2019 Program Plan by Centre Region COG

CENTRE REGION COUNCIL OF GOVERNMENTS 2019 PROGRAM PLAN TABLE OF CONTENTS 2018 GENERAL FORUM MEMBERS

5 6 7 9 31

SCHLOW CENTRE REGION LIBRARY SCHLOW CENTRE REGION LIBRARY CAPITAL

121 129

CENTRE REGIONAL PLANNING AGENCY CENTRE COUNTY METROPOLITAN PLANNING ORGANIZATION

135 143

REGIONAL REFUSE AND RECYCLING PROGRAM COG CONTINGENCY FUND COG BUILDING CAPITAL INSURANCE RESERVE FUND UNEMPLOYMENT FUND

35 45 61 65 69 73

REGIONAL FIRE PROTECTION PROGRAM FIRE PROTECTION CAPITAL

155 165

OFFICE OF EMERGENCY MANAGEMENT EMERGENCY MANAGEMENT CONTINGENCY FUND

75 85

PARKS AND RECREATION (CRPR) OPERATING CRPR CAPITAL EQUIPMENT CRPR AQUATICS PROGRAM CRPR AQUATICS CAPITAL CRPR ACTIVE ADULT CENTER CRPR MILLBROOK MARSH NATURE CENTER CRPR MILLBROOK MARSH NATURE CENTER CAPITAL CRPR REGIONAL PARKS CAPITAL

171 193 199 205 211 223 233 241

COG AGENCY CONTACT LIST CENTRE REGION COG SERVICE AREA EXECUTIVE DIRECTORâ&#x20AC;&#x2122;S LETTER OVERVIEW OF THE COG OFFICE OF ADMINISTRATION

CODE ADMINISTRATION OVERALL AGENCY CODE NEW CONSTRUCTION PROGRAM CODE EXISTING STRUCTURES PROGRAM CODE CAPITAL

87 103 109 117

GENERAL FORUM MEMBERS 2018 CHAIR: Danelle Del Corso, Halfmoon Township VICE CHAIR: Steve Miller, Ferguson Township COLLEGE TOWNSHIP COUNCIL

FERGUSON TOWNSHIP SUPERVISORS

HALFMOON TOWNSHIP SUPERVISORS

Carla Stilson, Chair L. Eric Bernier Anthony Fragola D. Richard Francke Steve Lyncha

Peter Buckland, Chair Sara Carlson Laura Dininni Steve Miller Tony Ricciardi

Danelle Del Corso, Chair Patti Hartle Barbara Spencer Mark Stevenson Bob Strouse

HARRIS TOWNSHIP SUPERVISORS

PATTON TOWNSHIP SUPERVISORS

STATE COLLEGE BOROUGH COUNCIL

Frank Harden, Chair Charles “Bud” Graham Dennis Hameister Bruce Lord Nigel Wilson

Elliot Abrams, Chair Jessica Buckland George Downsbrough Dan Treviño Betsy Whitman

Evan Myers, President Jesse Barlow David Brown Cathy Dauler Janet Engeman Theresa Lafer Dan Murphy Mayor: Don Hahn

THE PENNSYLVANIA STATE UNIVERSITY

STATE COLLEGE AREA SCHOOL DISTRICT

Zach Moore / Charima Young

Gretchen Brandt

CENTRE REGION COUNCIL OF GOVERNMENTS Agency Contact List 2643 Gateway Drive  State College, PA 16801-3885  Website: www.crcog.net ADMINISTRATION – 231-3077 Jim Steff, Executive Director jsteff@crcog.net Cheryl Stamm, Office Manager cstamm@crcog.net Rebecca Petitt, Human Resources Officer rpetitt@crcog.net Joe Viglione, Finance Director jviglione@crcog.net CODE ADMINISTRATION – 231-3056 Walt Schneider, Director wschneider@centreregioncode.org Tammy Strouse, Office Manager tstrouse@centreregioncode.org EMERGENCY MANAGEMENT – 235-7838 Shawn Kauffman, Emergency Management Coordinator skauffman@centreregionema.com Carolyn Irvin, Office Manager cirvin@centreregionfire.com

PARKS & RECREATION – 231-3071 Pam Salokangas, Director

psalokangas@crcog.net Jada Light, Office Manager jlight@crcog.net PLANNING – 231-3050 Jim May, Director jmay@crcog.net Lyssa Cromell, Office Manager lcromell@crcog.net REFUSE & RECYCLING PROGRAM – 234-7198 Pam Adams, Administrator padams@crcog.net SCHLOW LIBRARY – 235-7814 (211 S. Allen St.) Cathi Alloway, Director calloway@schlowlibrary.org DJ Lilly, Office Manager djlilly@schlowlibrary.org

FIRE PROTECTION – 237-4127 (400 W. Beaver Ave.) Steve Bair, Director sbair@centreregionfire.com Carolyn Irvin, Office Manager cirvin@centreregionfire.com

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2019 Program Plan

Executive Director’s Letter 2019 Program Plan Overview 1969 COG Articles of Agreement “By joining together, we realized that our individual and common governmental destinies rest with the interdependent actions of the local governments. This voluntary association which we have formed is designed to achieve closer cooperation since it represents an organization in which the members seek by, mutual agreement, to solve mutual problems for mutual benefit, and is not a new layer of government nor a super-government.” July 19, 2018 Dear Members of the General Forum, The Agency Directors and I are pleased to present the Centre Region Council of Governments (COG) 2019 Program Plan to the General Forum for its review, comment, and referral to the six Centre Region municipalities. The COG Human Resources Committee discussed personnel changes and compensation policies during its May 9, 2018 meeting. Program Plan proposals for the Codes, Fire, and Emergency Management Agencies were reviewed by the COG Public Safety Committee during its June 12, 2018 meeting. In addition, the Library Board reviewed the two library sections of the Program Plan. The Finance Committee considered the entire Program Plan during its July 10, 2018 meeting. The committee’s comments are incorporated in this document. The idea for a Program Plan was suggested by the Finance Committee in 2001. The document is intended to provide the General Forum with an explanation of each regional program’s history, services, current issues, mid-year financial status, and proposed programmatic and financial changes for 2019. By making this information available to the municipal officials early in the budget process, municipal officials can be both engaged in and knowledgeable about the COG. The presentation of the Program Plan in July of each year gives municipal officials sufficient time to consider the proposals, ask questions, and offer comments or suggest alternatives. Why COG… 2019 will be the 50th Anniversary of the COG. The organization’s success and longevity is a remarkable achievement for the municipalities and the elected officials and the Municipal Managers who govern them. Because of their efforts, the Centre Region Council of Governments has become the largest COG in Commonwealth of Pennsylvania in terms of scope of services, budget, and full and part-time staff. It is also one of the oldest COGs in the United States. 2019 Program Plan – Executive Director’s Letter

1969 was a tumultuous time in American history. The country was deeply divided about the direction of the Vietnam War, the extension of civil rights and social justice to people of all colors, and shifting social values. In addition, the nation was healing from a recent presidential election that was marked by violent protests and riots. At this same time, in stark counterpoint, to this contentious national backdrop, in a small university community in the forested heartland of Central Pennsylvania, elected officials were coming together as neighbors to help each other through joint action. In that year, local government officials in the six Centre Region municipalities were meeting on how to implement their belief that there is strength and efficiency in working together as neighbors to solve common problems and to improve the quality of life for their residents. They believed that men and women in elected office who were willing to listen to each other, treat each other respectfully, and seek solutions that everyone could live with would strengthen their municipality and the Centre Region as a whole. This cooperation has resulted in regional public services (library, fire protection, parks and recreation, codes, planning, and emergency management) that are models for other Pennsylvania communities and are regarded as best practices by the Commonwealth of Pennsylvania. The COG was created to lower the costs of government-provided services by eliminating or reducing duplication and achieving economics of scale. Most Pennsylvania communities fund separate and distinct fire agencies, code departments, emergency management coordinators, park and recreations agencies, and have individualized plans for dealing with land use issues and guiding future land development. If one considered the Commonwealth of Pennsylvania as a whole, duplicating these services directly increases the cost of government for the taxpayer, is confusing to the residents, and may lessen the quality of those services. In addition, many of the major problems confronting local governments are truly regional in nature. Land use planning, protection of the natural environment, and emergency preparedness planning typically span across municipal boundaries and can only be meaningfully addressed at the regional level. For other regional programs - fire protection, parks and recreation, refuse/recycling collection, and library services - because expenses are shared among multiple municipalities, the COG is typically able to provide the service at a lower per resident cost than many other communities. A key challenge for municipal government is how to effectively and efficiently combine local self-government with the cooperative partnerships that are capable of meeting residents’ service delivery expectations and their pocketbooks. By sharing services and coordinating planning efforts, municipalities that cooperate with neighboring communities can give residents more bang for their buck. Some of the notable accomplishments achieved since the beginning of the year include: 

The Regional Fire Protection Program responded to 605 alarms as of June 11, 2018 compared to 574 call at this same point in 2017. If this trend continues through the year, the program should have a 5-7% increase in call volume from the previous year.

2019 Program Plan – Executive Director’s Letter

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The Centre Region Code Administration (CRCA) as of June 30, 2018 reviewed plans and performed building inspection on $168 million in new construction projects compared to $113 million in 2017 which was the highest annual level on record.

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The Steering Committee for the Parks and Recreation Regional Comprehensive Plan completed a Request for Proposals (RFP) for consulting services. The RPF was reviewed and endorsed by the Pennsylvania Department of Conservation and Natural Resources. The Executive Committee approved the issuance of the RFP during its June 19, 2018 meeting.

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Resolved issues between the Centre Region and Centre County regarding the protocol for dispatching hazmat crews to incidents occurring in the Centre Region. The COG and Centre County entered into a Memorandum of Understanding that allows incident commanders to directly ask the 911 Center for hazmat assistance.

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Resumed planning for Whitehall Road Regional Park. The expectation is that a land development plan will be submitted to Ferguson Township by the end of 2018.

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The Centre County Metropolitan Planning Organization (CCMPO) helped lead efforts to demonstrate strong community support for PennDOT’s application for federal funding from the Infrastructure for Rebuilding America (INFRA) program to construct the I-99/I-80 Interchanges project, which will replace the functionally obsolete I-80 Exit 161 (Bellefonte) Interchange. In June 2018, the U.S. Department of Transportation announced that $35.1 million was awarded for the Interchanges project, which was one of 26 projects awarded funding out of 234 applications from across the nation. With the award of INFRA funding, PennDOT and the CCMPO are committing the remaining $150 million needed to construct the new interchange complex, which will significantly improve safety and reduce congestion for the traveling public.

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The CCMPO staff continued to assist municipalities in completing activities for Transportation Alternatives Set-Aside projects, including the organization of a ribbon-cutting event for the Puddintown to Orchard Road Bike Connector project, and providing input about design of the Valley Vista Shared Use Path.

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The Centre Regional Planning Agency (CRPA) has initiated planning for the Regional Climate Action and Adaptation Plan. The Sustainability Planner has interviewed a wide range of stakeholders in the Region to help develop the Plan. She is also receiving training on how navigate the “ClearPath” software platform for completing a greenhouse gas inventory.

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The Regional Development Capacity (REDCAP) Report was completed as a guide to show how much development capacity is remaining inside the Regional Growth Boundary and Sewer Service Area (RGB and SSA). The REDCAP undergoes a comprehensive update every five years. The REDCAP indicates there is sufficient development capacity and capacity at the UAJA Plant to serve anticipated development for the future.

2019 Program Plan – Executive Director’s Letter

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The CRPA has organized two Source Water Protection Agreement Project Management Team (PMT) meetings in 2018. The PMT will meet two more times this year, both occurring at the COG Public Services and Environmental Committee meetings. The water authorities and sewer authority have agreed to water quality testing protocols that will bring consistency to water quality testing for multiple authorities and provide a benchmark moving forward.

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A facility assessment of the library was completed by Reese Engineering and Weber Fox Architects. The study, partially funded with a state Keystone Grant, evaluated mechanical, electrical, plumbing, architectural and structural systems and components. The information will be used to plan for upcoming capital expenditures and provides options to update and enhance public and staff areas.

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Nathaniel Rasmussen, Head of IT Services at Schlow Library, was chosen as a Library Journal 2018 "Mover and Shaker", a national recognition of library staff who make significant contributions to community life. Rasmussen was honored in New Orleans during the Annual Conference of the American Library Association.

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The Human Resources Committee completed a Request for Proposals for consulting services and awarded a contract to update the COG Personnel Policy Handbook.

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Completed improvements to the COG Building include: installing automatic door openers, replacing the boiler, purchasing new chairs for the forum room, and repairing the sidewalk. In addition, the renovations to the Planning Suite are near completion.

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In 2018, the Ad Hoc Facilities Committee was formed to assess the buildings owned and leased by the COG, Centre Region Parks and Recreation Authority, and Schlow Centre Region Library. Once these buildings are assessed, a work plan will be developed with a goal being the lowest total cost of ownership and the development of a strategic vision going forward as it pertains to the maintenance and future growth of COG facilities.

LONGER TERM TRENDS AFFECTING FUTURE BUDGETS Looking ahead to the next five years the Executive Director anticipates the following six trends will impact the COG Budget: Trend 1: There will continue to be robust construction growth. From January 1, 2014 through December 31, 2017 the total value of new construction was $939,944,610 with 6,305 permits issued. If construction occurring in 2018 is included then during the last five years over $1 billion in new construction has occurred in the Centre Region municipalities and the Borough of Bellefonte. During the first five months of 2018, the value of new construction totaled $114 million compared to $103 million in 2017. Given the building plans on file in the Code Agency and the land development plans under consideration by the municipalities, new building construction will likely remain robust for at least the next three to five years. Possible implications for COG: 2019 Program Plan – Executive Director’s Letter

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As available land zoned for development diminishes there may be increased pressure to expand the regional growth boundary/sewer service area.

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More and larger buildings for the fire company to protect thereby increasing the work load for the volunteers.

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Calls for emergency medical services are likely to increase.

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If the population grows as a result of more residential housing then the demands for park and library services may rise.

Trend 2: The age demographics of the Centre Region will continue to change. Over the past 15 years, the Centre Region has experienced a considerable increase in its senior population. According to the 2000 U.S. Census, there were 8,187 persons aged 60 or older living in the Centre Region at that time. Based on the 2012-2016 American Community Survey, the number of persons aged 60 and over had increased to approximately 13,528 by 2016, which represents an overall increase of approximately 61.9%.

Population Age 60 years and over

2000 Census 8,187

2010 Census 10,958

2012-2016 ACS 13,528 (61.9%)

Growth of the population within this age range has occurred as a result of an overall aging population as well as in-migration. Growth in this age cohort has also occurred in each municipality, but at varying degrees. The Centre Region’s 60 and over population grew at a higher rate than that of Centre County, Pennsylvania, and the nation as a whole during this time period. There are four implications for COG: 1) The types of facilities needed and programs offered by the Parks and Recreation Agency could be affected. 2) The demand for new “active adult” housing for residents who relocate to the area will remain high. 3) Existing residents will increasingly want to “age in place” increasing the need for sufficient housing for mobility-challenged residents, improved public transport, and barrier-free pedestrian connectivity from housing to service activities in the community. 4) The potential resident pool for volunteer firefighters will not grow in proportion to the increasing population in the Centre Region. Trend 3: Revenues from state and federal government will continue to be problematic. It is unlikely that due to budget constraints that state and federal financial support of local government services will increase and over time some existing funding may be reduced. Trend 4: COG services will be requested more frequently by non-Centre Region municipalities’ and residents. Some of the rural areas remote from the State College/Bellefonte corridor are declining and this may affect the demand for COG services. A Wall Street Journal 2019 Program Plan – Executive Director’s Letter

article noted that by many key measures rural areas “now rank the worst among the four major U.S. population groupings (the others are big cities, suburbs, and medium to small metro areas.”) Continued economic pressures, aging populations, and other demographic shifts affecting rural Centre and surrounding counties may in the future affect responses by Alpha Fire Company. Although mutual aid responses declined in 2017, the three and five year averages for mutual aid to other companies continues to rise. The mutual aid response decline of 2017 was the result of fewer fire incidents occurring throughout the county; not the result of improved conditions for rural volunteer fire companies. Some remote fire companies are dealing with staffing and fiscal pressures and are increasingly relying on mutual assistance provided by other fire companies. Over time providing services to increasing numbers of individuals who live outside the Centre Region will spread COG staff and resources too thin in some program areas. If this trend continues then the General Forum may need to establish guidelines for providing services to non-Centre Region residents who use fire protection, parks and recreation programs, go to the Active Adult Center (17% non-resident usage in 2015 and 27% in 2017), and attend library programs. Trend 5: COG’s involvement in environmental issues will increase. Awareness plus COG involvement and support of municipal efforts in environmental issues will increase. Topics such as water source protection, energy conservation, development of alternative energy sources, protection of natural areas, storm water management, and partnerships with environmental groups are likely to become integral to the regional dialogue. Possible implications for COG: The work objectives and staffing of the COG’s Planning Agency and the Office of Administration may be effected. By way of example the General Forum will, by the end of 2018, consider a recommendation from the Public Services and Environmental Committee that an organics collection program be implemented in 2020. Almost 16,000 households in the five participating municipalities would have access to this new service. A second concrete example of the General Forum’s commitment to the environment is its support for the establishment of a new Sustainability Planner position in the Centre Region Planning Agency beginning in 2018. This position has allowed the Planning Agency to begin compiling information for a greenhouse gas emission inventory and in the future draft a climate action plan. Looking ahead, building codes and Code Agency education programs that encourage “green” construction will become more of a focus. Trend 6: Fire protection service is likely to become more expensive. As the Fire Director reported to the Public Safety Committee the “writing is on the wall” regarding the prospect of higher costs for fire protection services. Across Pennsylvania, most volunteer fire companies have experienced a decline in membership. The Alpha Fire Company is in better shape than many companies but the number of community volunteers is not increasing at a rate commensurate with the higher call volumes. Economic incentives of some type may be necessary to attract and retain the long term community volunteers. In addition, initial discussions regarding the construction of a fourth fire station in Ferguson Township are underway. While a new station may be needed, the construction of a fourth station will increase overall utility, repair and operational costs. Possible implications for COG: Municipal costs for fire service will significantly increase and the ability to provide mutual aid to surrounding fire companies may diminish. The financially worst case scenario assumes a fully paid fire service would increase municipal costs from approximately $1.2 million to $4.6 million annually.

