Rockville MD FY 2016 Adoptd Budget

CityofRockville,MarylandFY2016AdoptedBudget

FY2016AdoptedOperatingBudgetandCapitalImprovementsProgram

BridgetDonnellNewton,MayorBerylL.Feinberg,CouncilmemberTomMoore,CouncilmemberVirginiaOnley,Councilmember

JuliePalakovichCarr,Councilmember

BarbaraB.Matthews,CityManager

PreparedbytheDepartmentofFinance,BudgetDivisionGavinCohen,DirectorofFinance

StaceyWebster,BudgetandFinanceManagerGusCaravalho,ManagementandBudgetAnalyst

MarySueMartin,ManagementandBudgetAnalystandthe

StaffoftheCityofRockville

CityofRockville,MarylandJuly2015


ColetteAnthony,HumanResourcesAdministrator PamelaMinor,LegalSecretaryCarlosAparicio,CommunityServicesManager LindaMoran,AssistanttotheCityManagerLouiseAtkins,CouncilSupportSpecialist WayneNoll,CityForesterKevinBelanger,TransportationPlannerII RaymondC.OBrockiIII,ChiefofInspectionServicesMarylouBerg,CommunicationManager MarcusOdorizzi,LossControlAdministratorJasonBible,ParksServicesManager RobOrndorff,HorticulturistMarkCharles,ChiefofEnvironmentalManagement EricOver,SpecialOperationsBureauCommanderWhitneyColeman,CPDSAdministrator TimothyPeifer,FinancialSystemsManagerHjarmanCordero,Sr.NeighborhoodResourcesCoordinator BrianPlymale,OperationsMaint.AssistantSuperintendentMauricioDaza,ParksandFacilitiesDevelopmentSpecialist RobertPurkey,ConstructionInspectionSupervisorElisabethDeal,R&PMarketingandDevelopmentManager RobertJ.Rappoport,Admin.ServicesBureauCommanderRickDeNio,NetworkEngineer BobbyRay,PrincipalPlannerTimothyDiehl,SupervisorofPlansandPermitting BetsyRobbins,WebAdministratorJudyDing,P.E.,DeputyDirectorofUtilities LoriRussler,GraphicsSpecialistEmadElshafei,P.E.,ChiefofTrafficandTransportation StaffanSandberg,CableTelevisionProductionManagerMichaelW.England,FieldServicesBureauCommander JohnScabis,P.E.,EngineeringSupervisorDianneFasolina,ParksMaintenanceSupervisor DanielSeo,P.E.,TransportationEngineerIIEricFerrell,CopyCenter/MailSpecialist SteveSokol,Operations&MaintenanceSuperintendentRayForeman,RecyclingandRefuseSuperintendent LiseSoukup,P.E.,CivilEngineerIIISusanFournier,PublicWorksAdministrator KimberlyStein,FinancialAccountingManagerHeatherGewandter,StormwaterManager SusanT.Straus,P.E.,ChiefofEngineeringAdamGoldstein,SwimandFitnessCenterSuperintendent PatrickStroud,FleetManagerNoelGonzalez,FacilitiesPropertyManager OmThukral,SeniorNetworkEngineerAndrewGunning,AssistantDirectorofCPDS RobertValentine,OperationsMaint.AssistantSuperintendentJanetHare,NetworkandSystemsManager JimWasilak,ChiefofPlanningChristineHenry,RecreationandParksAdministrationManager MarcWeinshenker,GISManagerTerriHilton,SeniorCenterProgramManager MarkWessel,P.E.,EngineeringSupervisorJohnW.Hollida,P.E.,CivilEngineerIII MichaelA.Wilhelm,P.E.,ChiefofConstructionMgmt.TomHowley,SupervisorofComm.Enhancement/CodeEnf. ErinWilson,HousingSpecialistHillaryHurlbutt,HealthandWellnessProgramManager JimWoods,P.E.,PMP,CivilEngineerIIPaigeJanzen,CivicCenterSuperintendentAngelaJoyner,TelecommunicationsAdministrator DepartmentDirectorsMarkKibiloski,ParksandFacilitiesAdministrativeSupervisor TimothyJ.Chesnutt,DirectorofRecreationandParksBenitaKoch,ITEnterpriseProjectManager GavinCohen,DirectorofFinanceGabrielKosarek,P.E.,CivilEngineerII DebraDaniel,CityAttorneyAndyLett,SuperintendentofRecreation JenniferKimball,DeputyCityManagerDavidLevy,ChiefofLongRangePlanningandRedevelopment KarenMarshall,DirectorofHumanResourcesIleneLish,P.E.,CivilEngineerII NicholasObodo,DirectorofInformationTechnologyAndrewLuetkemeier,P.E.,TransportationEngineerII CraigL.Simoneau,P.E.,DirectorofPublicWorksGregoryLyons,P.E.,TransportationEngineerII SusanSwift,DirectorofCommunityPlanningandDevelopmentSteveMader,SuperintendentofParksandFacilities SaraTaylorFerrell,ActingCityClerk/TreasurerGlennMaggard,WaterTreatmentPlantSuperintendent TerranceN.Treschuk,ChiefofPoliceColleenMcQuitty,SpecialEventsManagerDeaneMellander,PrincipalPlanner

AcknowledgementsThisdocumentcouldnothavebeenpreparedwithoutthesupportandleadershipoftheMayorandCouncilandtheCity

ofRockvilleManagementTeam.Theindividualslistedbelowwereintegralinthepreparationofthisdocument.


Introduction CIPOverviewCityManager'sTransmittalLetter 1 CapitalImprovementsProgramStructure 295BudgetHighlights 3 CapitalImprovementsProgramOverview 297TheBudgetProcess 15 CIPPrioritizationProcess 298RockvilleCommunityProfile 18 NeighborhoodAssociationRequests 298

FundingSourcesUsedtoFinancetheCIP 299GuidingDocuments SourceofFundsbyTypeandFund 300

MayorandCouncilCriticalSuccessFactors 23 UseofFundsbyProgramAreaandFund 302FinancialManagementPolicies 28 FY2016CIPAppropriationsSummary 304MajorPolicyDocuments 43 RelationshipbetweenOperatingBudgetandtheCIP 305

DebtManagementPoliciesandRatios 306FinancialSummaries TotalOutstandingCityDebt 307

CityofRockvilleFundStructure 49 UnfundedTotalsbyProgramAreaandFund 308ConsolidatedFinancialSummary 50ProjectedChangesinFund/CashBalance 56 CIPProjectsFinancialSummariesbyFund: HowtoReadthisSection 309

GeneralFund 58 SummaryofCIPProjects 310SpecialActivitiesFund 66 RecreationandParksProgramArea 313CommunityDevelopmentBlockGrantFund 68 TransportationProgramArea 337SpeedCameraFund 70 StormwaterManagementProgramArea 357DebtServiceFund 72 UtilitiesProgramArea 369WaterFund 74 GeneralGovernmentProgramArea 383SewerFund 76RefuseFund 78 SupplementalInformationStormwaterManagementFund 80 NonDepartmentalRevenuesandExpensesbyFund 391ParkingFund 82 FullTimeEquivalentPositionSummary 394RedGateGolfCourseFund 84 PositionControlSummarybyDepartment 397

RelationshipbetweenFundsbyDepartment 86 RegularEmployeePayScales 404RelationshipbetweenDepartmentsbyOperatingFund 88 PlannedImprovementProjects 406RelationshipbetweenFundsbyRevenueSources 90 FleetReplacementSchedule 407

CIPPrioritizationCriteria 408OperatingDepartments TaxExpenditures 409

CitywideOrganizationalChartbyDivision 93 Caregiver/OutsideAgencyGrants 410MayorandCouncil 95 CostRecoverySummary 412CityAttorney'sOffice 103 SpecialActivitiesFund:AccountBalances 413CityManager'sOffice 107 WaterandSewerRates 414CommunityPlanningandDevelopmentServices 127 BoardsandCommissionsOfficials 415Finance 149 ChangesfromProposedtoAdoptedBudget 416HumanResources 171 BudgetOrdinance 418InformationTechnology 187Police 201 AppendixPublicWorks 223 Glossary 421RecreationandParks 257 Acronyms 433

Index 434

TableofContents


HowToReadTheBudgetTheCityofRockvillesOperatingBudgetandCapitalImprovementsProgram(CIP)providesresidentsandCityofficialswithdetailedinformationabouttheCitysspendingandoperations.Thegoalofthebudgetdocumentistoprovidetransparencytothepublicabouttheprograms,services,andpolicyimplicationsoftheCitysspendingdecisionsandtodetailtheCitysoperationalandfinancialstrategyoverthecomingfiscalyearfortheoperatingbudgetandoverafiveyearperiodfortheCIP.TheOperatingBudgetandCIPtogetherserveasa:

1. PolicyDocumenttodescribefinancialandoperatingpolicies,goals,andprioritiesfortheorganization.

2. FinancialPlantoproviderevenueandexpenditureinformationbyfund,department,division,andcategory.

3. OperationsGuidetodescribeactivities,objectivesforthefiscalyear,andperformancemeasurestotrackprogressontheobjectivesandtheworkforce.

