Agenda Item #6
March 8, 2011
Introduction
MEMORANDUM
March 4,2011
TO:
FROM:
SUBJECT:
County Council
Amanda Mihill, Legislative
Analyst~0u.Lf
Introduction:
Bill 3-11, Community Use of Public Facilities - Reorganization
Bill 3-11, Community Use of Public Facilities - Reorganization, sponsored by the
Council President on recommendation of the Organizational Reform Commission, is scheduled
to be introduced on March 8, 2011. A public hearing is tentatively scheduled for March 29 at
7:30p.m.
Bill 3-11 would:
• eliminate the Office of the Community Use of Public Facilities and re-assign its
functions;
• eliminate the Interagency Coordinating Board for Community Use of Public Facilities
and re-assign its functions;
• require the Department of General Services to administer and implement the School
Facilities Utilization Act;
• require the Department to schedule and make available the community use of school
and public facilities; and
• generally amend County law regarding community use of schools and other public
facilities.
In its report to the Council dated January 31, 2011, ORC recommended the County move
the functions of the Office of the Community Use of Public Facilities and the Interagency
Coordinating Board to the Department of General Services (©14). The Executive and the
Planning Board oppose this recommendation (©15, 18). Bill 3-11 would partially implement the
ORC recommendation as it relates to the Community Use of Public Facilities (CUPF). In
addition to moving the functions of CUPF to the Department of General Services, ORC
recommended a "major modernization of the property management system" for CUPF. At the
Committee worksession on Bill 3-11, Council staff will address both of these recommendations.
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This packet contains:
Circle
#
Bill 3-11
Legislative Request Report
Excerpt of Organizational Reform Commission Report
Excerpt of Executive response to ORC Report
Excerpt of Planning Board memorandum
1
13
14
15
18
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Bill No.
3~11
Concerning: Community Use of Public
Facilities - Reorganization
Revised:
3/1/2011
Draft No. _1_
Introduced:
March 8, 2011
Expires:
September 8,2012
Enacted: _ _ _ _ _--,-_ _ __
Executive: _ _ _ _ _ _ _ __
Effective: _ _ _ _ _ _ _ _ __
Sunset Date:
_--::-::~---:::--
_ _ __
Ch. _ _. Laws of Mont. Co. _ __
COUNTY COUNCIL
FOR MONTGOMERY COUNTY, MARYLAND
By: Council President on the recommendation of the Organizational Refonn Commission
AN
ACT to:
(1)
(2)
(3)
(4)
(5)
eliminate the Office of the Community Use of Public Facilities and re-assign
its
functions;
eliminate the Interagency Coordinating Board for Community Use of Public
Facilities and
re~assign
its functions;
require the Department of General Services to administer and implement the School
Facilities Utilization Act;
require the Department to schedule and make available the community use of school
and public facilities; and
generally amend County law regarding community use of schools and other public
facilities.
By amending
Montgomery County Code
Chapter lA, Structure of County Government
Section
1A~203
Chapter 2, Administration
Section
2~30
Chapter 32, Offenses - Victim Advocate
Section
32~19C
Chapter 41, Recreation and Recreation Facilities
Section 41-21
Chapter 44, Schools and Camps
Section
44~2,
44-3, and 44-5
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BILL
No. 3-11
By
repealing
Chapter 2, Administration
Division 19, Office of Community Use of Public Facilities
Section 2-64M
Chapter 44, Schools and Camps
Section 44-4
Boldface
Underlining
[Single boldface brackets]
Double underlining
[[Double boldface brackets]]
* * *
Heading or defined term.
Added to existing law by original bill.
Deletedfrom existing law by original bill.
Added
by
amendment.
Deletedfrom existing law or the bill by amendment.
Existing law unaffected by bill.
The County Council for Montgomery County, Maryland approves the following Act:
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BILL No. 3-11
1
Sec.
1.
Sections lA-203, 2-30, 32-19C, 41-21, 44-2, 44-3, 44-5 are amended
and Sections 2-64M and 44-4 are repealed as follows:
lA-203. Establishing other offices.
