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-76

129 CARLYLE HOUSE HISTORIC PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4600 Programmed Events $5,000 $8,029 $6,000 $10,212 $7, Carlyle House Rental 30,000 25,770 30,000 18,950 30, Entrance Fees 27,000 23,931 30,000 23,718 30,000 TOTAL USER FEES 62,000 57,730 66,000 52,879 67, , 4090 Retail Operations 12,000 13,872 12,000 11,759 12,000 TOTAL RETAIL OPERATIONS 12,000 13,872 12,000 11,759 12, Bank Building Rental 2,892 2,892 2,892 2,892 2, Garden Guild/Docent Activities 0 1, Miscellaneous Revenue 0 1, TOTAL OTHER REVENUE 2,892 5,103 2,892 3,440 2, Trans. - Carlyle House Friends Fund 1,000 2,276 1,000 1,266 1,000 TOTAL TRANSF / OTHER FUNDS 1,000 2,276 1,000 1,266 1,000 TOTAL REVENUES $77,892 $78,981 $81,892 $69,345 $82,892 EXPENSES 5010 Full-Time Salaries $95,471 $95,690 $101,628 $83,884 $106, Part-Time Salaries 71,023 67,343 70,834 58,497 70, FICA 12,737 12,318 13,205 10,504 13, Hospitalization 4,632 9,838 10,574 8,941 10, Life Insurance Retirement 23,009 23,016 26,769 21,523 30, Unemployment Tax TOTAL PERSONNEL SERVICES 208, , , , , Garden Guild/Docent Activities Gas & Diesel Programs and Promotions 6,000 6,388 6,000 5,595 6, Uniforms TOTAL OPERATING COSTS 6,400 6,991 6,400 6,586 6, Equipment/Vehicle Maintenance (200) Facility Op. & Maintenance 25,000 27,418 25,000 19,554 26,000 TOTAL MAINTENANCE COSTS 25,000 27,827 25,000 19,354 26, Retail Operations 6,960 9,202 6,960 6,658 6,960 TOTAL RETAIL OPERATIONS 6,960 9,202 6,960 6,658 6, Telephone 3,000 4,252 5,000 3,447 3, Electricity 15,000 12,344 13,000 12,250 13, Water/Sewer 1,800 1,917 1,800 2,086 1, Internet/Cable ,000 TOTAL UTILITIES 19,800 18,513 19,800 18,247 19,300 TOTAL EXPENSES $266,450 $272,287 $282,575 $235,509 $292,792 OPERATING INCOME (LOSS) ($188,558) ($193,306) ($200,683) ($166,164) ($209,900) C-77

130 CARLYLE HOUSE HISTORIC PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Enhance quality of life through beneficial, successful programs that meet the needs of the community. Objectives: Establish and operate a camp program during the summer of Participate in the Virginia Year of the Historic Home through innovative programming and partnerships with other area historic house museums. Create a Traveling Trunk exhibit to deliver SOL-based programs to area schools. Create a minimum of (2) partnerships or programming opportunities that focus on educational opportunities and produce new revenue streams. Develop and implement an internal program evaluation system to ensure all programs (SOL and Public) are meeting intended goals. Goal Two: Continue to preserve the historic resources of the Carlyle House while providing a quality visitor experience. Objectives: Create a Carlyle House logo. Implement a guided city tour program that originates from the museum. Update Architecture Room Interpretation using Museum Rail interpretive panels. Continue and increase cross-agency marketing for facility rentals and summer camps. Conduct (4) mandatory staff trainings per year for museum supervisors. Create (2) internship opportunities and achieve 500 hours of internship service per year. Establish a system for online ticket sales for museum events. Work closely with the Friends of Carlyle House on their delivery of quality public programs and fundraising. Continue to build, implement and evaluate a successful volunteer program. Provide full time staff members a minimum of (2) continuing education training opportunities per year. C-78

131 CARLYLE HOUSE HISTORIC PARK STATUS OF & 2013 OBJECTIVES Plan enrichment programs for volunteers in order to maintain a program that helps sustain the number of volunteers and hours and also fulfills the demands of the operation. Number of enrichment programs Continue to develop and refine the marketing plan. Implementation date of marketing plan for facility rentals Implementation date of marketing plan for programs and tours Refine marketing plans 2/12 2/12 N/A 2/12 3/12 N/A N/A N/A 2/13 Implement and evaluate lesson plans on a standard template for field trips and tie them to the Virginia Standards of Learning (SOL). Date of SOL lesson plan evaluation 6/12 6/12 6/13 Develop and maintain community partnerships that focus on educational opportunities. Total number of community partnerships developed and maintained Implement a new themed program for Carlyle House. Number of events for themed program Number of exhibits for themed program Publish research articles on NVRPA website. Number of articles published on website Conduct public workshops and events. Number of workshops and events MEASURABLE RESULTS FY 2011 FY 2014 Daily tour attendance 8,766 8,700 8,694 9,500 9,000 School tour attendance 970 1,200 1,436 1,200 1,400 Scout tours (pilot program) Special events attendance 3,266 4,700 5,975 4,700 6,200 Facility rentals Volunteer hours 7,230 5,000 5,743 5,000 5,000 Average amount spent on resale items $1.41 $1.38 $1.60 $1.26 $1.39 C-79

132 FOUNTAINHEAD REGIONAL PARK PROGRAM OVERVIEW Fountainhead Regional Park, in the Fairfax Station area of Fairfax County, provides a boating and fishing center on the Occoquan Reservoir from mid-march to mid-november. It is also part of the Occoquan Water Trail. The park includes a bait and tackle shop, snack bar, miniature golf course and picnic shelter as well as an 8-mile mountain bike trail, a 12- mile equestrian and hiking trail, a 2-mile hiking trail and the trailhead for the 17.5-mile Bull Run-Occoquan Trail. The park also offers kayak, canoe and jon boat rentals. The Webb Sanctuary is expected to come on line as a result of a lease from the Audubon Naturalist Society and will be incorporated with Fountainhead Park in FY REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 183,269 $ 172,200 $ 182, % Retail Operations 52,060 53,000 53, % Other Revenue 15,426 19,236 19, % TOTAL REVENUE $ 250,755 $ 244,436 $ 254, % EXPENSES BY CATEGORY Personnel Services $ 168,452 $ 134,961 $ 134, % Operating Costs 3,486 2,900 2, % Maintenance Costs 22,636 22,500 22, % Insurance % Retail Operations 38,297 34,720 34, % Utilities 6,526 10,800 10, % TOTAL EXPENSES $ 240,028 $ 206,529 $ 205, % Net Income $ 10,727 $ 37,907 $ 49, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time 2 positions split with Bull Run Marina & Sandy Run Parks Part-Time, Year Round Part-Time, Seasonal C-80

133 FOUNTAINHEAD REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4070 Boat Rental $122,000 $132,737 $125,000 $83,136 $135, Launch & Parking Fees 37,000 39,983 40,000 30,106 40, Programmed Events 2,200 6,399 3,000 1,540 3, Shelter Reservations 2,800 2,610 2,800 1,800 2, Miniature Golf 1,400 1,540 1,400 1,295 1,700 TOTAL USER FEES 165, , , , , Retail Operations 54,000 51,907 52,000 30,330 53, Vending Machine Operation 1, , TOTAL RETAIL OPERATIONS 55,500 52,060 53,000 30,848 53, House Rental 13,236 12,912 13,236 10,760 13, , 4269 Miscellaneous Revenue 6,000 2,514 6,000 3,287 6,000 TOTAL OTHER REVENUE 19,236 15,426 19,236 14,047 19,236 TOTAL REVENUES $240,136 $250,754 $244,436 $162,772 $254,736 EXPENSES 5010 Full-Time Salaries $59,552 $79,628 $42,920 $35,613 $44, Part-Time Salaries 62,523 62,749 63,141 47,430 66, FICA 9,367 8,725 8,141 6,080 8, Hospitalization 4,169 4,384 8,587 2,421 1, Life Insurance Retirement 14,352 11,770 11,305 8,782 12, Unemployment Tax TOTAL PERSONNEL SERVICES 151, , , , , Gas and Diesel 1,000 2,070 2,000 2,558 2, Programs and Promotions Uniforms TOTAL OPERATING COSTS 1,400 3,486 2,900 3,042 2, Equipment/Vehicle Maintenance 2,000 2,039 2,000 2,672 2, Facility Op. & Maintenance 20,000 20,032 20,000 19,854 20, Rental House Maintenance TOTAL MAINTENANCE COSTS 22,500 22,636 22,500 22,668 22, Insurance - Vehicle TOTAL INSURANCE Retail Operations 35,640 38,398 34,320 21,934 34, Vending Machines 600 (101) TOTAL RETAIL OPERATIONS 36,240 38,297 34,720 21,934 34, Telephone 2,300 1,612 2, , Electricity 8,500 4,914 8,500 4,502 8,000 TOTAL UTILITIES 10,800 6,526 10,800 5,492 10,000 TOTAL EXPENSES $222,514 $240,027 $206,529 $154,877 $205,556 OPERATING INCOME (LOSS) $17,622 $10,727 $37,907 $7,895 $49,180 C-81

134 FOUNTAINHEAD REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Create and implement a plan to extend the riparian buffer. Develop a plan for consistent and continued facility improvements. Develop a GPS based mapping system of the Bull Run/Occoquan Trail. Develop a strategy to promote the Bull Run/Occoquan Trail App. Establish and maintain a minimum of (3) community partnerships. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Host a minimum of (4) special events or programs. Offer a minimum of (3) naturalist lead programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Cultivate a superior customer experience with the delivery of at least (2) quality in-house or outside training opportunities that focus on customer service for key staff. Create an annual system that reviews marketing materials and public information. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Create and implement a plan to expand food and retail sales. Develop and implement a plan to reconfigure the marina operations. Create and implement criteria and guidelines for outside groups using facilities. Work with appropriate sources to host skills and knowledge clinics. C-82

135 FOUNTAINHEAD REGIONAL PARK STATUS OF & 2013 OBJECTIVES Host Learn to Fish clinics to educate patrons and promote the sport of fishing. Number of Learn to Fish clinics hosted Support the angling community with fishing tournaments. Number of angling tournaments Implement and refine special events programming. Number of park-run special events held Number of outside group special events held Develop map of Blue Trail. Map development progress 25% 0% 50% Complete placement of mats on boat ramps. Date of completion for mat placement on boat ramps 8/11 90% 3/13 Maintain community partnerships Number of community partnerships MEASURABLE RESULTS FY 2011 FY 2014 Number of jon boat rentals 3,129 3,100 3,269 3,100 3,200 Number of boat ramp launches (daily type) 1,116 1, ,000 1,000 Number of boat shore launches 1,633 1,700 1,692 1,700 1,700 Number of season ramp launch passes sold Number of season shore launch passes sold Number of canoe rentals Number of motor rentals 1,383 1,300 1,492 1,300 1,500 Number of kayak rentals 2,175 2,200 1,847 2,300 2,300 Number of miniature golf rounds Number of picnic shelter rentals Average revenue retail per boat rental and daily launch $5.72 $6.35 $6.34 $6.00 $6.14 Number of volunteer hours C-83

136 HEMLOCK OVERLOOK REGIONAL PARK PROGRAM OVERVIEW Hemlock Overlook is a 426-acre park located in the middle of the 5,000 acres owned by NVRPA in the Bull Run- Occoquan Watershed, which provides protection to the Occoquan Reservoir Watershed and is a habitat for wildlife and native plants and trees. Adventure Links has been chosen through the Virginia Public-Private Education Facilities and Infrastructure Act of 2002 (PPEA) process to run operations at Hemlock Overlook. The programming focus is on environmental education, experiential learning, and teambuilding offered to school, community, and corporate groups. Adventure Links began programming on site August 2009, after George Mason University ended their agreement to run the facility. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE Other Revenue 46,535 45,000 45, % TOTAL REVENUE $ 46,535 $ 45,000 $ 45, % EXPENSES BY CATEGORY Maintenance Costs 516 2,400 2, % TOTAL EXPENSES $ 516 $ 2,400 $ 2, % Net Income $ 46,019 $ 42,600 $ 42, % BUDGET HIGHLIGHTS There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time NA NA NA NA NA Part-Time, Year Round NA NA NA NA NA Part-Time, Seasonal NA NA NA NA NA C-84

137 HEMLOCK OVERLOOK REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4510 Miscellaneous Revenue $0 $1,535 $0 $768 $ Revenue Share from Partnership $45,000 45,000 $45,000 $45,000 $45,000 TOTAL OTHER REVENUE 45,000 46,535 45,000 45,768 45,000 TOTAL REVENUES $45,000 $46,535 $45,000 $45,768 $45,000 EXPENSES 5190 Facility Op. & Maintenance $2,400 $516 $2,400 $381 $2,400 TOTAL MAINTENANCE 2, , ,400 TOTAL EXPENSES $2,400 $516 $2,400 $381 $2,400 OPERATING INCOME (LOSS) $42,600 $46,019 $42,600 $45,386 $42,600 C-85

138 HEMLOCK OVERLOOK REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Due to the contractual nature of this cost center, there are no FY 2014 Objectives at this time. C-86

139 STATUS OF & 2013 OBJECTIVES HEMLOCK OVERLOOK REGIONAL PARK Create and integrate marketing tools such as website, brochures, and maps to include Adventure Links and NVRPA. Create and update tools and marketing pieces 3/12 N/A 3/13 Retain previous Hemlock Overlook clients 50% N/A 60% Create Nature Nuts subsidized field trip options. Date Nature Nuts field trip options created N/A N/A 9/12 MEASURABLE RESULTS FY 2011 School & community group participants** 7,403 9,000 N/A 10,000 Professional, corporate, and university group 2,846 3,000 N/A 3,300 participants* Summer Camp participants** 5,889 6,000 N/A 6,500 * ** Provided as user days C-87

