4 years ago

A Plan for Public Facilities: Sustaining the Rural ... - Fauquier County

A Plan for Public Facilities: Sustaining the Rural ... - Fauquier County


Once the Airport Master Plan is completed and the Economic Development Study provides recommendations for infrastructure development, detailed listing of priority needs and recommendations can be made for the Capital Improvement Program. XII. Proffer Policy The County’s Proffer Policy was first updated in 2002 with the objective of providing data on the cost to the local government public facilities for adding one additional residential unit to the system. Using an existing level of service model and valuating existing real property against the number of users for each facility, a figure was calculated to aid elected officials in evaluating cash proffers from developers through the rezoning process. The proffer policy has been updated several times and will continue to be refined as additional capital expenditures are planned in the 5-Year Capital Improvement Program. The County has enabling authority to develop a cash proffer evaluation for commercial projects as well, but has chosen to focus on the cost of residential growth in the past. As the cost to build new public facilities rise and state and local governments face fiscal stress, officials should consider all tools at their disposal that would allow them to collect the necessary funds up front from development that directly pays for the necessary public facilities that support that development, such as schools, fire stations, libraries, police, etc. One such tool is to develop an impact fee program for public facilities. Proffers are allowed to be used for rezoning projects only, where impact fees would allow the local government to collect fees for by-right zoning projects as well. Community Development staff has started work on a transportation impact fee program for the New Baltimore and Bealeton, Opal and Remington areas. This work will be evaluated by the Board of Supervisors. A Plan for Public Facilities December 2009 Page 68

XIII.Conclusion The County is currently faced with a wide range of facility needs to meet the demand of providing adequate services to the public. Many existing facilities are in need of modernization and system replacement in order to function properly. Existing office space is at a premium and the County currently leases about 35,000 square feet of office space. In addition to the need for office space, additional facilities are desired within our cultural services, including the Library and Parks and Recreation, to address the demand of a growing population. This Plan for Public Facilities has outlined facility needs and priorities for the variety of County functions, including administrative office, library services, parks and recreation, public safety, fire and emergency services, solid waste management, and water and wastewater facilities. In addition to outlining specific priority needs within the context of the current 2010-2015 CIP budget cycle (see specific list in the Executive Summary), there are two key recommendations that have emerged from this planning effort: The need for a more detailed analysis of organizational components, interactions between departments, efficiencies in processes, and the overall rational and locational synergy needed to improve government efficiency. Such detailed analysis should be the first step in the final determination of office space allocations and priorities within the County. The development and use of a comprehensive facilities management assessment and plan to enumerate outstanding maintenance issues and systems replacement, to develop a multi-year replacement schedule, and establish a maintenance monitoring baseline. An asset replacement fund is being considered to ensure a consistent means of financing and planning for major maintenance efforts. The facility needs and priorities of the County are not static in time. They will evolve as new information becomes available, projects are completed, new programs are created, additional needs are identified, and crises arise. As a component of the Capital Improvement Program, this facilities plan needs to be maintained and updated on a regular basis so it will continue to serve as a guiding element in the preparation and adoption of the Capital Improvement Program. As such, it is recommended that the County continue to utilize an ad-hoc citizen committee, appointed by either the Board of Supervisors or Planning Commission, on an annual basis to help stage the financial allocation of resources to the priorities and approaches outlined within the Plan for Public Facilities. A Plan for Public Facilities December 2009 Page 69

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