2019 Program Plan – Executive Director’s Letter

WHERE ARE WE NOW WITH THE 2018 BUDGET? For the period of January 1 to June 30, 2018, most Agency expenditures and revenues were consistent with the projections contained in their 2018 budgets with the following notable variations from the estimated budgets: Revenues: 

Administration Agency – Medical Insurance Reserve Fund: The Centre Region COG received notification of a surplus of $189,766 (as of 6/30/2018) from the Plan Administrator of its cooperative health insurance plan that it participates in with many Centre Region municipalities. The surplus will be assigned to the Insurance Reserve Fund and used to offset future premium increases for medical insurance, finance the Employee Wellness Program, pay expenses mandated by the Affordable Care Act, and reimburse COG Agencies for unexpected increases in health insurance costs due to personnel changes (see additional details on page 70).

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Code Agency – New Construction Program: Permit revenue for the New Construction Program was within the anticipated amounts and totaled $794,693 as of June 1, 2018 compared to $733,937 for the same time period in 2017. The revenue projected for all of 2018 is $1,022,000 (see additional details on page 104). The increase occurred despite a 7% reduction in the cost of a new construction permit from 2017 to 2018.

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Codes Agency – Existing Structures Program: The 2018 budget anticipated that $6,000 in fines would be collected as of June 30, 2018. In actuality almost $26,050 has been collected. The majority of the fines paid were attributable to one large apartment complex that had a great many Life Safety Violations for missing, inoperable or out of date smoke alarms.

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Library Agency – Community support for Schlow Library has been notable in 2018. A record-setting $72,000 (including prize money) was raised in the May "Centre Gives" community fund drive.

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Parks and Recreation Agency – Millbrook Marsh Nature Center: Fundraising for the center has been strong. To date, $605,295 has been raised for Phase II construction of the Spring Creek Education Building. Of that amount $381,095 has been received and $224,200 is pledged. $50,000 of the $381,095 was received in 2018.

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Parks and Recreation Agency – The Active Adult Center received a $65,000 grant from the Pennsylvania Department of Aging. This grant when coupled with contributions from the community are very close to the funds needed to finance the Phase II construction improvements at the center.

2019 Program Plan – Executive Director’s Letter

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Interest Earnings – Interest rates have been rising and staff has been more focused on cash management in 2018. This has resulted in COG interest income exceeding the 2018 budgeted amount as of the end of May. Staff projects that interest earnings will be double the 2017 amount in 2018.

Unexpected Expenditures: Overall for the first six months of 2018 there were very few “surprise” expenditures for the COG Agencies. The General Forum approved the following three budget amendments. In addition, expenditures for unemployment insurance is higher than anticipated because of employee turn-over: 

Pools Capital Budget – The General Forum authorized the Aquatics Program to expend additional funds in the amount of $31,140 above those currently budgeted to replace the UV System and diving board at Welch Pool.

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Fire Protection Capital Budget – The General Forum authorized the Regional Fire Protection Program to expend funds not to exceed $8,800 for the purpose of hiring a summer intern.

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Centre Region Code Administration (CRCA) Budget, Existing Structures – The General Forum will be asked at its July meeting to authorize the CRCA to expend $12,500 to purchase six mobile two-way radios and supporting equipment for the Existing Structures staff to enable to communicate to each other as a talk group and/or when cell service is not available.

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Unemployment Insurance Budget – Due to an extended winter that lasted into April and the turn-over of two employees, COG incurred higher than expected unemployment costs. This trend will likely continue through 2018 resulting in higher unemployment costs for multiple funds in 2019 (see additional details on page 74).

Expenditures Authorized But Have Not Yet Occurred: 

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Regional Parks Capital Budget – $1,150,000 is budgeted to fund a portion of the costs for the development of Whitehall Road Regional Park. Actual expenditures will be significantly less as the Centre Region Parks and Recreation Authority prepares the land development plan for the park for Ferguson Township to consider. The hope is that the plan will be approved by the township in late 2018 and that construction bids can be solicited shortly thereafter. If that were to occur construction may begin in late spring, 2019. COG Building Capital Budget– $5,000 is budgeted to conduct a study of the feasibility to connect an emergency power generator at the COG Building. Staff recommends if the General Forum authorizes a facility audit of the COG building that the scope of work for the audit include the emergency power generator feasibility study. In addition $5,000 is budgeted in the Code Capital budget to study the feasibility for an electric vehicle recharging station.

2019 Program Plan – Executive Director’s Letter

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KINBER Connection – The 2017 COG budget contains $50,000 to connect the COG Building to the higher speed KINBER fiber optic system for internet service. Because of the difficulty in obtaining the right-of-way for the fiber line these funds were not expended during 2017 and were carried forwarded to the 2018 budget. As of June 30, these monies have not been used. At the present time, a right of way agreement that the COG staff believes is acceptable in under review by the property owner and his legal counsel. It is hoped that the KINBER connection will be made by the end of 2018.

Table of COG payments for municipal services: While the COG provides services to the municipalities, the COG also purchases services from the municipalities. The following table identifies those areas where the COG receive services or rental space from the municipalities: Item Rent for COG Building Rental for Code/Fire Equipment storage Shared custodial for COG building IT Services Custodial and Facilities Management for Library Risk and Pension Management

Payee All six municipalities

Annual Amount paid $185,195

Ferguson Township

$10,000

Ferguson Township State College Borough

$33,846 $85,000

State College Borough

$132,000

State College Borough Total

$17,900 $463,941

FACTORS IMPACTING THE 2019 BUDGET Costs for many COG programs are allocated according to the COG funding formula. It has three factors that are equally weighted – population, assessed property value, and earned income tax base. These factors change from year to year as new buildings are constructed, wage rates increase/decrease, and people move into the municipalities. These formula changes mean that even if the total amount of the COG budget stayed the same municipal contributions to the COG will increase or decrease (in absolute or relative terms) depending on how the factors shift among the municipalities. Other factors impacting the budget are:

2019 Program Plan – Executive Director’s Letter

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State and Federal budgets may reduce grants and other funding assistance made directly to COG or to entities that have financial connections to the COG. The magnitude of this change is unknown at the present time. As the Program Plan is being prepared the state and federal budgets are not close to adoption and the stakeholders involved in the approval process are deeply divided. Comparison of COG Formula Since 1973 Municipality State College Borough College Township Ferguson Township Halfmoon Township Harris Township Patton Township

1973 Formula* 52.0% 13.6% 15.7% 1.0% 7.10% 10.6%

2019 Formula 22.79% 16.17% 26.46% 4.43% 9.33% 20.93%

*Although the COG was established in 1969 the first budget on record is for 1973 

With the exception of the library and its allocation of state aid, the COG Agencies are not reliant on direct state or federal funding. The library has suffered greatly because of diminished state and district aid to libraries. The amount of this assistance is projected to be nearly level for the fiscal year of 2018-19. However, it will remain at 33% less than its peak in 2008. In addition, there is no inflation factor for state aid. State aid losses have caused the Schlow Centre Region Library to reduce its hours of operation and part-time staffing in 2014 and 2016. Other than the library’s budget, other agency budgets are vulnerable in three ways to reduction in state and federal funding:  A reduction in state and federal funding to Centre County government could impact the county’s ability and willingness to provide financial support to Schlow Centre Region Library ($159,500), the Active Adult Center ($98,547), and the Centre Regional Planning Agency ($129,000).  A reduction in state and federal governments funding for state programs could impact the grant funding that is available for parks capital, fire protection, or land use planning projects.  Any reduction in state aid that is used to offset pension costs for COG employees would result in higher employer contribution costs for COG.

2019 Program Plan – Executive Director’s Letter

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Medical insurance costs are likely to increase but the actual premium amounts will not be known until late September/October. However, during the last five years, the average percentage increase has been 7%. The annual premium for medical insurance is approximately $1,400,000. This expense is paid by the employer, employee contributions, and by a transfer from a COG Insurance Reserve Fund (the 2018 transfer from the Insurance Reserve Funds to offset premiums is budgeted to be $140,000). To help control costs, COG employees have a co-pay and a deductible threshold. Many COG employees also participate in the Wellness Program, which stresses the importance of taking care of oneself. In addition, at the current time, 13 employees waive health insurance coverage, which saves the COG approximately $150,000 per year.

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COG payments for the defined benefit pension plan in 2019 may decrease because of the receipt of state aid. The COG’s defined benefit pension program that is administered through the State College Borough is in good fiscal condition. Over several decades, it has been well funded through employer, employee, and state aid contributions. Additionally, the plan is evaluated on a regular basis and when adjustments are needed, Borough Council and the General Forum have implemented them. As a result, COG has avoided the great unfunded liabilities that affect many plans. The pension plan is also funded by investment returns which can be volatile over a short term basis.

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Employee compensation costs, COG’s largest operating expense, will increase. According to the COG’s Compensation Plan, the pay schedule is to be annually revised by the average change in the Consumer Price Index (CPI-U) during the last 12 months ending June 30, 2018. In addition, according to the COG Compensation Plan, Agency Directors are to set aside 1.5% of their agency’s gross compensation to distribute as merit adjustments or one-time achievement awards. The CPI-U the COG will use to calculate the annual adjustment to the 2018 pay plan will be 2.3%.

PRELIMINARY 2019 AGENCY BUDGET PROPOSALS Looking forward to 2019 and beyond, the Agency Directors offer the following proposals for the municipalities to review and provide comments on. These recommendations were considered by the COG Finance Committee during its July 10, 2018 meeting. Municipal comments will be compiled and shared with the Finance Committee and Agency Directors and will be used to guide the preparation of the 2019 COG Detailed Budget. The following individual Agency Program Plan elements begin with either “Should” or “Note.” “Should” questions raise policy issues that need municipal guidance. “Note” statements report on a change outside the control of COG or explain a pending change in administrative practices. Comments are welcomed for either type of Program Plan element; however, the “Should” questions are the issues that require resolution prior to the preparation of the 2019 Agency Budgets. 2019 Program Plan – Executive Director’s Letter

Office of Administration 

Should $8,000 be appropriated to upgrade the COG website in 2019? The upgrade will make it easier for our users to locate important information (e.g. quick links, notification banner, and calendar in a visually appealing way), help meet new ADA/accessibility requirements and it will be mobile-friendly. After the website is updated annual expenses are expected to total $950. The cost of the website is shared by the six COG programs which use the site. The initial cost can be distributed over three years if desired.

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Should $5,000 be designated for activities and other expenses to celebrating COG’s 50th Anniversary and educating the public about the municipalities’ efforts to join together to solve common problems in a cost-effective, transparent, and responsive manner? The idea of hosting an anniversary celebration for the COG is supported by the Executive Committee. No specific plan for events and other initiations for the anniversary celebration has been developed. Ideas from the municipalities are welcomed.

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Should the sound system in the Forum Room be upgraded or replaced to include a hearing loop (audio induction loop) to help people with hearing aids. In addition, the audio system does not work with a HDMI cable and sometimes there is humming with a hand held microphone. An initial estimate of the cost to install a new sound system including the loop is $15,000. Staff will refine this estimate prior to the detailed budget being finalized. Note: Because of project delays, the $20,000 in funds to finance an assessment of COG information technologies systems and to prepare a three year plan for how they should organized has been carried forward from 2017 to 2018. The Request for Proposals for this study is approaching finalization (see additional details on page 41).

1969 Agenda Items Drafting a model regional sign ordinance Regional position on reconstruction of Whitehall Road, should eastern terminus be University Drive or Branch Road? Should there be regional tax collection? Should there be a regional dog catcher? Should there be a regional police department? Should there be a regional code administration program? How should the higher than expected debt for Park Forest Pool be handled? Should Patton Township pay more? Should there be a Regional Comprehensive Plan? Drafting By-Laws for the COG (Articles of Agreement)

Office of Administration – Regional Refuse and Recycling Program 

Should the Program Administrator position go from part-time to full-time at an estimated cost of $41,000 (includes $25,587 for benefits). The Regional Refuse and Recycling Budget is funded by franchise fees paid by the contractor. No municipal funds are

2019 Program Plan – Executive Director’s Letter

involved. For 2019, the cost of this change would be paid from fund balance. Looking ahead to 2020 the change would be financed through an adjustment in the franchise fee that would go into effect with the new service contract. The position is proposed to meet the scope of work needed to implement the Organics Recycling Program in 2020. It is becoming evident that the Refuse and Recycling Administrator’s position should be full-time to accomplish this. Since 2012 a part-time staff assistant position has been needed to complete the additional program tasks, such as increasing commercial recycling and developing organics recycling. In 2021, the plan is that there will be only work tasks needed for (1) full-time administrator. If this funding is not approved, the public outreach and education needed to have a successful organics recycling program will be reduced and could result in a lower participation and acceptance rate. 

Note: Revenue and expenditures for the Refuse and Recycling Program are expected to be flat for 2019 while staff administers the existing Regional Refuse and Recycling Program and continues to develop a Regional Organics Recycling Program as supported by the General Forum at its April 24, 2017 meeting. During 2019, money from the fund balance will continue to be accumulated to help offset the costs in 2020 of the Regional Organics Program, i.e. additional staff to help during start up with customer service, offsetting some of the container costs, and additional advertising needed at the beginning of the program. The contracted hauler will be responsible for the purchase of the carts and the costs of the carts will be paid for through the monthly residential refuse and recycling rate. During 2019, the PSE Committee will present the bid specifications for the proposed program and ask the General Forum to approve including them as an option in the next bid documents that will be issued in 2019 for the 2020-2024 Regional Refuse and Recycling Contract. (see additional details on page 54).

Office of Administration – COG Building Capital Budget 

Should $50,000 be budget to conduct a facility audit of the COG Building that would be similar in scope to the study conducted of the Library in 2017? Approximately 38% of this cost could be paid by Centre Region Code Administration based on its percentage of floor and common space in the building. The library’s audit looked at the building’s mechanical, electrical, plumbing, and structures systems. In addition, the opportunities for expansion and increasing parking should also be studied. During its June 5, 2018 meeting the Ad Hoc Facilities Committee asked the staff to include a proposed expenditure in the 2019 Program Plan.



Should $10,000 - $15,000 be budgeted to replace and upgrade the audio system in the Forum Room of the COG Building? The objectives of the project are to: install a hearing loop (also known as an induction loop) to help people with hearing devices,

2019 Program Plan – Executive Director’s Letter

avoid the use of multiple microphones (currently during General Forum meetings both a C-Net and COG microphone are required), and fix the ability for the audio system to sync with the video system. 

Note: As discussed in several sections of the Program Plan, if the three new positions proposed for the Centre Region Code Administration (CRCA) are approved then there is not sufficient space for two of them in the COG Building. One of the options that may be proposed is to expand the footprint of the CRCA office. If this alternative is approved the cost would be paid through the CRCA budget.

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Note: According the 2019-2023 COG Capital Improvement Plan the tables in the Forum Room are scheduled to be replaced in 2019 at an estimated cost of $15,000.

Office of Administration – Insurance Reserve Budget This budget serves as a depository for the receipt and expenditure of excess funds received from the Pennsylvania Municipal Health Insurance Cooperative (PMHIC) that occurs when employee health insurance premiums are less than the expenses paid. No municipal contributions are paid into this budget. 

Note: Because this budget is based on health care experience of the COG staff over the course of the premium year the amount of the reimbursement can vary widely. Because of these annual fluctuations, PMHIC reimbursements have historically not been budgeted. However, the pattern is that the COG receives a reimbursement in most years. To capture this trend, the 2019 Budget will assume that the COG will receive a $105,000 reimbursement up from the $25,000 assumed for the 2018 Budget. The $105,000 estimate is based on the average reimbursement for the last seven years with the highest and lowest ones removed.

Centre Region Code Administration (CRCA) – New Construction Program 

Should the CRCA establish a Regional Sewage Enforcement Officer (SEO) Program with the initial funding through the New Construction Budget? College and Ferguson Townships have asked the agency to begin providing SEO services beginning in 2019 because the current SEO is retiring. Halfmoon Township is also considering this idea. The Public Safety Committee during its June 12, 2018 meeting expressed support for the proposal because: the cost to the property owner would be about the same, the development process would be streamlined, and there is the opportunity that in the future the CRCA would be able to approve some sewer modules thereby not necessitating review by the Pennsylvania Department of Environmental Protection. The work would be focused in four areas: 1) New construction outside the regional growth boundary and is serviced by a septic system. 2) Expansion of an existing structure that is located outside the regional growth boundary and is serviced by a septic system.

2019 Program Plan – Executive Director’s Letter

3) System repairs that are identified by owners or septic pumpers. 4) Follow-up on septic system deficiencies identified during a CRCA “walk over” inspection. This would be a new service for the CRCA. The main expenses will be for staff time, staff training, vehicles, and obtaining office space. SEO duties will require the investment of about 500 hours of time from the new Permit Technician and Commercial Plans Examiner/Building Inspector. When these employees are not working on the SEO program or Sewage Management Program (SMP) they will be assisting the New Construction staff. Consequently about 75% of the positions’ cost will be paid from the building permit costs contained in the New Construction Budget. If the General Forum decides that the CRCA should not provide SEO Services then the municipalities whose SE Officer is retiring will need to enter into a contract with a private vendor. 