140 MEADOWLARK BOTANICAL GARDENS PROGRAM OVERVIEW Meadowlark Botanical Gardens is a 96-acre botanical garden in Vienna whose mission is to collect and display plants native to the Potomac River Valley and from around the world, to provide educational opportunities in gardening, horticulture, botany and conservation of plant diversity, and to provide a place of aesthetic beauty to foster the stewardship of nature for public enrichment. Facilities in the gardens include a Visitor Center, 3 lakes, and paved and natural surface walking paths. The Korean Bell Garden is a new and unique addition and a Children s Garden is a planned addition for the gardens. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 178,654 $ 176,000 $ 188, % Retail Operations 22,996 35,000 35, % Other Revenue 1,034 3,000 1, % TOTAL REVENUE $ 202,684 $ 214,000 $ 224, % EXPENSES BY CATEGORY Personnel Services $ 648,324 $ 703,486 $ 745, % Operating Costs 16,477 12,400 12, % Maintenance Costs 88,819 83,400 89, % Insurance % Retail Operations 8,738 21,000 21, % Utilities 41,368 41,600 41, % TOTAL EXPENSES $ 804,673 $ 862,858 $ 911, % Net Income $ (601,989) $ (648,858) $ (686,670) -5.8% BUDGET HIGHLIGHTS Major variances in budget: There are additional personnel expenses due to additional part time gardener hours and increased benefit costs. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-88

141 MEADOWLARK BOTANICAL GARDENS ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4020 Misc Rev / Annual Dues $59,000 $64,598 $63,000 $50,436 $67, Easement , Camps 8,000 16,158 15, , Programmed Events 5, , Visitor Center Rental 8,000 2,307 8,000 2,887 3, Entrance Fees 83,000 95,310 85,000 68,838 95, Reservations - Means Cabin Rental TOTAL USER FEES 158, , , , , Retail Operations 40,000 22,996 35,000 20,927 35,000 TOTAL RETAIL OPERATIONS 40,000 22,996 35,000 20,927 35, Meadowlark Escrow Interest Transfer 3,000 1,034 3, ,000 TOTAL OTHER REVENUE 3,000 1,034 3, ,000 TOTAL REVENUES $201,000 $202,684 $214,000 $146,122 $224,500 EXPENSES 5010 Full-Time Salaries $348,925 $346,770 $362, ,663 $373, Part-Time Salaries 135, , ,446 97, , FICA 37,060 33,521 37,550 27,759 39, Hospitalization 59,967 64,246 68,447 65,053 77, Life Insurance 2,491 2,465 2,588 2,145 2, Retirement 84,091 82,942 95,482 77, , Unemployment Tax 1,476 2,055 1,476 1,849 1,544 TOTAL PERSONNEL SERVICES 669, , , , , Gas and Diesel 5,000 6,314 5,000 2,894 5, Membership Events 1, , , Programs and Promotions 3,500 8,236 5, , Uniforms 1,400 1,127 1, ,400 TOTAL OPERATING COSTS 10,900 16,477 12,400 4,485 12, Equipment/Vehicle Maintenance 12,000 15,905 12,000 10,710 13, Facility Op. & Maintenance 39,400 39,689 39,400 34,666 39, Garden Maintenance 32,000 33,226 32,000 21,954 37,000 TOTAL MAINTENANCE COSTS 83,400 88,819 83,400 67,330 89, Insurance - Vehicle TOTAL INSURANCE Retail Operations 24,000 8,738 21,000 3,546 21,000 TOTAL RETAIL OPERATIONS 24,000 8,738 21,000 3,546 21, Telephone 5,500 6,176 5,500 6,524 3, Electricity 24,500 26,648 24,500 25,096 24, Natural Gas 10,000 5,307 8,000 5,255 8, Water/Sewer 3,200 3,238 3,200 2,725 3, Propane Gas Cable/Internet 612 1,836 TOTAL UTILITIES 43,600 41,368 41,600 40,211 41,600 TOTAL EXPENSES $832,217 $804,673 $862,858 $689,824 $911,170 OPERATING INCOME (LOSS) ($631,217) ($601,990) ($648,858) ($543,702) ($686,670) C-89

142 MEADOWLARK BOTANICAL GARDENS STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Renew the Children's Garden planning process. Objectives: Review garden design as it currently exists and refine to final design. Develop complementary programming plan for the garden. Develop a marketing strategy and outreach plan to promote the garden. Goal Two: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Create a year-round comprehensive programming schedule. Develop and implement an internal program evaluation system to ensure all programs (SOL and Public) are meeting intended goals. Expand camp programming to include more sessions and participants. Increase cooperative educational offerings with other conservation and education agencies. Goal Three: Increase the horticultural, botanical and environmental quality of the gardens for public enrichment. Objectives: Work to control the Hydrilla in all three lakes. Rework the problematic Hosta Garden stream to decrease the water velocity throughout the entire stream channel. Plant more native trees and perennials suited to lake shorelines and stream corridors. Continue to implement improvement in the area around the Korean Bell Garden. Provide full time staff members a minimum of (2) continuing education training opportunities per year. Continue focus on wetland and river basin ecology. C-90

143 MEADOWLARK BOTANICAL GARDENS STATUS OF & 2013 OBJECTIVES Provide additional membership events and increase membership numbers. Number of membership events held Number of members 5 3, , ,600 Market rental of the Visitor Center to increase rentals to 10. Number of visitor center rentals Develop an in-house Children's Program at the log cabin. Expand Children's programming opportunities 4/12 4/12 4/13 Increase sales in retail operations. Implement new retail strategies 10/11 11/11 10/12 Increase the number of educational programs. Number of educational programs Develop and maintain community partnerships. Number of community partnerships Expand the newsletter database. Size of newsletter database 2,900 3,000 3,200 MEASURABLE RESULTS FY 2011 FY 2014 Memberships 3,100 3,100 3,147 3,600 3,600 Admissions (including members) 41,256 42,000 49,764 45,000 45,000 Program participants 6,400 6,500 6,450 6,500 6,500 Camp Grow participants School programs-number of students 1,700 2,000 1,500 2,000 2,000 Average amount visitors spend on resale items $.75 $.95 $.40 $.78 $.78 Volunteer hours received 3,786 3,500 3,600 3,500 3,500 C-91

144 MEADOWLARK GARDENS WINTER WALK OF LIGHTS PROGRAM OVERVIEW Meadowlark s Winter Walk of Lights will make its debut November The show is slightly over a mile long and meanders through the garden. The all LED displays depict nature and winter holiday themes including a stream, deer, swans, flowers, butterflies, mushrooms, snails, and holiday favorites. Two highlights of the show include a spectacular animated fountain and the animated light show set to holiday music. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 117,000 $ 414, % Retail Operations 10,000 30, % TOTAL REVENUE $ 127,000 $ 444, % EXPENSES BY CATEGORY Personnel Services $ 38,592 $ 51, % Operating Costs 30,000 78, % Retail Operations 4,000 15, % Utilities 3,000 2, % TOTAL EXPENSES $ 75,592 $ 146, % Net Income $ 51,408 $ 297, % BUDGET HIGHLIGHTS Major variances in budget: Due to an extremely successful first year of the Winter Walk of Lights, the net income of this event is being adjusted to reflect the success of last year. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time N/A N/A N/A 0 0 Part-Time, Year Round N/A N/A N/A 0 0 Part-Time, Seasonal N/A N/A N/A C-92

145 MEADOWLARK GARDENS WINTER WALK OF LIGHTS ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4486 Admissions $107,100 $370,315 $380,000 Group Admissions 0 0 5, Programmed Events 0 0 4, Sponsors 10, ,000 TOTAL USER FEES 117, , , Retail-Food 5,000 24,018 20, Retail Operations 5,000 9,741 10,000 TOTAL RETAIL OPERATIONS 10,000 33,759 30,000 TOTAL REVENUES $127,100 $404,074 $444,000 EXPENSES 5020 Part-Time Salaries $35,080 $27,769 $46, FICA 3, , Unemployment TOTAL PERSONNEL SERVICES 38,592 27,769 51, Light Show Production Costs 30,000 73,056 75, Programs and Promotions 0 0 3,000 TOTAL OPERATING COSTS 30,000 73,056 78, Retail-Food 2,000 9,654 10, Retail Operations 2,000 5,786 5,000 TOTAL RETAIL OPERATIONS 4,000 15,440 15, Electricity 2, , Propane TOTAL UTILITIES 3, ,500 TOTAL EXPENSES $75,592 $116,703 $146,931 OPERATING INCOME (LOSS) $51,508 $287,372 $297,069 C-93

146 MEADOWLARK GARDENS WINTER WALK OF LIGHTS STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Provide a quality visitor experience through a unique annual event. Objectives: Develop a plan for consistent and continued event improvements. Create a calendar of planned special events. Create an expanded food and retail plan. Refine marketing plan. Continue and increase cross-agency promotion and marketing efforts across all NVRPA facilities and events. Develop a defined plan to increase off-peak and weekday visitation. Form a yearly review system of industry trends and standards. Cultivate a superior customer experience with the delivery of at least (2) quality in-house or outside training opportunities with a focus on customer service for key front line staff. Create an operations, installation and take down manual. C-94

147 MEADOWLARK GARDENS WINTER WALK OF LIGHTS STATUS OF & 2013 OBJECTIVES Develop a marketing plan for the light show. Completion of marketing plan N/A N/A 10/12 Develop the sponsorship plan for the light show. Percent of sponsorship plan updated N/A N/A 10/12 MEASURABLE RESULTS FY 2011 FY 2014 Number of light show entries N/A N/A N/A 15,300 37,000 C-95

148 MEADOWLARK ATRIUM AND EVENT SERVICES PROGRAM OVERVIEW The Atrium at Meadowlark Botanical Gardens is a stunning venue that provides approximately 5,400 square feet of event space. The Atrium has been consistently voted as Northern Virginia and D.C. Metro areas premier wedding venue. The Atrium offers food and beverage options with full-service event planning. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 731,343 $ 753,000 $ 753, % Retail Operations 205, , , % Other Revenue 856, , , % TOTAL REVENUE $ 1,794,038 $ 1,651,250 $ 1,702, % EXPENSES BY CATEGORY Personnel Services $ 448,401 $ 420,140 $ 526, % Operating Costs 414, , , % Maintenance Costs 79,381 74,500 72, % Insurance - 5,000 5, % Retail Operations 80,362 58,000 58, % Utilities 39,162 40,000 40, % TOTAL EXPENSES $ 1,061,660 $ 1,002,240 $ 1,084, % Net Income $ 732,378 $ 649,010 $ 617, % BUDGET HIGHLIGHTS Major variances in budget: This budget includes increased catering revenue and increased personnel costs due to additional part time staffing and increased benefit costs. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-96

149 MEADOWLARK ATRIUM AND EVENT SERVICES ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4135 Atrium Rental $750,000 $712,168 $725,000 $478,152 $725, Kitchen Use Fee 15,000 8,750 15,000 6,000 10, Reservations - Gazebo Rental 13,000 10,425 13,000 10,363 18,000 TOTAL USER FEES 778, , , , , Catering 525, , , , , Equipment Rental 90,000 80, ,000 41, , NVRPA Event Staffing 0 13,965 10,000 1,660 1, Service Charge 85, ,202 95,250 78, , Special Services 3,000 3,402 3,000 2,971 3,000 TOTAL OTHER REVENUE 703, , , , , Retail - Alcoholic Beverages 110, , , , ,000 TOTAL RETAIL 110, , , , ,000 TOTAL REVENUES $1,591,000 $1,794,038 $1,651,250 $1,151,014 $1,702,000 EXPENSES 5010 Full-Time Salaries $153,772 $154,109 $200,582 $165,728 $209, Part-Time Salaries 146, , , , , FICA 22,970 27,373 24,210 22,322 31, Hospitalization 23,363 18,477 23,990 17,563 20, Life Insurance 1,098 1,094 1,432 1,169 1, Retirement 37,059 37,532 52,833 42,338 59, Unemployment Tax 1,396 2,028 1,207 1,594 1,896 TOTAL PERSONNEL SERVICES 386, , , , , Catering 225, , , , , Equipment Rental 80,000 78,894 90,000 45,663 90, Contract employment 21,685 26,796 65,000 20, Programs and Promotions 3, , , Uniforms , ,100 TOTAL OPERATING COSTS 330, , , , , Equipment/Vehicle Maintenance 2,500 1,146 2, , Facility Op. & Maintenance 53,000 59,678 53,000 62,343 53, Garden Maintenance 19,000 18,558 19,000 15,330 17,000 TOTAL MAINTENANCE COSTS 74,500 79,381 74,500 78,270 72, Retail - Alcoholic Beverages 25,040 80,362 58,000 54,454 58,000 TOTAL RETAIL 25,040 80,362 58,000 54,454 58, Insurance - Liquor Liability 5, , ,000 TOTAL INSURANCE 5, , , Electricity 28,000 28,340 28,000 23,601 28, Natural Gas 10,500 7,193 7,500 7,671 7, Water/Sewer 4,000 3,629 4,500 2,714 4,500 TOTAL UTILITIES 42,500 39,162 40,000 33,986 40,000 TOTAL EXPENSES $864,170 $1,061,660 $1,002,240 $838,909 $1,084,666 OPERATING INCOME (LOSS) $726,830 $732,378 $649,010 $312,105 $617,334 C-97