(a)
Executive Branch.
These are the offices of the Executive Branch that are
2
3
4
5
6
7
not part of a department or principal office:
*
*
*
*
*
*
[Office of Community Use of Public Facilities [section 44-4]]
Division 5. DEPARTMENT OF GENERAL SERVICES.
2-30. Department of General Services - Functions.
The Department of General Services must:
8
9
10
11
12
*
(i)
*
*
13
14
15
(h) plan and implement the use of space in County buildings; [and]
operate mail, printing, duplication, and archiving
services[.]~
administer and implement the School Facilities Utilization Act (Chapter
~
ill
16
Article
11
and
17
18
19
20
21
22
(k)
schedule and make available to the community the use of
ill
ill
school facilities; and
other public facilities designated
Qy
the Chief Administrative
Officer under standards established
Qy
regulation issued under
method
(21
All user fees and other payments to the County for the community use
of
~
23
public facility under subsection (k)(2) must be administered
24
25
through the enterprise fund established
Qy
Section 44-SA.
Division 19. [Office of Community Use of Public Facilities] Reserved.
[2-64M. Functions and Duties.]
[(a)
Generally.
The Office of Community Use ofPublic Facilities:
26
27
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BILL No. 3-11
28
(1)
administers and implements the School Facilities Utilization Act
(Chapter 44, Article I); and
29
30
31
(2)
schedules and makes available to the community the use of
(A)
(B)
school facilities; and
other
public
facilities
designated
by
the
Chief
32
33
34
35
36
37
38
39
40
Administrative Officer under standards established by
regulation issued under method (2).
(b)
Duties of the Director.
The Director of Community Use of Public
Facilities must carry out the functions described in this Section and
Section 44-4.]
32-19C. Disruptive Behavior-Public Facilities
(a)
In this Section, the following terms have the following meanings unless
the context clearly indicates otherwise:
41
42
43
44
*
(2)
(A)
(B)
*
*
Enforcement agent means:
a Department Director;
a police officer, deputy sheriff, or County security officer;
or
(C)
45
46
47
48
an assistant director, division chief, service chief, or other
person in charge of a facility, who is designated by a
Department Director[; ort
49
50
[(D) a designee of the Director of Community Use of Public
Facilities.]
(3)
Public facility means any building, grounds, or transit vehicle
owned, leased, or used by the County[,] or the Revenue
Authority[, or the Director of Community Use of Public
Facilities] .
51
52
53
54
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BILL
No. 3-11
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56
57
*
41-21. Recreation board.
*
*
*
*
*
*
*
(c)
58
59
The ex officio, nonvoting members of the Board are:
*
(4)
60
61
a representative of the [Office of Community Use of Public
Facilities] Department of General Services;
62
63
64
65
*
44-2. Definitions.
*
*
For the purposes of this Article, the following words and phrases have the
meanings indicated:
[Board.
The Interagency Coordinating Board established by Section 44-3.]
Committee[.
The] means the advisory committee established by Section 44-5.
Director[.
The] means the Director of [Community Use of Public Facilities]
66
67
68
69
General Services or the Director's designee.
Schools[.
70
71
Buildings and] means any building or grounds, playing [fields]
field, [gymnasia and] gymnasium, or associated educational [facilities and]
facility or equipment under the ownership and operating control of the
Montgomery County [board of education] Board of Education, including [but
not limited to] those schools currently or in the future designated as
"community schools."
Superintendent[.
72
73
74
75
76
77
78
79
The] means the superintendent of Montgomery County
[public schools] Public Schools.
Community school council[.
An]
means an existing body created to provide
information and advice on community needs, program development, facility
use.:! and related matters at designated "community schools" or a body [as may
80
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81
may be] created in the future to perform similar functions regarding other
schools or groups of schools.
44-3. [Interagency Coordinating Board] Director of General Services: Duties.
[(a)
Establishment and responsibilities.
