DEPARTMENT OF COMMUNITY PLANNING, HOUSING AND DEVELOPMENT
OFFICE OF NEIGHBORHOOD SERVICES
MISSION STATEMENT: To deliver quality planning and improvement
services in collaboration with citizens to enhance and preserve healthy
conditions in all neighborhoods.
The goals of Office of
Neighborhood Services are to increase resident access to services; stimulate
and support active citizen participation; increase County responsiveness to
neighborhood needs and trends; and facilitate effective coordination of
neighborhood services across departments.
The Office of Neighborhood Services is the focal point
for neighborhood oriented programs and services in the County. Neighborhood planning and improvement,
historic preservation and capital planning and improvement are primary services
the Office provides through several well-established programs. Secondary services include the compilation
and distribution of census data by neighborhood, input on policies and
activities including development proposals affecting neighborhoods,
coordination of Walking Town Meetings, technical assistance on citizen processes,
and design and technical expertise to other County agencies and working groups
on other capital programs.
Neighborhood Conservation provides technical planning
support to neighborhoods developing conservation plans and facilitates the
development of capital projects in those areas. Program Staff support the Neighborhood Conservation Advisory
Committee. The Neighborhood Strategy
Area (NSA) Program develops plans for low and moderate income areas and
coordinates implementation of those plans in partnerships with residents in
designated areas and in collaboration with other County agencies; designates
new NSAs; develops and manages new programs; and reviews and recommends
programs for CDBG funding. The Neighborhood
College and Mentor Program is a primary mechanism for encouraging and preparing
residents in designated Neighborhood Strategy Areas for greater civic
participation, leadership and problem-solving in their areas. The Historic Preservation Program identifies,
preserves and promotes the County's historic resources through surveys,
research public events and education, designation of historic landmarks and
neighborhood districts, nomination of sites and neighborhoods to the National
Register and inspection and enforcement.
Staff supports the Historic Affairs and Landmark Review Board as well as
provides technical expertise on all matters of preservation. Capital Programs within the Office were
incorporated into the new Commercial Revitalization Program that was
established to better serve capital needs in commercial areas and more strongly
link capital activities with approved revitalization plans.
|
Office
of Neighborhood Services
|
|
FY
2002
|
FY
2003
|
FY
2004
|
%
Change:
|
|
Actual
|
Adopted
|
Proposed
|
'03 to
'04
|
|
Personnel
|
$535,618
|
$600,067
|
$636,840
|
6%
|
|
Non-Personnel
|
137,784
|
171,304
|
175,655
|
3%
|
|
Total
Expenditures
|
673,402
|
771,371
|
812,495
|
5%
|
|
Total
Revenues
|
-
|
-
|
-
|
-
|
|
Net
Tax Support
|
$673,402
|
$771,371
|
$812,495
|
5%
|
|
|
|
|
|
|
Authorized
FTEs
|
10.0
|
10.0
|
10.0
|
|
|
Funded
FTEs
|
10.0
|
10.0
|
10.0
|
|
SIGNIFICANT BUDGET HIGHLIGHTS:
-
The increase in personnel costs ($36,773)
reflects normal salary and benefits adjustments and the reclassification and
upgrade of a Planner III to a Planner IV.
-
The increase in non-personnel costs
reflects an increase in telephone charges ($3,020), a decrease/ reallocation of
funds ($8,669), a decrease in the Historic Preservation funding ($10,000) and the addition of new funds
($20,000) for the Neighborhood College Program.
PERFORMANCE MEASURES:
|
FY 2001
|
FY 2002
|
FY 2003
|
FY 2004
|
FY 2004
|
|
Actual
|
Actual
|
Estimate
|
Estimate
|
Target
|
|
Mission Outcome Measures
|
|
|
|
|
|
|
NC plans in progress
|
16
|
13
|
12
|
20
|
20
|
|
NC plans less than 10 years old
|
18
|
19
|
20
|
20
|
22
|
|
Small
grants awarded/Percentage resident initiated projects
|
19/58%
|
14/70%
|
20/50%
|
20/50%
|
20/60%
|
|
Neighborhood
College graduates appointed to
advisory groups
|
25%
|
25%
|
25%
|
35%
|
35
|
Objective: To realize substantial and permanent
improvement in the quality of resident life and neighborhoods throughout
Arlington County.
|
FY 2001
Actual
|
FY 2002
Actual
|
FY 2003
Estimate
|
FY 2004
Estimate
|
FY 2004
Target
|
|
Outcome Measures
|
|
|
|
|
|
|
Neighborhood Conservation
|
|
|
|
|
|
|
NC
capital projects completed / Percentage on schedule
|
23/65%
|
25/70%
|
30/70%
|
35/50%
|
35/70%
|
|
Plans completed within 3 years
|
N/A
|
N/A
|
N/A
|
75%
|
75%
|
|
|
|
|
|
|
|
Neighborhood Strategy Area
|
|
|
|
|
|
|
Percentage
of properties in compliance with property codes
|
N/A
|
N/A
|
50%
|
50%
|
65%
|
|
Percentage
of CD funded NSA programs meeting
targets
|
N/A
|
N/A
|
75%
|
75%
|
85%
|
|
|
|
|
|
|
|
Neighborhood College
|
|
|
|
|
|
|
College
enrollment/residents graduated
|
32/94%
|
21/95%
|
40/95%
|
40/100%
|
40/100%
|
|
|
|
|
|
|
|
Historic
Preservation
|
|
|
|
|
|
|
Sites
locally designated as historic landmarks
|
240
|
242
|
243
|
244
|
244
|
|
Cumulative/percentage
of County surveyed for historic
preservation
|
4,155/50%
|
4965/60%
|
5965/70%
|
6515/80%
|
6515/80%
|
|
Inspections
completed/percent in compliance
|
240/80%
|
242/80%
|
242/80%
|
244/80%
|
244/90%
|
|
COA
applications /percent approved
|
50/95%
|
50/95%
|
50/95%
|
60/95%
|
60/98%
|
|
|
|
|
|
|
|
Commercial Revitalization
|
|
|
|
|
|
|
Number
of projects initiated/completed
|
NA
|
N/A
|
3/3
|
3/3
|
4/4
|
FUTURE BUDGET CONSIDERATIONS:
-
New neighborhoods might be eligible for
designation as a NSA as per new census information while those currently
designated might continue to be eligible.
While staff has sought to keep the number of neighborhoods designated at
any one time at a manageable number, there could be demand from the new areas
for designation for access to CDBG dollars.
Neither the program nor staff could handle the additional demand if new
areas are designated.
-
Completion of the resource survey,
additional district and landmark designations, completion of a historic
preservation plan and growing support for National Register Listings will put
additional pressure on limited staff resources.