150 MEADOWLARK ATRIUM AND EVENT SERVICES STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Enhance and expand Atrium and Event Services into a premier service and event business. Objectives: Increase client leads of the Atrium and Event Services through a minimum of (3) new and innovative promotional programs. Continue and increase cross-agency promotion and marketing efforts across all NVRPA rental facility businesses. Initiate a focused effort to consistently promote the Great Blue Heron Catering brand in all rental facility promotional materials. Develop new catering and event packages for the Atrium, Lilac Pavilion, Korean Bell Garden and Winter Walk of Lights. Create a bi-yearly review process of all distributors/suppliers to determine best pricing and service Produce a business plan that creates a seamless customer experience between venue and catering services staff. Form a quarterly review system of event industry trends and standards with a focus on local competition and social media. Develop a defined plan that focuses on attracting nontraditional rental business. Develop a defined plan to increase off-peak corporate and social event rentals. Create and consistently review site specific menu options for all NVRPA rental sites. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service and rental facility sales for key staff. Develop SOP guidelines for all levels of the service and rental business. C-98

151 MEADOWLARK ATRIUM AND EVENT SERVICES STATUS OF & 2013 OBJECTIVES Host special events. Number of special events Update and enhance the bathrooms, entryway and bridal room restroom. Date facility updates complete N/A N/A 7/12 Develop operational plans for crabapple pavilion for weddings and events. Date operational plans complete N/A N/A 7/12 MEASURABLE RESULTS FY 2011 FY 2014 Atrium business events Atrium social events Atrium weddings/social events catered (inhouse) Annual attendance-social event guests 17,038 25,000 18,270 25,000 25,000 Number of gazebo rentals C-99

152 MT. ZION HISTORIC PARK/GILBERT S CORNER REGIONAL PARK PROGRAM OVERVIEW Mount Zion Historic Church sits on 7 acres and was acquired in the fall of Built in 1851, the church played host and witness to several of the areas many Civil War events including the Action at Mount Zion Church. In July of 1864 near the church, Confederate forces led by John S. Mosby were credited with a rout of Union forces led by William H. Forbes. Today, the church is available to the public for tours and special events. Adjacent to Mt. Zion Historic Park just across Route 50 rests Gilbert s Corner Regional Park. This undisturbed 155 acres of rolling countryside was assumed by NVRPA in the winter of 2009 from the Mount Zion Church Preservation Association. The former house site of local union sympathizer and civilian scout Alexander Yankee Davis, Gilbert s Corner remains today as it has for centuries, a mix of meadows and woodlands that will play host to hiking trails and other passive park activities. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 1,212 $ 2,500 $ 2, % TOTAL REVENUE $ 1,212 $ 2,500 $ 2, % EXPENSES BY CATEGORY Personnel Services $ 74 $ 1,318 $ 1, % Operating Costs , % Maintenance Costs 4,063 5,700 6, % Utilities 940 1,500 1, % TOTAL EXPENSES $ 5,505 $ 9,368 $ 9, % Net Income $ (4,293) $ (6,868) $ (7,318) -6.6% BUDGET HIGHLIGHTS There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time N/A Part-Time, Year Round N/A Part-Time, Seasonal N/A C-100

153 MT. ZION HISTORIC PARK/GILBERT S CORNER REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4131 Church Rental $6,000 $420 $2,000 $582 $2, Programmed Events 1, TOTAL USER FEES 7,000 1,212 2,500 1,498 2,500 TOTAL REVENUES $7,000 $1,212 $2,500 $1,498 $2,500 EXPENSES 5020 Part-Time Salaries $1,218 $74 $1,215 $0 $1, FICA Unemployment Tax TOTAL PERSONNEL SERVICES 1, , , Programs and Promotions ,000 TOTAL OPERATING COSTS , Facility Op. & Maintenance 3,500 4,063 5,700 2,838 6,500 TOTAL MAINTENANCE COSTS 3,500 4,063 5,700 2,838 6, Telephone Electricity 1, ,500 1,316 1,000 TOTAL UTILITIES 2, ,500 1,316 1,000 TOTAL EXPENSES $7,621 $5,505 $9,368 $4,673 $9,818 OPERATING INCOME (LOSS) ($621) ($4,294) ($6,868) ($3,176) ($7,318) C-101

154 MT. ZION HISTORIC PARK/GILBERT S CORNER REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Mt. Zion Historic Park: Goal One: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Conduct a minimum of (2) SOL based programs. Create and implement a minimum of (1) new program that meets scout badge requirements. Host a minimum of (4) special events or lectures. Continuing planning efforts associated with the 2014 commemoration of the 150 th anniversary of the 1864 cavalry battle. Establish and maintain a minimum of (5) community partnerships. Create a defined plan that focuses on expanding the church rental business. Goal Two: Continue to preserve the historic structures, parkland, and facilities to provide a quality visitor experience. Objectives: Develop guidelines and SOP s for an overall facility maintenance program. Develop a preservation plan for consistent and continued site improvements and maintenance. Gilbert's Corner Regional Park: Goal One: Develop a passive use regional park with a focus on protecting the land and educating visitors on its cultural and historic significance. Objectives: Develop a master plan for park development and continued site improvements. Document archaeological, architectural and historical resources. Develop and implement a complete interpretive plan for both natural and historic resources. Create and implement a minimum of (1) new program that meets scout badge requirements. Host a minimum of (2) special events or programs. Establish and maintain a minimum of (3) community partnerships. Create promotional and informational pieces for the park. Goal Two: experience. Continue to preserve the historic structures, parkland, and facilities to provide a quality visitor Objectives: Develop guidelines and SOP s for an overall facility maintenance program. Work closely with the holders of the existing wetlands easements. C-102

155 MT. ZION HISTORIC PARK/GILBERT S CORNER REGIONAL PARK STATUS OF & 2013 OBJECTIVES Provide rental opportunities for events at the church. Number of rentals Hold at least 5 special events and programs. Number of special events Work with marketing to produce a brochure. Date brochure produced 1/12 N/A N/A Produce and install interpretive signage on the property. Date signage installed 1/12 N/A 3/13 MEASURABLE RESULTS FY2011 FY 2014 Special event & program attendance Rental event attendance School program attendance Volunteer hours C-103

156 OCCOQUAN REGIONAL PARK PROGRAM OVERVIEW Occoquan Regional Park is a 350-acre scenic park located on the Fairfax County shoreline of the Occoquan River across from the Town of Occoquan. It offers recreational amenities including soccer and baseball fields, batting cage, river access including boat launch and kayaks, hiking trails, Boat/RV storage, food concessions, and picnic shelters. It also provides practice rowing facilities for several local high schools. A number of special events are hosted at the park, including an annual car show, annual river festival, and various other events. The park is also the site of the Turning Point Suffragist Memorial. A major focus in the park is to provide leadership in conservation and recreational use of the Occoquan River. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 233,477 $ 211,000 $ 228, % Retail Operations 17,974 18,000 18, % Other Revenue 22,621 14,500 4, % TOTAL REVENUE $ 274,072 $ 243,500 $ 250, % EXPENSES BY CATEGORY Personnel Services $ 324,334 $ 295,457 $ 290, % Operating Costs 16,621 13,700 13, % Maintenance Costs 39,581 54,000 45, % Insurance 1,263 1,296 1, % Retail Operations 9,017 7,200 7, % Utilities 29,200 26,700 26, % TOTAL EXPENSES $ 420,016 $ 398,353 $ 384, % Net Income $ (145,944) $ (154,853) $ (133,602) 13.7% BUDGET HIGHLIGHTS This budget includes increased revenue projections based on actual performance. Expenses and revenue are adjusted based on the discontinuation of the night security contract. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-104

157 OCCOQUAN REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4460 Launch Fees $30,000 $28,117 $30,000 $17,448 $30, Programmed Events 1,000 2,970 1,500 1,644 5, Shelter Reservations 25,000 27,944 25,000 17,085 30, Athletic Field Use Fees 12,000 16,233 12,000 16,121 17, Batting Cage Fees 20,000 21,560 20,000 12,534 20, Boat Rental 1,500 4,743 2,500 4,378 6, Boat Storage 120, , , , ,000 TOTAL USER FEES 209, , , , , Retail - Food 13,500 12,356 11,000 6,060 11, Vending Machine Operation 7,000 5,618 7,000 3,247 7,000 TOTAL RETAIL OPERATIONS 20,500 17,974 18,000 9,307 18, Lessons 2, , Miscellaneous Revenue 1,000 2,124 1,500 1,195 1, Night Security 26,000 15,928 13, Rental Device Commission TOTAL OTHER REVENUE 27,000 21,121 14,500 2,120 4,500 TOTAL REVENUES $257,000 $272,571 $243,500 $193,979 $250, Transfer from OWL 0 1, TOTAL TRANS - OTHER FUNDS 0 1, TOTAL AVAILABLE RESOURCES $257,000 $274,071 $243,500 $193,979 $250,500 EXPENSES 5010 Full-Time Salaries $78,078 $78,262 $80,205 $66,496 $83, ,5025 Part-Time Salaries 155, , , , , ,5035 FICA 17,922 20,100 18,236 14,164 17, Hospitalization 0 15,067 16,732 15,363 18, Life Insurance Retirement 18,817 18,823 21,126 16,969 23, Unemployment Tax 1,298 1,579 1, ,215 TOTAL PERSONNEL SERVICES 271, , , , , Gas and Diesel 12,000 16,038 13,000 8,598 13, Programs and Promotions Uniforms TOTAL OPERATING COSTS 12,700 16,621 13,700 8,598 13, Equipment/Vehicle Maintenance 12,000 13,203 12,000 11,032 12, Facility Op. & Maintenance 42,000 26,378 42,000 28,283 33,000 TOTAL MAINTENANCE COSTS 54,000 39,581 54,000 39,314 45, Insurance - Vehicle 861 1,263 1,296 1,244 1,296 TOTAL INSURANCE 861 1,263 1,296 1,244 1, Retail - Food 5,400 8,375 4,400 2,894 4, Vending Machines 2, ,800 2,190 2,800 TOTAL RETAIL OPERATIONS 8,200 9,017 7,200 5,084 7, Telephone 5,000 4,270 5,000 3,369 5, Electricity 17,000 20,247 17,000 17,692 17, Water/Sewer 2,000 3,001 2,000 6,149 2, Propane Gas 2,700 1,682 2,700 1,508 2,700 TOTAL UTILITIES 26,700 29,200 26,700 28,718 26,700 TOTAL EXPENSES $374,360 $420,016 $398,353 $326,604 $384,102 OPERATING INCOME (LOSS) ($117,360) ($145,945) ($154,853) ($132,626) ($133,602) C-105

158 OCCOQUAN REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop guidelines and SOP s for an overall park and facility maintenance program. Establish and maintain a minimum of (5) community partnerships. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Host a minimum of (3) human and natural history focused paddle tours. Offer a minimum of (3) naturalist lead programs. Host a minimum of (6) special events or programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (2) quality in-house or outside training opportunities that focus on customer service for key staff. Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Create and implement a plan to expand food sales and profitability. Expand kayak and boat rental opportunities. Develop at least (2) unique partnership opportunities with outside vendors. Create and implement a plan to expand opportunities for special events and field rentals. Goal Five: Facilitate implementation of park master plan. Objectives: Assist in the development of priorities Begin assessing staffing and operational needs. C-106

159 OCCOQUAN REGIONAL PARK STATUS OF & 2013 OBJECTIVES Maintain a 95% occupancy rate at the Boat Storage facility. Average occupancy rate Achieve 90% Achieve Continue to maintain and develop community partnerships. Number of community partnerships Development of a riverwalk interpretive trail. Percent completion of riverwalk interpretive trail development 60% 60% 60% Increase batting cage attendance. Percent increase in batting cage attendance 10% 10% 10% Hold at least six special events. Number of special events Implement new point of sale system. Date of implementation 1/12 Complete N/A MEASURABLE RESULTS FY 2011 FY 2014 Boat/RV storage usage Number of boat launches 3,530 3,750 3,258 3,750 3,750 Number of batting cage rounds 19,239 20,000 21,560 20,000 20,000 Number of picnic shelter rentals Number of soccer games played Number of volunteer hours Number of boat rentals 5, , , , , C-107

160 POHICK BAY REGIONAL PARK PROGRAM OVERVIEW Pohick Bay Regional Park opened in 1971 and occupies a bayside setting on the Mason Neck peninsula in Fairfax County. The park offers a variety of recreational activities including 12 miles of hiking and equestrian trails, an 18-hole miniature golf course, disc golf course, RV storage facilities, a 143-site campground with playground and six rustic cabins. The park also includes 4 rental shelters, including the Eagle s Nest shelter at the marina. Camp Wilson, the former regional camp for the area Boy Scouts of America Council, is available for group camping. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 510,950 $ 544,000 $ 545, % Retail Operations 26,128 29,200 29, % Other Revenue 44,394 45,300 45, % TOTAL REVENUE $ 581,472 $ 618,500 $ 620, % EXPENSES BY CATEGORY Personnel Services $ 518,213 $ 542,873 $ 555, % Operating Costs 15,021 16,500 16, % Maintenance Costs 56,666 59,000 59, % Insurance 1,579 1,620 1, % Retail Operations 17,202 17,500 17, % Utilities 35,255 40,763 40, % TOTAL EXPENSES $ 643,936 $ 678,256 $ 691, % Net Income $ (62,464) $ (59,756) $ (71,473) -19.6% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-108