The Interagency Coordinating Board for
82
83
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86
87
88
Community Use of Public Facilities must review and coordinate the activities
conducted under this Article.) The [Board] Director must:
[(1)
review budget requests of the Director and make recommendations
about the requests to the Chief Administrative Officer, County
Executive and County Council];
89
90
91
92
93
94
95
96
[(2)]
!ill
recommend fee
schedules that the Council may adopt by resolution
after receiving the recommendations of the Executive;
[(3)]
ili2
review and propose modifications in major contracts and grants
negotiated between the County and Montgomery County Public
Schools under this Article;
[(4)]
ill
provide
periodic evaluations, advice, and recommendations, and an
annual report by March 1 of each year, to [the Director,] the Board of
Education, the Executive, and the Council about implementation of this
Article;
[(5)]
@
adopt regulations necessary to implement this Article; [and]
[(6)]
97
98
99
100
liD
recommend how to resolve any interagency differences and problems
in implementing this Article to the Executive, the Board of Education,
the Maryland National Capital Park and Planning Commission,
Montgomery College, or the Council, as appropriate, including
recommendations to promote coordination between programs and
activities conducted under this Article and related services and activities
financed by the County government
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102
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106
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BILL
No. 3-11
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ill
{g}
administer and coordinate the programs and activities necessary to
ggry
out the purposes of this Article;
administer appropriated funds and explore the possibility of obtaining
additional funds from non-County sources;
(h}
provide information and guidance to any community group, municipal
government, County agency, and any other user of
f!
school facility as to
ways in which such facility use could be made more cost effective;
ill
ill
employ and train community school coordinators and other necessary
personnel, with the approval ofthe Chief Administrative Officer;
directly with an individual school or through
f!
community school
coordinator (or other intermediate personnel), maintain effective liaison
and consultation with any school principal, community school council,
or other community organization and user group in order to:
117
118
119
120
121
122
123
ill
ill
ill
encourage and assist the formation of
f!
community school
council;
schedule the use of
f!
school facility;
under an arrangements with school principals, assure general and
proper supervision of non-school use of any building or other
facility,
including the engagement of appropriate on-site
124
125
126
127
personnel;
ill
generally coordinate logistical, financial and related aspects of
the after-school, evening, weekend and vacation period, and other
non-school use of any school facility, as may be provided
in
contractual or other arrangement between the County government
and the Board of Education;
128
129
130
131
(j)
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BILL
No. 3-11
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ill
survey community needs and develop outreach and other
programs to meet those needs through optimal use of school
facilities; and
133
134
135
136
137
®
assume responsibility for needed repaIr or replacement of
property resulting from community use; and
®
promote cooperation among any activity under this Article, community
program or activity carried on in
~
138
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former school subsequently taken
over
Qy
the County, or multipurpose community center operated
Qy
the
County.
officio members.
143
144
145
146
147
(l)
The voting members are:
(A)
(B)
the Chief Administrative Officer;
The Superintendent of Schools;
the President of Montgomery College;
a member of the Maryland-National Capital Park and
Planning Commission designated by the Montgomery
County members ofthe Commission;
(C)
(D)
148
149
150
151
152
(E)
a Councilmember or the staff director or a senior staff
member of the County Council who represents the
Council;
153
154
155
156
(F)
one citizen appointed by the Superintendent and confirmed
by the Board of Education; and
(G)
three citizens appointed by the Executive and confirmed
by the Council.
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BILL
No.
3-11
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The Advisory Committee may recommend individuals to the
Executive and the Superintendent for appointment as citizen
members ofthe Board.
(2)
The nonvoting, ex officio members ofthe board are:
(A)
a member of the Board of Education designated by the
Board of Education;
(B)
a person designated
by the
Montgomery
County
Association of Secondary School Principals and confirmed
by the Council;
(C)
a
person
designated
by
the
Elementary
School
Administrators Association and confirmed by the Council.
(c)
Officers.
The Board must elect a Chair and Vice Chair to serve for a
one-year term, and may reelect either or both officers.
(d)
Terms.
