FY 2019 CITY MANAGER’S PROPOSED BUDGET Healthy and Thriving April 11, 2018
Strategic Plan Theme Areas • Distinct & Vibrant Neighborhoods • Environmental Sustainability • Flourishing Arts, Culture & Recreation • Healthy Residents • Inclusive City • Multimodal Transportation • Safe & Resilient Community • Strong Economy • Thriving Children & Youth • Well-Managed Government 1
Agenda • Flourishing Arts, Culture and Recreation • Resource Allocation Philosophy • RPCA Program Expansions • Inclusive City • Affordable Housing • Libraries Outreach Initiative • English Language Training • Thriving Children and Youth • CSA Report • Healthy Residents • Opioid Epidemic • DCHS Reorganization 2
Resource Allocation Philosophy • City Council adopted policies related to this model: • Resource Allocation Philosophy Model and Policy (September 2013) • Financial Assistance Policy (July 2012) • City Council annually adopts the related fiscal year RPCA Fee Schedule including fees for: • Daily admissions • Rentals • Non-resident participation • Sports participation • Marina • Out of School Time 3
Pre-Resource Allocation Model vs. Current Resource Allocation Model Pre-Resource Current Resource Allocation Model Allocation Model (FY 14) (FY 19) Recreation Services $8,435,371 $9,606,538 Budgeted Total Expenditures Recreation Services $2,410,329 1 $4,513,497 Total Revenues General Fund Allocation 71.4% 53.0% Percent Program Revenue 28.6% 47.0% Allocation Percent 1.To present a more accurate comparison, the FY 2014 revenues reflect actuals in lieu of budgeted figures. 4
Resource Allocation Model Tax Participant Support Support 100%+ 0% 5 4 3 2 1 100% 0% 5
Resource Allocation Model Categories of Service Tier 1 Tier 2 Tier 3 Tier 4 Tier 5 Balanced Mostly Mostly Considerable Considerable Individual & Individual Community Individual Community Community Benefit Benefit Benefit Benefit Benefit Advanced and Non-monitored Advanced and Beginner level Intermediate Highly park usage Specialized programs level programs Specialized Inclusionary Programs and OSTP RPCA Sports Programs Services Camps Leagues Private Rentals 20 % cost 50% cost 125% cost 175% cost No cost recovery recovery recovery recovery recovery tier minimum tier minimum tier minimum tier minimum Resource Allocation tiers are categorized by the beneficiaries of 6 services and relate to community values, vision and mission.
RPCA Program Expansion New Patrick Henry Full Service Recreation Center 18,000 SF Recreation Center • 12,000 SF Shared School Recreation Space • Turf Sports Field and Tot Lot • Additional Operating Hours • Increased Programming Options • Cost for FY 2019: $414,471 • Ferdinand T. Day Elementary School Out of School Time Program for School Youth • Cost for FY 2019: $31,824 • 7
FY 2019 Proposed Housing Budget ALL SOURCES = $8.5 M HOME $0.5 M 6% HOUSING TRUST CDBG FUND — Developer $1.3 M Contributions, 16% Carryover, Loan Repayments Housing Trust Fund HOME — Federal Grant $4.2 M Dollars, Loan General Fund 49% Repayments $1.8 M 21% CDBG — Federal Grant Dollars, Carryover, Loan Repayments Dedicated Revenue $0.7 M 8 8%
Proposed Use of Housing Funds Leadership & Management $0.7 M ~20 Programs administered 9% Home Ownership $0.5 M Affordable Housing 8 Households served 6% Development & Preservation $5.5 M 65% Home Rehab & RAMP 15% $1.2 M ~80 units funded 16 Households served ~20-30 set-aside units pledged 2-3 ARHA redevelopment 6% projects supported Landlord Tenant, Relocation Assistance & Fair Housing $0.5 M 9 4,000 Residents served
5-Year Look Ahead – Affordable Housing Rental Development $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 Estimated cumulative $10,000,000 gap: $41 M $8,000,000 Assumes average production of 191 units/yr $6,000,000 $4,000,000 $2,000,000 $0 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Projected available (all sources) for Development Projects 10 Projected need for Development Projects in the Pipeline Note: Excludes ARHA redevelopment support
Libraries Outreach Initiative Pop-up Library Vehicle Library Five Year Plan Increase Library visibility • through outreach City Strategic Plan Thriving Children and Youth • Flourishing Arts, Culture and • Recreation Funding: $72,500 City provides $36,250 • Matching Funds • Alexandria Library Foundations Barrett Library Friends Duncan Library Friends 11