161 POHICK BAY REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4095 Cabin Rentals $48,000 $51,322 $60,000 $46,061 $66, Camping Fees 395, , , , , Laundry 5,000 3,845 5,000 2,733 5, Programmed Events , , Shelter Reservations 17,000 17,320 18,000 11,874 20, RV Storage 25,000 27,430 32,000 21,302 32, Entrance Fees 21,000 25,620 21,000 13,384 25, Miniature Golf & Disc Golf 7,000 11,795 7,000 4,995 11,000 TOTAL USER FEES 518, , , , , , 4661 Retail Operations 30,000 21,890 25,000 15,197 25, Vending Machine Operation 2,500 4,239 4,200 2,264 4,200 TOTAL RETAIL OPERATIONS 32,500 26,128 29,200 17,461 29, Gain (Loss) on Sale of Assets Rental Device Commission House Rental 25,800 25,225 25,800 20,000 25, , 4601 Firewood/Propane 16,000 19,099 19,500 15,019 19,500 TOTAL OTHER REVENUE 41,800 44,394 45,300 35,490 45,300 TOTAL REVENUES $592,300 $581,473 $618,500 $425,200 $620,000 EXPENSES 5010 Full-Time Salaries $271,489 $268,233 $280,824 $232,824 $284, Part-Time Salaries 115, , , , , FICA 29,700 29,805 31,136 25,250 31, Hospitalization 27,507 26,170 28,372 25,174 29, Life Insurance 1,938 1,943 2,005 1,661 2, Retirement 65,429 64,473 73,969 59,481 81, Unemployment Tax 1,207 1,622 1,282 1,504 1,282 TOTAL PERSONNEL SERVICES 513, , , , , Gas and Diesel 13,500 14,660 15,000 12,539 15, Programs and Promotions Uniforms 1, , ,000 TOTAL OPERATING COSTS 14,500 15,021 16,500 14,045 16, Equipment/Vehicle Maintenance 13,000 13,794 13,000 7,905 13, Facility Op. & Maintenance 45,000 42,214 45,000 29,458 45, Rental House Maintenance 1, , ,000 TOTAL MAINTENANCE COSTS 59,000 56,666 59,000 37,363 59, Insurance - Vehicle 1,435 1,579 1,620 1,556 1,620 TOTAL INSURANCE 1,435 1,579 1,620 1,556 1, Retail Operations 15,000 15,286 15,000 11,181 15, Vending Machines 1,500 1,916 2,500 1,427 2,500 TOTAL RETAIL OPERATIONS 16,500 17,202 17,500 12,608 17, Telephone 3,000 2,177 2,400 2,171 2, Electricity 33,963 29,856 33,963 32,463 32, Water/Sewer 1,200 1,576 1, , Heating Oil 2,000 1,647 2, , Internet/Cable 1,200 1,307 2,300 TOTAL UTILITIES 40,163 35,255 40,763 36,751 40,763 TOTAL EXPENSES $644,692 $643,937 $678,256 $559,517 $691,473 NET INCOME (LOSS) ($52,392) ($62,464) ($59,756) ($134,317) ($71,473) C-109

162 POHICK BAY REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parklands and facilities to provide a quality visitor experience. Objectives: Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop guidelines and SOP s for an overall park and facility maintenance program. Establish and maintain a minimum of (3) community partnerships. Expand improvements to the miniature golf course. Develop methods and guidelines to preserve a sustainable park trail network. Continue to implement riparian planting plans along the water. Goal Two: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Implement at least (2) special events or programs. Offer a minimum of (3) naturalist lead programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Create an annual system that reviews marketing materials and public information. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Provide a superior family camping experience. Objectives: Create a year round comprehensive programming calendar and schedule of events and activities. Take part in a minimum of (2) outreach events. Develop a defined plan to increase off-peak usage. Refine overall marketing plan. Expand retail sales by providing necessary camping items, food and beverage, souvenirs, adequately seasoned firewood, and propane service. Develop a plan for consistent and continued campground development. Goal Five: Develop and refine strategies to attract and serve park users.. Objectives: Maintain RV lots at 95% capacity. Create and implement a plan to improve gatehouse operations. Develop a marketing plan for annual admissions. Develop an effective marketing strategy to promote rental shelters. C-110

163 POHICK BAY REGIONAL PARK STATUS OF & 2013 OBJECTIVES Develop and implement a rehabilitation plan for the unused Camp Wilson sites. Percent of rehabilitation plan implemented 75% 75% 100% Refine the marketing and operational plan for park facilities. Develop marketing plan for Treasure Island Mini Golf Hut 3/12 90% N/A Maintain a 95% occupancy rate at the RV storage facility. Average occupancy rate Achieve Achieved Achieve Maintain special programs at the campground and park. Number of programs and special events hosted Increase shelter rentals by 5%. Percent increase in shelter rentals 5% 4.3% 5% Maintain community partnerships. Number of community partnerships MEASURABLE RESULTS FY 2011 FY 2014 Number of fee paying non jurisdiction vehicles 3,242 3,400 4,087 3,400 4,000 Number of nightly camping rentals 10,432 10,900 9,654 10,900 10,000 Number of group campers 6,586 8,000 8,455 8,000 8,000 RV storage usage (46 spaces available) Winter storage patrons for RV s/boats Number of miniature & disc golf rounds 2,753 3,000 3,314 3,000 3,000 Picnic shelter rentals Number of nightly cabin rentals 1,054 1, ,100 1,200 Volunteer hours received 880 1,200 1,010 1,200 1,200 C-111

164 POHICK BAY GOLF COURSE PROGRAM OVERVIEW Pohick Bay Golf Course is a par 72, 18-hole golf course in southern Fairfax County. Built in 1982, it is considered one of the more challenging courses in the area. Pohick Bay Golf Course has maintained certification as an Audubon Cooperative Sanctuary. Pohick Bay serves as the home course for the high school golf teams at South County Secondary School and Hayfield Secondary School. Amenities include a driving range, pro shop, grill, putting and chipping greens and rentals of golf carts and golf clubs. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 977,688 $ 946,400 $ 945, % Retail Operations 168, , , % Other Revenue 20,455 40,000 35, % TOTAL REVENUE $ 1,166,323 $ 1,162,400 $ 1,160, % EXPENSES BY CATEGORY Personnel Services $ 626,941 $ 693,940 $ 723, % Operating Costs 108, , , % Maintenance Costs 176, , , % Insurance 1,110 1,059 1, % Retail Operations 82,778 84,500 83, % Utilities 38,317 33,400 33, % TOTAL EXPENSES $ 1,034,182 $ 1,117,849 $ 1,142, % Net Income $ 132,141 $ 44,551 $ 18, % BUDGET HIGHLIGHTS Major variances in budget: The revenue budgeted remains consistent with, and the only increased expenses are increased benefit costs. This combination reduces the projected net by $26,303 compared to. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-112

165 POHICK BAY GOLF COURSE ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4210 Driving Range $75,000 $83,740 $72,000 $64,046 $80, Cart Rental 240, , , , , NVRPA Equipment Rental 600 1, Golf Club Rental 2,700 3,511 2,700 1,635 3, Green Fees 625, , , , , Golf Handicap Program 7,000 6,626 5,000 4,675 6, Pull Cart Rental 1, , TOTAL USER FEES 951, , , , , Retail - Alcoholic Beverages 36,000 43,097 39,000 30,686 43, , 4642, 4643 Retail - Food 77,000 68,089 77,000 45,350 77, Retail - Pro Shop 60,000 56,993 60,000 37,925 60,000 TOTAL RETAIL OPERATIONS 173, , , , , Lessons 40,000 20,455 40,000 4,080 35,000 TOTAL OTHER REVENUE 40,000 20,455 40,000 4,080 35,000 TOTAL REVENUES $1,164,400 $1,166,323 $1,162,400 $794,711 $1,160,726 EXPENSES 5010 Full-Time Salaries $309,416 $307,927 $325, ,761 $336, Part-Time Salaries 175, , , , , FICA 37,138 33,530 38,596 27,935 39, Hospitalization 56,710 57,626 61,779 59,424 69, Life Insurance 2,210 2,197 2,325 1,916 2, Retirement 74,569 74,064 85,769 68,640 96, Unemployment Tax 1,849 2,178 1,816 1,838 1,816 TOTAL PERSONNEL SERVICES 657, , , , , Golf Cart Rental 54,658 45,893 60,442 51,750 62, Beverage Cart Rental 2,423 1,593 2, Gas and Diesel 26,000 36,932 28,000 32,774 28, Golf Handicap Program 4,500 4,450 4,500 4,450 4, Instructor Fees 36,000 18,428 36,000 3,492 31, Uniforms 1,600 1,245 1,600 1,009 1,600 TOTAL OPERATING COSTS 125, , ,965 94, , Equipment/Vehicle Maintenance 21,660 23,745 23,660 20,134 23, Facility Op. & Maintenance 32,490 38,860 33,000 31,019 33, Golf Course Maintenance 117, , ,325 93, ,325 TOTAL MAINTENANCE COSTS 171, , , , , Insurance - Liquor Liability Insurance - Vehicle TOTAL INSURANCE 1,272 1,110 1,059 1,049 1, Retail - Alcoholic Beverages 10,440 12,258 11,700 8,800 12, ,5522 Retail - Food 30,800 30,115 30,800 22,487 30, Retail - Pro Shop 40,200 40,405 42,000 28,772 40,000 TOTAL RETAIL OPERATIONS 81,440 82,778 84,500 60,060 83, Telephone 6,500 6,653 3,300 3,042 3, Electricity 23,000 30,075 25,000 20,540 25, Water/Sewer 2,700 1,589 2,700 1,187 2, Internet/Cable 2,400 2,639 2,700 TOTAL UTILITIES 32,200 38,317 33,400 27,407 33,400 TOTAL EXPENSES $1,068,629 $1,034,183 $1,117,849 $882,327 $1,142,478 OPERATING INCOME (LOSS) $95,771 $132,141 $44,551 ($87,616) $18,249 C-113

166 POHICK BAY GOLF COURSE STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective membership program. Objectives: Conduct a minimum of (3) membership events. Develop a system that implements consistent membership retention strategies. Conduct a complete review of the membership program and benefits to identify areas that may be improved. Goal Two: Develop and refine strategies to attract the daily play with a focus on the latent golfer. Objectives: Form a quarterly review system of industry trends, pricing and standards with a focus on local competition. Implement and effectively market demand pricing model. Develop a business plan to reach perspective league and tournament clients. Develop an effective customer outreach strategy using technology resources. Create dedicated plans for retaining core golfers, attracting more occasional and beginning golfers. Continue and increase cross-agency promotion and marketing efforts with other NVRPA golf courses. Goal Three: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Create a year round comprehensive programming calendar and schedule of events and activities. Create a minimum of (3) new programming opportunities for: Juniors and adults. Schedule on-site golf teaching professionals to provide a minimum of (3) clinics and classes to the general public. Develop a minimum of (2) outreach programs with partner organizations such as the PGA, LPGA or VSGA. Utilize at least (1) nationally recognized golf introduction program to increase participation. Establish goals, objectives and expectations for contracted golf instructors. Goal Four: Continue to improve all golf facilities and provide exceptional customer service. Objectives: Develop a master plan for consistent and targeted golf course and pro shop improvements. Cultivate a superior customer experience with the delivery of at least (8) quality in-house or outside training opportunities that focus on customer service for key staff. Maintain a clean facility. Create an in-house audit program to evaluate the performance of seasonal and volunteer staff. Goal Five: Enhance the overall customer experience by providing superior food, beverage and retail services. Objectives: Create purchasing and appropriate inventory guidelines for golf pro shop. Develop an F&B plan that focuses on quality menu options while maximizing profitable. Provide a minimum of (2) training opportunities that focus on safe food handling and proper serving protocols. C-114

167 POHICK BAY GOLF COURSE STATUS OF & 2013 OBJECTIVES OBJECTIVES Maintain an effective golf membership program. Number of annual golf memberships Increase sales of Round Club Cards and Heron Club Cards. Number of Round Club Card sales Number of Heron Club Card sales Conduct special programs each year (to include golf clinics, demo days, and special golf events). Number of special programs conducted Maintain at least 5 large (60+) tournaments per year. Number of large tournaments Maintain Audubon International Certification. Maintain Audubon International Certification Achieve Achieved Achieve Refine the marketing and operational plan. Date program refined Date program developed for junior golf Date marketing plan refined for Heron and Round Card programs 4/12 3/12 3/12 N/A N/A N/A 4/13 N/A 3/13 Achieve Groundwater Guardian Green Site designation. Percentage complete for Guardian Green Site designation 100% 100% N/A MEASURABLE RESULTS FY 2011 FY hole golf rounds (paid) 15,176 16,250 17,257 16,250 17, hole golf rounds (members) 19,020 15,500 19,491 15,500 17,500 Power cart rentals 13,861 13,500 16,993 13,500 15,030 Number of driving range buckets sold 5,434 5,500 6,875 5,500 6,250 Number of Annual Golf Memberships sold Number of Annual Driving Range Memberships sold Per customer average on pro shop merchandise $1.59 $1.89 $1.55 $1.89 $1.74 Per customer average of food & beverage $3.62 $3.56 $3.03 $3.65 $3.48 Revenue per round of golf played $32.12 $36.67 $31.74 $36.61 $33.64 Cost per round of golf played $30.39 $33.66 $28.15 $35.20 $32.89 Volunteer hours received 5,450 6,000 6,232 6,000 6,000 C-115

168 POHICK BAY MARINA PROGRAM OVERVIEW Pohick Bay Marina features a boat launch facility for motorized boats, canoes, kayaks, and sailboats, providing access to the Potomac River. There are two concrete plank launch ramps with docks that can accommodate up to 8 boats at a time. The gravel shore launch area is for small watercraft such as personal watercraft, canoes, and kayaks. Patrons can rent paddleboats, paddleboards, canoes, kayaks, rowboats and sailboats from April through October. Paddle tour programs are available by reservation during the summer months. The marina also has two facilities for year-round boat storage. The Eagle s Nest rental deck, located at the marina building and overlooking Gunston Cove, can accommodate up to 80 seated guests. Two new small shelters were added in. The marina area also has areas for fishing, numerous picnic tables and a playground for children. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 239,948 $ 230,000 $ 224, % Retail Operations - 1, % TOTAL REVENUE $ 239,948 $ 231,000 $ 224, % EXPENSES BY CATEGORY Personnel Services $ 18,945 $ 22,352 $ 22, % Maintenance Costs 5,673 6,500 6, % Retail Operations % Utilities 5,133 8,600 8, % TOTAL EXPENSES $ 29,751 $ 37,852 $ 37, % Net Income $ 210,197 $ 193,148 $ 187, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-116