Members of the Board appointed under subsections (b)(1)(F)
and (G) and (2)(B) and (C) must serve staggered four-year terms
beginning on July 1 of the year when the term of the member's
predecessor is scheduled to expire. A member continues to serve until
the member's successor is appointed.
(e)
(f)
Compensation.
Members of the Board serve without compensation.
Meetings.
The Board must meet at least once every three months. The
Board may be convened at any time, with appropriate advance notice, at
the call of the chair or upon the request of the Chief Administrative
Officer or the Superintendent.
(g)
Attendance.
Section 2-148(c) applies only to citizen members of the
Board.]
44-4. [Director of Community Use of Public Facilities1 Reserved.
[The Director must:
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BILL No. 3-11
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(a)
Administer the programs and activities necessary to carry out the
purposes of this article;
(b)
Administer appropriated funds and explore the possibility of obtaining
additional funds from non-county sources;
(c)
Provide information and guidance to community groups, municipal
governments, county agencies and other users of school facilities as to
ways in which such facility use could be made more cost effective;
191
192
(d)
In consultation with the board and with the approval of the chief
administrative officer, employ and train community school coordinators
and other necessary personnel;
193
194
(e)
Directly with individual schools or through community school
coordinators (or other intermediate personnel), maintain effective
liaison and consultation with school principals, community school
councils and other community organizations and user groups in order to
fulfill the following responsibilities, among others:
(1)
195
196
197
198
199
200
201
Encourage and assist in the formation of community school
councils;
(2)
(3)
Schedule use of school facilities;
Under arrangements with school principals, assure general and
proper supervision of non-school use of buildings and other
facilities, including the engagement of appropriate on-site
personnel;
202
203
204
205
206
(4)
Generally coordinate logistical, financial and related aspects of
the after-school, evening, weekend and vacation period and other
non-school use of school facilities, as may be provided in
contractual
or
other
arrangements
between
the
county
207
208
209
210
government and the board of education;
®
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BILL
No.
3-11
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(5)
Survey community needs and develop outreach and other
programs to meet those needs through optimal use of school
facilities; and
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223
224
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(6)
Assume responsibility for needed repaIr or replacement of
property resulting from community use;
(f)
Effect cooperation among activities under this article, community
programs and activities carried on in former schools subsequently taken
over by the county government and multipurpose community centers
operated by the county government;
(g)
(h)
Serve as executive secretary to the board; and
Perform such other related duties as may be required.]
44-5. Advisory committee.
(a)
There is [hereby established] an advisory committee to advise the
[board and director as to programs and activities] Director on any
program or activity conducted [pursuant to] under this [article; the
committee shall bring] Article.
The Committee must submit to the
[board and director] Director a broad spectrum of ideas and
recommendations [as to] for community use of school facilities.'!
including [. The committee shall submit recommendations to the board
on the following subjects]:
ill
ill
ill
ways [by which] to mcrease school facility use [may be
increased] by public agencies and community groups;
ways [in which] to improve information and other outreach
efforts [may be approved];
ways [in which] to make facility utilization [may be made] more
cost effective; and[,]
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BILL
No. 3-11
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243
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245
ill
(b)
ways [by which] that procedural changes may result in a more
effective operation.
The Executive must appoint members [Members] of the [committee]
Committee [shall be appointed by the board or designated by
organizations under arrangements specified by the board] and [shall]
must be representative of various county and community groups with an
[interests] interest in school facility use. Committee members [shall]
must serve without compensation. The [director shall] Director must
provide necessary staff support for the [committee] Committee.
246
Approved:
247
Valerie Ervin, President, County Council
248
Approved:
Date
249
Isiah Leggett, County Executive
250
This is a correct copy o/Council action.
Date
251
Linda M. Lauer, Clerk of the Council
Date
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LEGISLAriVE REQUEST REPORT
Bill 3-11
Community Use ofPublic
~Facilities
DESCRIPTION:
Reorganization
Bi1l3-II would eliminate the Office of the Community Use of Public
Facilities and re-assign its functions; eliminate the Interagency
Coordinating Board for Community Use of Public Facilities and re­
assign its functions; require the Department of General Services to
administer and implement the School Facilities Utilization Act;
require the Department to schedule and make available the
community use of school and public facilities
The Organizational Reform Commission recommended that the
functions of the Community Use of Public Facilities and the
Interagency Coordinating Board be moved to the Department of
General Services.