4. CommunicationsDevicetoprovideinformationonbudgetarytrends,planningprocesses,andtheintegrationof

theoperatingandcapitalbudgets.

Thisdocumentisdividedintoeightmajorsections:Introduction,GuidingDocuments,FinancialSummaries,OperatingDepartments,CIPOverview,CIPProjects,SupplementalInformation,andAppendix.

IntroductionThissectionincludestheletterfromtheCityManager,budgethighlights,adescriptionofthebudgetprocess,andaprofileoftheRockvillecommunityandlocalgovernment.

GuidingDocumentsThissectionincludesanoverviewoftheMayorandCouncilsCriticalSuccessFactors,asummaryoftheCitysfinancialmanagementpolicies,anddescriptionsoftheCitysmajorpolicydocuments.

FinancialSummariesThissectiondescribesandanalyzeseachoftheCitysfundsbothindividuallyandinconsolidatedformusingtablesandgraphstohighlightkeyaspectsofthebudget.Revenueandexpendituresummaryinformationisdetailedbyfundanddepartmentandprojectedchangesinfundandcashbalancesareprovided.TheCitysGeneralFundisdescribedandanalyzedindetailandallotherfundsareshownastwopagelayoutswhichincludenineyearfinancialsummaries,illustratedcompliancewithCityfinancialmanagementpolicies,anddetailedinformationspecifictothefund,includingthefundspurpose,thefundscurrentstatusandfutureforecast,andinformationrelatedtotaxandfeerates,ifapplicable.Thissectionalsoincludesthreecomprehensivevisualizationsoftherelationshipsbetweenfundsbydepartment,therelationshipsbetweendepartmentsbyoperatingfund,andtherelationshipsbetweenoperatingfundsbyrevenuesource.


OperatingDepartmentsTheDepartmentssectionprovidesstrategic,operational,performance,andbudgetaryinformationforeachoftheCitystendepartments.Eachdepartmentsectionbeginswithanoverviewofthescopeandresponsibilitiesoftheentiredepartment.Thisincludesthedepartmentsmissionstatementandabriefoverviewofitsprimaryfunctions.Thefirstpageofeachdepartmentsectionalsocontainsasummaryorganizationalchartillustratingdivisionalreportingrelationshipsaswellasexpenditure,regularfulltimeequivalentpositions,andtemporaryfulltimeequivalentpositioninformation.Eachdepartmentsectionthendetailsmajorprioryearaccomplishmentsfollowedbyacomingyearoutlook.BelowisanannotatedillustrationoftheCommunityPlanningandDevelopmentServices(CPDS)DepartmentsectionfromtheDepartmentssectioninthisdocument.Thelayoutofalldepartmentsectionsfollowsthisformat.

Followingthecomingyearoutlookaredepartmentlevelfinancialandstaffingtables.Thesetablesshowexpendituresforthedepartmentintwoviews,bydivisionandbyexpendituretype,andrevenuesbydivision.ThesefinancialtablesarefollowedbyaregularandtemporaryFTEstaffingtablethatisshownbydivision.Alongtherightsideofallpageswithfinancialandstaffingtablesisasidebarthatcontainsexplanationsofsignificantchangesfromthepriorfiscalyeartothecomingfiscalyear.Inthedepartmentoverviewsection,theseexplanationsaremoregeneralthaninthefollowingdivisionsections,whicharemoredetailed.Becausedivisionsrollupintodepartmentsanddepartmentsintofunds,thesameinformationcanbeseeninmultiplelocationsinthisdocument.Thereadershouldnotethatthemostdetailedinformationcanbefoundatthedivisionlevel.OnthefollowingpageisanannotatedillustrationofthedepartmentfinancialandstaffingtablesfortheCPDSDepartmentsectionfromtheDepartmentssectionofthisdocument.Thelayoutofalldepartmentsectionsfollowsthisformat.


Followingeachdepartmentsummarysectionaresectionsforeachofthedepartmentsdivisions.Thesesectionsfollowessentiallythesameformatasthedepartmentsummarysections,butatacloserlevelofanalysisandtheyincludeworkprogramgoal,CriticalSuccessFactoralignment,andperformancemeasureandshorttermobjectivedata.Atthetopofeach

sheetisthenameofthedivision,followedbyadescriptionofthatdivisionscoreresponsibilities.Adivisionlevelorganizationalchartfollows,detailingexpenditureandregularandtemporarystaffinginformationbythedivisionscostcenters.BeneaththeorganizationalchartareallofthedivisionsoperationalworkprogramgoalsandtheCriticalSuccessFactorthateachgoalsupports.Dependingonthenatureoftheworkinagivenworkprogramareaandtheavailabilityofoperationaldata,theworkinsupportofthegoalmaybeshownasworkloadmeasures,effectivenessorefficiencyperformancemeasures,orasprojectbasedshorttermobjectives.TotheleftisanannotatedillustrationofthefirstpageofthePlanningandZoningDivisionsectionintheCPDSDepartmentsectionofthisdocument.Thelayoutofalldivisionsectionsfollowsthisformat.Followingtheperformancemeasuresandshorttermobjectiveslayout,eachdivisionsectionincludesdivisionlevelfinancialandstaffingtables,eachwiththesameaccompanyingexplanatorysidebar,thatfollowthesameformatasdescribedatthedepartmentallevel.


CIPOverviewThissectionprovidesadetailedoverviewoftheCityscapitalplanningprocess,aswellasfinancialsummaryinformationfortheFY2016FY2020CapitalImprovementsProgram(CIP).Thissectionalsodescribestherelationshipbetweentheoperatingandcapitalbudgets,anddisplaystheCitysdebtratiosandtotaloutstandingdebt.TotalunfundedCIPneedsarealsodiscussedinthissection.

CIPProjectsThissectionprovidesdetailontheCitysFY2016FY2020CIP.Itisbrokenupintofiveprogramareas:RecreationandParks,Transportation,StormwaterManagement,Utilities,andGeneralGovernment.EachindividualCIPprojecthasitsownprojectsummarysheetthatincludesaprojectoverview,currentandfuturefundingsummary,andprojectcompletionestimates.FormoreinformationonhowtoreadCIPprojectsheets,seethefirstpageoftheCIPProjectssection.

SupplementalInformationThissectioncontainsdetailedinformationthatcomplimentsandclarifiestherestofthedocument.Thisincludesadescriptionofnondepartmentalrevenuesandexpenses;Citywidestaffingandpositionclassificationinformation;plannedimprovementprojects;fleetreplacementschedule;CIPprioritizationcriteria;taxexpenditures;caregiver/outsideagencygrants;costrecoverysummary;fundbalanceinformationfortheCitysSpecialActivitiesFundaccounts;waterandsewerrateschedules;BoardsandCommissionsinformation;changesfromtheproposedtoadoptedversionsoftheFY2016budget;andacopyoftheFY2016budgetordinance.

AppendixThissectioncontainstheglossary,listofacronyms,andindex.

Moreinformationcanbefoundonlineatwww.rockvillemd.gov/budgetincludingalineitemversionofthebudgetinMicrosoftExcelformat.

http://www.rockvillemd.gov/budget

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4


ReplacementofPoliceInCarVideoCameras($60,000)TheFY2016GeneralFundoperatingbudgetincludes$60,000forthereplacementofincarvideocameras.TheRockvillePoliceDepartmentstartedequippingitspolicevehicleswithincarvideocamerasin1994.Sincethen,staffhasrepairedandreplacedsomecameras;however,mostofthecurrentequipmentisattheendofitsusefullife.Therequestedfundingwillupgradeapproximately25camerasinFY2016.TheFY2017budgetwillalsoinclude$60,000fortheupgradeoftheremaining25cameras.

AdditionalContractTreeMaintenance($47,000)TheFY2016GeneralFundoperatingbudgetincludesan

additional$47,000forcontracttreemaintenance.This$47,000providesfundingforcontractpruningandforacontractinspectortohelpmanagetheincreasedworkload.Inordertoachievethe10yearpruningcycle,whichisagoaloftheMayorandCouncil,theCitywillneedtoappropriateanadditional$47,000eachyearfromFY2016throughFY2020.