LIBRARIES OUTREACH INITIATIVE Partnerships Current Outreach • Wesley Housing: RPCA Currently working with the Family Programs Manager to bring groups to library programs and host programs at Pop-up Library their site. Literacy Tourism Org • Library card sign up • Community Lodgings : • Books Co-hosted a Pop Up Play event at the • Mobile hot spot Arlandria location. • Story hours • Family programs • Ruby Tucker : Expanding partnership. Involved in DCHS ACPS 1000 Books before Kindergarten. 12 Pop-up Play in the Park
English Language Training • Demand • In 2017, 644 Special Immigrant Visa holders arrived in Alexandria (similar number in 2016 and projected for 2018) • Limited English proficiency is a major obstacle to economic progress • There is a 46% earning differential as a result of English language proficiency • Service Approach • Services for 50 individuals (+$110,000) • Accelerated learning and community engagement through fast-track ESOL Programs with a focus on work readiness • Aligned to students’ skill levels (highly skilled vs. low literacy) • Two generational approach – children are learning English in school and parents are attending community based ESOL vocational programs 13
CSA Report • CSA Program Trends/Issues • Reduced congregate care placements • FY08: 66 children in congregate care • FY17: 19 children in congregate care • Special Education expenditures surpass foster care costs (mirrors state trend) • Serving youth who are undocumented • Independent Assessment, Certification and Coordination Team (IACCT) process being implemented CSA Congregate Care Placements 80 60 40 20 0 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 14
CSA Report • CSA Report • Cost Trends • Reduced annual CSW expenditures from FY08 to FY17 by over 3.7 million dollars • FY08: $11,374,765 • FY17: $7,672,569 CSA Expenditures $11,800,000 $10,600,000 $9,400,000 $8,200,000 $7,000,000 FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 15
Opioid Epidemic • Opioid Problem in Alexandria • 59 overdoses in FY17, 9 fatal • Opioid Work Group (OWG) formed in 2015 and meets monthly to track trends and identify solutions • Opioid Initiatives • OWG has identified a number of initiatives that require multi-agency collaboration • Focus on key areas: • Prevention • Education • Treatment • Overdose Response • Diversion • Law Enforcement/Supply Reduction 16 • Litigation
Opioid Epidemic • What is Needed Next? • Treatment capacity at DCHS has been expanded to accommodate current service requests (+$204,000,+2.0 FTEs) • Outreach and monitoring required to assess and meet community needs • Majority of work to be accomplished involves creating and managing cross-agency initiatives — which could be accomplished by an Opioid and Other Drugs Coordinator • Priority areas requiring development: • Develop Treatment Court and OD response system • Process and expansion of efforts to identify and outreach to those in need of treatment • Expansion of prevention and education efforts in the schools • Expanding outreach and education efforts throughout the City • Expanding services to at-risk inmates at ADC • Expand easy access to Naloxone 17 • Continue monitoring for potential opioid grant funding
DCHS Reorganization • Organizational Assessment Initiation and Follow-up • Key retirements, budget challenges and critical pressures/changes create opportunity to assess • Feedback gathered from clients, staff, and partners • Long-standing need for greater integration/address issues not dealt with through merger • Actions • Pursuing department wide approaches to serving older adults, focusing on employment and economic security, housing, access to benefits and streamlined comprehensive services • Unifying youth services • Strengthening training, onboarding, administrative and supervisor support • Addressing issues of “layers” in the organization • Pursuing single consolidated facility, except for residential facilities such as Mill Road 18
DCHS Structural Changes Prior Structure: New Leadership Structure: Director Partnership Director and Executive Deputy Planning Chief Director/ CSB and DSS Director CES and CAS and CCF DSS CSB Director Director CAS Director CCF Director CES Director Director 19
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