Although CUPF is an enterprise fund and no taxpayer savings would
be generated, efficiencies resulting from this reorganization could
reduce costs to users or assist in improving services.
Community Use of Public Facilities, Department of General Services
To
be
requested.
To be requested.
To be requested.
To be researched.
Organizational Reform Commission Report.
Amanda Mihill, Legislative Analyst, 240-777-7815
Not applicable.
PROBLEM:
GOALS AND
OBJECTIVES:
COORDINATION:
FISCAL IMPACT:
ECONOMIC
IMPACT:
EVALUATION:
EXPERIENCE
ELSEWHERE:
SOURCE OF
INFORMATION:
APPLICATION
WITHIN
MUNICIPALITIES:
PENALTIES:
None.
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103 CUPF\Legislative Request Report.Doc
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Montgomery County Organizational Reform Commission
This change would result in saving a substantial portion of the $1.7 million
currently budgeted for the HRC. We propose that the HRC and Committee on
HateNiolence be combined to make their efforts more concentrated and provide a
singular focal point for research and dissemination of information. This new
combined commission can be aligned with the Office of Community Partnerships
or another suitable entity, as determined by the Council and Executive. Finally,
the activities of the Interagency Fair Housing Coordinating Group - currently
supported by the Human Rights Office - should be returned to the Department of
Housing and Community Affairs, from which it was removed in 1996.
c) Interagency Coordinating Board for Community Use of Public Facilities
(CUPF) -
Current Budget -
$9,325,840.
,
;;..
The ORC recommends a major modernization of the property management system
for Community Use of Public Facilities. We also believe it is appropriate that the
functions ofthe Office and Board move to the Department of General Services.
Since CUPF is an enterprise fund, no taxpayer savings would be generated by
these reforms, but it is highly likely that the efficiencies
re~mlting
from the moves
could reduce costs to users or assist in improving services, thereby allocating a
portion of its $9.3 million budget to more effective uses.
d)
Criminal Justice Coordinating Commission (CJCC) -
Current Budget
$158,000 -
The CJCC performs an important function in helping to coordinate the
programs arid activities of the County's various criminal justice agencies.
However,
it
meets only four times a year, does not require an annual report, and in
other ways has had its duties modified in recent years. In the past,
it
has been
staffed by. County personnel who also had other duties, rather than by a dedicated
staff of its own.
I
I
1
J
j
I
.
,
j
1
I
i
i
!
;;..
The ORC believes that staff support for the CJCC does not require an executive
director post that is now staffed by a high-level appointee. We recommend
elimination of this position. We also recommend that the CJCC be housed in the
Police Department, which would provide for its part-time staffsupport.
-14 ­
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County Government to address important community needs and ultimately to
build stronger, more
incJusiye~
and self sufficient communities.
3. Reorganize the Commission
for
Women and eliminate the office.
County Executive's Position:
Support with Conditions
1
support the ORC recommendation regarding the reorganization of the
Commission for Women. My
FY12
Recommended Operating Budget
will
address
the
reorganization of
this
Commission,
but
in order to maintain
the
excellent work of the Commission for Women
I
will recommend
a
reduction, but
not the elimination of
all
staff support. This recommendation requires
implementing legislation which
1
will forward to the CounciL
4. Reorganize the Human Rights Commission and eliminate tbe office.
County Executive's Position:
Support with Conditions
I
support the ORC recommendations regarding the reorganization of the Human
Right~
Commission. My FY
12
Recommended Operating Budget will address this
reorganization, but in order to retain the unique and vital work that this
Commission provides,
it
will be necessary to retain some staffing for the
Commission. This recommendation requires implementing legislation which
I
wiH forward to the CounciL
5. Modernize Community Use
of
Public Facilities by moving
it
to tbe
Department of General
Services.