NewSwimandFitnessCenterRepairsandEquipment($230,000)TheFY2016GeneralFundoperatingbudget

includesanadditional$230,000foronetimeSwimandFitnessCentermaintenance,repairs,andequipmentpurchases.Aportionofthisfundingwillgotowards"immediaterepairs"asrecommendedintheSwimandFitnessCenter'sFacilityAuditandRecommendationsforEnhancements.Immediaterepairsaredefinedasrepairsneededwithinsixmonthstooneyear.Theseitemsrelatetoareasofprolongeddeferredmaintenance,potentialsafetyissues,potentialformajorfacilityfailure,and/orcompliancewithupdatedcodes.

Theremainingfundingisrecommendedforequipmentmaintenance,repairs,andpurchasesthathavebeendeferredinpastyearsinordertofundemergencyrepairsatthefacility.Morespecifically,thisfundingwillassistwithroofdrainsrepairs,replacementoflightsandacousticaltiles,ceilingpainting,relocationofequipmenttononpoolwalls,andfiltrationequipmentandmachineryrepairs.

NeworExpandedCityProgramsandInitiativesTheFY2016operatingbudgetincludesnewfundingforthedevelopmentofnewortheexpansionofexistingprograms.Theseprogramsaretargetedattheminoritybusinesscommunity,Rockvilleseniors,Rockvilleresidentsinneedoffinancialassistanceforparticipationinrecreationprogramsandactivities,andtheProjectSEARCHprogram.Belowarebriefdescriptionsofeachoftheneworexpandedprograms.

Minority,Female,andDisabledOwnedBusinessOutreachProgram($67,000)InOctober2014,theMayorandCouncilrequestedthatstafflookforwaystoincreaseoutreachtominority,female,anddisabledowned(MFD)businesses.Inordertoparticipateeffectively,andinamannerbefittingtheCity,anincreaseof$12,000intheGeneralFundisincludedintheadoptedbudgettofundcostsrelatedtotravel,classes,professionaldevelopment,conferenceattendance,associationandmembershipdues,andotherassociatedfeesandpublications.Additionally,anincreaseof$4,000inprogramsuppliesisbudgetedfortableskirting,tradeshowdisplay,promotionalproducts,andapparel.

Thisfundingisinadditiontothe1.0fulltimeequivalentPrincipalBuyerpositionthatwasaddedinFebruary2015.ThePrincipalBuyerpositionwillcostapproximately$102,000inFY2016,withonehalfofthepositionbeingprimarilyresponsiblefortheCity'sminority,female,anddisabledownedbusinessprogramoutreachandrelatedactivities.Thispositionwillalsoassistwithpolicydevelopment;reviewingguidelines,procedures,rules,andregulations;conductingtraining;andcoordinatingandevaluatingprogramactivities.

SeniorPrograms($26,000)TheFY2016GeneralFundoperatingbudgetallocatesfundingforseveral

enhancementsfortheSeniorCenter.Theseenhancementsincludeanadditional$26,000fora0.5fulltimeequivalent(FTE)positiontohelpmanageseniorsportsandfitnessprograms,additionalseniorfitnessclasses(costneutral),andanincreasednumberofseniorpersonaltrainingsessions(costneutral).Seniorfitnessclasseswillincludenewandinnovativeclasses,suchas"SeniorAbsandBack,""ChairYoChi,""DancePartyFitness,""CreativeMovement,"and"TripleZen."Inadditiontofitnessclasses,thepersonaltrainingprogramisverypopular.Itallowsseniorstoworkoneononewithapersonaltrainertocontinuetorehabilitatefromillness,injuryand/orsurgery;feelmorecomfortablewiththefitnessequipment;andachievetheirpersonalfitnessgoals.

5


RecreationFundandSeniorAssistanceFundPrograms($50,500)AtthesecondbudgetpreviewheldonJanuary5,2015,theMayorandCouncilexpressedinterestinexpandingtheRecreationFundandtheSeniorAssistanceFundinordertoreachmoreRockvilleresidents.TheRecreationFundprovidesfinancialsupporttotheCity'slowincomeresidentsforrecreationprogramparticipation.TheSeniorAssistanceFundprovidesfinancialsupporttolowincomeseniorsformemberships,trips,classes,andmedicaltransportation.TheFY2016budgetincludesGeneralFundsubsidiesintheamountsof$45,000fortheRecreationFundand$5,500fortheSeniorAssistanceFund.TheincreasedfundingwillallowstafftooffermorefinancialassistancetoresidentsandmembersoftheCitysrecreationfacilities.Inadditiontothesesubsidies,theseprogramswillcontinuetobesupportedbydonationsandotherrestrictedrevenuesourcesforFY2016.

ProjectSEARCH($61,600)TheFY2016operatingbudgetincludestemporaryemployeefundingfortheseasonalhireofoneormoreProjectSEARCHprogramgraduatesandregularemployeefundingforthepermanenthireofoneormorebenefittedProjectSEARCHprogramgraduates.Foundedin1996,ProjectSEARCHisaninternationallyrecognizedjobskillstrainingprogramforindividualswithdisabilities.Theprogrampartnerswithschools,vocationalrehabilitation,developmentaldisabilitiesservices,andadiverseteamofemployerstotransitionstudentswithspecialneedsfromhighschooltomeaningfulemployment.TheFY2016budgetincludestemporaryemployeefundingintheDepartmentofRecreationandParksandregularemployeefundingintheDepartmentofHumanResources.StaffwillworkwithProjectSEARCHtomatchrecentgraduatesoftheprogramwiththetemporaryandregularpositionsavailableattheCity.ThemostrecentProjectSEARCHclassgraduatedonJune19,2015.

NewConsultantFundingTheGeneralFundoperatingbudgetincludesnewfundingfortwomajorconsultantprojectsinFY2016:$75,000forahousingmarketanalysisandneedsassessmentand$100,000foraconsultanttoupdatetheHistoricResourcesManagementPlan.Moreinformationoneachofthesestudiesisprovidedbelow.

HousingMarketAnalysisandNeedsAssessment($75,000)TheDepartmentofCommunityPlanningandDevelopmentServiceswillseekaconsultanttocompleteahousingmarketanalysisandneedsassessmenttoinformthedevelopmentofacomprehensivehousingplanfortheCitystartinginFY2016.OutsideexpertiseisrequiredtoaccuratelyanalyzetheCity'ssupplyanddemandofhousing,andestimatelongtermhousingneedsformarketrateandaffordablehousingstock.TheCityseeksinsightonhousingpreferencesfordifferenthouseholdtypesandincomelevelsandtobetterunderstandhousingneedsanddesiresofresidentsintermsoftypeofhousing,affordability,condition,sizeofunits,costs,andlocation.AspecialemphasiswillbeplacedondefiningRockville'splacewithintheregionalMontgomeryCountyhousingmarket.

ThisanalysiswillprovidethedataandinformationusedtorevisetheCity'shousingpolicy,aspresentedintheHousingElementoftheComprehensiveMasterPlan(CMP)andanyaccompanyingimplementationdocuments.ItwillalsobeadataresourceforotherelementsoftheCMPandotherlongrangeplanningactivities.TheprinciplesinthehousingpolicywillprovideguidanceforthedecisionsoftheMayorandCouncilandboardsandcommissions.Anumberofhousingdevelopmentshavebeenproposedinrecentyears,whichdemonstratetheneedforacomprehensiveanalysisandanupdatedhousingpolicy.

UpdateoftheHistoricResourcesManagementPlan($100,000)In2014,theCityhiredEnvironmentalResources

Management(ERM)toanalyzetheCity'sadoptedhistoricpreservationdocumentsandtoproviderecommendationsforupdatestothedocuments.Thereportoutlinedgapsandinconsistenciesamongthedocuments,andrecommendedsolutionstoeliminatethem.TheERMreportidentifiedseveralmajorprojects,whichwillresultinathreeyearworkprogramfortheHistoricPreservationprogram.Thisworkprogramwillincludeazoningtextamendment,revisedHDCRulesofProcedure,andanewhistoricpreservationelementoftheMasterPlan,whichwillbeaccomplishedbystaff.However,aconsultantisneededforoneoftheprimaryrecommendations,whichistoreviseandupdatetheHistoricResourcesManagementPlan(HRMP),adoptedin1986.

6


TheHRMPisenvisionedasafunctionalplanthathelpstoimplementtheComprehensivePlan.TheconsultantwouldbehiredtoextractandreorganizecontentfromvariousdocumentsintooneupdatedHRMP.ThisplanwouldaddresstheCity'shistoricresourcesandhowtheMasterPlanpoliciesonhistoricresourcesaretobecarriedout.SomespecificfunctionsoftheHRMPwouldbetoestablishanddescribethehistoricperiodsandthecontextsandbuildingtypesinRockville.Thisupdatewouldincludedetailedpoliciesandimplementationsteps,suchasnewdistricts,incentives,easements,education,andsurveyneeds.