Note: If the SEO Program is approved by the General Forum then the following two additional staff positions will be necessary:  Permit Program Technician: a new position with the employee focused on the SEO program. The SEO work load will not

justify a full-time employee. Subsequently, this employee will take over the management of the on-lot Sewer Management Program (SMP) that is currently administered by other CRCA staff and act as an additional backup to the current administrative staff in their absence. Currently there are approximately 3,000 homes in the SMP. The estimated 2019 cost for this position is approximately $63,400 ($34,700 salary; $28,700 benefits).  Commercial Plans Examiner/Inspector: a new position with the employee working with the SEO program. The SEO work load will not justify a full-time employee. Subsequently, the employee will also assist with plan review and field inspections conducted as part of the New Construction Program. The estimated 2019 cost for this position is approximately $83,000 ($52,400 salary; $30,600 benefits). 

Should a second new position of Commercial Plans Examiner/Inspector be added to the staff at an estimated cost of $83,000 ($52,400 salary; $30,600 benefits)? The performance objectives of this position are to reduce wait times for permit holders for plan reviews and field inspections.

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Should funds be budgeted to conduct an evaluation of options to the current Tyler Technology software system used by the CRCA and several of the municipalities? During 2019 it is proposed that the efficiency, ease of use, GIS interfacing, permit holder/CRCA interface, and the types of reports that can be generated by the current Tyler Technologies software package be examined and a decision be made about whether it should be replaced or updated. Tyler Technologies introduced its “EnerGov” software package that addresses some of the concerns with the current system. In addition, other options will also be explored. A detailed cost proposal for conducting this study is not available at this time.

2019 Program Plan – Executive Director’s Letter

Centre Region Code Administration – Existing Structures Program 

Note: Expenditures not related to vehicle purchase, insurance or personnel costs are expected to remain flat during 2019.

Centre Region Code Administration – Capital No municipal contributions are requested for the CRCA Capital Budget. Proposed capital projects for 2019 include: 

Should expenses be incurred to add office space? If the three proposed additional employment positions are approved then there will be a need for additional office space. At the current time there is space for one additional employee. This will be a “big ticket item” in terms of the expenditure of CRCA funds. At the time of the Program Plan being prepared this proposal was not fully developed but the COG staff wanted to make sure the municipal officials are aware of the situation. With the possible addition of three additional employment positions (2 relate to the proposed Sewage Enforcement Program) the Centre Region Code Administration Agency (CRCA) is out of space in its office suite. Currently, the CRCA Director is investigating several options to accommodate the additional staff, including: renting pre-existing commercial office space off-site, constructing a small addition to the existing building, or identifying if office space is available in a publically owned building. During its June 12, 2018 meeting the Public Safety Committee suggested that the purchase of a construction trailer placed in the parking lot also be considered as an option. This idea will involve changing the storage arrangements for COG owned vehicles. COG staff has reached out to CATA inquiring if they have any excess capacity in their new parking garage.

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Note: In accordance with the 2019-2023 Capital Improvement Plan the Program Plan will propose that two vehicles be replaced during 2019; a 2010 SUV for the Existing Structures staff and a 2011 SUV for the New Construction staff. The vehicles would be acquired through the Pennsylvania CoStars Program with estimated costs of $18,000 for one sedan and $27,000 for a SUV.

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Note: If the two aforementioned new Inspector positions are approved then two additional SUVs will need to be purchased at an estimated cost of $27,000 each.

Schlow Centre Region Library – Operating Budget 

Should a full-time Systems Technician be hired to replace the current part-time Systems Technician at an estimated cost of $48,502 (includes $15,081 for benefits)?

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Should the Library Technician position be upgraded to a Cataloging and Discovery Services Librarian at an estimated cost of $9,577 (includes $1,519 for benefits)?

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Should the Patron Services Library Assistants’ positions be upgraded to a Library Technician classification based on comparable responsibilities at an estimated cost of $7,809 (includes $1,500 for benefits)?

2019 Program Plan – Executive Director’s Letter

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Should a part time Philanthropy Assistant be hired at an estimated cost of $12,182 (includes $1,309 for benefits)? The large volume of routine clerical, data, and financial tasks associated with fundraising is restricting the amount of time available for the Manager of Philanthropy to cultivate donors and major gifts. Clerical and administrative tasks should be assigned to an administrative support level position, allowing the Manager of Philanthropy to focus on critical donor relationships and strategic activities.

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Note: The 2019 community donations estimate will be based on the average fund drive returns of previous years, likely to be in excess of $300,000.

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Note: 2019 financial aid from the Commonwealth of Pennsylvania and Centre County is expected to remain approximately the same as the current year - $203,000 and $159,500 respectively.

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Note: As state and county funding support remains unchanged or diminishes, community contributions are expected to have an increasing important role in the library’s budget. By way of example, 2016 community donations were five times the amount raised in 2009, and have played a critical role in replacing decreasing state revenues.

Schlow Centre Region Library – Capital Budget 

Note: No change in the $80,000 level of municipal contributions to the Library Capital Budget is proposed for 2019 (see additional details on page 133). Proposed capital projects include the following items. Many of these proposals were identified in the facilities assessment report that was conducted in 2017 and shared with the General Forum. All of the proposals are included in the 2019-2023 Capital Improvement Plan:  Upgrade the website. Every 4 years, a major upgrade of the website is necessary to maintain performance and security. The estimated cost is ($120,000).  Replace the public computing software. The software is due for replacement to maintain performance and security. The estimated cost is ($15,000).  Replace computer equipment specified in the library’s technology plan. The estimated cost is ($19,522).  Replace the public use furniture. After 13 years of hard public use, some pieces are in need of replacement and have worn and stained upholstery or damaged frames. The estimated cost is ($30,000).  Replace lighting fixtures. The Facility Assessment recommended changing to more energy-efficient lighting in public areas. This will be coordinated with renovations in 2018-2020. The estimated cost is ($70,000).

2019 Program Plan – Executive Director’s Letter

 Paint interior portions of the building. The Facility Assessment recommended painting, but it will be done only in concert with renovations and for areas that have not been repainted in 13 years. The estimated cost is ($87,000).  Purchase and install remote pick-up lockers. This is match money for grant applications for two lockers to be placed in the Centre Region that will allow people to securely pick up reserved items. This would be similar to the Amazon self-serve lockers on campus and in Downtown State College. The estimated cost is ($10,000).  Increase funding to address unanticipated building contingencies. Money budgeted for unanticipated needs and emergencies. The estimated cost is ($40,000). Fire Protection Program – Operating Budget 

Should the stipend paid to Alpha Fire Company volunteers be increased? Having volunteers in sufficient numbers is critical to maintaining the fire protection system. Responding to alarms and participating in training, often while managing career and family, places a significant personal burden upon many of the volunteers. The estimated cost of this stipend adjustment has not been finalized. This concept is being discussed with the Public Safety Committee and the managers of the participating municipalities.

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Note: No significant new personnel, operating expenses, or equipment are expected for 2019. The Fire Director proposes to continue with the internship program that was started in 2018 to assist data collection and analysis. (see additional details on page 163).

Fire Protection Program – Capital Budget 

Note: As proposed in the Capital Improvement Plan, replace the 2013 Chevy Tahoe Command Vehicle that was originally planned for 2018. The Command Vehicle is assigned to the On-Duty Fire Chief and responds to most incidents. Often the Command Vehicle and the On-Duty Chief are able to resolve a service call thereby reducing the need to roll a larger unit (fire engine, etc.). In addition, the Command Vehicle serves as the Fire Company’s on-scene Command Post. It carries a significant amount of equipment including: remote head radio, roll-out work table, thermal imaging camera, fire extinguishers, several types of gas detectors, medical refrigerator to store cyanide poisoning antidote and Narcan, electric inverter, and hazmat guides, forms, and other documents. The existing unit will be retained and assigned to either the Patton Township or College Township fire station. The estimated budget for this vehicle and the associated equipment is $75,000.

2019 Program Plan – Executive Director’s Letter

Emergency Management Program 

Note: As proposed in the Capital Improvement Plan, replace the 2010 Ford Explorer with a 4 x 4 Ford F-150 pick-up truck. A truck is proposed because it can be used to transport equipment and materials to an emergency scene when needed. The estimated budget for this vehicle is $43,600.

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Note: Expenditures not related to the vehicle purchase, insurance, or personnel are expected to remain flat during 2019.

Centre Regional Planning Agency (CRPA) 

Note: No significant new personnel, operating expenses, or equipment are expected for 2019. Expenditures not related to insurance or personnel are expected to remain flat during 2019.

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Note: Halfmoon Township has requested that the level of local planning services it receives from the CRPA be reduced from 40% of a planner’s time to 25%. The township believes this reduction is a more accurate reflection of the expected work load during 2019.

Centre County Metropolitan Planning Organization 

Note: No significant new personnel, operating expenses or equipment are expected for 2019 Expenditures not related to insurance or personnel are expected to remain flat during 2019.

Parks and Recreation – Operating Budget 

Should six seasonal maintenance positions be converted to two full time and one year round part time (30 hours per week) maintenance positions? The full impact of this change on municipal contributions during 2019 will be nominal because of the use of the Agency’s fund balance. However, looking ahead to 2020 when the fund balance is not available the impact may be in excess of $100,000. Staff is currently assessing the full impact of the change and should have more accurate estimates in time for the 2019 budget.

Parks and Recreation – Capital Budget 

Should the following six vehicles and maintenance equipment be purchased at a combined cost of $229,450?  Two new pick-up trucks. These would be an addition to the fleet. The estimated cost is approximately $63,650.  A replacement for the 2006 Toro 4500-D mower. The estimated cost is approximately $61,800.  A replacement for the 1994 John Deere 5200 tractor. The estimate cost is approximately $39,000.

2019 Program Plan – Executive Director’s Letter

 An Intelligent One Paint Applicator Robot for painting lines on playing fields. This equipment was rented for six months in 2018 and greatly improved the efficiency of field striping. The estimated cost is $40,000.*  A used box truck for the Rec-On-The-Go program. This truck will be used to create a mobile recreation program that can be transported to multiple parks across the region. The estimated cost is $25,000.* * These items are new to the Capital Improvement Plan and have not yet been approved by the General Forum. Active Adult Center 

Note: With the exception of an increase in the annual rental rate from $14 to $15 per square foot as identified in the lease agreement, expenditures not related to insurance or personnel are expected to remain flat during 2019.

Aquatics Program – Operating Budget 

Note: Expenditure items are expected to remain flat except for personnel cost adjustments. It is becoming increasingly difficult to attract and return staff for key seasonal positions using the current pay ranges.

Aquatics Program – Capital Budget 

Note: The level of municipal contributions is not proposed to change from 2018 to 2019. With the exception of the repayment of debt for rebuilding the new regional swimming pools, all 2019 capital expenditures relate to the maintenance of the existing facility. (see additional details on page 195).

Marsh Nature Center - Operating 

Should the part-time staff assistant position created in 2017 at the Nature Center be changed to full-time status? The number of participants attending programs, camps, and events in addition to the visitors to the site continue to increase, as do the number of facility rentals and rental inquiries received. Program visitors were tallied around 14,000 in 2016 and this number has grown to nearly 16,000 last year, not including the people who stopped in the office for information or walked the trails on their own. The estimated cost of this change is approximately $40,700 (includes $24,801 for benefits).

Marsh Nature Center – Capital 

Should $175,000 be budgeted to provide partial financing of the Phase II construction of the Spring Creek Education Building? As discussed during the 2018 budget process the Advisory Board for the Millbrook Marsh Nature Center is recommending the expansion of the Spring Creek Education Building and Welcome Center to allow for increased programming at the facility. These new facilities are estimated to cost approximately $2.2 million and will be funded through private donations, grants, and municipal shares. The total request from the municipalities is currently estimated to be $350,000 split across two years ($175,000

2019 Program Plan – Executive Director’s Letter

in 2019 and $175,000 in 2020). With the initial construction of the Education Building individual funding requests were made of the municipalities. The Parks Capital Committee recommended that for the Phase II project that funding be coordinated through the annual COG Budget process and not by individual municipalities. 

Note: The municipalities started to contribute to the repair and maintenance of existing structures at the Nature Center. The funding totaled $25,000. For 2019, it is proposed that an inflationary factor be added to the municipal shares to the Capital Budget. The Capital Budget also includes community donations as well as state and other grants. The 2019 municipal contributions would be used to finance the repair of the barn roof and to stain the wood siding.

Regional Parks Capital Fund 

Note: The 2019 Program Plan for the Regional Parks Budget will focus primarily on the development of Whitehall Road Regional Park within the $4.8 million budget approved by the General Forum and consistent with the approved master site plan. How much of the budget will be expended in 2019 and 2020 is not known at this time because the planning and time schedule is not complete. Before work begins on the park, a land development plan must be approved by Ferguson Township. The goal is to complete the plan and obtain the township’s approval by late fall of 2018. Later in the year as the project takes shape, the consulting engineer will prepare bidding documents for constructing the park. Hopefully, bids for the project can be solicited during the early spring of 2019 with construction beginning a few months later.

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Note: The CRPR has applied for several grants to assist with the financing of an ADA accessible playground and has contacted several groups about funding the installation of field lighting and an artificial turf field. In the absence of these donations these improvements will not be made. No cost estimate is available at this time. During 2019 it is anticipated that engineering, architectural, and construction costs will be incurred for the development of Whitehall Road Regional Park. There will be additional expenses in 2020. A specific budget request will be identified in the 2019 Detailed Budget that will be distributed to the Finance Committee in September. Unfortunately the timing, cost estimates, and types of facilities relating to the park’s development are not known.

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Note: The Whitehall Road Regional Park requires a small storage building to house the equipment assigned to the park. The approximate expense is $75,000 and a funding source is yet to be identified.

CLOSING SUMMARY Among local governments the Centre Region municipalities are exceptional because of the willingness, commitment, and skill of the elected and appointed municipal officials working together to serve the public and address common concerns. The degree of intergovernmental cooperation that is present among the six Centre Region municipalities, and increasing to the adjacent jurisdictions, 2019 Program Plan – Executive Director’s Letter

is unparalleled in the Commonwealth of Pennsylvania. As described in this letter there are many public services provided through the COG. Most residents are affected by the COG in some way whether it be a visit to the library, having their refuse/recycling collected, being protected by the fire service, or living in the safety of a code compliant building. But the commitment to collaboration and sharing resources for the public good is not limited to the COG. The Centre Area Transportation Authority, University Area Joint Authority and State College Borough Water Authority are extensions of local government that join the area together and provide the cost effective regional services that are essential for public health and transport. At the individual employee level; municipal, COG, and authority staffs work together and strive to resolve issues through communication. This cooperation is best highlighted by the regular meetings of the municipal managers, public works officials, finance directors and police chiefs. And, the municipalities have also developed positive working relationships with local groups like ClearWater Conservancy, Spring Creek Watershed Commission, and C-NET. And, not to be overlooked, the municipalities communicate regularly with the Pennsylvania State University, one of the largest employers in Central Pennsylvania. In combination, the way the municipalities collaborate with each other through the COG, authorities, citizen groups, and the University have helped to create a growing community with a high quality of life that is, by many rankings, a great place to live and do business. Kudos to the municipal officials who have, for the last 49 years, recognized the benefits of communities working together to serve the public. Because of the shared investments of time and resources in the COG and other regional entities, the municipalities have been able to keep pace with construction and population growth, adapt to changes in the state/federal regulatory environment, protect the public health, connect communities through new roads and paths, and safeguard our natural resources. Respectfully submitted,

James C. Steff COG Executive Director

2019 Program Plan â&#x20AC;&#x201C; Executive Directorâ&#x20AC;&#x2122;s Letter

OVERVIEW OF THE CENTRE REGION COUNCIL OF GOVERNMENTS MISSION As stated in the COG Articles of Agreement, “The overriding goal of the Centre Region COG is to improve the quality of life for the residents of the Centre Region in the face of increasing pressures due to economic and population growth. We believe that this goal can best be achieved through cooperative efforts by the regional municipalities. This involves combining our various resources to meet regional challenges that may be beyond our individual capabilities.” COUNCILS OF GOVERNMENT Councils of Governments are established by State Act 180, the Intergovernmental Cooperation Law (53 PA.C.S.A. Section 481 et. seq.) as amended. The main features of this legislation are: 

Municipalities can delegate any function, power, or responsibility to another municipality or to a newly created governmental unit (e.g. a COG).

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A Council of Governments organization has no taxing power.

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A Council of Governments organization’s structure, scope of services, method of municipal representation, and voting requirements are matters of local choice.

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Cooperative services provided by a Council of Governments organization must be approved by ordinances that are adopted by each governing body.

A COG is not another layer of government. It provides the means of communication, cooperation, and joint action in the interest of the municipalities, individually and collectively. The active and informed involvement of the elected officials in policy and funding decisions is key to the success of all Council of Governments. INTRODUCTION The Centre Region Council of Governments is a voluntary association of the State College Borough and College, Ferguson, Halfmoon, Harris, and Patton Townships. The service area is 150 square miles, and according to the most recent population estimate of 2017 by the 31

US Census, the estimated population was 96,625 including students at the University Park Campus of the Pennsylvania State University. The Centre Region COG was established on December 2, 1969 to perform the following functions: 

Provide a forum for discussing regional issues.