County Executive's Position:
Oppose with Explanation
ORC recommends
"a
major modernization of the property management system"
for Community Use of Public Facilities (CUPF). implying
a
significant deficiency
in
its technology background to efficiently perform
its
function.
As
addressed
in
greater
detail
below, CUPF is
in
fact
heavily
invested in
technology and is
deploying new web-based tools now and more in the near future.
ORC also recommends that CUPF is better situated as a function of the
Department of General Services (DGS). While
it
is possible that integration with
DGS' property management responsibilities may create certain synergies, it
would not provide any cost savings or measurable efficiencies. Therefore, I do
not believe the expense in time and effort to implement a consolidation of these
functions would be justified. In addition, there is little overlap in the missions of
these two functions, or opportunity to combine staff activities around scheduling
operations or the planning, evaluation or supervision of such activities.
and technology: CUPF allocates and manages the use of more than 550
public facilities by approximately 6,000 individuals and groups scheduling more
than 750,000 hours in and around normal school or government business
2
~UPF
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operations. To do so in the most efficient way. CUPF has automated a significant
part of the scheduling process and continually seeks to expand its use of
technology.
CUPF is heavily invested in the use of technology for scheduling and managing
financial transactions, llsing the CLASS software also llsed by the Department of
Recreation for
its
very significant registration and financial accounting operation
in recreation program enrollment. CLASS is the overwhelmingly preferred
software tbr private and public recreation operations nationally. CUPF uses this
software in conjunction with online application/permit tracking, credit card
payments, and reports.
The system also interfaces with the new ERP system to manage revenue and other
financial transactions. Through integration with lCBweb (a custom application
that provides real-time information on what
is
scheduled, where and when),
customer reports are generated and used extensively by Montgomery County
Public Schools (MCPS) and the County for assignment of staff support.
management of utility and overtime costs, and are also used by County Security.
During the past year, CUPF created
a
paperless Request for Proposal process on
its website for the selection of child care providers, which created eftlciencies and
customer service improvements that were recognized by MCPS,
as
weU as
the
County Department of Health and Human Services and
DGS'
Office of Real
Estate. Similarly, its paperless MCPS staff overtime approval process has been
well received. Beyond the potential technology enhancements
as a
result of the
Recreation and Parks permitting consolidation, CUPF is working toward the
creation
a
hosted check payment server option for online customers and
implementation of an imaging system to replace the current paper forms, and also
employ check tracking and filing systems. Plans also include an online space
availability checking feature.
All
of these indicate a function that is fully intent on
exploiting technology
to
improve its service delivery.
Property management: CUPF does not manage
property~
this is General Services'
function. However, CUPF must perform its work in coordination with
DGS
as
well as MCPS
facility
management. The
CUPF's
greatest
challenge
is
in
negotiating and managing relationships, since it was created to prevent inequities
that can result from an unmanaged "fIrst-come, first-served" approach. In fact,
CUPF was created over 30 years ago in response to county residents' concerns
about fair and equal access to use of schools after hours because each school was
making independent, often hiased, decisions about who had access and what rate
was to be charged.
Under the purview of the policy-making Interagency Coordinating Board (lCB),
comprised of top-level decision makers from all major County agencies (Board of
Education, MCPS, M-NCPPC, County Government, Montgomery College, and
County Council), CUPF is able to respond quickly across agency lines to meet the
needs of the school system, the County and its residents. This includes
2417
on­
call coverage and inclement weather closings. As the only independent office of
its kind in the nation, CtJPF is truly a model of effective cross-agency
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collaboration. The operation of CUPF is intertwined closeJy with MCPS, and its
success today is the result of many years of relationship building.
Financial impact: As noted above, no savings would be generated by moving
CUPF, an Enterprise Fund, under DGS. It should aJso be noted that Section 44­
5A of the County Charter requires reimbursing MCPS for the costs of supporting
community use, which mean more than
70%
of CUPF's budget
is
returned to
MCPS to cover staff, utility, custodiaJ, and maintenance costs, with the remaining
30% covering operations to include funds returned to the General Fund.