EmployeeCompensationandBenefitsDuringFY2016,theCitywilllikelyfinalizetheCompensationandClassificationStudythatwillhelpdeterminetheCityscompensationstructureforthefuture.Inadditiontoimplementinganewcompensationstructureforregularemployees,theFY2016budgetincludesasignificantincreaseinminimumwagefortheCityshourlyandtemporaryemployees.BelowismoredetailontheCityscompensationdirectionforFY2016.

RegularEmployeeCompensationTheFY2016budgetincludesatwopercentacrosstheboardadjustmentforregularbenefitedemployees.Inadditiontothisadjustment,theCitywillbefinalizingtheCompensationandClassificationStudythatbeganin2014.ThisStudywillestablishnewpaystructuresthatwilllikelybeimplementedmidFY2016andanewperformanceevaluationsystemthatisscheduledtobeimplementedstartinginFY2017.

MinimumWage($85,000)TheFY2016operatingbudgetincludes$85,000tobringallhourlyemployeesupto

theCountysminimumwagerateof$9.55startingJuly1,2015.TheCountysminimumwageiscurrentlyat$8.40,withthe$9.55takingeffectonOctober1,2015.AmorecomprehensivelookattheCityshourlywageratesandtemporaryemployeepayscalewilltakeplaceattheconclusionofthecurrentCompensationandClassificationStudy.Forreference,belowisthescheduleofminimumwageadjustmentsforthenextseveralyearsforMontgomeryCountyandtheStateofMaryland:

MontgomeryCounty StateofMaryland$8.40effective10/1/14 $8.00effective1/1/15$9.55effective10/1/15 $8.25effective7/1/15$10.75effective7/1/16 $8.75effective7/1/16$11.50effective7/1/17 $9.25effective7/1/17

$10.10effective7/1/18

EmployeeWellness($40,000)TheFY2016operatingbudgetincludes$40,000fromtheGeneralFundforanemployeewellnessportal.Theportalprovidesasecurepersonalizedwebsiteforemployeeuse,andincludesfeaturesliketheannualhealthassessmenttool,onlinehealthandbiometricdatatracking,onlineregistrationsystem,healthcoaching,ongoinghealthinformationandhealthchallenges,andmore.Withouttheportal,thewellnessprogramhasnomeanstotrack,record,andprojectanywellnessparticipantandhealthchangedata.TheCity'sHealthandWellnesscostcenterusesthisinformationtostrategicallyplanwhatprogramstoprovideforemployees,basedonneedsandinterests.

OperatingBudgetOverviewTheadoptedFY2016operatingbudgettotalsapproximately$123.4millionfortheCitys11operatingfunds.Thisrepresentsanoverallincreaseof4.6percentfromtheFY2015adoptedbudget.Justover60percentoftheCitysspendingoccursinthetaxsupportedGeneralFund.TheGeneralFundistheCitysprimaryoperatingfundandisusedtoaccountfortheCity'sactivitiesthatarenotincludedinanotherfund.OthermajorfundsincludetheCitysenterprisefunds:Water,Sewer,Refuse,StormwaterManagement,Parking,andRedGateGolf.UtilityratesandotheruserfeeschargedtoCityhouseholdsandbusinessessupporttheWater,Sewer,Refuse,andStormwaterManagementfunds.TheCitysetstheratesfortheseutilitiesbasedoncashflowmodelsthattargetspecificcashlevelsafteracertainperiod.TheParkingFundissupportedbythespecialtaxingdistrict,parkingmeter,andparkingviolationrevenue,whiletheRedGateFundissupportedbyleaseandperformancerevenuepaymentsfromBillyCasperGolf.

7

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9


GeneralFundExpendituresbyCategory

Expenditures

Personnel 42,348,806 43,720,980 43,500,280 0.5%

Operating 11,925,138 12,801,960 13,331,870 4.1%

Capital Outlay 778,381 829,650 2,182,740 163.1%

Administrative

Other 1,448,051 1,672,370 1,827,970 9.3%

TotalOper.Exp. 56,500,376 59,024,960 60,842,860 3.1%

Principal

Interest

CIPTransfer 6,408,000 5,894,000 7,200,000 22.2%

Transfers Out 6,489,230 5,469,040 6,547,140 19.7%

Total($) 71,916,063 70,388,000 74,590,000 6.0%

FY2014Actual

FY2015Adopted

FY2016Adopted

%ChangefromFY15

OtherRevenueThelargestrevenuesourceinthiscategoryisadministrativechargesthatrepresentcentrallybudgetedadministrativeor"overhead"costs.EachfundpaysforitsshareofthecoststhroughatransfertotheGeneralFund.AnupdatetotheCity'sCostAllocationPlan(CAP),thedocumentthatdeterminesthecharges,wasfinalizedinFY2015.TheFY2016budgetincludesadministrativechargesconsistentwiththisupdatedplan.ForFY2016,administrativechargeswillbringinapproximately$5.3millioninGeneralFundrevenue,anincreaseof45percentoverFY2015.TheCity'sfundsthataremostimpactedbytheupdateincludeWater,Sewer,andRefuse,whichallincreasedbyover48percentfromFY2015toFY2016.Futureyearsestimatesincludeanincreaseoftwopercenteachyear.TheCityplanstoupdatetheCAPeverythreetofiveyears.GeneralFundExpendituresThemajorcostdriversforFY2016GeneralFundexpendituresincludepersonnel,operatingexpenses,andtransferstotheCapitalProjectsandDebtServicefunds.AmajorchangeforFY2016GeneralFundexpendituresimpactscapitaloutlay,increasingitbyover163percent.Eachoftheseareasisdescribedinmoredetailbelow.PersonnelTheFY2016personnelfiguresdonotincludeanychangesthatmayresultfromtheCompensationandClassificationStudytobediscussedandimplementedinFY2016.TheFY2016budgetincludesatwopercentacrosstheboardadjustmentforallregularemployees,minimumwageincreaseforhourlyandtemporaryemployees,andincreasesforthecostoftheCityshealthcarebenefits.Inadditiontohealthcare,majoremployeebenefitsincluderetirementcontributions.Basedonthelatestactuarialdata,staffestimatesthattheCity'scontributiontothepensionplan,whichcoverstheCity'sdefinedbenefitprogram,willequal$3.6millionacrossallfundsinFY2016($2.9millionisGeneralFund).ThiscontributionislessthanthecontributionbudgetedforFY2015($4.0million).TheFY2016contributionis$0.4millionlowerthanFY2015,dueinparttolowerthanexpectedpayincreasesandhigherthanexpectedinvestmentreturns.IftheCitycontributestherequiredamount,thefundedratioforthepensionplanisprojectedtoequalapproximately86percentinFY2016.Citystaffestimatesthatthefundedratiowillgraduallyincreaseoverthenextseveralyears,whiletheCity'scontributionsremainbetween$3.5and$4million.Thelatestreportprojectsthefundedratiowillequalapproximately95percentbyFY2021.InadditiontotheCitysdefinedbenefitplancontribution,employeesotherthanswornPolicepersonnelparticipateinthethriftsavingsplan.TheCitymatchesemployeescontributionswith50centsforeverydollarcontributedbytheemployee,uptoamaximumoffivepercentofsalary.TheFY2016budgetfortheCitysmatchremainsrelativelyflat,atapproximately$668,000acrossallfunds($519,000isGeneralFund).TheCityprovideseligibleretireeswithhealthcarecoverageuponretirement,covering80percentofthetotalcostoftheCity'slowestcosthealthcareplan.ForFY2016,theCitywillcontributeapproximately$677,600acrossallfunds($546,500isGeneralFund)totheRetireeBenefitTrust.ThistotalisrelativelyconsistentwithwhattheCitypaidinFY2015.