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Produce cost-effective public services.

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Promote coordinated land use and infrastructure planning.

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Facilitate the exchange of information.

The organizational structure and the duties of the Centre Region COG are defined by Articles of Agreement, which are adopted by ordinance by each of the individual municipalities. In addition, there are separate Articles of Agreement for each COG Agency, which define: agency responsibilities, funding formulas, and terms of admittance and withdrawal. COG services are offered as a “cafeteria” plan to the municipalities. Each community has the option to participate in some or all COG programs. This menu approach underscores the voluntary nature of the Centre Region COG. The table below shows municipal participation for 2018.

2018 Municipal Participation in COG

Administration Parks & Recreation Planning Fire Company Emergency Mgmt. Library Refuse & Recycling Code Administration

State College Borough       

College Township

Ferguson Township

Halfmoon Township

Harris Township

Patton Township

       



  

       

   

Benner Bellefonte Township Borough

 

Eight municipalities participate in various COG Programs.

ARTICLES OF AGREEMENT A requirement of the Intergovernmental Cooperation Law is that a municipality may engage in intergovernmental cooperation with another local government “upon passage of an ordinance” by the affecting governing bodies. The ordinance must address the manner of funding the joint program, how real estate is to be acquired and managed, the method of providing benefits (including social security) for its employees, the program’s organizational structure, and the conditions for entering into the joint program. The Centre Region municipalities comply with this requirement by adopting individual ordinances that include Articles of Agreement for each COG program. This document addresses all the issues identified by the Intergovernmental Cooperation Law in addition to conditions that may be approved by the municipalities. There are Articles of Agreement for the Centre Region COG as well as for each COG program except the Centre County Metropolitan Planning Organization (CCMPO), which is a county-wide organization. Articles of Agreement are developed by a COG Committee, referred to the General Forum for review and endorsement, and then forwarded to the individual municipalities for approval. The COG Articles of Agreement were last updated in November 2008. Highlights of the Centre Region COG’s Articles of Agreement are: 

Voting – Most issues are decided by a majority vote of the General Forum. The exceptions are the acquiring property, borrowing more than 1.5% of the budget, or amending the Articles of Agreement; these actions require a unanimous vote.

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Committee Structure – The standing committees of the COG are: Executive, Finance, Human Resources, Parks Capital, Public Safety, Public Services and Environmental, and Transportation and Land Use. COG Committees may decide to offer voting or non-voting membership to outside organizations (e.g. Penn State University and the Bellefonte Borough).

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Executive Director – The General Forum shall appoint an Executive Director who is responsible for: preparing the annual budget; appointing and discharging all COG employees (except Agency Directors whose appointment/dismissal requires the prior concurrence of the Executive Committee); serving as the General Forum “ex officio” treasurer and secretary; and proposing policies and programs for consideration by the General Forum.

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Formula – Costs for most COG programs are based on the three factors of the COG formula: population excluding individuals typically of college age, assessed valuation of taxable property, and gross earned income. Some Articles of Agreements for individual COG programs identify other funding formulas. For instance, the costs for the regional library program are based on the percentage of library items circulated to residents of each municipality relevant to total circulation.

GENERAL FORUM Under the COG Articles of Agreement, the policy-making body of the Centre Region COG is the General Forum, which is comprised of all of the elected officials (32 members) from the six Centre Region municipalities. The General Forum establishes the COGâ&#x20AC;&#x2122;s budget and major policies for the programs approved by the participating municipalities. At General Forum meetings, each municipality has one vote; the chair may use a voice vote of the majority of those present to pass motions and resolutions. Meeting dates for the General Forum are advertised in the Centre Daily Times. Meetings can be viewed through C-NET on Channel 7 or on the C-NET website at http://www.cnet1.org, and agendas are available on the COG website at http://www.crcog.net. Any member of the General Forum has the right to call for a unit vote by each municipality on any issue being voted upon at any time. The Pennsylvania State University has a non-voting designated representative to the General Forum. A non-voting liaison to the State College Area School District is also designated. Each receives General Forum meeting agenda packets.

MISSION The mission of the Office of Administration is to facilitate the delivery of high quality and cost effective public services as requested by the General Forum, implement the policies approved by the General Forum, and work with COG Agencies and others to build shared solutions to common problems that cross jurisdictional boundary lines. WHO ARE WE? The Office of Administration provides four general services which cover the following areas: staff support to the General Forum and its committees, regional services, prepare the COG budget and manage financial services to all agencies, and assist the COG Agencies with Human Resources Administration. Of these, the most important is the provision of staff support to the elected officials during all phases of the COG decision-making process. Without the informed involvement by the elected officials, the COG would not be as successful as it has been. COG staff assistance encompasses working with elected officials on a variety of activities including identifying actual and potential regional concerns, evaluating alternative courses of action, building consensus recommendations, implementing approved decisions, and monitoring the outcome of those actions. To perform these services, the Office of Administration’s Budget provides the following full-time staffing:     

Executive Director Finance Director Finance Assistant Human Resources Officer Office Manager

OFFICE OF ADMINISTRATION

The Office of Administration was established in 1974. From 1969 to 1970, COG Administrative services were the responsibility of the State College Borough Manager on a volunteer basis. From 1971 to 1973, the Office of Administration was led by the Executive Secretary (the CRPC Director). The position of COG General Secretary was created at the beginning of 1974. In order to provide coordination among the COG Agencies, this position was upgraded to the Director of Administration in 1979. During the 1980s, as the COG grew in response to increasing service demands from the municipalities, various committees discussed how to reduce the COG’s organizational complexity and clarify the lines of accountability to the elected officials. In response to this concern, the General Forum adopted Resolution 87-6 in August 1987, which upgraded the position of Director of 2019 Program Plan – Office of Administration

Administration to that of Executive Director. Through this action, the Executive Director was authorized to direct, supervise, and administer the agencies and programs of the COG in accordance with the policies established by the General Forum, except as otherwise provided for by ordinance or statute. During 2013 and 2014, the Administration Office was significantly reorganized and on January 1, 2015, began providing accounting, investment, auditing, and payroll services for all the COG Agencies as well as supporting them in their human resources and benefit administration. Previously, these services were provided by State College Borough’s Finance Department. At that time, the General Forum agreed that the COG had grown to the point where many of these services should be handled internally by COG. WHAT DO WE DO? The Office of Administration has four basic goals: 

To provide staff support to the General Forum and its committees and ensure the implementation of their policy decisions.

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To coordinate the provision of joint public services and facility operations.

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To provide financial management services to all the COG Agencies and prepare and administer the annual budget.

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To provide human resources management services to all the COG Agencies.

The following are work tasks the Office of Administration strives to accomplish in order to achieve those goals. A. Provide appropriate staff support to the COG’s General Forum, Committees, Boards, and Commissions and ensure the implementation of their policy decisions. Ongoing Contributions… 

Preparing agendas, minutes, reports, and correspondence for the General Forum and the Executive, Human Resources, Finance, Public Safety, and Public Services and Environmental Committees as well as the Municipal Managers’ Roundtable. In addition, the Administrative Staff assists the Parks Capital Committee with some projects. The Office of Administration also began providing staff support to the Steering Committee for the Parks and Recreation Regional Comprehensive Plan and the Ad Hoc Facilities Committee.

2019 Program Plan – Office of Administration

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Serving as the elected and appointed officials’ principal point of contact with the COG on issues relating to the quantity and quality of COG services.

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Providing staff assistance to special project groups, ad hoc committees, and steering committees that are established by the General Forum.

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Serving as the COG liaison to, and coordinating meetings of, other public organizations such as C-NET, Centre County Public Safety Training Center Advisory Committee, and the Pennsylvania Association of Councils of Governments (PACOG). Mr. Graham of Harris Township is the Centre Region COG’s representative to PACOG and Mr. Steff is the alternate. Both individuals are past presidents.

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Responding to Right to Know Requests. The Executive Director is the COG’s Right to Know Officer and responded to 54 requests for public records during 2017 compared to 62 in 2016 and 49 in 2015.

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Conducting activities to enhance public understanding of the COG. Some of these activities include the cable-casting of General Forum meetings and committee meetings of regional interest on C-NET, maintaining the COG website www.crcog.net, attending community and municipal meetings, and assisting the public and the municipalities with information requests. In addition, the Office of Administration prepares and presents information about joint programs to municipal and state associations such as the Pennsylvania Association of Councils of Governments, Pennsylvania Emergency Management Council, Pennsylvania State Association of Township Supervisors, and the Pennsylvania State Association of Boroughs.

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Coordinating an annual meeting of the Public Safety and Public Services and Environmental Committees, PennDOT, local utility companies, municipal public safety and public works personnel, and state elected officials to exchange emergency planning information. The Office of Administration also coordinates meetings between the Public Safety Committee and emergency medical service representatives to discuss issues and concerns relating to emergency medical services.

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Continuing to grow positive working relationships with the business community within the Centre Region. The Executive Director serves on the Managers’ Committee of the Centre County Chamber of Business and Industry.

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Conducting educational programs for elected officials to familiarize them with how the COG is organized, the services it provides, the role of the elected officials, and non-COG regional partnerships that may impact municipalities. During the first six months of 2018, five “Learning Lunches” were conducted for municipal officials on various regional services.

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Using the COG website to make more information electronically available to the General Forum. Administration Staff has created a method for the elected officials, managers, and COG Staff to obtain agenda packets electronically, if that is the preferred format. This method has reduced mailing and duplication costs, reduced environmental impact, and made information

2019 Program Plan – Office of Administration

more readily accessible to individuals who are comfortable in receiving information electronically. Six years ago, 47 printed General Forum packets were mailed to municipal officials and others. By 2018, that number has decreased to 19 packets. 

Maintaining the COG website for public access about regional services. In 2015 the COG’s homepage averaged about 4,480 hits per month; in 2016 – 5,313, in 2017 – 12,333. During the first six months of 2018 the trending average is about 8,600 hits per month.

B. Coordinating the provision of joint public services and facility operations as directed by the General Forum.

Ongoing Contributions… 

Supporting all COG Agency Directors in the accomplishment of COG Committee/Authority/Board work goals and/or the resolution of areas of regional concerns. This support includes close collaboration in preparing information, analysis, and recommendations for consideration by the municipal officials. In addition, the Executive Director works closely to ensure there is timely, thorough, and accurate communication between the COG Agencies and the municipal officials.

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Coordinating the implementation of COG services and plans as approved by the General Forum. In the past, this has included assistance in coordinating the process to gain municipal consensus on issues such as the purchase, master planning, and development of three regional parks and the adoption of a regional Sewer Service Area Agreement.

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Supporting the Refuse and Recycling Administrator in resolving non-routine problems or issues that have budgetary or legal implications. Looking ahead to 2019, it is anticipated that the time the Administrative Staff commits to the Refuse and Recycling Administrator will increase as the organics collection program advances towards implementation in 2020.

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Assisting the Centre Region Emergency Management Coordinator and the COG Fire Director in advancing proposals and plans that require municipal approval.

2019 Program Plan – Office of Administration

C. Providing the COG Agencies with financial management, investment, accounting, payroll and internal control services.

Ongoing Contributions… 

Coordinating the preparation of the COG’s Program Plan, Detailed and Summary Budgets, and annual updates to the Capital Improvement Plan and providing for review by the Finance Committee and approval by the General Forum.

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Providing payroll services, as well as, accounts payable and accounts receivable.

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Monitoring the COG Agency budgets to ensure that expenditures are within budget appropriations.

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Supporting the efforts of the Finance Committee in developing and executing financial plans for regional borrowings and debt refinancing.

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Assigning costs (e.g. utilities, mailing, copying) that are shared among multiple COG Agencies to the appropriate fund.

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Preparing and maintaining financial management policies.

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Preparing financial analysis of proposed services and projects.

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Presenting financial information and reports to various stakeholder groups such as the Finance Committee and the General Forum.

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Assisting in the process to prepare the annual audit reports for the Centre Region Council of Governments, the Centre Region Parks and Recreation Authority, and the Schlow Centre Region Library. During 2018 the Finance Director will prepare a Request for auditing services for a three year period with a two year renewal option beginning January 1, 2019. The first audit covered under the new contract will be for the 2018 audit. Because of the cost of the contract, the General Forum will be asked to approve it.

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Providing financial management services to the Centre County Federation of Public Libraries.

2019 Program Plan – Office of Administration

D. Provide and administer a comprehensive personnel management system that maximizes the use of COG Staff.

Ongoing Contributions… 

Implementing and maintaining a payroll system that processes approximately 400 W-2s for full-time, part-time, and seasonal staff.

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Supporting the Agency Directors in recruiting personnel, enrolling staff in the COG benefit programs, orienting staff to COG’s personnel policies and procedures, and resolving personnel issues.

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Updating the Position Classification Plan and job descriptions for COG personnel as required. During its May 9, 2018 meeting, the HR Committee approved a new job description for the position of Code Services Manager in the Centre Region Code Administration Agency. The new position will focus on customer service and public education.

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Conducting compensation surveys to ensure that the pay plan allows the COG to attract and retain qualified employees.

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Providing administrative support to the Employee Relations Committee that has implemented and maintained a Wellness Program with high employee participation rates.

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Administration of employee benefits for full time, part-time and seasonal employees.

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Administering medical insurance policies, dental and vision programs, flex spending accounts, workers’ compensation, and unemployment policies for all COG Staff, including responding to questions and concerns.

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Administering, updating, compiling data, and running reports via the Keystone Payroll Web Portal. This portal is also the main function to all full-time, part-time, and seasonal employees’ payroll.

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Maintain the COG’s Personnel Policy and Personnel Handbook. During the first six months of 2018, the Administrative staff worked with the Human Resources Committee to prepare a Request for Proposals for Consulting Services to update the COG’s Personnel Handbook. It is severely out of date in some areas. A contract was awarded at the committee’s May meeting and work began in June, 2018. The project is expected to be completed, except for staff training, by the end of the year.

WHERE ARE WE NOW? For the period of January 1 to June 30, 2018, revenue and expenditures for the Office of Administration were generally consistent with the projections contained in the 2018 budget with the exceptions noted below. The audited 2017 ending year fund balance was 2019 Program Plan – Office of Administration

$101,332, a $38,903 increase from the $62,429 projected in the budget. $20,000 of the fund balance is designated for the COG IT study that was proposed for 2017 but was carried forwarded to 2018.The 2018 beginning year fund balance was higher than expected because of three reasons. First, staff turnover in late 2016/early 2017 resulting lower compensation costs than budgeted. Second, the required pension contributions were less than expected because of higher investment returns, increased state aid, and a revised Governmental Accounting Standard Board (GASB) formula for assigning costs. At mid-year 2018 there have been no significant unanticipated expenditures/revenues for the Office of Administration budget. Last year there were two staffing changes during the first six months of the year. By way of comparison for 2018 there were none. 

It is unlikely that the Administration staff will have the time available during the last six months of 2018 to conduct the customer satisfaction survey for the Centre Region Code Administration’s New Construction Program. A similar survey was conducted for the Existing Structures program during 2017. The last customer satisfaction survey for the New Construction Program occurred in 2016. It is anticipated that the study proposed for 2018 will be completed in early 2019.

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The COG IT Study is delayed. The preparation of a Request for Proposals to conduct an IT assessment and three year plan of COG’s information management systems has started but is not yet complete. The $20,000 budget for this project was carried forward from the 2017 to 2018 budget. The Executive Committee authorized the Executive Director to work with a consultant to assist in preparing the bidding specifications for the study. Work on this study will begin as soon as the Keystone Initiative for Network Based Education and Research (KINBER) implementation project is complete. This project that is being conducted in conjunction with several Centre Region municipalities and CATA will provide the COG building with faster and less expensive broadband connectivity

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During 2018 the Centre Region Code Administration (CRCA) joined PELRAS (Public Employer Labor Relations Advisory Service), a service of the Pennsylvania Municipal League. The membership fee was approximately $450. Looking ahead to 2019, it is proposed that the membership be transferred to the COG because not all the legal questions asked of PELRAS are exclusively confined to the CRCA. In addition, although the membership fee paid does provide for some legal counseling services, experience during the last year has shown that not all personnel problems and questions can be handled in the allocated amount of time (about 30 minutes a month). Looking ahead to 2019, it is recommended that the COG budget provide for $4,000 for its PELRAS membership as well as legal services relating to personnel matters that go beyond the PELRAS basic service level. A couple of these matters in 2019, will be the one-time legal review of the new COG Personnel Policy Handbook, and the legal review of the Admin job descriptions to ensure compliance with the FLSA (Fair Labor Standards Act) regarding exemption status. Therefore, in the future this budgeted amount is not expected to be quite as high.

2019 Program Plan – Office of Administration

Looking forward to the last six months of 2018, revenue and expenditures are expected to be within budgeted amounts. WHAT IS THE COST? The 2018 budget for the Office of Administration provides for the revenue and expenditures as shown in the table on the right. WHERE ARE WE GOING? In many ways, the 2019 Administration Budget will be similar to the 2018 document. No staffing changes or major new expenditures are expected to be proposed. Looking forward, recommended budgetary changes and work objectives for the Office of Administration are identified below. Proposed Budgetary Changes… 

The COG’s webpage used by the Office of Administration, Centre Region Planning Agency, Centre Region Code Administration, Centre Region Emergency Management, Centre Region Refuse and Recycling Program, and the Fire Administration Program is eight years old and out of date. The webpage platform is through Gov Office and it is proposed that the COG remain with this service but upgrade to a more responsive design. The upgrade will make it easier for our users to locate important information (e.g. quick links, notification banner, and calendar in a visually appealing way), help meet new ADA/accessibility requirements and it will be mobile-friendly. In 2017, COG's website received an average of 12,300 views per month with the top 3 sections of any month receiving an average of 1,700 views. This compares to an average number of views of 3,000 per month in 2010 and 4,500 in 2015. More residents are searching for information online and COG wants to provide the community with relevant information in a quick and responsive way.