Another observation made by
ORC
was that with efficiencies, perhaps fees couid
be reduced. The
lCa
has continually worked to keep rates affordable to ensure
access to public space by community groups (98% of which are non-profits) while
at the same time
meeting
its own financial obligations. Without any
tax
dollar
support, CUPP's fees remain among the most competitive
in
the area.
6. Reorganize the Criminal Justice Coordinating Commission and eliminate the
Executive Director
position.
County Executive Position: Oppose
with
Explanation
The Executive Director is part ofthe County Executive's Office and staff. I have
already reduced my Office's direct support over the past few years with a 25%
reduction in FY 2011 and an additional 15% recommended in
my
FY 2012
budget. The additional loss of another position would further compromise my
staffs ability to fulfill the mission of the County Executive's Office. Placement
of the Executive Director position as a collateral duty for an individual in another
agency would compromise the ability to implement the work of the Commission.
The Executive Director position must be a
high-level~
appointed position, directly
representing the County Executive in order to integrate the Executive's priorities
and work with the other high-level appointees on the Commission. In addition,
placing thc position or duties of the Executive Director in one department would
create the appearance of either favoritism or a particular direction which would
undermine the rationale of the Commission. Further, adding the duties to an
already existing position would minimize the ability to coordinate
inter~agency
activities.
The Executive Director, as either a representative of me or as an ex-officio
attends the following Board, Committee or Commission or agency meetings: the
Disproportionate Minority Contact Committee of the Collaboration Council, the
Juvenile Justice Commission, the Domestic Violence Coordinating Council, the
Domestic Violence Fatality Review Team, the Commission on Veterans Affairs,
the Criminal Justice Behavioral Health Initiative, and the Department of
Correction and Rehabilitation's Re-Entry Program. Time constraints and the need
for overall coordination would not permit that to continue if the Executive
Director position were eliminated, regardless of whether those memberships are
distributed among several individuals or one person.
4
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r--7/""-----------------.-----------­
MONTGOMERY COUNTY PLANNING BOARD
THE MARYLAND-NATIONAL CAPITAL PARK AND PLANNING COMMISSION
OFFICE
OF
THE
MEMORANDUM
CHAIRMAN
I
N
060865
February 28, 2011
TO:
FROM:
Montgomery County Council
Fran~oise
M.
Carrier
Chair, Montgomery Coun
Vice Chair, Maryland-National Capital Park
&
Planning Commission
SUBJECT:
Response to the County Executive's Organizational Reform Commission
Recommendations
This memorandum provides our response to the County Executive's February 21 proposal based on the
Organizational Reform Commission (ORC)'s final report and recommendations. We recognize the
difficulty of the decisions facing the County government as it finalizes the budget for fiscal year 2012,
and are aware some tough decisions will have to be made. The ORC's task was a challenging one, and
we applaud their efforts to find opportunities for cost-savings, efficiencies, and improved customer
service. We remain in favor of streamlining functions and pursuing savings and efficiencies, and
welcome continued dialogue with the Council on all possible opportunities. We support several of the
recommendations contained with the ORC report and the County Executive's February 21 memo, and
would like to share our concerns about a few others. Our thoughts on these are outlined below.
Preserving the Office of Community Use of Public Facilities
We wholeheartedly agree with the County Executive's recommendation to preserve the Office of
Community Use of Public Facilities (CUPF) as an independent entity. We have enjoyed a highly
collaborative relationship with this office over the years, and have recently transferred the permitting of
our athletic fields to them in order to streamline the field permitting process for all users. Like our
"
Enterprise Fund, CUPF is self-supporting and requires no tax dollars to operate. It makes little sense to.
transfer a successful, self-sustaining business operation when the impact of the management transfer is
unknown and could have detrimental impacts on its operations and fiscal integrity.
1
8787 Georgia Avenue, Silver Spring, Maryland 20910
Phone: 301.495.4605
Fax: 301.495.1320
®
www.MCPaJrkandPlan.nill1g.org
E-Mail: mcp-chairman.@mll1cppc.org