10


GeneralFundExpendituresbyDepartment

Mayor&Council 710,735 669,480 850,780 27.1%

CityAttorney 984,295 997,330 984,720 1.3%

CityManager 3,883,959 4,110,620 4,029,910 2.0%

CPDS 4,537,189 5,005,210 5,206,390 4.0%

Finance 2,636,539 2,850,520 2,985,590 4.7%

HR 1,301,562 1,455,030 1,515,860 4.2%

IT 2,719,254 3,072,480 3,269,140 6.4%

Police 10,078,940 10,060,460 10,063,070 0.0%

PublicWorks 7,394,355 7,479,780 8,358,930 11.8%

Rec.&Parks 19,991,003 20,852,250 21,149,230 1.4%

NonDepart. 15,109,775 13,834,840 16,176,380 16.9%

Total($) 69,347,606 70,388,000 74,590,000 6.0%

%ChangefromFY15

FY2014Actual

FY2015Adopted

FY2016Adopted

OperatingCostsTheoverallincreaseofsixpercentintheGeneralFundoperatingbudgetismainlyduetotheadditionof$175,000fortwonewconsultantstudiesfortheDepartmentofCommunityPlanningandDevelopmentServices,$47,000forincreasedcontracttreemaintenance,$40,000foradditionalHVACpreventativemaintenance,and$44,000foranincreaseintheCitysmowingcontract.Theseitemsareallconsideredcontractualservices.CapitalOutlayTheoverallincreaseof163.1percentintheoperatingbudgetismainlyduetoseveralCIPprojectsthatweremovedfromtheCIPtotheoperatingbudgetstartinginFY2016.TheseprojectsweremovedtotheoperatingbudgetbecausetheynolongermetthecriteriaforinclusionintheCIP.Fundingfortheseprojects,whichincludestreetlighting,trafficcontrols,HVAC,andvehicles,isbudgetedundercapitaloutlay,majorrepairs.Infutureyears,thetotalforcapitaloutlaywillfluctuatesomewhatbasedontherepairandreplacementschedules;however,thebudgetwillremainrelativelyconsistentwiththe$1.8millionadoptedforFY2016.CIPTransferEachyear,theCitymakesatransferfromtheGeneralFundtotheCapitalProjectsFundtosupporttheCity'sCapitalImprovementsProgram(CIP).TheCIPismainlyfundedfromfoursources:cash,debt,governmentgrants,anddevelopercontributions.ThetransferfromtheGeneralFundisthecashor"paygo"contribution.ThepaygocontributioniscriticalincontrollingtheCity'soveralldebtandmaintainingtheCity'screditrating.Inpastyears,theCitytransferredonetimesavings(GeneralFundunassignedfundbalanceinexcessofthereserverequirement)inadditiontotheannualbudgetedtransferamountinanefforttoreduceborrowing.TheFY2016budgetincludesatransferof$7.2million.TheamountofthiscontributionimpactsboththecurrentfiscalyearandfutureyearssincetheCapitalProjectsFundisbalancedoverafiveyearperiod.DebtServiceTransfer(includedinTransfersOut)ThetransferfromtheGeneralFundtotheDebtServiceFundforFY2016totals$5.5million.TheCitysDebtServiceFundexiststosupporttherepaymentoftheCitystaxpayersupporteddebt.NonewtaxpayersupporteddebtisplannedforinFY2016.Infutureyears,newbondissuesintheamountsof$1.7millioninFY2017,$3.0millioninFY2018,and$1.8millioninFY2019areplanned.TheDebtServiceFundismanagedoverafiveyearperiod,withthegoalofmaintainingacashbalanceequaltotenpercentoftheaverageannualoutstandingprincipalpayment.ExpendituresbyDepartmentThetabletotherightshowstotalGeneralFundexpendituresbydepartmentwithpercentchangesfromadoptedFY2015toadoptedFY2016.Changesgreaterthanfivepercentinclude:27.1percentincreaseintheDepartmentoftheMayorandCouncilduetoFY2016beinganelectionyear,thetransferof$50,000forthevalidationofparkingfortheLibrary,VisArts,andtheRooftopfromtheNonDepartmentalbudget,and$57,000foragranttotheRockvilleVolunteerFireDepartmentforanemergencyresponsevehicle;a6.4percentincreaseintheDepartmentofInformationTechnologyduetotheadditionofanew1.0FTEandanincreaseinongoingoperatingcostsrelatedtotheLotusNotesMigrationCIPproject;andan11.8percentincreaseinPublicWorksmainlyduetothedecisiontofundvehiclesintheoperatingbudgetinsteadofthecapitalbudgetstartinginFY2016.Nondepartmentalexpendituresareexpectedtoincreaseby16.9percent,primarilyduetotheincreasesintheCapitalProjectsFundandDebtServiceFundtransfersasdescribedabove.

11

WTTdvIofmtcoTayd2STdpWisBinTa1IfmffrRTtysrtsmCp2p

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12

STfwoptIpcpPhaimrPTtTTRttpAsfyFinTtrtrTtinCTopTs

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13


FY2015 FY2016 $Change %Change

PropertyTax($650,000Assessment) 1,898.00 1,898.00 0.0%

Water(16,000gallonsperquarter) 422.24 365.92 (56.32) 13.3%

Sewer(16,000gallonsperquarter) 459.36 525.48 66.12 14.4%

Refuse 379.00 400.00 21.00 5.5%

Stormwater 112.15 121.60 9.45 8.4%

Subtotal $3,270.75 $3,311.00 $40.25 1.2%

CircuitStepClass 75.00 79.00 4.00 5.3%

BallroomDancingClass 96.00 99.00 3.00 3.1%

Wrestling 143.00 145.00 2.00 1.4%

CampventuresSummerCamp 395.00 395.00 0.0%

CrossCountry 59.00 59.00 0.0%

WalkoffBroadwaySummerCamp 399.00 399.00 0.0%

Subtotal $1,167.00 $1,176.00 $9.00 0.8%

TOTAL $4,437.75 $4,487.00 $49.25 1.1%

FY2015 FY2016 $Change %Change

PropertyTax($400,000Assessment) 1,168.00 1,168.00 0.0%

Water(12,000gallonsperquarter) 296.64 289.44 (7.20) 2.4%

Sewer(12,000gallonsperquarter) 353.28 407.88 54.60 15.5%

Refuse 379.00 400.00 21.00 5.5%

Stormwater 112.15 121.60 9.45 8.4%

Subtotal $2,309.07 $2,386.92 $77.85 3.4%

TwoSeniorCenterMemberships 80.00 80.00 0.0%

SeniorFitnessMembership 85.00 85.00 0.0%

MicrosoftExcelClass 27.00 29.00 2.00 7.4%

WatercolorClass 72.00 75.00 3.00 4.2%

CrabFeastTrip 75.00 80.00 5.00 6.7%

HistoryLecture 10.00 10.00 0.0%

Subtotal $349.00 $359.00 $10.00 2.9%

TOTAL $2,658.07 $2,745.92 $87.85 3.3%

HOUSEHOLDAFamilyof4

HOUSEHOLDBSeniorCouple

upgradestothesewerandstormwatermanagementsystems,majorstabilizationandrehabilitationtotheKingFarmdairybarns,asphaltandconcreterepairandreplacement,anewutilitybillingsystem,andthecontinuationoftheCitysannualcontributiontotheBluePlainsAdvancedWastewaterTreatmentPlantcapitalprogram.TheFY2016throughFY2020CIPincludesa$1.7milliontaxpayersupportedbondissueinFY2017toaddressADAimprovementsattheCivicCenterComplexandtobeginmajorimprovementstotheSwimandFitnessCenterlockerrooms,$3.0millioninFY2018tocontinueworkattheSwimandFitnessCenter,and$1.8millioninFY2019tosupportvehicularbridgerehabilitationonHurleyAvenue.CapitalbondissuesarealsoplannedfortheWater,Sewer,andStormwaterManagementfundsoverthisfiveyearperiod.ResidentialAnnualExpensesThetablestotherightillustratetheannualfinancialimpactofchangestotheCitysfeesandchargesfortwosamplehouseholds.HouseholdArepresentsafamilyoffourandHouseholdBrepresentsaseniorcouple.BothhouseholdsownsinglefamilyhomesinRockville.Inadditiontopropertytaxes,theseexamplesincludeutilities,aswellasseveralrecreationactivitiesprovidedbytheCityofRockville.ItisimportanttorememberthatnotallrecreationfeesareincreasingfromFY2015toFY2016andnotallRockvilleresidentsusetheCitysrecreationservices.Basedontheselectedactivities,thefamilyoffourwillseeanannualincreaseof$49.25or1.1percent.Theseniorcouplewillexperienceanincreaseof$87.85or3.3percent.

14


TheBudgetProcessGeneralTheRockvilleCityCharterrequirestheCityManagertosubmitabudgettotheMayorandCouncilatleasttwomonthsbeforethebeginningofeachfiscalyear.Inadditiontotheoperatingbudget,theCityManageralsopresentsafiveyearcapitalimprovementsprogram(CIP)fortheMayorandCouncilsconsideration.TheMayorandCouncilscheduleandpublishadvancenoticesofpublichearings.Thebudgetisapprovedintheformofanappropriationsordinance.

BudgetAmendmentsTheMayorandCouncilgivetheCityManagertheauthoritytotransferbudgetedamountsbetweendepartmentswithinanyfundduringthefiscalyear.TheMayorandCouncilreserveapproval,however,forbudgettransfersorotheractionsthatchangethetotalfundappropriations.Thesechangesmayonlybemadewithanamendmenttothebudgetordinance.TheCityamendsthebudgetthroughoutthefiscalyearasneeded,usuallythreetofourtimes.BudgetordinanceamendmentsapplytotheoperatingandCIPbudgets.Generally,ifexpenditureauthorityisaddedtoafund,itmustbeaccompaniedbyanoffsettingrevenuesource.Insomecases,theCityhasappropriatedreservesorfundbalancetofundcapitalorotheronetimeneedsduringtheyear.

