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SECTION K -- PARKS, RECREATION AND COMMUNITY RESOURCES
URBAN OPERATIONS INITIATIVE PROGRAM
PROGRAM MISSION: To encourage investment
and further the Urban Village concept by providing aesthetic improvement and
high-quality maintenance services within the Rosslyn-Clarendon-Ballston (RCB)
public spaces.
This program provides maintenance
services in the County's major commercial districts that are congruous with
Department of Economic Development's efforts to promote attractive residential
and commercial neighborhoods as premier urban locations for business investment. The current Urban Operations Initiative,
known as Smartscape, serves the Rosslyn, Clarendon, and Ballston corridor. The County Board established a special
service district in the Rosslyn area called the "Rosslyn Business Improvement
District" (RBID). The RBID is funded by
an assessed tax on property owners in the RBID. The Rosslyn Business Improvement Corporation (RBIC), the managing
arm of the RBID, has contracted the County's Parks Division to perform
beautification and maintenance activities in the RBID.
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Urban Operations
Initiative Program
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FY 2004
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FY 2005
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FY 2006
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% Change:
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Actual
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Adopted
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Proposed
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'05 to '06
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Personnel
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$326,073
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$426,180
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$452,963
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6%
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Non-Personnel
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213,537
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291,227
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292,101
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-
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Subtotal
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539,610
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717,407
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745,064
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4%
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Intra-County
Charges
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(131,290)
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(221,458)
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(232,234)
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5%
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Total Expenditures
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408,320
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495,949
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512,830
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-
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Total Revenues
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-
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-
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-
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-
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Net Tax Support
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$408,320
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$495,949
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$512,830
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-
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Authorized FTEs
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9.7
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10.7
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10.7
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Funded FTEs
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9.7
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10.7
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10.7
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SIGNIFICANT BUDGET HIGHLIGHTS:
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Increase in personnel is due to normal step increases
and hiring pay-above-entry level for two RBID positions.
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Increase in intra-County charges is due to
charge back to RBID for two new hires at pay-above-entry level and
non-personnel increases.
PERFORMANCE MEASURES:
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FY 2002
Actual
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FY 2003
Actual
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FY 2004
Actual
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FY 2005
Estimate
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FY 2006
Estimate
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FY 2006
Goal
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Mission
Outcome Measures
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Percent of litter cans serviced within 24 hour
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80%
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80%
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85%
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90%
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95%
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95%
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Percent of streets swept weekly
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80%
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80%
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80%
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90%
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90%
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90%
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Percent of landscaped areas maintained
quarterly
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80%
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80%
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85%
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85%
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90%
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90%
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Percent of
sidewalk area swept and
pressure washed quarterly
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80%
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80%
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80%
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90%
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90%
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90%
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Percent of special event project support
completed per request
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N/A
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N/A
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85%
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90%
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90%
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90%
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Customer
Measures
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Percent of special
event requestors satisfied with event support and cleanup
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N/A
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N/A
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90%
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90%
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95%
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95%
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Percent of property owners satisfied with
maintenance efforts within RCB
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N/A
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N/A
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85%
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90%
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90%
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90%
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Workload
Measures
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Litter cans serviced
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52 hrs/wk
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52 hrs/wk
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52 hrs/wk
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52hrs/wk
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52hrs/wk
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52 hrs/wk
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Sweeping streets
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32 hrs/wk
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38 hrs/wk
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38 hrs/wk
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38 hrs/wk
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38hrs/wk
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38 hrs/wk
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Street tree grate maintenance
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12 hrs/wk
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15 hrs/wk
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15 hrs/wk
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15 hrs/wk
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15hrs/wk
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15 hrs/wk
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Landscape maintenance
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25 hrs/wk
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25 hrs/wk
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25 hrs/wk
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30 hrs/wk
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30hrs/wk
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30 hrs/wk
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Hard surface sweeping and pressure washing
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20 hrs/wk
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20 hrs/wk
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20 hrs/wk
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25 hrs/wk
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25hrs/wk
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25 hrs/wk
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FUTURE BUDGET CONSIDERATIONS:
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Changes which could result from the master planning of
Central Arlington, Quincy Street Extension Park, Oakland Park, and changes in
the use of 13th and Herndon Street
in Clarendon, and the Arlington Urban Walkways may require supplemental
funding in order to bring programs above the current level .
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The nature of more complex urban designs and increased
pedestrian/consumer activity, and the intensity of effort necessary to maintain
new expanded areas to the same standard as the existing service area are
higher. Since the corridor is expanding
geographically and now has greater density, additional resources would be
required to provide these same services with an expanded service area.
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