169 POHICK BAY MARINA ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4070, 4540,4680 Boat Rental $27,000 $26,719 $27,000 $15,604 $27, Launch & Parking Fees 62,000 49,423 62,000 29,034 55, Programmed Events 5,000 5,340 7,000 2,940 7, Boat Storage 125, , , , , Shelter Reservations 9,000 7,931 9,000 6,225 10,500 TOTAL USER FEES 228, , , , , Retail Operations 0 0 1, TOTAL RETAIL OPERATIONS 0 0 1, TOTAL REVENUES $228,000 $239,948 $231,000 $160,819 $224,500 EXPENSES 5020 Part-Time Salaries $20,610 $17,403 $20,610 $12,965 $20, FICA 1,577 1,331 1, , Unemployment Tax TOTAL PERSONNEL SERVICES 22,352 18,945 22,352 14,000 22, Facility Op. & Maintenance 6,500 5,673 6,500 4,721 6,500 TOTAL MAINTENANCE COSTS 6,500 5,673 6,500 4,721 6, Retail Operations TOTAL RETAIL OPERATIONS Telephone 1, , , Electricity 7,000 4,308 7,000 5,213 7,000 TOTAL UTILITIES 8,600 5,133 8,600 6,129 8,600 TOTAL EXPENSES $37,452 $29,751 $37,852 $24,849 $37,452 OPERATING INCOME (LOSS) $190,548 $210,197 $193,148 $135,969 $187,048 C-117

170 POHICK BAY MARINA STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Control aquatic vegetation through research and implementing best practices. Establish and maintain a minimum of (3) community partnerships. Develop a plan for continued marina improvements. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Host a minimum of (4) special events or programs. Goal Three: Develop and refine strategies to attract and serve park users. Objectives: Maintain boat storage lots at 95% capacity. Develop an effective marketing strategy to promote rental shelters. Develop a marketing plan for launch passes. Expand boat rental opportunities. C-118

171 POHICK BAY MARINA STATUS OF & 2013 OBJECTIVES Create a plan for shoreline riparian plantings and trees along the tidal basin. Date plan complete. 12/11 2/12 100%- work complete Maintain a 95% occupancy rate at the boat storage facility. Average occupancy rate Achieve Achieved Achieve Host programmed events each year. Number of events Establish marketing plan for the two family shelters and the Eagle s Nest. Date marketing and operational plan established/refined 3/12 3/12 3/13 MEASURABLE RESULTS FY 2011 FY 2014 Boat storage (153 storage sites available) Boat launches 5,716 6,000 5,376 6,000 6,000 Total boat rentals 3,508 3,600 3,257 3,600 3,600 Guided water tour participants Number of Eagle's Nest rentals Number of family shelter rentals N/A C-119

172 PIRATE S COVE WATERPARK AT POHICK BAY PROGRAM OVERVIEW The Pirate s Cove Waterpark was renovated in 2008 and now features a 500,000 gallon swimming pool and a 300 gallon dump bucket with slides and water play features, an infant wading pool with bubblers and clam slide, Buccaneer s Beach sand play area, and Crow s Nest birthday deck rental space. Other amenities include shower and restroom facilities with locker rentals and a food & beverage concession operation. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 345,229 $ 338,000 $ 358, % Retail Operations 124, , , % Other Revenue 3,011 2,000 - TOTAL REVENUE $ 472,949 $ 457,000 $ 487, % EXPENSES BY CATEGORY Personnel Services $ 149,707 $ 140,966 $ 159, % Operating Costs 3,819 1,000 1, % Maintenance Costs 54,746 52,000 52, % Retail Operations 46,980 47,200 52, % Utilities 17,020 16,400 16, % TOTAL EXPENSES $ 272,272 $ 257,566 $ 281, % Net Income $ 200,677 $ 199,434 $ 206, % BUDGET HIGHLIGHTS Major variances in budget: Revenue is budgeted to increase, based on actual current performance. Personnel expenses are budgeted to increase due to increased part time staffing, including life guards and attendants. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-120

173 PIRATE S COVE WATERPARK AT POHICK BAY ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4550 Admissions $200,000 $255,731 $240,000 $165,200 $260, Group Admissions 40,000 43,229 50,000 44,757 50, Locker Rental Programmed Events , 4580 Bounce Passes 40,000 38,626 40,000 28,932 40, Shelter Reservations 5,500 6,730 7,000 1,904 7,000 TOTAL USER FEES 286, , , , , Retail Operations 93, , ,000 72, , Swim Merchandise 1,800 3,380 4,000 2,617 4,500 TOTAL RETAIL OPERATIONS 95, , ,000 74, , Lessons 3,500 2,181 2, Lifeguard Training Fee TOTAL OTHER REVENUE 3,500 3,011 2, TOTAL REVENUES $384,750 $472,949 $457,000 $316,891 $487,500 EXPENSES 5020 Part-Time Salaries $125,106 $137,625 $129,982 $101,997 $146, FICA 9,571 10,528 9,944 7,785 11, Unemployment Tax 1,001 1,554 1,040 1,589 1,176 TOTAL PERSONNEL SERVICES 135, , , , , Programs and Promotions 4,000 3,819 1, ,000 TOTAL OPERATING COSTS 4,000 3,819 1, , Facility Op. & Maintenance 52,000 54,746 52,000 32,241 52,000 TOTAL MAINTENANCE COSTS 52,000 54,746 52,000 32,241 52, Retail Operations 37,280 46,826 45,200 28,663 50, Swim Merchandise ,000 2,212 2,250 TOTAL RETAIL OPERATIONS 38,000 46,980 47,200 30,875 52, Telephone 1,000 1,788 1,200 1,269 1, Electricity 14,000 15,231 14,000 11,131 14, Internet/Cable 1, ,000 TOTAL UTILITIES 15,000 17,020 16,400 12,953 16,400 TOTAL EXPENSES $244,678 $272,272 $257,566 $187,440 $281,042 NET INCOME (LOSS) $140,072 $200,677 $199,434 $129,451 $206,458 C-121

174 PIRATE S COVE WATERPARK AT POHICK BAY STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective Bounce Pass membership program. Objectives: Develop a marketing plan to increase pass sales both in season and out of season. Create a system that streamlines the purchasing process. Develop a system that implements consistent membership retention and referral strategies. Incorporate a minimum of (4) membership incentives per season. Conduct an annual review of the membership program and benefits to identify areas that may be improved. Goal Two: Remain a leader in the field of aquatic safety Objectives: Maintain a NASCO Gold Standard certification. Continue to improve group procedures, including expanding group safety briefings. Develop a system that implements effective recruitment and retention strategies for qualified staff. Implement standardized scheduling practices. Goal Three: Optimize programming and facility usage to increase revenues. Objectives: Establish marketing and operations plan to continue to increase the sales of parties and additional services. Implement a plan to maximize weekday group participation. Refined marketing plan to include special promotional and sales opportunities. Continue and increase cross promotion of park activities. Continue to offer and expand a successful swim lesson program. Goal Four: Enhance the customer experience by providing superior food, beverage and retail services. Objectives: Develop a retail and food sales operations plan to include sales goals, purchasing and pricing guidelines, product placement, and marketing. Ensure staff maintains Food, Beverage and Alcohol Compliance through a measurable training and certification system. Create options that can be purchase by groups and parties participants. Implement an effective inventory management system to reduce waste. Goal Five: Enhance the overall quality of the customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for the front line employee. Develop a plan to continue and expand facility theming. Create a mechanism to receive consistent customer feedback. Develop guidelines and SOP s for an overall facility maintenance program. Conduct a complete review of the staff incentive program to identify areas that may be improved. C-122

175 PIRATE S COVE WATERPARK AT POHICK BAY STATUS OF & 2013 OBJECTIVES OBJECTIVES Maintain group visits to at least 9,500 per year. Number of recreation group visitors 9,500 9,794 9,500 Maintain Bounce Passes at 500. Number of Bounce passes sold Hold a minimum of 8 special events per year at the waterpark. Number of special programs held Refine the birthday party program. Number of birthday parties Achieve National Aquatic Safety Company (NASCO) Index score average World Class Rating. Achieve NASCO World Class Rating for agency-wide composite score Achieve Achieved Achieve MEASURABLE RESULTS FY 2011 FY 2014 Number of general admissions 38,099 35,000 41,921 41,000 42,000 Number of youth group participants 9,868 8,100 9,794 10,000 10,000 Number of Bounce Passes sold Average amount customers spent on food & $2.29 $2.25 $2.39 $2.20 $2.47 beverages Attendance at special programs 5,532 4,000 5,546 4,000 5,000 Number of volunteer hours C-123

176 POTOMAC OVERLOOK REGIONAL PARK PROGRAM OVERVIEW Potomac Overlook Regional Park, a 67-acre park in Arlington, is NVRPA s primary center for natural history interpretation. The staff provides programs for school and public groups throughout the year. The James I. Mayer Center for Environmental Education contains the Energerium, a suite of exhibits on the role of energy in living systems (including human systems). Other facilities include a small picnic area, a shelter, bathroom building, interpretive gardens and 2 miles of natural surface trails. Park staff has developed working solar energy and energy efficient facilities that reduce the park s energy use and educate the public on energy issues. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 37,580 $ 41,100 $ 56, % Retail Operations 10,680 15,400 14, % TOTAL REVENUE $ 48,260 $ 56,500 $ 70, % EXPENSES BY CATEGORY Personnel Services $ 267,751 $ 235,637 $ 248, % Operating Costs 9,699 $ 8,900 $ 9, % Maintenance Costs 15,133 15,500 15, % Insurance % Utilities 7,863 8,400 9, % TOTAL EXPENSES $ 301,077 $ 269,085 $ 283, % Net Income $ (252,817) $ (212,585) $ (213,645) -0.5% BUDGET HIGHLIGHTS Major variances in budget: Additional camp programming increases the revenue budget for FY STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-124

177 POTOMAC OVERLOOK REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4600 Programmed Events $13,900 $15,033 $17,000 $8,021 $17, Camps 22,000 20,000 22,000 24,440 37, Shelter Reservations 2,100 2,547 2,100 1,620 2,100 TOTAL USER FEES 38,000 37,580 41,100 34,081 56, House Rental 11,520 10,080 14,400 3,300 13, Misc Rev - Friends of Pot O/L 1, , ,000 TOTAL OTHER REVENUE 12,520 10,680 15,400 3,450 14,200 TOTAL REVENUES $50,520 $48,260 $56,500 $37,531 $70,350 EXPENSES 5010 Full-Time Salaries $163,452 $166,727 $133,106 $114,722 $144, Part-Time Salaries 27,804 29,487 27,804 21,743 31, FICA 14,637 14,534 12,313 9,865 13, Hospitalization 26,511 21,750 26,014 13,250 16, Life Insurance 1,167 1, , Retirement 39,392 33,490 35,060 29,315 41, Unemployment Tax TOTAL PERSONNEL SERVICES 273, , , , , Gas and Diesel 1,800 1,585 1,800 2,609 1, Programs and Promotions 7,000 7,491 6,500 3,814 7, Uniforms TOTAL OPERATING COSTS 9,400 9,699 8,900 6,625 9, Equipment/Vehicle Maintenance 2,500 1,543 2,500 1,903 2, Facility Op. & Maintenance 12,500 13,134 12,500 10,375 12, Rental House Maintenance TOTAL MAINTENANCE COSTS 15,500 15,133 15,500 13,006 15, Insurance - Vehicle TOTAL INSURANCE Telephone 2,500 2,777 2,500 2,306 2, Electricity 4,500 4,376 4,500 4,856 4, Water/Sewer 1, ,000 1,102 1, Propane Gas Cable/Internet 509 1,080 TOTAL UTILITIES 8,400 7,863 8,400 9,061 9,480 TOTAL EXPENSES $307,227 $301,078 $269,085 $219,867 $283,995 NET INCOME (LOSS) ($256,707) ($252,818) ($212,585) ($182,336) ($213,645) C-125

178 POTOMAC OVERLOOK REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Complete a GIS trail inventory Determine options to restore the overlook. Develop a plan for consistent focus on invasives removal. Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop guidelines and SOP s for an overall park and facility maintenance program. Establish and maintain a minimum of (3) community partnerships. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Conduct and expand camp programming. Create a year-round comprehensive programming schedule. Develop and implement an internal program evaluation system to ensure all programs (SOL and Public) are meeting intended goals. Manage and enhance the NVRPA Roving Naturalist program. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Continue to build, implement and evaluate a successful volunteer program. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Develop a marketing plan to promote established programs. Create and implement guidelines for fee based programs. Create and implement a plan to expand opportunities for rental facilities. C-126