FY2016BudgetInOctober2014,Budgetstaffconductedaninternalreviewofeachdepartmentsbaseoperatingbudget.InNovember2014,theCityManagerestablishedbudgettargetsanddistributedworksheetstoeachCitydepartment.InDecember2014,inpreparationforthedevelopmentoftheFY2016Operatingbudget,staffcreatedbudgetsurveysfortheMayorandCounciltocommunicatetheirbudgetprioritiesandpreferences.StaffcompiledtheresultsofthesurveysandincorporatedtheMayorandCouncilsprioritiesandpreferencesintotheCityManagersproposedFY2016budget.

OnNovember24,2014,staffpresentedtheMayorandCouncilwiththefirstFY2016budgetpreview,anoverviewofallfunds.Atthispreview,staffpresentedanoverviewofknownandanticipatedsignificantchangestotheGeneralFundforFY2016,aswellasprogrammedutilityrateincreases,andsoughtdirectiononhowtoproceed.OnJanuary5,2015,theMayorandCouncilwerepresentedwiththesecondbudgetpreview,includingtheresultsoftheMayorandCouncilsurvey,anddiscussedtheirserviceprioritiesfortheFY2016budget.Internally,inlateJanuary2015,theCityManagerheldbudgetmeetingswiththeseniormanagementteamanddivisionheadstodiscusstheirbudgetsandtheprioritiesforthecomingyear.OnFebruary9,2015,staffpresentedtheMayorandCouncilwiththethirdandfinalFY2016budgetpreview,whichincludedupdatesonsignificantfactorsaffectingtheFY2016budget,anupdateonestimatedpropertytaxrevenue,andfollowuptoMayorandCouncilrequestsforinformation.

DuringFebruaryandMarch2015,budgetstaffpreparedtheProposedFY2016OperatingBudgetandCIPforpresentationtotheMayorandCouncilonMarch23,2015.Aftertheproposedbudgetwaspresented,theMayorandCouncilheldfourpublichearingsonMarch30,April13,April20,andApril27tosolicitresidentresponsestotheproposedbudget.Concurrentwiththepublichearings,theMayorandCouncilconductedfourworksessionsonMarch23,March30,April13,andMay4,todiscussandfinalizetheirprioritiespriortoadoption.OnMay18,2015,theMayorandCounciladoptedthebudgetordinancesandresolutionsthatsetthefundinglevels,taxrates,andtherefuserateforFY2016.

OnJune22,2015,theMayorandCounciladoptedallpositionclassificationsandpayscalesforFY2016,whichcanbefoundintheSupplementalInformationsectionofthisdocument.DuringJune2015,budgetstaffpreparedtheAdoptedFY2016OperatingBudgetandCapitalImprovementsProgrambook.TheadoptedbudgetforFY2016takeseffectonJuly1,2015.

FY2016CapitalImprovementsProgramInOctober2014,theCityManagersolicitedrequestsfromneighborhoodsandhomeownersassociationsforCIPprojects.TheCitydidnotreceiveanyCIPprojectrequests.ForFY2016,theCitycontinueditspastprocessofprioritizingCIPprojectssupportedbytheCapitalProjectsFund.TheCityprioritizedthesubmittedCIPprojectsbasedonfourcriteria:

improves/maintainsCityfacilitiesorinfrastructure; improvesCityoperationsandservicedelivery; improvesthesafety,attractiveness,andsustainabilityoftheCityforresidents,workers,businesses/employersand

Citystaff;and isrequiredtomeetlegalmandatesandadoptedplans.

15


TheCityManagerusedtheprioritizationfindingstoassistindeterminingtherecommendedfundinglevelsfortheprojectsintheFY2016FY2020CIPbudget.TheprioritizationprocessisdiscussedintheCIPOverviewsectionofthisdocument;amoredetaileddescriptionofthecriteriausedisincludedintheSupplementalInformationsection.Onthefollowingpage,thebudgetprocessisdiagrammedasaflowchartwithswimlanes.ThisvisualgraphicrepresentationillustratesthesequenceandtimingofactivitiesintheCityofRockvillesbudgetprocess,inadditiontothepersonorpeopleresponsibleforcompletingthem.Ontheverticalyaxis,thetimingofthebudgetprocessisrepresented,flowingfrombudgetkickoffinlatefallatthetoptobudgetadoptioninlatespringatthebottom.Onthehorizontalxaxis,thegroupsandindividualswithprominentrolesinthebudgetprocessarerepresentedinswimlanes:theBudgetOffice,CityDepartments,theCityManager,theMayorandCouncil,andRockvilleResidents.Thisallowsreaderstoquicklyvisualizeboththetimingofcertainprocessesanditemsandalsothegrouporindividualresponsibleforactingonthem.NotetheclosecollaborationbetweentheMayorandCouncil,Rockvilleresidents,theCityManager,andCitystaffduringthepublicbudgetprocessinMarchandApril.Theinputandanalysisfromallofthesegroupsarecriticaltothecreationofahighquality,transparent,andrepresentativebudget.

16


17


RockvilleCommunityProfile

LocationoftheCityofRockville

Rockvilleisa13.5squaremilecityofmorethan62,000residentslocatedinsouthcentralMontgomeryCounty,Maryland,approximatelytwelvemilesnorthwestofWashington,DC,and35milessouthwestofBaltimore.RockvilleisbisectedfromthenorthbyInterstate270andfromtheeastbyMarylandRoute28.RockvilleenjoysrailservicefromMARC,inadditiontotwostationsontheDCMetroRedLineTwinbrookandRockvilleplustheShadyGrovestationjustnorthofthecity.AlargeportionoftheI270TechnologyCorridorsBioTechIndustryClusterislocatedintheCity.

MapsprovidedbyCityofRockvilleGIS.

18


HistoryofRockville

RockvilleisoneofMaryland'soldesttowns,withitsoriginsdatingbacktocolonialAmerica.LonghometoNativeAmericansincludingtheSenecaandtheSusquehannocktribes,thefirstAmericansettlementintheareathatwouldbecomeRockvillewasaninnandtaverncalledOwensOrdinary,whichwasestablishedaround1750.Atthattime,theRockvilleareahadverylittledevelopmentandfunctionedmainlyasacrossroadandwaypointalongtheroadfromFredericktoGeorgetown.

In1776,inadditiontoratifyingtheDeclarationofIndependence,theMarylandConstitutionalConventioncreatedMontgomeryCountyfromthesouthernportionofhistoricFrederickCountyandthehalfdozenbuildingslocatedalongtheroadfromGeorgetowntoFrederickwereselectedasthenewCountyseat.HungerfordsTavernanestablishmentknownforthe1774HungerfordResolves,aseriesofprotestationsofBritishruleandargumentsforendingtradewithEnglandthatwereintendedtoinfluencethe1774ContinentalCongresswasselectedtoserveastheCountysfirstcourthouseandjail.ThenewMontgomeryCountyincludedthesouthernportionofthehistoricroadfromFredericktoGeorgetown,whichservedastheCountysportcity.

In1784,locallandownerWilliamP.Williamssubdivided45acresofhislandintobuildinglotsandbeganreferringtothesettlementasWilliamsburghwithin15years,structureswouldbebuilton38ofthe45lotsandearlyRockvillebegantoresembleatown.In1788,havingoutgrownitsfacilityinaconvertedhouse,MontgomeryCountybuiltitsfirstdesignedcourthouseonthecornerofMarylandandMontgomeryAvenuesthisstructurewouldbetorndownandrebuilttwice,firstin1840andagainin1890,resultingintheredbrickbuildingthatexiststodaycausingpeopletobegintorefertothetownasMontgomeryCountyCourthouse.

In1791,theMarylandGeneralAssemblycompliedwiththetermsoftheCompromiseof1790andceded36squaremilesofMontgomeryCountytothefederalgovernmenttobeusedfortheestablishmentoftheDistrictofColumbia,resultingintheCountyslossofGeorgetownanditsport.In1801,theAssemblynotedthatthetownaroundthecourthousewhetherWilliamsburghorMontgomeryCountyCourthousehadnotbeenformallyrecorded.TheydirectedthatthetownslotsweretoberesurveyedandtheresultingtownwouldtobecalledRockville,afterRockCreek.Thisnewtownwasofficiallyrecordedin1803withapopulationof200residents.Thoughstillveryrural,RockvillewasbecomingthecommercialcenterofMontgomeryCounty.