2019 Program Plan – Office of Administration

Office of Administration Revenue and expenditures from 2017 through the approved 2018 Budget. 42

The one-time estimated cost of a website upgrade is expected to be $8,000; annual expenses are expected to total $950. The cost of the website is shared by the six COG programs which use the site. The initial cost can be distributed over three years if desired. 

$5,000 is proposed to fund expenses relating to celebrating COG’s 50th Anniversary and educating the public about the municipalities’ efforts to join together to solve common problems in a cost-effective, transparent, and responsive manner.

Looking ahead to 2019 and 2020, the Office of Administration seeks to accomplish eight new work tasks in addition to its on-going responsibilities: 

Support the Steering Committee for the Parks and Recreation Regional Comprehensive Plan in working with the study consultant to prepare a draft plan for the General Forum’s consideration and endorsement. It is anticipated that during the last six months of 2018, the Steering Committee will interview interested firms and prepare a recommendation to the General Forum for a contract award.

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Update the COG’s Capital Improvement Plan to reflect recommendations from the Ad Hoc Facilities Committee.

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Support the Public Safety Committee in evaluating the delivery of hazmat services in the Centre Region to ensure they are adequate for a growing community.

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Based on the recommendations contained in the Parks and Recreation Regional Comprehensive Plan it is likely the General Forum will put into place a process for revising the 1974 Articles of Agreement for the CRPR that are severely out of date. The Administration staff will coordinate and provide the support for the process should the General Forum decide to update the Articles of Agreement.

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Assist the Parks and Recreation Director in resolving issues relating to the development of Whitehall Road Regional Park. It is expected that the bids for constructing the park will be issued in late 2018/early 2019 with construction beginning in the late spring of 2019.

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Organize a series of Learning Lunches for municipal officials to familiarize them with all the services COG and regional authorities provide as well as to share information on current issues of regional significance.

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Following the conclusion of the connection of the COG to the KINBER system and the completion of the IT study, provide for the implementation of the recommendations that have been endorsed by the General Forum.

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Internal Administrative Work Objective: Evaluate and make a recommendation on the AccuFund software that is used by the COG Finance Office. The results of this internal study will be shared with the Finance Committee in conjunction with the 2020 budget.

2019 Program Plan – Office of Administration

THIS PAGE IS INTENTIONALLY LEFT BLANK

2019 Program Plan

MISSION The purpose of the Centre Region Council of Governments (COG) Regional Refuse and Recycling Program is to promote public health, safety, and welfare and to eliminate public health hazards, environmental pollution, and economic loss in the participating municipalities through the collection, transportation, and disposal of residential, commercial, industrial, and institutional municipal solid waste. WHO ARE WE? Pennsylvania State Act 101 assigns municipal governments with the responsibility of collecting, transporting, and storing refuse and recyclable materials that were generated within their boundaries. College, Ferguson, Harris, Patton, and Benner Townships use the COG as their designated agent to meet the statutory obligations in a cost effective and responsible manner through a regional contract with a refuse and recycling vendor. To fulfill the objectives of the COG Regional Refuse and Recycling Program, staff consists of a part-time (25-30 hours per week) Refuse and Recycling Administrator, who is focused on the administration of the refuse and recycling contract and serves as the refuse and recycling ordinance designated agent for the participating municipalities. Compensation for the Refuse and Recycling Administrator is funded through the contract administration fee being paid to the COG by the contracted refuse hauler. Beginning in 2012 a part-time (20 hours per week) Recycling Assistant was employed. Within 2012-2014 the Assistant helped to develop and implement a Commercial Recycling Program, a project which has been completed. After a one year vacancy, in 2016, an Assistant was hired to support the Refuse and Recycling Administrator while she focuses on developing a Regional Organics Recycling Program. The Recycling Assistant position is funded through the recycling rebate that is received from the Centre County Recycling and Refuse Authority (CCRRA). The rebate is received annually and is accrued through the sale of recyclable materials.

REGIONAL REFUSE & RECYCLING PROGRAM

The Refuse and Recycling Program is entirely funded through the residential contract; costs equate to 3% of residentâ&#x20AC;&#x2122;s monthly refuse and recycling bill which equals $0.47/month for the administration of this program. No tax monies have ever been used to finance the program since its inception in 1992. The Refuse and Recycling Program reimburses the COG for financial, human resources management and administrative services it receives from the Office of Administration.

2019 Program Plan â&#x20AC;&#x201C; Refuse & Recycling Program

The Refuse and Recycling Program continues to grow and add customers each year in conjunction with regional and program growth. The program served 7,800 customers at its inception in 1992 and currently serves approximately 15,400 customers in the participating municipalities of Benner, College, Ferguson, Harris, and Patton Townships. Benner Township, comprised of 2,300 households, joined the program through the 2010-2012 regional contract and has continued to participate since that time. As the number of customers in the Refuse and Recycling Program grows, so does the amount of solid waste and recyclable materials that are collected. The amount of solid waste that has been collected from residents has grown from 6,800 tons in 1992 to 11,875 tons in 2017; the amount of recyclable materials that were collected (including drop off collection bins) has steadily risen from 1,115 tons in 1992 to 2,950 tons in 2017. When leaf and brush composting completed by municipalities is considered, the participating municipalities diverted a total of 7,900 tons, 40%, of waste from the landfill in 2017. Although the total amount of trash being collected has increased with the regionâ&#x20AC;&#x2122;s growing population, it is important to note that since 2009, the amount of trash per household has been steadily decreasing as shown in the chart to

The above chart depicts the trash and recyclables generated by an average household per year. Waste being generated has decreased significantly in the last 6 years, which most likely is the result of a greater number of items that can be recycled including miscellaneous plastics, paperboard, yard waste, computers, and electronics. Notice that prior recessions in 1990, 2001 and 2008 led to reductions in the amount of trash being collected. While the amount of recycled materials appears flat, the number of plastic containers (the lightest material) has increased while the thickness and weight of beverage containers has decreased.

2019 Program Plan â&#x20AC;&#x201C; Refuse & Recycling Program

the right. Prior to 2009, the average household produced an average of 1 ton of trash per year. In contrast, in 2017 the average household produced 0.78 ton of trash per year, a 22% reduction. This is most likely the result of more items being recycled such as miscellaneous plastics, paperboard, yard waste, computers, and electronics. WHAT DO WE DO? In 1991, the Centre Region municipalities of College, Ferguson, Harris, and Patton decided that there was interest in providing residential refuse and recycling collection on a regional basis. To implement this decision, these municipalities authorized the COG to be their designated agent in conducting a competitive bidding process and administering a regional refuse and/or recycling contract as awarded to the successful bidder with exclusive rights to serve all residential customers. To this end, exclusive contracts have been awarded to haulers in 1992, 1995, 1998, 2004, 2010 and 2015. Benner Township joined the program through the 2010-2012 regional contract. On January 1, 2015, a new contract began with Advanced Disposal to provide refuse and recycling collection services in the five participating municipalities for a five-year period through December 31, 2019. Because the contractor for the Refuse and Recycling Program is selected by a competitive bidding process, the COG has been able to secure reasonable refuse and recycling service rates for residents. Prior to the program’s inception in 1992, customers were paying an average of $20.50 per month for refuse service ONLY, through privately-hired hauling companies. Twenty five years later in 2018, customers pay a monthly rate of $15.61 for regular 8-bag refuse and unlimited recycling services or $12.61 for low usage refuse and unlimited recycling services, including semi-annual bulk item collections and Christmas tree recycling. Services associated with the Regional Refuse and Recycling Program include: 

Weekly refuse and recycling collection

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Semi-annual bulk waste collections

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Christmas tree collection

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A hardship program for eligible customers

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Customer advocacy in resolving problems with the hauler

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Assistance to the hauler in recovering overdue customer payments

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Enforcement of municipal solid waste and recycling ordinances

2019 Program Plan – Refuse & Recycling Program

WJAC reported about the COG/Advanced Disposal Christmas tree recycling collection in which 32.6 tons were collected in January 2018. 47

In 2012, a new Commercial Recycling Program, Recycle at Work, was initiated. Commercial recycling was identified as an area of opportunity since there are roughly 1,000 businesses in the five participating municipalities, and previous to the Recycle at Work Program, there was not a formal process for educating, collecting data, and determining compliance with the local solid waste and recycling municipal ordinances. The Recycle at Work Program focuses on educating businesses about the requirements and benefits of recycling in the participating municipalities. The Recycle at Work Program is funded through the recycling rebate that is received annually from the CCRRA, which is funded through the sale of materials that have been recycled by residents in the five participating municipalities. The Recycle at Work Program is a joint effort between the CCRRA, COGâ&#x20AC;&#x2122;s Refuse and Recycling Program, and the State College Borough Public Works Department. A strong Commercial Recycling Program reinforces the commitment to maintain a high standard of environmental responsibility on which Centre Region residents pride themselves. Over 800 businesses, 80% of the total businesses in the region, are identified as having a recycling program. This number is an increase from the 64% of businesses which had a recycling program identified in 2012. The recyclable materials that were collected from businesses increased 3% in 2017 to 2,643 tons in the Centre Region. The number of tons of recyclables that were collected in 2017 represents a 25% increase since 2011 prior to the Recycle at Work Program. The Refuse and Recycling Program has four main goals: 1. 2. 3. 4.

The Centre County Recycling & Refuse Authority (CCRRA) collects all mixed paper, paperboard, magazines and newspaper together to sell in the aftermarket. Pictured above is CCRRA equipment loading the paper to be recycled into a trailer.

Administer the regional Refuse and Recycling Contract for the participating municipalities. Seek ways to help control municipal, customer, and program costs. Serve as the designated agent to educate, inform, and serve the residents of the participating municipalities. Administer the Recycle at Work Program.

The following sections describe work tasks the Refuse and Recycling Program strives to achieve in order to accomplish those goals.

2019 Program Plan â&#x20AC;&#x201C; Refuse & Recycling Program

A. Administer the regional Refuse and Recycling Contract for the participating municipalities and support the regional haulers.

Ongoing Contributions… 

Administer the service contract which is currently held by Advanced Disposal for the contract period 2015 - 2019. As the designated agent for the participating municipalities, staff monitors the program and contracted hauler in order to ensure compliance with bidding specifications and to identify areas for improvement.

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Assist the contracted hauler with collecting payment on delinquent and past due accounts as well as help the contractor identify any properties that are not participating in the program as defined under the conditions of municipal solid waste and recycling ordinances.

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Educate residents about the new specifications in the 2015 2019 contract, which includes an eight bag or container limit for refuse.

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Support the regional haulers in the identification of residential and commercial property owners through the Centre County Web Information Access (WEBIA) system, which allows for an online tax record search.

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Assist the contracted hauler in generating solutions to consistent problematic situations, especially confusion regarding bulk waste items, yard waste, and rental properties.

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Monitor the needs and resources of current subsidy program participants who have severe financial hardship in paying for mandatory refuse and recycling service. In 2018, 32 households are being assisted through the hardship program.

2019 Program Plan – Refuse & Recycling Program

Above are the results from a Customer Satisfaction Survey that was completed in the first quarter of 2018 by over 1,200 residents. The COG’s Public Services & Environmental Committee is using results to gauge residents’ level of satisfaction and to keep improving the program.

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Advise municipal managers and their communication assistants about issues, schedule changes and problems that may impact service in the community, i.e. ice storms, truck break downs, etc.

B. Seek ways to help control municipal, customer, and program costs.

Ongoing Contributions… 

Continue to keep the monthly rate for the contracted Refuse and Recycling Program much lower than the average rate prior to the program’s inception; the current rate is about $5.00 per month below the average 1991 rate for non-contracted refuse service. See the graph on the following page for the customer costs for regular 8-bag refuse and unlimited recycling since 1991.

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Continue to keep the monthly rate for the contracted Refuse and Recycling Program much lower than the rate being paid by residents of municipalities outside the program where there is not a single mandated hauler. The average Refuse and Recycling Program customer pays 40% less than other Centre County residents for regular 8-bag refuse and recycling service, which includes a semi-annual bulk waste collection and Christmas tree recycling.

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Coordinate with the hauler and educate residents about the switching of all refuse and recycling collection vehicles to compressed natural gas fuel (CNG). The switch to CNG fueled vehicles reduces harmful carbon emissions, cuts fuel costs, and minimizes maintenance costs.

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Maintain the delinquent account rate at less than 1% using methods such as:  Suspend service on properties with 90 day past due bills. This process includes sending a payment due reminder letter, a notice of suspension letter, and a citation notice letter after the service is suspended.  Research delinquent accounts to find resolutions to late payments. This task includes tracking monthly sheriff sales, site visits to determine vacancy/home sales, and educating residents about the hardship program (the letters sent regarding delinquency contain information about the hardship program).  Provide the contracted hauler with property owner information to convert billing statements from the tenant’s address into the name and address of the rental property owner, which reduces the incidence of non-payment.

2019 Program Plan – Refuse & Recycling Program

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Provide administrative and enforcement support to make the contract attractive to hauling firms that are considering whether to submit a bid, thereby encouraging lower, competitive rates.

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Apply for DEP grant to help offset the cost for organics recycling carts being proposed in the next contract, 2020 – 2024.

Customer costs for regular 8-bag service of refuse and unlimited recycling from 1991 to present. The blue line reflects the actual monthly cost for each year for COG's trash and recycling service. The red line is the inflation adjusted cost of $20.50 from the 1991 average rate; $20.50 in 1991 has the buying power of $36.79 in 2018. 2019 Program Plan – Refuse & Recycling Program

C. Educate, inform, and serve the needs of residents in the participating municipalities.

Ongoing Contributions… 

Assist customers in the resolution of issues with their refuse or recycling services.

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Maintain the Refuse and Recycling Program’s website to include pertinent information about refuse and recycling, holiday collection schedules, yard waste, and other useful links. The website receives approximately 600 views per month.

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Work with the CCRRA to publicize its electronics recycling program, miscellaneous plastics drop-off program, and the annual household hazardous waste collection event.

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Coordinate with the CCRRA and regional refuse haulers to inform residents and businesses about the ban on computers and televisions from landfills. Pennsylvania Act 108 of 2010 bans all televisions, computers, and related electronic devices from landfills and requires them to be recycled beginning January 23, 2013.

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Assist the Public Services and Environmental Committee to identify projects that help promote recycling in the region and are funded through the recycling rebate. For 2018 the PSE Committee approved funding to purchase backyard compost containers and for a recycling assistant to aid with the development of a regional organics program.

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Assist the Centre Region Parks and Recreation Authority with maintaining a recycling program at local parks. Through the recycling rebate fund, recycling containers have been installed in seven high use parks, William L. Welch and Park Forest Pools, the John Hess Softball Field Complex, Millbrook Marsh Nature Center and Oak Hall Regional Park. In the eight years since the Recycling in our Parks Program began, approximately 477,000 plastic bottles and 108,000 aluminum

2019 Program Plan – Refuse & Recycling Program

In November 2016 Schlow Library upgraded its recycling program for the public and for staff for multiple reasons, including the positive impact on the environment and economy. The containers shown above were paid for by the COG’s Refuse and Recycling program through the recycling rebate received from CCRRA. New recycling guides were created by the Centre County Recycling & Refuse Authority and promoted in billing inserts, on COG’s website and shared with the municipalities. 52

cans have been recycled, which is over 8 tons of recyclable material. 

Provide advertising and public service announcements regarding holiday collection schedules and special item collections.

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Contribute useful information about refuse and recycling to the newsletters of the participating municipalities.

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Participate in educational opportunities with other refuse and recycling professionals in the Commonwealth.

D. Administer the new Recycle at Work Program.

Ongoing Contributions… 

Promote the Recycle at Work Program with the goal of improving recycling at commercial locations. This program is a joint effort between the CCRRA, COG’s Refuse and Recycling Program, and the State College Borough Public Works Department.

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Work in a collaborative relationship between COG’s Refuse and Recycling Program, the State College Borough, and the Centre Region Code Administration (CRCA) wherein educational materials are mailed to property owners with the following existing permits:  Recycle at Work brochures are sent with the fire permits to all building owners in January of each year.  Recycle at Home (Multi-Family Housing) brochures are sent with all rental permits beginning in August of each year.

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Creating educational materials to help businesses understand the recycling process, requirements, and benefits. Industry-specific educational posters and brochures have been identified for restaurants, construction, and multi-family housing units.

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Coordinate data collection between the CCRRA, haulers, and the CRCA to

2019 Program Plan – Refuse & Recycling Program

The Recycling & Refuse Authority held its third awards luncheon on April 17, 2018 to honor 58 of the County’s best green businesses, schools and organizations. Centre Region COG received an award for its organics recycling efforts in which 2.5 tons of its food waste and soiled paper products were composted in 2017. 53

accurately track businesses that are recycling. 

Work with the Centre Regional Planning Agency, municipal zoning officers, and haulers to ensure that space for recycling containers along with trash dumpsters is included during the design phase of building projects.

OF PARTICULAR NOTE Proposed Changes in the Refuse & Recycling Program: 

Cart-based refuse collection system

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Weekly curbside cart-based organics recycling

The COG Public Services and Environmental (PSE) Committee is committed to providing excellent refuse and recycling service for residents at a reasonable rate through the contracted hauler. It is also dedicated to exploring improvements in service that advances the sustainability of the region. The PSE Committee is working towards implementing two changes in the next contract, which begins January 1, 2020. The first change is to switch to a cart-based refuse collection system. This automated system should result in a reduction in work injuries and improved efficiencies for the contracted hauler, resulting in lower costs for the residents.