179 POTOMAC OVERLOOK REGIONAL PARK STATUS OF & 2013 OBJECTIVES Implement a joint energy project with the Foundation at Potomac Overlook. Percent of Phase II complete Participate with Marketing in the development of a project marketing plan 100% Ongoing 90% Ongoing N/A N/A Implement and evaluate lesson plans on a standard template for field trips and tie them to the Virginia Standards of Learning (SOL). Number of additional lesson plans integrated on template Date of SOL lesson plan evaluation 2 1/12 2 1/12 2 1/13 Develop and maintain community partnerships. Number of community partnerships maintained Implement an active Friends of Potomac Overlook group. Framework in place for Friends Group 6/12 N/A N/A Date Friends Group activated N/A N/A 1/13 Number of new subscribers N/A 11 N/A Develop a Green Park Maintenance plan. Date Green Park Maintenance plan complete 1/12 1/12 N/A Share Green Park Maintenance plan with staff N/A N/A 7/12 MEASURABLE RESULTS FY 2011 FY 2014 Adult/Public program participants 1,206 2,000 2,303 1,500 1,700 Meet Me on a Sunday weekly event participants 2,550 3,500 2,010 3,500 2,600 School & Scout program participants 4,018 4,000 3,299 4,000 4,000 Special event/concert participants 2,735 3,100 1,602 3,100 2,000 Number of birthday parties Junior Naturalist Camp participants * 100* 144* Birthday party participants N/A N/A N/A Offsite programming N/A N/A N/A Number of shelter rentals Volunteer hours received 2,568 3,000 2,952 3,000 3,000 * Adjustment from "camper days" to "camper registrations". C-127

180 RUST SANCTUARY PROGRAM OVERVIEW The Rust Sanctuary is expected to come on line as a result of a lease from the Audubon Naturalist Society. The execution of the lease is underway as of the week of the FY 14 budget adoption. It is expected to be an NVRPA property for the start of the FY 14 fiscal year. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 25,200 $ 90, % Other Revenue 33,940 68, % Retail Operations 39,950 66, % TOTAL REVENUE $ 99,090 $ 225, % EXPENSES BY CATEGORY Personnel Services $ 36,536 $ 83, % Operating Costs 18,950 39, % Maintenance Costs 31,500 31, % Retail Operations 12,863 21,780 Insurance 1,630 2, % Utilities 9,400 15, % TOTAL EXPENSES $ 110,879 $ 193, % Net Income $ (11,789) $ 31, % BUDGET HIGHLIGHTS Major variances in budget: FY 2014 will be the first full year of operation for Rust Sanctuary as an NVRPA property. The major revenue source will be rentals and events at the Manor House. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time N/A N/A N/A 0 0 Part-Time, Year Round N/A N/A N/A Part-Time, Seasonal N/A N/A N/A 0 0 C-128

181 RUST SANCTUARY ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4240 Manor House Rental $25,200 $3,168 $90,080 TOTAL USER FEES 25,200 3,168 90,080 Apartment Rental 0 0 9, Contract Services 1, , Equipment Rental 21, , Service Charge 7, , Special Services 1, , Storage Rental (PEC & LWC) 0 1,350 4, Outside Catering Fees 2, TOTAL OTHER REVENUE 33,940 1,350 68, Catering 28, , Retail - Alcoholic Beverages 11, ,200 TOTAL RETAIL 39, ,200 TOTAL REVENUES $99,090 $4,518 $225,227 EXPENSES 5020 Part-Time Salaries $33,689 18,034 $76, FICA 2, , Unemployment Tax TOTAL PERSONNEL SERVICES 36,536 18,034 83, Equipment Rental 17, ,700 Linen Service 0 0 1, Programs and Promotions 1, , Uniforms TOTAL OPERATING COSTS 18, , Equipment/Vehicle Maintenance 1, , Facility Op. & Maintenance 30,000 15,197 30,000 TOTAL MAINTENANCE COSTS 31,500 15,197 31, Catering 10, , Retail - Alcoholic Beverages 2, ,680 TOTAL RETAIL 12, , Insurance - Liquor Liability 1, ,260 TOTAL INSURANCE 1, , Telephone 2, , Electricity 3, , Heating Oil 3,500 6,123 10, Water/Sewer TOTAL UTILITIES 9,400 7,381 15,400 TOTAL EXPENSES $110,879 $41,435 $193,757 NET INCOME (LOSS) ($11,789) ($36,918) $31,470 C-129

182 RUST SANCTUARY STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Establish the Rust Sanctuary as a premier event venue. Objectives: Develop and refine a first year marketing plan in an effort to establish the Rust Sanctuary brand under NVRPA. Form a quarterly review system of event industry trends and standards with a focus on local competition. Produce a business plan that creates a seamless customer experience between venue and catering services staff. Create an identity for the events facility at Rust with a unique name and visual graphics. Host a minimum of (2) open house events. Take part in a minimum of (3) outreach events. Develop relationships with third party vendors for event services. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service and rental facility sales for key staff. Continue and increase cross-agency promotion and marketing efforts across all NVRPA rental facility businesses. Develop new catering and event packages for the Rust Sanctuary. Work with Great Blue Heron to produce written guidelines that create a seamless customer experience between venue and catering services staff. Develop a business plan that focuses on attracting nontraditional rental business. Develop a business plan to increase off-peak corporate and social event rentals. Develop guidelines and SOP s for an overall facility maintenance program. Goal Two: Preserve and protect the sanctuary lands and facilities. Objectives: Develop a strategy to promote the NVRPA / ANS partnership and activities at Rust Sanctuary. Develop a plan for consistent and continued site improvements. Develop guidelines and SOP s for an overall facility maintenance program. Establish and maintain a volunteer program for maintaining and enhancing the sanctuary Evaluate the Rust Sanctuary Natural Resource Plan incorporating relevant features. Develop a trail way finding system. Create and display historic interpretation for the Manor House and property. In cooperation with ANS add environmental focused interpretive signs where appropriate. C-130

183 RUST SANCTUARY STATUS OF & 2013 OBJECTIVES FY 2011 Through 12/31/11 FY 2014 MEASURABLE RESULTS Measurable results will be developed when this cost center includes more detail on operational items. C-131

184 SANDY RUN REGIONAL PARK PROGRAM OVERVIEW Sandy Run Regional Park, located on the Occoquan Reservoir in Fairfax, is designed for the education, training, practice and racing for competitive and recreational rowing and sculling. The facility is open February through November weather permitting. It primarily serves ten local high schools and one college rowing program for men and women; several rowing clubs are housed here as well. The facility hosts regattas as well as occasional special events. Out of state high school and college teams often visit during spring break for training and practice, and local teams and clubs hold sweep and sculling camps. The facility also provides storage for scholastic, collegiate, private, and club crew shells in three boathouses and on outside boat storage racks. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 200,982 $ 207,000 $ 207, % Retail Operations 278 1, % Other Revenue 13,607 14,092 14, % TOTAL REVENUE $ 214,867 $ 222,392 $ 221, % EXPENSES BY CATEGORY Personnel Services $ 93,636 $ 98,783 $ 96, % Operating Costs 2,682 $ 3,000 $ 3, % Maintenance Costs 28,894 27,800 28, % Insurance % Retail Operations % Utilities 13,343 13,500 12, % TOTAL EXPENSES $ 138,965 $ 144,057 $ 141, % Net Income $ 75,902 $ 78,335 $ 80, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time 2 positions split with Bull Run Marina & Fountainhead Parks Part-Time, Year Round Part-Time, Seasonal C-132

185 SANDY RUN REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4080 Crew Boat Storage $128,000 $132,166 $130,000 $102,098 $132, Daily User Fees 7, , , Launch & Parking Fees 28,000 19,276 20,000 35,065 20, Regatta Fees 27,000 30,287 40,000 15,520 35, Rowing Camps 14,000 18,593 14,000 20,881 17,000 TOTAL USER FEES 204, , , , , Retail Operations Vending Machine Operation TOTAL RETAIL OPERATIONS 1, , House Rental 11,592 11,592 11,592 9,660 11, , 4510 Misc Rev - Gate Key & Other 2,500 2,015 2,500 1,155 2,500 TOTAL OTHER REVENUE 14,092 13,607 14,092 10,815 14,092 TOTAL REVENUES $219,392 $214,867 $222,392 $185,413 $221,592 EXPENSES 5010 Full-Time Salaries $62,363 $52,026 $44,260 $35,850 $46, Part-Time Salaries 28,371 19,008 28,934 11,746 28, FICA 6,976 5,294 5,634 3,491 5, Hospitalization 4,169 4,158 7,705 3,094 2, Life Insurance Retirement 15,029 12,508 11,658 9,155 13, Unemployment Tax TOTAL PERSONNEL SERVICES 117,580 93,636 98,783 63,756 96, Gas and Diesel 2,500 2,682 3,000 2,571 3,000 TOTAL OPERATING COSTS 2,500 2,682 3,000 2,571 3, Equipment/Vehicle Maintenance 2,300 2,462 2,300 1,498 3, Facility Op. & Maintenance 23,000 26,317 25,000 23,172 25, Rental House Maintenance TOTAL MAINTENANCE COSTS 25,800 28,894 27,800 24,671 28, Insurance - Vehicle TOTAL INSURANCE Retail Operations Vending Machines TOTAL RETAIL OPERATIONS Telephone 7,300 7,511 7,300 5,852 6, Electricity 6,200 5,833 6,200 3,798 6,200 TOTAL UTILITIES 13,500 13,343 13,500 9,650 12,400 TOTAL EXPENSES $160,317 $138,966 $144,057 $101,116 $141,293 NET INCOME (LOSS) $59,075 $75,901 $78,335 $84,297 $80,299 C-133

186 SANDY RUN REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Develop a system for review and update of facility use guidelines. Establish and maintain a minimum of (4) community partnerships. Develop methods and guidelines to preserve a sustainable park trail network. Develop a plan for invasives removal. Develop a plan for consistent and continued site improvements. Goal Two: Develop and refine strategies to attract and serve park users. Objectives: Implement a rack reallocation system. Promote daily, non-peak time use from outside and nontraditional user groups including camps. C-134

187 SANDY RUN REGIONAL PARK STATUS OF & 2013 OBJECTIVES Resurface the trails at Sandy Run. Date trails resurfaced 100% 80% 3/13 Refine the system to reduce weekday motor vehicle traffic. Date system refined 3/12 0% 3/13 Maintain community partnerships. Number of community partnerships maintained Increase capacity of storage for visiting teams. Date increased storage capacity system implemented 100% 100% N/A MEASURABLE RESULTS FY 2011 FY 2014 Peak season daily practice (March-May) usage by rowers and coaches Number of adult rowers annually 3,932 3,800 3,766 3,800 3,800 Number of boats stored Daily Fees: Number of spring break programs Average attendance at each spring break program Number of Summer and Fall camps Number of Summer and Fall camp participants Regattas: Number of Virginia Scholastic Rowing Association 8,414 7,000 7,277 7,000 7,000 (VASRA) Regatta competitors Number of VASRA scholastic regattas Number of club regatta competitors 4,889 4,000 5,235 4,000 4,000 Number of club regattas Number of collegiate regatta competitors 3,322 3,000 3,243 3,000 3,200 Number of collegiate regattas Total number of regatta spectators 18,825 13,000 13,000 13,000 13,000 C-135

188 UPPER POTOMAC PROPERTIES PROGRAM OVERVIEW The Upper Potomac Properties provide land and water protection while ensuring an aesthetically pleasing setting. These properties include the following resources: Ball s Bluff Battlefield Regional Park-a 223-acre park in Loudoun County with a parking lot and trails with interpretive signage. The park surrounds Ball s Bluff National Cemetery, which is owned by the U.S Department of Veterans Affairs. Ball s Bluff is the site of an 1861 Civil War battle. Red Rock Wilderness Regional Park-a 67-acre park in Loudoun County with a parking lot, picnic area, trails, interpretive signs, and a 19 th Century farmhouse and outbuildings. Upper Potomac Parklands-761 acres along the Potomac River in Fairfax and Loudoun Counties, located between Riverbend Park and Lowes Island development. The parklands have natural surface trails and portions of the DC Water and Sewer Authority sewer line, vents and access road. Symington Cabin-a 50 acre tract in Loudoun County with a log cabin, pond and gravel roadway. The tract also includes a number of trails. Ball s Bluff, Red Rock and Upper Potomac parklands are sites for the Potomac Heritage National Scenic Trail. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET Retail Operations $ 1,995 $ - $ - % CHANGE Other Revenue 20,192 14,400 14, % TOTAL REVENUE $ 22,187 $ 14,400 $ 14, % EXPENSES BY CATEGORY Personnel Services $ 90,048 $ 110,735 $ 105, % Operating Costs 19,467 $ 900 $ % Maintenance Costs 8,076 7,900 7, % Insurance % Retail Operations 1, Utilities % TOTAL EXPENSES $ 120,595 $ 120,405 $ 114, % Net Income $ (98,408) $ (106,005) $ (100,175) 5.5% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-136

189 UPPER POTOMAC PROPERTIES ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4090 Retail Operations $2,500 $1,995 $0 $0 $0 TOTAL RETAIL OPERATIONS 2,500 1, House Rental 14,400 11,020 14,400 11,000 14, Programmed Events 9,000 9, ,990 0 TOTAL OTHER REVENUE 23,400 20,192 14,400 12,990 14,400 TOTAL REVENUES $25,900 $22,187 $14,400 $12,990 $14,400 EXPENSES 5010 Full-Time Salaries $70,297 $60,771 $72,859 $47,403 $68, Part-Time Salaries 7,056 5,266 7,193 12,383 7, FICA 5,959 4,830 6,161 4,621 5, Hospitalization 4,632 3,860 4,641 1,941 3, Life Insurance Retirement 16,942 14,616 19,191 12,045 19, Unemployment Tax TOTAL PERSONNEL SERVICES 105,556 90, ,735 78, , Gas and Diesel 2, Programs and Promotions 20,000 18, Uniforms TOTAL OPERATING COSTS 22,400 19, Equipment/Vehicle Maintenance 1, , , Facility Op. & Maintenance 5,000 6,244 6,000 2,794 6, Rental House Maintenance , TOTAL MAINTENANCE COSTS 6,900 8,076 7,900 4,767 7, Insurance - Vehicle TOTAL INSURANCE Retail Operations 1,250 1, TOTAL RETAIL OPERATIONS 1, Telephone Electricity Water/Sewer TOTAL UTILITIES TOTAL EXPENSES $136,939 $120,594 $120,405 $84,744 $114,575 NET INCOME (LOSS) ($111,039) ($98,407) ($106,005) ($71,754) ($100,175) C-137