Asthenineteenthcenturyprogressed,Rockvillecontinuedtogrowinpopulation,risingto365residentsatthetimeofthetownsformalincorporationin1860,ontheeveoftheCivilWar.RockvillesawactionduringtheWar:in1861,10,000UniontroopscampedattheFairgrounds(whatisnowRichardMontgomeryHighSchool)andin1862thehistoricCourthousewasusedasafieldhospitalfollowingthegruesomeBattleofAntietam.FollowingtheWar,lifeinRockvillelargelyreturnedtopreWarrhythmsuntiltheopeningofrailservicein1873.B&ORailroadtrainaccessopenedRockvilleuptotonyWashingtonians,whoquicklybuiltsummercottagesaswellaspermanentresidencesinRockville,asfarmlandwassubdividedforresidentialgrowth.

TheturnofthetwentiethcenturybroughtprofoundchangestoRockville.Whathadbeenaruraltradingpostandcourthouseexperiencedaninfluxofcitypeopleandmodernity.AmenitiesinRockvillegreatlyimprovedaselectricity,telephones,indoorbathrooms,asewagesystem,trolleycars,atownpark,andstreettreeswereallinstalledforthefirsttime.ThepopulationofRockvillegrewtoapproximately1,500residentsintheearly1930s.

FollowingtheendofWorldWarIIupthroughtheCensusin1970,Rockvilleexperiencedapopulationexplosionunlikeanyinitshistory.From2,047residentsin1940,thecitygrewto6,934in1950,26,090in1960,42,739in1970a1,947%increasein30years.ThispopulationandbuildingboomchangedthecharacterofRockvillesubstantiallyandtheCitycametoresembleitscurrentiterationasavibrantsuburbinthegreaterWashington

19


DCmetroarea.Populationgrowthslowedthroughtheendofthemillennium,butjumpedagainfrom2000to2010,uptothecurrent62,130,asofthe2013AmericanCommunitySurvey.

Rockvillehasgrownfromasmallcrossroadstoanagriculturallyorientedcountyseattoaleisureorientedescapeforbigcitydwellerstoacosmopolitansuburbwithmanydiverseneighborhoods.ModernresidentsofRockvilleformawelleducated,civicmindedcommunity,withprofessionalinterestsrangingfrombiomedicalresearchtofederalandcountygovernmenttoconsultingandinformationtechnology.

HistoryofRockvilleTimeline

20


63,42063,973

65,003

66,034

67,064

68,095

69,125

60,000

62,000

64,000

66,000

68,000

70,000

FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020

CityofRockville,MarylandProjectedPopulationbyFiscalYear

TheCityofRockvilleToday

Today,RockvilleisthethirdlargestmunicipalityinMarylandandcontinuesastheseatofMontgomeryCounty.TheCityofRockvilleoperatesunderthecouncilmanagerformofmunicipalgovernmentandderivesitsgoverningauthorityfromachartergrantedbytheGeneralAssemblyofMaryland.ThismeansthattheCityselectedboard,theMayorandCouncil,providepolicydirectionfortheCityandappointaprofessionalmanagertoserveasChiefExecutiveOfficerandmanagethedaytodayactivitiesoftheCity.TheMayorandCouncilarecomprisedofamayorandfourcouncilmembersalldirectlyelectedatlargefortwoyearterms.The2015electionwillbethefirstintheCityshistorywheretheMayorandCouncilareelectedtoservefouryearterms.

TheCityprovidesafullrangeofmunicipalservices,including:publicsafety;zoningandplanning;onestoplocationforlicenses,permits,andinspections;water,sewer,andrefuseandrecyclingservices;snowremoval,leafcollection,streetmaintenance,andotherpublicworksfunctions;recreationandparksservices;andspecialprogramsforseniorcitizens,youth,andlowincomeresidents.TheCityhasareputationforstrongconservativefinancialmanagementandholdsaAAA/AaabondratingfrombothStandardandPoorsandMoodysInvestorsService.

AsmandatedbyStatelaw,MontgomeryCountyprovidesforschools,libraries,socialservices,andfireprotectioninRockville.InadditiontotheMontgomeryCountyPolice,RockvilleresidentsareservedbytheCitysownPoliceDepartment.Rockvillescommunityorientedpolicingservicesaredesignedtomeettheneedsofthecommunityandanswerapproximately70percentofcallsforservice.TheRockvilleVolunteerFireDepartment,consistingofmorethan200membersandfourstations,providesfireprotectiontoRockville.Citywaterandsewerservicesserveover70percentoftheRockvillecommunity,withWashingtonSuburbanSanitaryCommission(WSSC)servingtheremaining30percent.

Rockvilleisaresidentialcommunityandanemploymentcenter.Rockvilleoffersawidevarietyofhousingstyles,prices,sizes,andneighborhoods,rangingfrommidrisecondominiumstoVictorianhomesandfromcontemporarymodelstothemoretraditional.BasedoninternalCitypopulationprojections,RockvillespopulationwillincreasebetweenoneandtwopercentayearthroughFY2020.

DatafromCityofRockvilleCommunityPlanningandDevelopmentServicesDepartment

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Population 62,130 Gender(%)Male 48.2%

AgeComposition(%) Female 51.8%Underfiveyears 6.5%Fivetonineyears 5.6% Householdincome(%)10to14years 5.7% Lessthan$10,000 2.8%15to19years 5.0% $10,000to$14,999 1.9%20to24years 5.1% $15,000to$24,999 4.0%25to34years 14.3% $25,000to$34,999 4.2%35to44years 15.7% $35,000to$49,999 7.5%45to54years 14.8% $50,000to$74,999 14.5%55to59years 6.2% $75,999to$99,999 15.8%60to64years 6.3% $100,000to$149,999 21.3%65to74years 7.7% $150,000to$199,999 12.7%75to84years 4.4% $200,000andabove 15.4%85yearsandolder 2.6% Medianhouseholdincome $98,607

Meanhouseholdincome $125,053HighestEducationalAttainment,25yearsold+(%)

Lessthan9thgrade 3.5% UnemploymentRate(%) 4.6%

9thto12thgrade,nodiploma 3.4%Highschool(includesGED) 13.2%Somecollege,nodegree 12.7% PovertyRate(%) 5.9%Associates 4.7%Bachelors 26.2% HealthInsuranceRate(%)Graduateorprofessionaldegree 36.3% Withhealthinsurance 91.1%

Withouthealthinsurance 8.9%RacialComposition(%)Onerace 96.7% TenLargestEmployersWhite 63.0% MontgomeryCountyGovernment 4,758BlackorAfricanAmerican 9.2% MontgomeryCountyBoardofEducation 2,500ChineseAmerican 8.5% Westat,Inc. 2,150IndianAmerican 3.7% LockheedMartinInformationSystems 1,500PhilippineAmerican 2.1% BoozAllenHamilton 1,282KoreanAmerican 1.9% KaiserPermanente 931OtherAsianAmerican 4.1% MontgomeryCollege 791NativeAmerican 0.2% QuestSoftware 784Otherrace 4.1% CityofRockville 522Twoormoreraces 3.3% ChoiceHotelsHeadquarters 430HispanicorLatino(ofanyrace) 14.2% (CityofRockville2014CAFRdata)

RockvilleDemographicsandEconomics

(StateofMD2014dataforBethesdaFrederickRockvillemetropolitandivision)

(datafrom2013AmericanCommunitySurvey,unlessnoted)

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MayorandCouncilCriticalSuccessFactorsDuringtheMayorandCouncilRetreat/PlanningSessionheldinJanuary2014,theRockvilleMayorandCouncilidentifiedeightCriticalSuccessFactorstoserveasafunctionalvisionfortheprovisionofallCityservicesandtheworkofallCityemployees.EachCriticalSuccessFactorisnamedandincludesashortstatementillustratingitsscope.Duringthesummerof2014,CitystaffcollaboratedwiththeBudgetOfficetoidentifyexistingworkprogramareasandestablishoperationalgoalsorientedwithintheMayorandCouncilsCriticalSuccessFactors.StaffthencreatedmultiyearperformancemeasuresandsingleyearshorttermobjectivestoquantifyanddescribetheCityseffortstowardmeetingthoseworkprogramgoals.IntheDepartmentssectionofthisdocument,everyoperationalgoalofeachCitydivisionislinkedtoaspecificCriticalSuccessFactor.Inthisway,thevisionandprioritiesoftheMayorandCouncilinfluencetheworkofeveryCitydivisionandtheworkofeverydivisionsupportsthevisionandprioritiesoftheMayorandCouncil.BelowaretheMayorandCouncilsCriticalSuccessFactors,aswellasaselectionofperformancemeasuresandshorttermobjectivesthatrepresentsomeofthewaystheCityisseekingtomeettheMayorandCouncilsvision.MoredetailedinformationforallCitydivisionscanbefoundintheDepartmentssectionofthisdocument.