North Central Region Aggregate Municipal Solid Waste Composition

The second change is for COG to build upon the successful model that State College Borough created with its curbside Organics Recycling Program. COG intends to work collaboratively with State College Borough and the Centre County Recycling and Refuse Authority to create a program that will operate in the Centre Region. The chart to the right shows regional data from the DEP. Based on local, state, and federal information, the PSE Committee is aware that organic waste, which includes food waste and yard trimmings, makes up the largest portion (20-40%) of the materials going to the landfill. In 2013, the State College Borough implemented a successful Organics Recycling Program with 80% of its households participating and has diverted nearly 30% of material, about 1,000 tons, out of the landfill annually. Through the Centre Region Refuse and Recycling Program, residents landfill 11,000 tons of refuse a 2019 Program Plan – Refuse & Recycling Program

This pie chart shows the percentage composition of major material groups in the aggregate North Central regional waste stream from a DEP study in 2003. Centre County is part of the North Central Region. 54

year. With a successful Organics Recycling Program, the Centre Region has the potential to remove 3,600 tons a year of organic waste from the landfill and put it to beneficial use, which would result in a cost reduction of over $100,000. While the data supports a Regional Organics Recycling Program, the success of this type of program hinges on residentsâ&#x20AC;&#x2122; willingness to use the service. A residential survey to determine interest in organics recycling was done April 1 - May 31, 2015. Survey results from over 700 residents (4.85% of the 15,100 customers) indicated over 80% of the respondents were very likely or somewhat likely to participate in a weekly curbside Organics Recycling Program in which residents could recycle both yard trimmings and food waste. It also revealed that 66% of the respondents were willing to pay a nominal fee for participation. For the complete organics recycling survey report, please visit www.crcog.net/organicsrecycling. At its September 28, 2015 meeting, the General Forum passed a motion requesting the PSE Committee prepare a draft plan for a cartbased refuse collection system and a Regional Organics Recycling Program for the residents of Benner, College, Harris, Ferguson, and Patton Townships. The timeline for the proposed introduction of weekly curbside organics recycling is defined below. April 2018 Submitted DEP grant application for $360,000 to help offset costs for the purchase of organics recycling carts. Dec 2018 Finalized bid specifications (e.g. organics option, cart sizes, rate structure), develop customer education/outreach program, and continue to apply for grants. May 2019 General Forum awards the next five year residential refuse and recycling contract. 2019 Educate and prepare for organics recycling collection. Jan 2020 New contract begins. April 2020 Distribute carts to customers. May 2020 Start organics recycling collection.

2019 Program Plan â&#x20AC;&#x201C; Refuse & Recycling Program

The Organics Recycling Program is being developed for all households in Benner, College, Ferguson, Harris and Patton Townships. The pillars of the program were endorsed by the General Forum at its April 24, 2017 meeting. Since then the PSE Committee has been working on the details of the program, which consist of the following: 

Refuse will be collected curbside in a cart (with wheels) on a weekly basis. Door service will still be an available option. The cost structure for the service will be dependent on the size and quantity of the refuse cart(s) needed. Proposed cart options include: 

20 gallon cart



35 gallon cart



65 gallon cart



95 gallon cart



(2) 95 gallon carts

Beginning in 2020 the proposed changes in the Refuse & Recycling Program include cart-based refuse collection system. Cost of the service will be dependent on the size and quantity of refuse cart(s) needed.

The default service offered will be the 65 gallon cart option. It is expected that 10% of the households will only use bags. 

Organics, consisting of food and yard waste, will also be collected curbside in a cart on a weekly basis. Residents will place their organics in a 95 gallon cart with wheels. One additional cart will be available at no charge for those households that produce more than one 95 gallon cart on a weekly basis.



The organic materials will be taken to the State College Borough compost facility. This facility has the capacity to receive and process the organics from the Centre Region and is within a 10 mile radius from all households.



The contracted hauler will collect the organic and refuse carts weekly with automated trucks. The bid specifications will define that the carts at the end of the contract become the property of the COG so that they can remain with the household for the next contract. The specifications will also define that the contracted hauler will be responsible for the storage and delivery of the carts.



No changes are proposed for recycling. Weekly recycling collection will continue with the source separated red bin collection. Additional red bins will be available at no charge for those households that produce more than one 15 gallon bin on a weekly basis.

2019 Program Plan – Refuse & Recycling Program



The service area for the existing Refuse and Recycling program currently includes all households of Benner, College, Ferguson, Harris and Patton Townships. In 2018 the PSE Committee will review the advantages and disadvantages of separating services inside vs. outside the Regional Growth Boundary.



The costs for the program will be paid for through the resident’s quarterly refuse and recycling fee. A rate structure will be defined in the bid specifications that roll the costs of the organics program into the total operating cost per household. The levels of service and their respective costs for refuse and recycling (including organics) is being modified to better reflect a household’s usage of the services received. In order to fairly attribute costs to residents, it is proposed to create a rate structure based on the size and quantity of refuse carts needed at a household. In 2018 the PSE Committee will determine the rate structure as well as study and evaluate opt-out options for residents who already remove organic materials from their trash and are following a zero waste lifestyle.

It is important to note that while the collection of organic materials may result in a slightly higher monthly bill to the customer, the intent is that organics recycling may result in lower costs over the long term for our community. Removing organic material and transporting it 10 miles to a compost facility to make a valuable end product is more sustainable than transporting the material 80 miles to sit in a landfill for decades. The hope is that while recycling costs may rise for handling these resources, our costs for refuse collection will decrease. While the municipal leaf and brush collection programs are separate from the Refuse and Recycling Program, a regional organics program must look at the effects on and relationship between the municipal programs. The Refuse and Recycling Administrator will be working with the participating public works departments to develop efficient, cost productive and user friendly solutions to the growing service of processing residential yard and garden waste. The success of the program will hinge on keeping costs low and having high resident participation. To date the Program Administration has applied for a DEP grant to help offset the costs for purchasing the carts proposed for the automated organics recycling collection service. The Administrator will continue to look for grant opportunities to help reduce costs. To ensure high participation a strong education campaign is being developed with the assistance of Penn State students through the Sustainable Communities Collaborative. The participating townships of Benner, College, Harris, Ferguson, and Patton will need to consider the residents’ demands, costs associated with an organics recycling program, and customer service issues in order to determine the best long term solution to the solid waste piece of sustainability in the region. In 2019, the PSE Committee will present the bid specifications for the proposed Organics Recycling Program and ask the General Forum to approve including them as an option in the next bid documents that will be issued in 2019 for the 2020 - 2024 Regional Refuse and Recycling Contract. 2019 Program Plan – Refuse & Recycling Program

WHERE ARE WE NOW? For the period of January 1 to June 30, 2018, revenues and expenditures are consistent with the projections contained in the 2018 budget. The main variance is due to the Recycling Rebate revenue. Looking forward to the last six months of 2018, no other variances are expected for the 2018 budget. The actual, unaudited January 1, 2018 fund balance was $156,688, which was $3,732 higher than the estimated fund balance of $152,956. Looking ahead, the fund balance will be used to help finance the establishment of the proposed organics collection program. The 2018 Recycling Rebate received from CCRRA for materials recycled in 2018 was $28,066, compared to the budgeted $15,000 amount. This reimbursement is accrued through the sale of recyclable materials and is dependent on market prices. The PSE Committee makes recommendations regarding the use of these funds. WHAT IS THE COST? The 2018 budget for the Regional Refuse and Recycling Program provides for the following revenue and expenditures as shown in the table on the right. WHERE ARE WE GOING? Looking forward into 2019 and beyond, proposed major budgetary changes and major work objectives for the Regional Refuse and Recycling Program include:

2019 Program Plan â&#x20AC;&#x201C; Refuse & Recycling Program

Recycling and Refuse Program revenue and expenditures from 2017 through the approved 2018 budget.

Proposed Budgetary Changes… 

Change the Program Administrator position from part-time to full-time, which would include a benefits package. With the scope of work needed to develop and implement the Organics Recycling Program in 2020, it is becoming evident that the Refuse and Recycling Administrator’s position should be full time. It was planned to incorporate these costs into the 2020 contract, but the tasks (specifications, education campaign, customer service) laid out for introducing the program in 2019 are indicating it is likely that this position should be full-time in 2019. There are enough work tasks in the next 2 years (2019-2020) to be completed for a full time administrator and a part time assistant as the Organics Recycling Program is introduced and implemented. In 2021, the plan is that there will be only work tasks needed for (1) full time administrator. The estimated $41,000 additional cost would be covered by the fund balance in 2019 and from the administrative fee in the 2020 contract. If this funding is not approved, the reduction in proposed staff hours will most likely affect public outreach and education efforts which could result in a lower participation and acceptance rate. The Organics Recycling Program will affect over 15,400 households and having the staff to educate residents and answer their questions in a timely matter is key to its success.



An additional $3,500 is proposed for covering the legal review of the 2020-2024 Refuse & Recycling Contract bid specifications.



A DEP grant of $350,000 was applied for to help offset the cart costs for organics recycling collection. If the grant is awarded COG will need to purchase the carts and then the grant will reimburse COG for 90% of the costs. A potential plan would be for the Refuse and Recycling program to borrow the money from the Centre Region Code Agency and then pay it back when the grant money is received. Note: the contracted hauler will be responsible for the purchase of the refuse carts and the remaining amount of the costs beyond the grant awarded for the organics recycling carts. The costs will be paid for through the monthly residential refuse and recycling rate. At the end of the 5 year contract COG will own the carts since they have a 10 year warranty and can be used through the next contract.



An additional $20,000 is proposed for increased public education materials and advertising such as a new brochure and education sticker to go with each cart, video production for educating residents, and advertisements in local papers. It would also include education and promotional items such as magnets and kitchen pails for the meet and greet events.



These costs will be covered by the fund balance and result in a remaining balance of $50,000 which can be used to further offset costs of implementing the Organics Recycling Program.

2019 Program Plan – Refuse & Recycling Program

Propose New Work Objectives… 

Organics Recycling Program – The focus of 2019 will be to advertise and award the 2020 - 2024 Regional Refuse and Recycling contract and to educate the residents about the proposed changes to the program including:  Cart-based refuse collection system  Weekly curbside cart-based organics recycling By the end of 2018, the Program Administrator working in conjunction with the PSE Committee will have created the bid specifications and reviewed them with municipal staff. In January 2019, the PSE Committee will present the bid specifications for the proposed Organics Recycling Program and ask the General Forum to approve including them as an option in the next bid documents that will be issued in 2019 for the 2020 - 2024 Regional Refuse and Recycling Contract. The plan is to award the contract in May 2019 in order to allow for sufficient time to roll out the education outreach campaign to make sure all households are aware of the coming cart-based refuse collection system and weekly curbside cart-based organics recycling.



Halfmoon Township may decide to be a participating member of the new regional refuse/recycling contract that will go into effect on January 1, 2020.

2019 Program Plan – Refuse & Recycling Program

MISSION The COG Contingency Fund was established to finance the COG’s fiscal obligations arising from emergency situations or special projects not provided for in the annual agency budgets and approved by the General Forum. WHO ARE WE? Since the COG Agencies normally operate with minimum cash reserves, the Contingency Fund is an essential component of the COG’s financial management system. It permits the agencies to adjust to unexpected developments while maintaining existing service levels. Additionally, through the Contingency Fund’s allowance for unanticipated or unusual expenses, the level and need for municipal contributions during the course of the fiscal year is stabilized. Effective with the adoption of the 2018 budget, all expenditures from the Contingency Fund over $4,000 require the approval of the General Forum. An expenditure under $4,000 can be approved by the Executive Director. In the past, the Contingency Fund has been used to finance such items as recruitment costs for the Planning and Library Directors, the interest on a loan relating to the acquisition of the Oak Hall Regional Park property, the July 4th Fireworks, the development of a model ordinance relating to land use controls around the I-99 interchanges, the purchase of a LUCAS chest compression system for Centre LifeLink, and unanticipated legal expenses regarding the COG’s denial of a Development of Regional Impact application.

COG CONTINGENCY FUND

WHAT DO WE DO? The Contingency Fund has been a component of the COG Budget since at least 1973. From 1973 to 1984, by tradition, the beginning year fund balance was set at 1% of the total COG Budget. In 1985, the General Forum set the balance of the Contingency Fund at 1% of the COG Budget, not including agency fund balances, the Centre Region Code Administration Budget, and special capital budgets (e.g. the Eastern Inner Loop, COG Housing, Pools Capital, Library Capital, Fire Capital, and Fire Training Site). During the budget review sessions in 2000, the COG Finance Committee recommended that the General Forum consider no additional municipal contributions to the Contingency Fund for 2000, which froze the fund at $26,380; the ending year balance from 1999. This fixed amount for the Contingency Fund balance was approved 2019 Program Plan – COG Contingency Fund

by the General Forum in adopting the 2000 to 2009 COG Budgets. Recognizing that the COG Budget had increased during that ten year period, the General Forum, upon the recommendation of the Finance Committee, increased the threshold amount to approximately $35,000 for 2010 and 2011. The January 1, 2018 beginning year fund balance was $30,766. WHERE ARE WE NOW? For the period of January 1 to June 2018, revenue and expenditures for the Contingency Fund were consistent with the projections contained in the 2018 budget. A recent notable expenditure is as follows: 

Expenditure for the KINBER Study: During its May 23, 2016 meeting, the General authorized an expenditure of $15,000 from the Contingency Fund for the COG to participate with eight other municipalities and authorities in a study to determine if they should connect to the Wide Area Network that is maintained by the Keystone Initiative for Network-Based Education and Research (KINBER). These funds have been fully expended. In 2016, a proposal was made to the General Forum for a regional study to prepare a cost estimate for an alternative to the current Local Area Network/Wide Area Network (LAN/WAN) service agreements used by the municipalities, COG, and CATA. Currently State College Borough and College, Ferguson, and Patton Townships, CATA, and the COG have, via the State College Borough, a LAN/WAN service agreement with Comcast that expires August 7, 2018. The five year region-wide cost of this contract is $450,000. KINBER represents an alternative to the Comcast system. It is believed that over the long term, the KINBER option may provide the participating groups with improved service, more flexible service, lower costs, and may over time encourage economic development. The study’s scope of work is:  To determine the options and shared costs of a common fiber optic ring to serve as a backbone for the WAN (while also serving our long term goals of expansion).  To provide a “walking estimate” of the individual cost to connect each municipal/authority location(s) to the shared fiber backbone. A “walking estimate” is more accurate than a “desktop estimate,” but is short of preliminary engineering.  To provide an estimate of the costs of maintaining the connections.  To identify a method of dealing with service disruptions.

2019 Program Plan – COG Contingency Fund

Participating entities in the preparation of the cost estimate study include College, Ferguson, Halfmoon, Harris, and Patton Townships as well as the State College Borough, UAJA, CATA, and COG. Entities interested in connecting to the KINBER system are: Patton, College, and Ferguson Township, the COG, CATA and the UAJA. State College Borough and Schlow Centre Region Library are already connected to KINBER. WHAT IS THE COST? The 2018 budget for the COG Contingency Fund provides for the revenue and expenditures in the table on the right. WHERE ARE WE GOING? Looking ahead to the next six months of 2018 no new expenditures from the Contingency Fund are expected.

Contingency Fund revenue and expenditures from 2017 through the approved 2018 Budget.

2019 Program Plan â&#x20AC;&#x201C; COG Contingency Fund

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2019 Program Plan

MISSION The purpose of the COG Building Capital Budget is to finance capital improvements, capital replacements, and major repairs to the COG Building. WHO ARE WE? On May 19, 2003, after sixteen years of consideration, the Centre Region COG opened its new office building at 2643 Gateway Drive in Ferguson Township. The building is owned by the six Centre Region municipalities and the COG pays them approximately $185,000 per year in rent. The total cost of constructing the building (including land acquisition and furnishings) was $2.5 million. The project was completed on time and within the budget approved by the General Forum. The COG Building Capital Budget established a sinking fund to finance the replacement of major capital components, systems (e.g. roof, heat pumps), and building-wide technology-related equipment for the COG Building. As the building ages, its architectural, mechanical, electrical and plumbing components, furnishings, and technology equipment will need to be replaced or upgraded through the life of the COG lease (2028). The Finance Committee is the oversight board for the Building Capital Budget. The Executive Director has appointed two current employees as COG Building Managers to oversee the maintenance and repair of the building as well as to assist with the bidding process for capital items. The employees receive supplemental compensation to recognize the additional work associated with these duties. In 2017-2018 the responsibility for the maintenance of the COG’s IP telephone system, HVAC monitoring, and key fob updates were shifted from COG staff to the IT staff of State College Borough as part of the COG’s service agreement with the Borough.

COG BUILDING CAPITAL BUDGET

WHERE ARE WE NOW? Since the fund was established in 2005, the following changes were approved by the Finance Committee: 

2007: Municipal contributions and the estimated replacement costs should be annually adjusted by the change in the Consumer Price Index (CPI-U).

2019 Program Plan – COG Building Capital



2010: Technology-related equipment (servers, switches, etc.) shared by the Agencies located in the COG Building should be included in the Building Capital Budget.



2012: Costs were updated based upon current and estimated replacement costs and they are adjusted annually by 3% in accordance with the Capital Improvement Plan (CIP).