190 UPPER POTOMAC PROPERTIES STRATEGIC GOALS & OBJECTIVES FY 2014 Balls Bluff Battlefield Regional Park: Goal One: Enhance quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Continue to build, implement and evaluate a successful volunteer program. Maintain an effective and progressive relationship with the Friends of Ball s Bluff. Host a minimum of (3) special events or programs. Create a comprehensive programming calendar and schedule of events and activities. Goal Two: experience. Continue to preserve the historic structures, parkland, and facilities to provide a quality visitor Objectives: Maintain battlefield clearing. Conduct routine reviews and updates of interpretive signs on the Battlefield where necessary and appropriate. C-138

191 UPPER POTOMAC PROPERTIES STATUS OF & 2013 OBJECTIVES Maintain weekend tours at Ball s Bluff Battlefield. Number of tour visitors 1,000 1,180 1,000 Continue Battlefield Restoration Program. Continue clearing operations 100% 100% N/A Arrange for Battlefield Reenactment for Sesquicentennial. Number of meetings held with County and Town officials Establish a workable agreement with Morven Park March route established Volunteer reenactor website established Host Battlefield Reenactment N/A N/A N/A N/A 10/11 N/A N/A N/A N/A 10/11 N/A N/A N/A N/A N/A MEASURABLE RESULTS FY 2011 FY 2014 Number of visitors on tours at Ball s Bluff 1,316 1,000 1,180 1,000 1,000 Number of visitors for special events 352 3,500 2, Number of Ball s Bluff Battlefield volunteer hours 1, , C-139

192 UPTON HILL REGIONAL PARK PROGRAM OVERVIEW Upton Hill Regional Park straddles the Arlington County/Fairfax County line, just east of Seven Corners. This 27-acre park offers a welcome piece of woods in the otherwise densely developed area of North Arlington. In addition to hiking trails, picnic areas, open fields, a natural amphitheater and a playground, Upton Hill offers recreational amenities such as a deluxe miniature golf course, batting cages, a horseshoe pit and a bocce ball court. Almost all of the park s revenue comes from the miniature golf course and batting cages. The park also offers free concerts, special events, birthday party packages, volunteer opportunities and charity events. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 206,632 $ 218,000 $ 218, % Other Revenue TOTAL REVENUE $ 207,103 $ 218,000 $ 218, % EXPENSES BY CATEGORY Personnel Services $ 295,818 $ 304,758 $ 302, % Operating Costs 3,711 $ 4,100 $ 4, % Maintenance Costs 32,008 33,500 33, % Insurance % Utilities 13,905 10,300 11, % TOTAL EXPENSES $ 346,073 $ 353,306 $ 352, % Net Income $ (138,970) $ (135,306) $ (133,844) 1.1% BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full Time Part Time, Year Round Part Time, Seasonal C-140

193 UPTON HILL REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4600 Programmed Events $1,000 $884 $1, $1, Shelter Reservations 12,000 11,103 12,000 7,461 12, Batting Cage Fees 80,000 84,170 85,000 56,777 85, Miniature Golf 140, , ,000 67, ,000 TOTAL USER FEES 233, , , , , Gain(loss) on Sale of Assets TOTAL OTHER REVENUE TOTAL REVENUES $233,000 $207,103 $218,000 $132,299 $218,200 EXPENSES 5010 Full-Time Salaries $164,545 $164,345 $170, ,757 $157, Part-Time Salaries 54,539 59,449 54,882 45,560 54, FICA 16,827 16,794 17,344 12,503 16, Hospitalization 14,098 13,587 14,707 20,551 26, Life Insurance 1,175 1,141 1, , Retirement 39,655 39,529 45,032 31,173 45, Unemployment Tax , TOTAL PERSONNEL SERVICES 291, , , , , Gas and Diesel 3,000 2,857 3,000 2,426 3, Programs and Promotions Uniforms TOTAL OPERATING COSTS 3,900 3,711 4,100 3,160 4, Equipment/Vehicle Maintenance 1,500 3,362 1,500 2,508 1, Facility Op. & Maintenance 32,000 28,646 32,000 27,052 32,000 TOTAL MAINTENANCE COSTS 33,500 32,008 33,500 29,559 33, Insurance - Vehicle TOTAL INSURANCE Telephone 2, , , Electricity 6,000 7,670 6,000 4,882 6, Water/Sewer 3,300 5,502 3,300 2,989 4,300 TOTAL UTILITIES 11,300 13,905 10,300 8,625 11,300 TOTAL EXPENSES $340,661 $346,073 $353,306 $282,392 $352,044 OPERATING INCOME (LOSS) ($107,661) ($138,970) ($135,306) ($150,093) ($133,844) C-141

194 UPTON HILL REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Create an improvement plan for the miniature golf course and batting cage. Conduct a minimum of (2) annual public outreach opportunities to facilitate maintenance and beautification projects within the park. Develop guidelines and SOP s for an overall park and facility maintenance program. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Host a minimum of (5) quality special events or programs. Goal Three: Develop and enhance best practices to provide a quality customer experience. Objectives: Develop a system that implements effective recruitment and retention strategies for qualified staff. Create an in-house audit program to evaluate the performance of seasonal staff. Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for key staff. Create an annual system that reviews marketing materials and public information. Continue and increase cross-agency promotion and marketing efforts across all NVRPA park facilities. Goal Four: Develop and refine strategies to attract and serve park users. Objectives: Develop an effective marketing strategy to promote rental shelters. Establish marketing plan to continue to increase the sales of spring/fall parties. Develop and effective market strategy to increase miniature golf and batting cage sales C-142

195 UPTON HILL REGIONAL PARK STATUS OF & 2013 OBJECTIVES Increase miniature golf revenue through tournaments, special events, and enhanced marketing. Target of at least 25,000 rounds 26,000 21,129 25,000 Develop interpretive signage on park history. Phase I- Research and Writing 100% N/A 100% Phase II- Fabrication 100% N/A N/A Host at least 7 special events. Number of special events Increase the number of birthday parties. Percent increase in birthday parties 5% 2.25% 5% Maintain community partnerships. Number of community partnerships maintained Create marketing and operations plan for park birthday parties. Date birthday marketing and operations plan implemented/updated 12/11 12/11 12/12 MEASURABLE RESULTS FY 2011 FY 2014 Number of miniature golf rounds 21,909 26,000 21,129 23,000 23,000 Number of batting cage rounds 82,475 85,000 84,170 85,000 85,000 Number of picnic shelter rentals Number of special event participants Number of birthday parties N/A N/A Number of birthday party participants Volunteer hours received N/A C-143

196 OCEAN DUNES WATERPARK AT UPTON HILL PROGRAM OVERVIEW Ocean Dunes Waterpark at Upton Hill is a popular destination in densely-populated North Arlington. This beachthemed waterpark provides a peaceful vacation feel in the hectic Northern Virginia region, with large pelican figures, coastal landscaping and décor, and a 14-foot lighthouse decoration. The aquatic facility is comprised of a large play pool, 25-meter lap pool, splash pad with a large dumping bucket and slides, a baby pool, dual 26-foot tall water slides, and a snack bar. The facility also offers group and private swim lessons, birthday party packages and special events. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 467,230 $ 460,726 $ 465, % Retail Operations 111, , , % Other Revenue 40,024 40,000 40, % TOTAL REVENUE $ 618,877 $ 604,726 $ 618, % EXPENSES BY CATEGORY Personnel Services $ 153,602 $ 141,676 $ 154, % Maintenance Costs 46,558 48,600 48, % Retail Operations 40,040 42,000 45, % Utilities 31,813 27,647 28, % TOTAL EXPENSES $ 272,013 $ 259,923 $ 277, % Net Income $ 346,864 $ 344,803 $ 341, % BUDGET HIGHLIGHTS Major variances in budget: The part time staffing was restructured and this resulted in a slight increase in staffing costs. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-144

197 OCEAN DUNES WATERPARK AT UPTON HILL ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4550 Admissions $270,000 $265,532 $255,000 $143,828 $260, Group Admissions 25,000 39,937 45,000 35,407 45, Locker Rental Bounce Passes 150, , , , ,000 TOTAL USER FEES 445, , , , , Retail Operations 85, , ,000 59, , Swim Merchandise 1, , ,000 TOTAL RETAIL OPERATIONS 86, , ,000 60, , Lessons 25,000 38,954 40,000 29,503 40, Lifeguard Training Fee 0 1, TOTAL OTHER REVENUE 25,000 40,024 40,000 29,503 40,000 TOTAL REVENUES $556,726 $618,878 $604,726 $371,688 $618,350 EXPENSES 5020 Part-Time Salaries $125,309 $141,807 $130,637 $92,571 $142, FICA 9,586 10,299 9,994 7,082 10, Unemployment Tax 1,002 1,496 1,045 1,444 1,138 TOTAL PERSONNEL SERVICES 135, , , , , Facility Op. & Maintenance 48,600 46,558 48,600 30,999 48,600 TOTAL MAINTENANCE COSTS 48,600 46,558 48,600 30,999 48, Retail Operations 29,750 39,220 40,000 19,222 44, Swim Merchandise , ,500 TOTAL RETAIL OPERATIONS 30,150 40,040 42,000 19,833 45, Telephone 3,700 5,137 4,700 3,266 4, Electricity 17,447 20,458 17,447 12,389 18, Water/Sewer 5,500 6,218 5,500 2,619 5,500 TOTAL UTILITIES 26,647 31,813 27,647 18,273 28,700 TOTAL EXPENSES $241,294 $272,013 $259,923 $170,201 $277,063 OPERATING INCOME (LOSS) $315,432 $346,865 $344,803 $201,487 $341,287 C-145

198 OCEAN DUNES WATERPARK AT UPTON HILL STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to offer and promote an effective Bounce Pass membership program. Objectives: Develop a marketing plan to increase pass sales both in season and out of season. Create a system that streamlines the purchasing process. Develop a system that implements consistent membership retention and referral strategies. Incorporate a minimum of (4) membership incentives per season. Conduct an annual review of the membership program and benefits to identify areas that may be improved. Goal Two: Remain a leader in the field of aquatic safety. Objectives: Maintain a NASCO Gold Standard certification. Continue to improve group procedures, including expanding group safety briefings. Develop a system that implements effective recruitment and retention strategies for qualified staff. Implement standardized scheduling practices. Goal Three: Optimize programming and facility usage to increase revenues. Objectives: Establish marketing and operations plan to continue to increase the sales of parties and additional services. Implement a plan to maximize weekday group participation. Refined marketing plan to include special promotional and sales opportunities. Continue and increase cross promotion of park activities. Continue to offer and expand a successful swim lesson program. Goal Four: Enhance the customer experience by providing superior food, beverage and retail services. Objectives: Develop a retail and food sales operations plan to include sales goals, purchasing and pricing guidelines, product placement, and marketing. Ensure staff maintains Food, Beverage and Alcohol Compliance through a measurable training and certification system. Create options that can be purchase by groups and parties participants. Implement an effective inventory management system to reduce waste. Goal Five: Enhance the overall quality of the customer experience. Objectives: Cultivate a superior customer experience with the delivery of at least (3) quality in-house or outside training opportunities that focus on customer service for the front line employee. Develop a plan to continue and expand facility theming. Create a mechanism to receive consistent customer feedback. Develop guidelines and SOP s for an overall facility maintenance program. Conduct a complete review of the staff incentive program to identify areas that may be improved. C-146

199 OCEAN DUNES WATERPARK AT UPTON HILL OBJECTIVES Maintain Bounce Pass sales to at least 2,000. Number of Bounce Pass sales 2,200 2,281 2,200 Achieve National Aquatic Safety Company (NASCO) Index score average World Class Rating. Achieve NASCO World Class Rating for agency-wide composite score Achieve Achieved Achieve Implement waterpark theming. Percent of waterpark theming complete 100% 90% N/A Refine marketing and operational plans for waterpark. Date marketing and operational plans refined 11/11 2/12 11/12 Maintain at least 52 birthday waterpark packages. Number of birthday waterpark packages MEASURABLE RESULTS FY 2011 FY 2014 Number of general admissions 30,315 33,000 32,959 32,200 32,500 Number of youth group participants 7,231 6,500 6,908 7,200 7,200 Number of Bounce Passes sold 2,204 2,200 2,281 2,200 2,200 Number of swim lessons-classes Number of private swim lessons Average amount customers spent on food & $1.88 $1.96 $2.65 $2.00 $2.61 beverages Number of Daily All Facility Discount Passes sold 1,431 1,400 1,643 1,400 1,400 Number of birthday parties Number of waterpark birthday party participants N/A 684 N/A N/A C-147

200 W&OD RAILROAD REGIONAL PARK PROGRAM OVERVIEW W&OD Railroad Regional Park is a linear park that is 100 feet wide and 45 miles long, built on the old railbed of the former W&OD Railroad and extending from the Alexandria City line to Purcellville in western Loudoun County. Facilities include the park s maintenance facilities located in Ashburn, the 45 mile-long paved, multi-use trail, the 32 mile-long gravel horse trail, and the Two Creeks Mountain Bike Trail. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE Easements & Licenses $ 577,233 $ 614,360 $ 629, % Retail Operations 3,518 6,000 8, % Other Revenue 316, , , % TOTAL REVENUE $ 897,184 $ 946,104 $ 967, % EXPENSES BY CATEGORY Personnel Services $ 394,487 $ 420,904 $ 432, % Operating Costs 30,559 27,800 27, % Maintenance Costs 40,349 44,000 44, % Insurance 1,894 1,944 1, % Retail Operations 3,343 3,000 5, % Utilities 11,938 15,250 14, % TOTAL EXPENSES $ 482,570 $ 512,898 $ 525, % Net Income $ 414,614 $ 433,206 $ 442, % BUDGET HIGHLIGHTS Major variances in budget: There are no major variances in this budget. STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-148