CriticalSuccessFactors

EffectiveCityServiceDelivery GoodGovernanceLivableNeighborhoods FiscalResponsibilityWellPlannedCommunity EngagedResidentsResponsibleEconomicDevelopment StewardshipofInfrastructure

EffectiveCityServiceDeliveryRockvilleisknownforexceptional,personalizedservicedeliverytoresidentsandbusinesses,characterizedbyefficient,welldocumentedprocessesthatareadministeredequitablybyamotivatedworkforceofemployeeswithacandoattitude.TheCityhastalentedleadershipthatensurestheCitygovernmentismovingintherightdirection.OperationsandMaintenanceDivision,PublicWorksDepartment

PerformanceMeasures ActualFY2013ActualFY2014

AdoptedFY2015

AdoptedFY2016

PercentofCommunitySurveyrespondentsratingsnowandiceremovaloperationsas"good"or"excellent"(Target:70%)

65% 70%

SpecialOperationsBureau,PoliceDepartment


AdoptedFY2015

AdoptedFY2016

Closurerateforpropertycrimesinvestigated(Target:>19%,FBIreportednationalaverage) 33% 20% 34% 34%

Closurerateforcrimesagainstpersonsinvestigated(Target:>47%,FBIreportednationalaverage) 73% 63% 62% 73%

RockvilleMayorandCouncil,20132015

Fromlefttoright:TomMoore,BerylL.Feinberg,BridgetDonnellNewton(Mayor),VirginiaOnley,JuliePalakovichCarr

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SeniorCitizenServicesDivision,RecreationandParksDepartment


AdoptedFY2015

AdoptedFY2016

Numberoffitnessclubmembers(Target:650) 577 590 650 650

Numberofvisitstoseniorfitnesscenter(Target:35,000) 29,369 31,766 35,000 35,000

Numberoftripsoffered(Target:32) 32 32 32 33

Percentoftripscompleted(Target:94%) 84% 84% 94% 94%

GoodGovernanceTheRockvilleMayorandCouncilworkwelltogethertomakedecisionsforthebettermentoftheCity,andtheCityenjoysexcellentrelationshipswithMontgomeryCounty,theStateofMarylandandothergovernmentalentities.AdministrationDivision,CityManagersOffice


AdoptedFY2015

AdoptedFY2016

PercentofCommunitySurveyrespondentswhostronglyagreeoragreewiththeoveralldirectiontheCitygovernmentistaking(Target:>60%)

62% 64%

OfficeoftheCityClerk,MayorandCouncilDepartment


AdoptedFY2015

AdoptedFY2016

PercentofMayorandCouncilmeetingagendasandmeetingpacketspostedatleastfivedayspriortomeeting(Target:100%)

100% 100%

AdministrationDivision,CityManagersOffice

ShortTermObjectives PlannedCompletion

AdvocateattheStateforadditionalMunicipalHighwayUserRevenuefortheCityofRockvilleandattheStateandCountylevelsofgovernmentforschoolconstructionfundingforMontgomeryCountyPublicSchoolfacilitieslocatedwithintheCitylimits.

Q3&Q4FY2016

LivableNeighborhoodsRockvilleisacommunityofdiverseneighborhoodsofferingahighqualityoflife.ThishasbeenaccomplishedbytheCityscommitmenttopublicsafety,pedestriansafety,trafficmitigation,diversityinhousingoptions,propertymaintenance,andsupportforhighqualityeducationandCityservicesthataddresstheneedsofallconstituencies.ParksandFacilitiesMaintenanceDivision,RecreationandParksDepartment


ReplacetheplaygroundatRoseHillPark(RH16) Q4FY2016

Completetheinstallationof28,375annuals Q4FY2016

CompletefourscheduledmaintenancecyclesoftheentireCarlHennMillenniumtrail Q4FY2016

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InspectionServicesDivision,CommunityPlanningandDevelopmentServicesDepartment


AdoptedFY2015

AdoptedFY2016

PercentofCommunitySurveyrespondentsratingbuildingpermitprocessasgoodorexcellent(Target:60%)

61% 60%

Averageturnaroundtimeforplanreview(Target:80%completedin3weeksorless) 77% 80% 82% 80%

TrafficandTransportationDivision,PublicWorksDepartment


AdoptedFY2015

AdoptedFY2016

Percentoftrafficsignalpreventativemaintenanceperformedasplanned(Target:100%)

100% 100% 100% 100%

PercentoftrafficsignalswithAccessiblePedestrianSignals(APS)installed(installationwasfundedintheAPS(0A70)CIPproject)(Target:100%)

50% 68% 85% 89%

NumberofstreetlightoutagesrepairedbyPepco 51 85 85 85

NumberofstreetlightoutagesrepairedbytheCity 143 150 150 150

FiscalResponsibilityTheCityofRockvillehasatrackrecordoffiscalstabilityevidencedbyexemplarybondratings,appropriatereserveplanningandwellthoughtoutandresearchedcapitalandoperatingplans.FinancialAdministrationDivision,FinanceDepartment


AdoptedFY2015

AdoptedFY2016

Bondrating(Target:AAA/Aaa) AAA/Aaa AAA/Aaa AAA/Aaa AAA/Aaa

GeneralFundunassignedfundbalance,aspercentofadoptedrevenue(Target:20%)

20.3% 19.0% 18.6% 23.3%

AccountingandControlDivision,FinanceDepartment


ReceiveunqualifiedCityauditopinionforFY2015 Q2FY2016

ReceiveunqualifiedsingleauditreportforFY2015 Q2FY2016

BudgetDivision,FinanceDepartment


AdoptedFY2015

AdoptedFY2016

OverallvarianceofGeneralFundexpenditures(actual/adopted)(Target:+/5%) 2.0% 0.4% +/5% +/5%

OverallvarianceofGeneralFundrevenues(actual/adopted)(Target:+/5%) 4.3% 4.2% +/5% +/5%

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WellPlannedCommunityRockvilleistheepitomeofawellplannedcommunitythatconstantlyreinventsitselfandmanagesincreasingdensityandgrowthassociatedwithbeingpartofamajormetropolitanarea.Rockvilleisknownforqualitytransitorientedandmixedusedevelopment.TheCitysRockvillePikePlandemonstratesbestpracticesinmultimodaltransportationplanning.Itoffersretail,housing,parksandotheramenitiesthataredesirabletodiversepopulations.ManagementandSupportDivision,CommunityPlanningandDevelopmentServicesDepartment


PresentdraftproposalstotheMayorandCouncildesignedtoimplementinitialphasesoftheSitePlanImprovementprocess Q1FY2016

PlanningandZoningDivision,CommunityPlanningandDevelopmentServicesDepartment


CompletedraftofHistoricResourcesManagementPlan Q4FY2016

PlanningandZoningDivision,CommunityPlanningandDevelopmentServicesDepartment


AdoptedFY2015

AdoptedFY2016

Averagenumberofdaystorespondtozoningverificationletters(Target:



AdoptedFY2015

AdoptedFY2016

Facebookfans 1,660 1,900 2,500 3,000

Twitterfollowers 2,748 3,200 3,700 5,000

ResponsibleEconomicDevelopmentRockvillehasanenviablebusinessclimate.Thecommunityenjoysabalanceofcommercialandresidentialdevelopment,amixofsmallandlargebusinessesrepresentingawidevarietyofindustriesandservices,andwellpayingjobs.Newinvestmentisencouragedbyinnovativebusinessincubatorsandthestrongpresenceofthefederalgovernmentandcontractors.Thedevelopmentcommunityissupportedbyanefficientdevelopmentprocessthatbalancesandrespectsprivateandcommunityinterestsintheprocess.AdministrationDivision,CityManagersOffice


AdoptedFY2015

AdoptedFY2016

PlacedadspromotingRockvilleasaplacetodobusiness 35 50 55 60

Placedadsasaresultofcooperativemarketingcampaigns 26 24 26 26

Numberofbusinessvisits 123 103 125 130

Numberofcompaniesassisted 155 163 170

InnovationCenteroccupancyrate 95% 95% 95% 95%

NumberofInnovationCentergraduates 2 1 3 2

StewardshipofInfrastructureRockvillemaintainsexistingCityinfrastructure(i.e.bridges,waterpipes,buildings,amenities,etc.)throughresponsibleplanningforfutureneedsandsoundfiscaldecisionsforthelongtermhealthoftheCity.EngineeringDivision,PublicWorksDepartment

PerformanceMeas

Rockville MD FY 2016 Adoptd Budget

Documents

Transcript of Rockville MD FY 2016 Adoptd Budget