WHAT IS THE COST? The 2018 budget for the COG Building Capital Budget provides for the revenue and expenditures in the table on the right. The audited January 1, 2017 fund balance was $172,953, a $10,810 increase from the projected amount of $162,143. There are two sources of income for the COG Building Capital Fund; municipal contributions based on the current regular COG funding formula and transfers from the Refuse and Recycling, New Construction, and Existing Structures Programs. For the period of January 1 to June 30, 2018, revenue for the COG Building Capital Budget was largely consistent with the projections contained in the 2018 budget. There were three primary expenditures: 

A boiler was replaced. The two 13-year old gas boilers in the COG Building were in need of repair and some of the parts (e.g. control unit) are no longer being manufactured. In early 2018 the second boiler was replaced at a cost of $15,000.



The executive chairs in the Forum Room were replaced at a cost of $8,250.



The door between the Human Resources Officer and Executive Director’s offices was closed off at a cost of $5,000.

2019 Program Plan – COG Building Capital

COG Building Capital Budget revenue and expenditures from 2017 through the approved 2018 Budget.

Looking forward to the next six months, the following budgeted expenditures are anticipated: 

Replace drip pans under the HVAC units in the ceiling of the COG building at an estimated cost of $5,000.



The 2017 budget contained $50,000 to connect the COG building to the KINBER fiber optic system. This connection will result in much faster data transition speeds and lower monthly costs for internet service. Gaining access to the right-of-way for the KINBER line was more challenging than initially believed. At the current time it is believed that a right-of-way agreement will be executed in 2018 and the connection made a few months thereafter.



Borough IT is recommending expending up to $5,000 to replace two computer switches at the COG Building.

Staff is anticipating the following expenditures not to occur in 2018 related to the budget: 

Conduct a study to obtain estimates for installing an emergency generator in the COG Building at an estimated cost of $5,000. Staff believes this study should be a component of a larger study to occur in 2019.



Beginning in 2018, the software is hosted by State College Borough as part of its Memorandum of Understanding for IT services with the COG.

WHERE ARE WE GOING? Proposed Budgetary Changes… The following expenditures are proposals for capital investments in the COG Building: 

Conduct a Facilities Study of the COG Building. The facilities study was recommended by the Ad Hoc Facilities Committee at their June meeting. The exact nature of the study is still unknown and will be determined at a later date by the Committee. The initial size and scope of the study is anticipated to be similar to the Facilities Study recently completed for the Library at a cost of approximately $50,000. Therefore staff is recommending a budgeted amount of $50,000 for the study to occur in 2019.



Expend $10,000 to $15,000 to upgrade or replace the audio system in the Forum Room. Included in this estimate is the installation of a hearing loop system to help people who use hearing aids. It can also be referred to an induction system and is similar to what Patton Township recently installed. The hearing loop is wireless device technology that works with telecoil hearing aids to produce clear sound. A replacement of the audio system may be needed because HMMI cable connections cannot be made, sometimes there is humming with the hand held microphones, and to use the system at a COG meeting two sets of microphones would be needed – C-NET and the COG’s.

2019 Program Plan – COG Building Capital

As previously mentioned the six Centre Region municipalities own the COG building. There is a 25 year lease between the municipalities and COG for the lease of the building. The lease began in 2003 and ends in 2028. In 2019 there will be nine years left on the lease. The elected officials who approved the lease agreement in 2003 were silent about what should happen to the building at the end of 25 year lease in 2028. They believed that the individuals who are in elected office close to the time when the lease expires should decide what do. In 2018, COG created the Ad Hoc Facilities Committee to review, improve, and plan for the future utilization of the COG Building and other COG owned facilities. This direction is important because during the next ten years costly improvements (roof replacement, repaving the parking lot, expanding the parking lot, HVAC replacements, emergency power generator, etc.) will be proposed. Staff is also beginning to encounter space limitations as the size of the COG grows in correlation with the growth of the region. Looking ahead to 2019, should the General Forum approve the three new staffing positions proposed for Centre Region Code Administration there will be an immediate problem with housing them. There is only office space available for one additional employee. The options appear to be: 1) Renting a trailer and parking some of the COG vehicles in another location. 2) Expanding the COG building. Some initial conceptual work on this alternative has started. 3) Moving part of the CRCA staff to another location. 4) Moving a COG Agency, probably the Parks and Recreation to another location. There are advantages and disadvantages with each option that will needed to be evaluated and compared. Because the CRCA is operated as an enterprise fund, the cost of implementing these alternatives would be paid through the CRCA budget and not involve the expenditure of municipal funds. It should be noted that should COG rent space at another location, then the lease agreement would require the unanimous approval of the General Forum.

2019 Program Plan â&#x20AC;&#x201C; COG Building Capital

MISSION The mission of the Insurance Reserve Fund is to serve as a depository for the receipt and expenditure of excess funds received from the Pennsylvania Municipal Health Insurance Cooperative (PMHIC) that occurs when employee health insurance premiums are less than the expenses paid. WHO ARE WE? The Insurance Reserve Fund was established in 2007 to track the refunds received through the PMHIC program. Original cooperative member organizations in Centre County included the COG, Centre Area Transportation Authority (CATA), Ferguson Township, Patton Township, and State College Borough. College Township joined the cooperative in 2009, the Bellefonte Borough in 2011, and Harris Township in late 2012. The fund has been used as follows: 

To offset increases in medical insurance premiums.



To fund unexpected and unbudgeted increases in medical insurance. For instance, when an employee with single medical coverage is replaced with an employee with family coverage.



To fund employee wellness activities (e.g. health screenings, flu shots, and educational programs).



To pay for expenses associated with the Affordable Care Act.

INSURANCE RESERVE FUND

WHAT DO WE DO? Every year COG’s medical experience (dollar value of claims) is compared with the premiums that were paid into the PMHIC program. If the premiums are greater than the experience, COG receives a refund based upon a formulaic percentage of the unused premiums. The actual amount can vary widely. For instance, no reimbursement was received for the 2012 premium year, but $189,766 will be received in 2018 for the 2017 premium year. Transfers from PMHIC into this fund are entirely based on the medical costs of the COG Staff and their families. It is a very unpredictable and volatile budget. A key component to the realization of these refunds is the existence and investment in the Employee Wellness Program. Prior to 2011, the funds were for the most part accumulated; however, there were occasional 2019 Program Plan – Insurance Reserve Fund

expenditures for health and wellness and transfers to various agencies to bridge a funding gap, if necessary, due to changes in employees’ status. The COG Finance Committee elected to pay a portion of increases in medical premiums in 2011-2018 out of the Insurance Reserve Fund. The Executive Director proposes the same arrangement for 2019. A cautionary note accompanies this recommendation, as it is not sustainable over the long term. Should the Insurance Reserve Fund not continue to grow, at some point in the future, the accumulation of rate increases will need to be paid in one lump sum. To avoid this from occurring, the status of the fund should be carefully examined as each year’s budget is prepared. If the COG does not receive a surplus payment or the payment is very low, then changes in fund management should be implemented to ensure the fund is sustainable over the long term. WHERE ARE WE NOW? For the period of January 1 to May 31, 2018, expenditures from the Insurance Reserve Fund are anticipated to be slightly under budgeted projections due to staff changeover resulting in lower premiums that anticipated and no agency premium subsidies being incurred to date in 2018. Multiple positions that were budgeted for family coverage were filled with individuals who opted for a waiver or lower level of coverage. Because the 2017 premiums paid exceeded employee health costs, PMHIC is expected to provide COG with a $189,766 reimbursement in 2018. Prior to 2018, it was agreed by the Finance Committee that this rebate would not be assumed in the annual COG budget documents. After reviewing a 9 year history, a $25,000 rebate was assumed for the 2018 budget. In the review of the 2018 budget, the Finance Committee requested an average of the recent history be taken to reflect the past history. Currently, there is not a methodology in for determining how much of the Insurance Reserve Budget should be applied each year to the health insurance premiums. Looking ahead to the 2019 and future year Budgets, COG staff proposes to take the average of the previous seven years rebates, deducting out the high and the low years as outliers, to get the anticipated refund. For the 2019 budget, that amount would be approximately $105,000. The Insurance Reserve fund’s expenditures would then be calculated on that revenue assumption coupled with the estimated beginning fund balance – staff’s recommendation would be to utilize 1/3 of the available funds to smooth potential large fluctuations that could have a significant impact on COG’s budget – such as one or two years of either no or a minor rebate.

2019 Program Plan – Insurance Reserve Fund

Should the reimbursement be low or non-existent beyond two consecutive years then insurance costs paid by the employer and employee are likely to increase. WHAT IS THE COST? No municipal funds are directly contributed to the Insurance Reserve Fund. Revenue is composed entirely of a PMHIC reimbursement of medical premiums that have been paid by the COG and its employees. The unaudited January 1, 2018 fund balance was $479,890; a $15,472 increase from the projected amount of $464,418. In April 2018, COG was notified by PMHIC that its total 2017 refund would be $189,766. In 2018, anticipated expenditures include $15,300 for Employee Wellness Programs, $140,000 to offset increases in health insurance premiums for the 2018 calendar year, approximately $30,000 for unexpected and unbudgeted premium increases due to employees changing family status (e.g. single to family coverage) or replacing an employee with single medical insurance coverage with an individual needing two person or family coverage, and approximately $2,500 for fees associated with the Affordable Care Act. WHERE ARE WE GOING? Looking forward into 2019 and beyond, the proposed major budgetary changes to the Insurance Reserve Fund are at the discretion of the Finance Committee and can be adjusted and/or revised on an annual basis. For 2019, the COG Executive Director recommends the following expenditures:

Insurance Reserve Fund revenue and expenditures from 2017 through the approved 2018 Budget.



Approximately $140,000 to offset medical insurance premiums.



$30,000 to fund unexpected and unbudgeted increases in medical insurance costs due to employee changes.

2019 Program Plan – Insurance Reserve Fund



Up to $3,200 for the Employee Relations Committee (ERC) to conduct a Wellness Program to include flu shots, wellness program incentives, and educational programs.

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$6,000 for an employee health improvement reimbursement program to partially subsidize participation in a gym, yoga or other professionally supervised activity that encourages exercise and movement for full and permanent year-round part-time COG employees.

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$2,000 for First Aid, and Fire Safety training from the American Red Cross.

The above Wellness Program items were proposed by the COG’s ERC, which is comprised of staff members from the agencies and the Human Resources Officer. For the past several years, ERC members have consulted with the COG’s medical insurance representatives and received training on setting up “healthy employee” initiatives. National data shows that health care costs are directly related to the overall well-being of the organization’s employees in both a physical and mental capacity. The ERC’s effort delivers healthy initiatives in a manner that is more conducive to participation for employees who have increasingly busy work schedules. It is believed that investments in the Employee Wellness Programs will promote the health of COG staff and their families, thereby reducing costs in medical services, lowering the absentee rate, and helping employees function with optimum efficiency. Because the COG receives a portion of these savings through its participation in the PMHIC cooperation, it is believed that there is a good return on the investments in Employee Wellness Programs.

2019 Program Plan – Insurance Reserve Fund

MISSION The purpose of the Unemployment Insurance Reserve Fund is to finance the COG’s self-funded unemployment account in an amount sufficient to pay unemployment claims for former COG employees as determined by the Commonwealth of Pennsylvania. WHO ARE WE? The Unemployment Fund is administered by the COG Office of Administration, with revenue and expenditures being reviewed by the Finance Committee as part of the COG Budget process. This budget is new to the 2019 Program Plan. It was introduced to the COG in the 2018 Detailed Budget in order to assure that COG has adequate funds available to finance claims for unemployment insurance. WHAT DO WE DO? The Unemployment Fund, added as a new fund beginning in 2018, was established to: 

Improve tracking of expenses and revenues (transfers from COG Agencies) for unemployment claims.



Improve the ability to assess whether the pool of funds is adequate to pay known and potential obligations.

COG began managing this account effective January 1, 2015 with the transition of responsibility for providing financial and accounting services from the Borough of State College to the COG’s Office of Administration. Prior to January 1, 2015, unemployment funds were held in trust in the Borough’s General Fund during which COG received annual updates of all transfers in and out of the fund.

COG UNEMPLOYMENT FUND

The Centre Region COG has a self-funded unemployment account for its agencies except the Centre Region Parks and Recreation Authority (part-time Millbrook Marsh Nature Center and Aquatics employees) and Schlow Centre Region Library. This unemployment account is maintained to pay for claims for former COG employees as directed by the Commonwealth of Pennsylvania. COG has utilized the self-funded approach due to its low history of low claims, which allows COG to maintain funds in its own bank account rather than remitting those funds to the Commonwealth of Pennsylvania. The 2019 Program Plan – COG Unemployment Fund

Administrative staff believes, based upon the history of claims, that a self-funded program is the most cost effective way to pay for unemployment claims. WHERE ARE WE NOW? As of December 31, 2017, the current audited fund balance was $71,260 which is approximately $14,000 higher than estimated. The expenditures for January 1 to May 31, 2018 ($20,330) were significantly higher than anticipated due to larger than expected claims in the Centre Region Parks and Recreation Agency in the first quarter of 2018. The reason for the increased claims is due to: 

Unanticipated turnover of two employees.

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The timing of the laying off and rehiring of seasonal staff in 2018. Staff were laid off longer due to less indoor projects in 2018 than in 2017 or 2016 and the late March snow fall delayed the need to rehire seasonal staff to prepare the fields for the spring season.

WHAT IS THE COST? The Unemployment Fund is funded through Interfund Transfers, consisting of staff directed payroll taxes incurred from the individual funds from COG Agencies. The 2018 budget for the COG Unemployment Fund provides for the revenue and expenditures in the table on this page.

Unemployment Fund revenue and expenditures from 2017 through the approved 2018 Budget.

WHERE ARE WE GOING? COG will continue to make transfers into the Unemployment Fund in an amount sufficient to pay claims as directed by The Commonwealth of Pennsylvania. Staff anticipates significantly higher expenditures in 2018 than budgeted and experienced between 2015 and 2017. 2019 Program Plan – COG Unemployment Fund

MISSION The mission of the Centre Region Emergency Management Program is to ensure a coordinated effort to prepare for, respond to, recover from, and mitigate emergencies in a manner that utilizes resources effectively to protect lives and property in the Borough of State College and the Townships of College, Ferguson, Halfmoon, Harris and Patton. WHO ARE WE? The Pennsylvania Emergency Management Code (Title 35) requires each municipality to have an Emergency Management Coordinator, an Emergency Operations Center (EOC), and an Emergency Operations Plan (EOP). In 1986, the General Forum authorized a study that confirmed emergency management services in the Centre Region were inadequate and they should be coordinated for a regional response to disaster. By 1990, all of the Centre Region municipalities made the following improvements: 

Created a regional Emergency Management Program with a single Coordinator through an agreement with Penn State’s Office of University Safety that received approval by the Governor.

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Adopted by ordinance, the Joint Articles of Agreement for Emergency Management Services and established a regional program administered and funded through the COG.

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Adopted a Centre Region Emergency Operations Plan.

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Designated a single Emergency Operations Center.

OFFICE OF EMERGENCY MANAGEMENT

The Emergency Management Program’s 2018 budget provides for the following staff: Full-Time:

Part-Time:

Emergency Management Coordinator

Staff Assistant (240 hours/year) provided through the COG Fire Protection Program and a Summer Intern

Volunteers: The Centre Region is fortunate to have trained Deputy Coordinators to assist the Coordinator during emergencies or to fill-in during his absence. They are: Fire Director Steve Bair, Assistant Fire Chief Dennis Harris, Penn State Emergency Management Director Brian Bittner, and Penn State Emergency Management Planner Pam Soule. 2019 Program Plan – Office of Emergency Management

The Centre Region’s joint Emergency Management Program is considered to be a Best Practice Program by the Pennsylvania Emergency Management Agency (PEMA) because it provides a regionally coordinated response to declared emergencies. BACKGROUND Administrative oversight of the Emergency Management Program is provided by the Centre Region Emergency Management Council (EMC), which is comprised of the Centre Region Municipal Managers, a representative from Penn State University, the COG Executive Director, and the Vice Chair of the COG General Forum. From 1990 to 2002, the Centre Region Emergency Management Coordinator was a volunteer position. A comprehensive review of the Centre Region’s Emergency Management Program followed the tragic events of September 11, 2001. Municipal officials concluded after the assessment that the existing program that was based on a volunteer Emergency Management Coordinator was not adequate to meet potential future threats. The Centre Region, including the University Park campus of Penn State University, is a potential target for domestic and international terrorism. The following contributing factors make the Centre Region a higher risk community: national sports and entertainment venues, a large international population, and growing importance as a transportation hub. In 2002 after meeting with County and Penn State University officials, the EMC made the following recommendations: 

There should be a single Emergency Management Plan, EOC, and Emergency Management Coordinator for the Centre Region.

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The Centre Region Emergency Management Program should continue to be administered by the COG.

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The COG and Penn State University should establish a coordinated program for emergency management.

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A full-time, paid Emergency Management Coordinator should be appointed, with costs shared between the COG and the University.