201 W&OD RAILROAD REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4480 License Fees $25,000 $22,311 $25,000 10,634 $25,000 Rents, Easements & Licenses: 4770 Non-Recurring 5,000 1,903 20,000 2,709 10, Recurring 542, , , , ,598 TOTAL EASEMENTS & LICENSES 572, , , , , , 4640 Retail Operations 6,000 3,518 6,000 2,022 8,000 TOTAL RETAIL OPERATIONS 6,000 3,518 6,000 2,022 8, Permit Fees 1,600 1,725 1, , 4535 Miscellaneous Revenue 1, , TOTAL OTHER REVENUE 1, ,400 1,725 2, Transfer from Restricted Fund 316, , , , ,912 TOTAL TRANSFERS FR OTHER FUNDS 316, , , , ,912 TOTAL RESOURCES $895,943 $897,184 $946,104 $877,276 $967,510 EXPENSES 5010 Full-Time Salaries $216,075 $216,942 $226,786 $188,879 $234, Part-Time Salaries 76,353 71,846 77,899 57,435 77, FICA 22,439 21,706 23,376 17,704 23, Hospitalization 36,441 29,232 30,641 24,907 26, Life Insurance 1,543 1,538 1,620 1,346 1, Retirement 52,074 52,181 59,735 48,240 67, Unemployment Tax 835 1, TOTAL PERSONNEL SERVICES 405, , , , , Gas and Diesel 14,000 20,491 17,000 13,331 17, License Fees 20,000 9,167 10,000 1,005 10, Uniforms TOTAL OPERATING COSTS 34,800 30,559 27,800 14,568 27, Equipment/Vehicle Maintenance 12,000 11,904 13,000 10,459 13, Facility Op. & Maintenance 31,000 28,445 31,000 25,192 31,000 TOTAL MAINTENANCE COSTS 43,000 40,349 44,000 35,651 44, Insurance - Vehicle 1,722 1,894 1,944 1,867 1,944 TOTAL INSURANCE 1,722 1,894 1,944 1,867 1, Retail Operations 3,000 3,343 3,000 2,164 5,000 TOTAL RETAIL OPERATIONS 3,000 3,343 3,000 2,164 5, Telephone 3,750 4,035 3,750 3,440 4, Electricity 6,000 4,728 6,000 4,086 5, Natural Gas 5,000 2,511 5,000 1,783 4, Water/Sewer TOTAL UTILITIES 15,250 11,938 15,250 10,013 14,200 TOTAL EXPENSES $503,532 $482,570 $512,898 $403,606 $525,168 OPERATING INCOME (LOSS) $392,411 $414,614 $433,206 $473,670 $442,342 C-149

202 W&OD RAILROAD REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Continue to preserve the parkland and facilities to provide a quality visitor experience. Objectives: Conduct routine inspections and repairs of the trails bridges and culverts. Develop a plan for consistent focus on invasives removal. Develop a plan for consistent and continued trail improvements. Establish and maintain a minimum of (4) community partnerships. Develop a minimum of (3) new interpretive stops. Goal Two: Enhance the quality of life through beneficial, successful programs and events to meet the needs of the community. Objectives: Host a minimum of (3) public interpretive programs. Participate in a minimum of (2) public outreach programs. Goal Three: Continue to work closely with the Friends of the W&OD to support and enhance the trail. Objectives: Increase FOWOD memberships by a minimum of 5%. Participate in a minimum of (3) FOWOD sponsored events. Through the Friends maintain at least (3) community partnerships. Goal Four: Remain a leader in safety of multi-use trails. Objectives: Develop a plan for consistent review, implementation, education and promotion of safety related improvements. Host a minimum of (2) public outreach events focusing on trail safety. Maintain a maintenance and repair database system. Goal Five: Develop and refine strategies to attract and serve park users. Objectives: Develop a plan to create consistent brand awareness. Develop a retail plan that focuses on the addition of new resale items and outlets. C-150

203 W&OD RAILROAD REGIONAL PARK STATUS OF & 2013 OBJECTIVES Focus on increasing the FOWOD membership. Percent increase in FOWOD members Percent increase in membership fees received Number of FOWOD newsletters published 3% 3% 4 (5%) (18%) 4 3% 3% 4 Coordinate service based activities by the Friends group for local retail sponsorship (helmet safety checks, dealer days). Number of service based activities coordinated by Friends group Develop signage program that helps direct people to access Custis Trail and Mount Vernon Trail. Date planning complete Signage program implementation complete 100% 100% 100% 100% N/A N/A Create a Trail Day to celebrate the W&OD Trail. Plan a Trail Day event Date Trail Day implemented Ongoing 9/11 Complete 9/11 Ongoing 9/12 Plan and implement sesquicentennial commemoration events. Date of Sesquicentennial Commemoration event 9/11 9/11 N/A MEASURABLE RESULTS FY 2011 FY 2014 Park visitation 2,000,000+ 2,000,000+ 2,000,000+ 2,000,000+ 2,000,000+ Number of FOWOD members Operating cost per linear foot of trail $1.18 $1.26 $1.22 $1.28 $1.30 (400,000 ft. of trail) Volunteer hours received 2,535 4,000 4,753 4,000 5,000 C-151

204 WHITE S FORD REGIONAL PARK PROGRAM OVERVIEW One of NVRPA s newest parks, this 294 acre property located along the banks of the Potomac River north of Leesburg will offer both historical and natural conservation and passive recreational opportunities. Long term plans include access to the Potomac River via a public launch ramp, a public campground, picnic areas, hiking trails, and interpretation of the rich history of the property once owned by Col. Elijah V. White, a noted local Civil War figure. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ - $ 500 $ % Other Revenue 21,799 34,000 54, % TOTAL REVENUE $ 21,799 $ 34,500 $ 54, % EXPENSES BY CATEGORY Personnel Services $ 714 $ 27,482 $ 28, % Operating Costs 3,413 $ 29,500 $ 35, % Maintenance Costs 1,126 4,000 4, % TOTAL EXPENSES $ 5,253 $ 60,982 $ 67, % Net Income $ 16,546 $ (26,482) $ (13,400) 49.4% BUDGET HIGHLIGHTS Major variances in budget: Additional crop sales are expected in FY 2014, which helps improve the net performance compared to FY STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time N/A Part-Time, Year Round N/A Part-Time, Seasonal N/A C-152

205 WHITE S FORD REGIONAL PARK ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4460 Boat Launch $500 $0 $500 $0 $500 TOTAL USER FEES Crop Sales 45,000 18,799 30,000 62,031 50, Miscellaneous Revenue Property Lease 3,000 4,000 2,000 4, House Rental 3, TOTAL OTHER REVENUE 48,000 21,799 34,000 64,031 54,000 TOTAL REVENUES $48,500 $21,799 $34,500 $64,031 $54,500 EXPENSES 5010 Full-Time Salaries $19,160 $0 $20,401 $514 $21, Part-Time Salaries FICA 1, , , Life Insurance Retirement 4, , , Unemployment 7 0 TOTAL PERSONNEL SERVICES 25, , , Crop Harvesting 2,742 4,247 5, Fertilizer 25, ,000 21,045 24, Machine Hire - Planting Seeds and Plants 4, ,500 4,950 5, Gas and Diesel 1, , ,000 TOTAL OPERATING COSTS 30,500 3,413 29,500 30,481 35, Facility Op. & Maintenance 4,000 1,126 4, , Rental House Maintenance TOTAL MAINTENANCE COSTS 4,500 1,126 4, ,000 TOTAL EXPENSES $60,380 $5,253 $60,982 $31,629 $67,900 OPERATING INCOME (LOSS) ($11,880) $16,546 ($26,482) $32,402 ($13,400) C-153

206 WHITE S FORD REGIONAL PARK STRATEGIC GOALS & OBJECTIVES FY 2014 Goal One: Develop a new regional park with a focus on protecting the land and educating visitors on its cultural and historic significance while providing recreational opportunities. Objectives: Develop a plan for park development and continued site improvements. Develop a complete interpretive plan for both natural and historic resources. Host a minimum of (2) special events or programs. Establish and maintain a minimum of (3) community partnerships. Create promotional and informational pieces for the park. Build, implement and evaluate a successful volunteer program. Develop operational plans for new park facilities. Goal Two: Continue to preserve the historic structures, parkland, and facilities to provide a quality visitor experience. Objectives: Develop guidelines and SOP s for an overall facility maintenance program. Work closely with the holders of the existing wetlands easements. Work with the state forester to implement the prescribed planting plan. Mark park boundaries. Establish a Friends Group. C-154

207 WHITE S FORD REGIONAL PARK STATUS OF & 2013 OBJECTIVES OBJECTIVES Continue to lease upper part of farm for cattle grazing to help control noxious weeds and provide security. 5/12 5/12 5/13 Maintain vegetative cover on bottom lands for conservation purposes and to produce revenue generating crops. 11/11 11/11 11/12 MEASURABLE RESULTS Measurable results will be developed when this cost center includes more detail on operational items. (number of launches) C-155

208 ADMINISTRATION ENTERPRISE FUND PROGRAM OVERVIEW This cost-center was established at the end of FY 2007 to account for items that impact the Enterprise Fund as a whole, and are not attributed to only one facility. In the past, these items were often budgeted in the General Fund, even when they impacted only the enterprise operations. Transfers were the only items assigned in FY 2007 and FY Budget items were assigned at a minimum level for FY 2009, but in FY 2010 and FY 2011 this was expanded to include other facility-wide functions and personnel. This cost-center is also the mechanism used to enact transfers between the Enterprise Fund and other funds and reserves. REVENUE & EXPENSE SUMMARY REVENUE BY SOURCE BUDGET FY 2014 BUDGET % CHANGE User Fees $ 5,636 $ 6,000 $ 6, % TOTAL REVENUE $ 5,636 $ 6,000 $ 6, % EXPENSES BY CATEGORY Personnel Services $ 371,668 $ 428,286 $ 678, % Operating Costs 489, , , % Maintenance Costs 78, , , % Insurance 102, , , % Central Mnt. Transfer 472,999 TOTAL EXPENSES $ 1,042,009 $ 1,250,753 $ 2,281, % Net Income $ (1,036,373) $ (1,244,753) $ (2,275,702) -82.8% BUDGET HIGHLIGHTS Major variances in budget: The increased expenses in Enterprise Administration are due to the inclusion of positions here that were formerly included in the General Fund. Additionally, a contingency is included in this cost center in FY STAFFING SUMMARY FY 2010 FY 2011 REVISED FY 2014 BUDGET Full-Time Part-Time, Year Round Part-Time, Seasonal C-156

209 ADMINISTRATION ENTERPRISE FUND ACCOUNT ACCOUNT REVISED REVISED ADOPTED NUMBER DESCRIPTION FY2012 FY2012 FY MONTHS FY REVENUES 4430, 4510 Miscellaneous Revenue $5,651 $210, Interest $6,000 (15) $6,000 0 $6,000 TOTAL REVENUES $6,000 $5,636 $6,000 $210,851 $6,000 EXPENSES 5010 Full-Time Salaries $276,895 $255,968 $290,057 $216,662 $435, Part-Time Salaries 5,933 5,592 5,933 2,920 32, FICA 21,772 19,203 22,711 15,598 35, Hospitalization 30,341 27,054 30,842 23,317 45, Life Insurance 1,977 1,766 2,071 1,538 3, Retirement 66,732 61,557 76,401 55, , Unemployment Tax TOTAL PERSONNEL SERVICES 403, , , , , Credit Card Charges 185, , , , ,000 Contingency 220, License Fees 1,850 1,885 1,850 1,860 1, Public Information 233, , , , , Strategic Plan Initiatives 50,000 4,483 40, , Training for Field Staff 71,500 54,213 71,500 50,866 71, Naturalist Programs Promotional Items 14,000 5,736 14,000 2,249 14, Uniforms TOTAL OPERATING COSTS 555, , , , , Major Contract Maintenance 125,000 78, , , ,000 TOTAL MAINTENANCE COSTS 125,000 78, , , , Workers Comp 116, , , , ,767 TOTAL INSURANCE 116, , , , ,767 Trans. - Gen. Fund for Central Maint. 472,999 TOTAL EXPENSES $1,201,388 $1,042,009 $1,250,753 $1,195,527 $2,281,702 OPERATING INCOME (LOSS) ($1,195,388) ($1,036,373) ($1,244,753) ($984,677) ($2,275,702) 5147 Transfer to the Designated Set Aside 5910 Transfer to Capital Fund 5900 Transfer to the General Fund Transfer to Retirement Fund Transfer to Temple Hall Op. Fund TOTAL TRANS. TO OTHER FUNDS TOTAL EXPENSES & OTHER USES 24,775 24, , , , , , , ,000 50,000 50, ,000 $671,928 $1,208,436 $684,466 $0 $66,797 $1,873,316 $2,250,445 $1,935,219 $1,195,527 $2,348,499 C-157

210 ADMINISTRATION ENTERPRISE FUND STRATEGIC GOALS & OBJECTIVES FY 2014 Enterprise Administration does not include specific goals and objectives. The Strategic Goals and Objectives for the Enterprise Fund are included in each individual operational cost center. C-158

211 ADMINISTRATION ENTERPRISE FUND OBJECTIVES FULL YR Conduct roving naturalist programming in at least 9 NVRPA parks and facilities. Number of NVRPA parks with naturalist programming MEASURABLE RESULTS FY 2011 * Number of naturalist programs conducted Number of naturalist program participants 9,515 9,000 9,000 C-159

212 C-160