The EMC’s recommendations were approved by the municipalities and implemented through a five-year agreement between the COG and Penn State University. The Emergency Management Coordinator began work in February 2003. The contract with Penn State University expired on August 31, 2007; however, during its June 25, 2007 meeting, the General Forum approved the following motion to extend the agreement through August 31, 2008:

2019 Program Plan – Office of Emergency Management

“That the General Forum, as recommended by the Public Services Committee, extend the Emergency Management Services contract with The Pennsylvania State University for a period of one year, ending August 31, 2008, under the conditions recommended by the Centre Region Emergency Management Council; and in addition, that the General Forum ask the Emergency Management Council to evaluate the need for a full-time Centre Region Emergency Management Coordinator for the General Forum’s consideration by December 31, 2007.” In response to the General Forum’s request, the EMC evaluated the arrangement and concluded that the responsibilities of the Emergency Management Program justified a full-time employee who would serve as the regional Emergency Management Coordinator for the six municipalities. In June 2008, the recommendations of the EMC were reviewed and endorsed by the COG Public Services Committee, presented to the General Forum, and referred to the municipalities for comment. The Committee’s proposals presented were subsequently approved by all six Centre Region municipalities and presented to the General Forum for approval. In order to implement this change to the Emergency Management Program, four actions were required. During the August 25, 2008 meeting, the General Forum reviewed the four items listed below and approved the following actions to implement the changes: 1) Confirm the General Forum’s intent to create the new position and modify the COG/Penn State University Emergency Management Agreement. 2) Approve the revised COG/Penn State Emergency Management Agreement. 3) Approve a Memorandum of Understanding that identified the interim arrangements for the Emergency Management Program. 4) Prepare a draft job description for the Centre Region Emergency Management Coordinator for consideration by the EMC and Personnel Committee (now known as the Human Resources Committee). During the process of making changes to the Emergency Management Program, Mr. Stephen Abrams retired from Penn State University where he had served as the joint Emergency Management Coordinator. Subsequently, the General Forum, at its November 28, 2008 meeting, unanimously agreed to recommend to Governor Corbett that Mr. Shawn Kauffman be appointed as the full-time Centre Region Emergency Management Coordinator effective January 1, 2009. The Centre Region Emergency Management Program, which always had a strong partnership with Penn State University and the Penn State Emergency Management Program, has become more comprehensive and mutually supportive. The partnership supports a joint EOC which was relocated from the Eisenhower Parking Deck to Beaver Stadium in 2010. The new EOC provides emergency 2019 Program Plan – Office of Emergency Management

management support to the entire Centre Region and Penn State University. During the last several years, the COG and the University have conducted joint trainings and mutually retained a consultant to evaluate emergency operations and identify opportunities for improvement. The collaborative relationship between COG and Penn State University is often used as an example of a joint emergency management program for other town/gown communities throughout the United States. SERVICE EXTENSION TO BENNER TOWNSHIP Following two small plane crashes at the University Park Airport, during 2016 and 2017 the COG staff entered into discussion with the Pennsylvania State University and Benner Township about the concept of the Township joining the Regional Emergency Management Program for properties owned by the University that are located within Benner Township are on-going. The focus of the agreement is the University Park Airport that is located in Benner Township with a portion in Patton Township. Like the community, the airport is growing in terms of number of passengers, size of planes, and number of airlines. Consequently, the risks are increasing. A draft Benner/COG Agreement was developed and has been reviewed by the Public Safety Committee, the Emergency Management Council and COG Solicitor. The representatives from Benner Township who attended the meetings also supported the agreement. The proposed cost to Township for this service was approximately $2,800. It was believed that the extending the emergency management program to Benner Township offer the following benefits:  The Centre Region Emergency Manager Coordinator could have in an official capacity open, regular, and positive line of communication with University (the owner of the airport) emergency planners and response personnel.  Many of the fire, police, and EMS resources responding to a crash would be dispatched from the Centre Region and coordinating the emergency management support of this response through the existing Centre Region emergency management program would help to minimize confusion.  A more formal relationship with Benner Township will ensure that the Centre Region EM Coordinator is included in emergency management training and exercises that involve the airport.  A commuter air crash could occur on the Benner/Patton border, making a response confusing under the current planning arrangements. Multiple meetings were held on this topic including one session conducted at the University Park Airport that included the Benner Township Board of Supervisors, Bryan Rodgers, Penn State Staff, the COG Director and EM Coordinator. Unfortunately, the proposal

2019 Program Plan – Office of Emergency Management

has not merited the support of the majority of the Benner Township Board. Consequently, discussions have been discontinued although COG staff continues to believe the idea is advantageous to all the parties concerned. WHAT DO WE DO? The Emergency Management Program provides the following services for the participating municipalities: 

Developing, maintaining, and updating Emergency Operations Plans for the Centre Region municipalities.

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Enhancing the Centre Region’s Emergency Management public outreach.

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Identifying, maintaining, equipping, and staffing five regional emergency shelters. (see attached map)

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Providing training opportunities and conducting exercises for staff and volunteers who may be needed during emergencies.

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Maintaining and activating, if necessary, the Emergency Operations Center.

A. Develop, maintain, and update Emergency Operations Plans for the Centre Region municipalities.

Ongoing Contributions… 

Developing, maintaining, and updating the regional emergency plans: Centre Region Basic Plan, Notification and Resource Manual, Emergency Operations Center Checklists, Hazard Specific Plans, Alerting and Notification Plan, Sheltering Plan, and Continuity of Operations Plan.

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Developing, maintaining, and updating event specific plans: Memorial Day, Central Pennsylvania Festival of the Arts, and People’s Choice Arts Festival, support Penn State University football events, Ag Progress Days and other special event planning.

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Assisting Centre Region municipalities with development and maintenance of individual Continuity of Operations Plans.

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Assisting local businesses and authorities with preparation and review of required emergency planning documents.

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Organizing an annual meeting between the Public Safety Committee, PennDOT, utility providers, and municipal first responders to exchange information regarding emergency planning.

2019 Program Plan – Office of Emergency Management



Coordinating Centre Region Emergency Services for major emergencies and special events.

B. Enhance the Centre Region’s Emergency Management public outreach.

Ongoing Contributions… 

Providing emergency preparedness presentations to local civic groups and business associations, as requested.

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Attending open houses and safety fairs to present emergency preparedness information.

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Attending General Forum meetings to provide updates to the elected officials regarding the Emergency Management Program.

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Updating the Centre Region Emergency Management website, www.crcog.net/EM, and social media websites (Facebook and Twitter) with current emergency preparedness information.

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Coordinating the delivery of Community Emergency Response Team (CERT) training to community volunteers who are interested in assisting their neighbors during a declared emergency.

C. Maintain and equip the Regional Emergency Shelters so that they are in a state of readiness and provide staff during emergencies.

Ongoing Contributions… Monitor the five Centre Region COG shelters: Park Forest Elementary School, Boalsburg Fire Company, Mount Nittany United Methodist Church, Halfmoon Christian Fellowship Church and St. Paul Lutheran Church to ensure they can be expeditiously and efficiently used as public shelters during an emergency. Each of these shelters is able to function effectively in the event of a power outage. 

Arranging shelter training for community volunteers that staff the Centre Region shelters.

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Identifying new shelters and preparing recommendations for the EMC to consider.

2019 Program Plan – Office of Emergency Management

ď&#x201A;ˇ

Maintaining effective working relationships with American Red Cross staff that are responsible for operating shelters during an emergency.

Locations of Emergency Shelters within the Centre Region.

2019 Program Plan â&#x20AC;&#x201C; Office of Emergency Management

D. Provide training opportunities and conduct exercises for staff and volunteers who may be needed during emergencies.

Ongoing Contributions… 

Coordinating training for individuals and groups that have a role in preparing for and responding to emergencies.

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Arranging National Incident Management System (NIMS) and Incident Command System (ICS) training for elected and appointed municipal officials.

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Organizing tabletop and functional exercises for local first responders.

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Exercising notification and alerting systems and resolving or arranging for resolution of problems within those systems.

E. Maintain and activate, if necessary, the Emergency Operations Center (EOC).

Ongoing Contributions… 

Maintaining the Centre Region COG agreement with Penn State University for the use of the EOC.

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Testing and maintaining EOC equipment to assure its availability during an emergency.

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Updating the Emergency Operations Plan (EOP) and related documents located in the EOC.

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Providing management of emergency support staff when EOC is activated.

OF PARTICULAR NOTE During 2019, the Centre Region COG Office of Emergency Management will begin a targeted outreach program designed to increase the use of Centre County CodeRED alerting and notification system. The CodeRED alerting system is a mass notification system utilized by Centre County during emergencies to notify Centre Region residents. Our 2018 summer intern analyzed the CodeRED exercise message from our December 2017 Emergency Operation Center exercise and determined that the current alerting and 2019 Program Plan – Office of Emergency Management

notification system was contacting only fifty percent of our Centre Region residents. The intern and staff have developed a communication strategy to increase resident enrollment in the CodeRED system. Our communications strategy will use local media, social media, municipal newsletters and websites to encourage Centre Region residents to register cellular phones, text messaging and emails in the CodeRED system. Additionally, Penn State and Centre Region staff have partnered on new Emergency Operations Center software. Penn State purchased the software license which the Centre Region has partially funded. During the past year, staff has been training and testing the software. Penn State and the Centre Region will implement the use of the Disaster LAN software for all events and emergencies beginning 2019. Lastly, the Centre Region EM Coordinator is partnering with SCASD for training and exercises related to increasing the safety of the State College schools. During the next twelve months, SCASD staff and local first responders will train for a full scale exercise to be held in the spring of 2020. The full scale exercise, which has yet to be designed, will likely focus on the collaboration of District staff and first responders during a mass casualty incident in a school. WHERE ARE WE NOW? For the period of January 1 to June 30, 2018, revenue and expenditures for the Office of Emergency Management were consistent with the projections contained in the 2018 budget. The 2018 Emergency Management Program Budget provides for the revenue and expenditures shown in the table to the right. The actual January 1, 2018 Emergency Management fund balance was $47,008, which is $11,513 more than the estimated balance of $35,495. As 2019 Program Plan â&#x20AC;&#x201C; Office of Emergency Management

Emergency Management revenue and expenditures from 2017 through the approved 2018 budget. 83

projected for 2018, the $20,000 budgeted for contract services of EOC exercise were offset by in-house design and evaluation of the exercise. The increased fund balance is a reflection of the funds saved by staff providing in house exercise design and evaluation. WHAT IS THE COST? Municipal contributions for the Emergency Management Program have been relatively flat during the last several years. Revenue and expenditures appear to be consistent with the budgeted projections through the first six months of 2018. WHERE ARE WE GOING? Looking forward into 2019 and beyond, proposed budgetary changes and work objectives for the Emergency Management Program include: Proposed Budgetary Changes... At this time, the Emergency Management Coordinator does not foresee any significant budget changes 2019. It is proposed to replace the 2010 Ford Explorer with a 4x4 pick-up truck. The estimated budget for this vehicle is $43,575. Funds for this vehicle are identified in the 2019-2023 Capital Improvement Plan (CIP) and projected to meet the cost of a newly equipped 4x4 light duty truck which will replace the 2010 light duty SUV. The 4x4 light duty truck will be purchased using State contracts at a cost of approximately $28,000. Additional funds will be expended to install an equipment storage system, emergency lights, siren and markings on the vehicle. A light duty truck has been selected over an SUV in order to provide more space for Emergency Management equipment. The current vehicle is equipped with incident management supplies as well as an easy up tent, tables and chairs for an impromptu outdoor Command Post. Proposed New Work Objectives... At this time, the Emergency Management Program does not foresee, with the exception noted below, any new work objectives for 2019. Emergency Management staff will continue all aspects of the program with emphasis on outreach to increase enrollment in the Centre County CodeRED alerting and notification system and partnership with the SCASD on training and exercises.

2019 Program Plan â&#x20AC;&#x201C; Office of Emergency Management

MISSION The mission of the Centre Region Emergency Management Contingency Budget is to provide a pool of funds for the Centre Region Emergency Management Coordinator to use in responding to a declared emergency. This budget was established in accordance with the Joint Articles of Agreement for the Regional Emergency Management Program that was adopted by the Centre Region municipalities. WHO ARE WE? During its November 27, 2006 meeting, the General Forum referred a recommendation to the Centre Region municipalities from the Centre Region Emergency Management Council (EMC) to update the 2002 Articles of Agreement for the Regional Emergency Management Program. The goal of the changes was to improve the Centre Region’s capacity to respond to an emergency in a coordinated, timely, and focused manner. Major changes contained in the revised Articles of Agreement relate to the authority for declaring an emergency, the duties of the EMC, and how the response to a declared emergency should be funded. The EMC’s proposal was approved by the General Forum and adopted by each of the Centre Region municipalities. To implement the revised Articles of Agreement, the 2007 COG Budget established the Emergency Management Contingency Budget to finance responses to declared emergencies. Based on the revised Articles of Agreement, the municipalities are to contribute a combined total of $25,000 to the budget for four years beginning in 2007 in order to create and maintain a $100,000 inflation-adjusted pool of funds. Due to the economic downturn in 2008, the General Forum elected to reduce the municipal contribution to $10,000 from 2009 to 2013, the year when the $100,000 targeted threshold was reached. Beginning with the 2014 calendar year municipal contributions were based on changes in the Customer Price Index. WHAT DO WE DO?

EMERGENCY MANAGEMENT

CONTINGENCY FUND

In 2005, the EMC discussed how the initial response to an emergency would be funded. The EMC realized that during the initial response period, there should be clear guidelines as to who is responsible for expending funds and who should be authorized. After much discussion, the EMC recommended to the General Forum and the Centre Region municipalities that the Emergency Management Coordinator be authorized to spend up to

2019 Program Plan – Emergency Management Contingency Fund

$100,000 during a declared emergency when there is an imminent threat to human life. Expenditures greater than that amount require the approval of the EMC. WHERE ARE WE NOW? For the period of January 1 to June 30, 2018, revenue and expenditures for the Emergency Management Contingency Fund are consistent with the projections contained in the COG Budget. During this period, there were no expenditures from the fund. The 2018 Emergency Management Contingency Budget provides for the revenue and expenditures shown in the table on the right. Looking forward to the last six months of 2018, with the exception of an unforeseen emergency, no expenditures are anticipated from the Emergency Management Contingency Budget. WHAT IS THE COST? Per the Articles of Agreement for the Regional Emergency Management Program, municipal contributions are shared according to the COG funding formula that is in effect for that year. The fund balance on December 31, 2017 was $108,931. WHERE ARE WE GOING? Looking forward into 2019, the Emergency Management Contingency Budget municipal contributions would be based on the 2018 Consumer Price Index (CPI) adjustment as approved by the Article of Agreement. At the present time it appears the CPI will be about 2.2% ($2,435). A portion of this amount will be offset by interest earnings. Emergency Management Contingency Budget revenue and expenditures from 2017 through the approved 2018 budget. 2019 Program Plan â&#x20AC;&#x201C; Emergency Management Contingency Fund

MISSION The overall mission of the Centre Region Code Administration (CRCA) is to protect the health, safety, and welfare of all people working, residing, and visiting in the seven municipalities served by the CRCA by providing administration of the Uniform Construction Code of Pennsylvania (UCC) for new construction, the locally adopted Centre Region Building Safety & Property Maintenance Code, and Borough of Bellefonte Safety & Property Maintenance Code for existing buildings. WHO ARE WE? The Centre Region Code Administration (CRCA) was created in 1968 by the Articles of Agreement adopted by the participating municipalities at that time (State College Borough and College, Ferguson, and Patton Townships) as a building and plumbing inspection agency. Electrical inspection services were added to the program in 1980 and by the mid 1980's the four municipalities also participated in the CRCA’s Rental Housing Program. Harris Township joined the regional building and plumbing inspection service programs in 1990 and the Rental Housing Program in 2001. With the adoption of the Uniform Construction Code of Pennsylvania in 2004, Halfmoon Township joined the New Construction Program, but chose not to participate in the Rental Housing or Commercial Fire Inspection Programs of the CRCA. During May 2014, the Bellefonte Borough signed a three year agreement with the Centre Region COG to provide CRCA inspection services; including new construction, rental housing, and commercial fire inspections beginning July 1, 2014. In May 2017 Bellefonte Borough Council voted to extend the service agreement with CRCA until January 2021. The CRCA is entirely funded through building, rental housing, fire permits and sewer management fees. No tax monies have been used to finance the agency in over 40 years. In addition, the CRCA reimburses the COG Office of Administration for the financial, human resource management, and administrative services it receives based on the relative percentage of the CRCA budget to the overall COG budget. The CRCA is organized into two primary areas, the New Construction and Existing Structures Programs: 

CENTRE REGION CODE ADMINISTRATION

OVERALL AGENCY

New Construction Program – The CRCA provides plan review and field inspection services for all new construction and building renovations (residential, commercial, and institutional) occurring in the member municipalities (College, Ferguson, Halfmoon, Harris, and Patton Townships and the Boroughs of

2019 Program Plan – Centre Region Code Administration – Overall Agency

Bellefonte and State College), with the exception of structures on the Penn State University, University Park Campus and those owned by the state or federal government. The code standard administered by the CRCA that applies to all new construction and building renovation activity is the International Code Council family of codes. This is a national code standard that was adopted by the Commonwealth of Pennsylvania which is known as the Uniform Construction Code (UCC) of Pennsylvania, or Act 45 of 1999. While the UCC is adopted by the Commonwealth, it is administered at the local level. 

Existing Structures Program – As part of the Existing Structures Program, the CRCA inspects all rental housing, commercial properties, schools, hospitals, industrial buildings, and care facilities to ensure safety using the Centre Region Building Safety & Property Maintenance Code (CRBS & PMC) and by reference, the International Fire Code. This code standard is not adopted statewide and can be locally amended through the adoption of a municipal ordinance. The CRCA conducts inspections of 19,918 rental units in the participating municipalities (does not apply to Halfmoon Township). Although there is some variation, all rental housing units are inspected every three years at a minimum, fraternities every six months, and rental housing units with a history of multiple violations annually. The Bellefonte Borough rental properties are on a two year inspection cycle. The CRBS & PMC also includes the standard that governs the drilling and construction of wells and boreholes. These standards were adopted by the participating municipalities to protect the aquifer which supplies drinking water to most residents in the Centre Region and in neighboring municipalities. CRCA Fire Inspectors’ duties include conducting plan reviews and inspections of fire protection systems including automatic sprinkler and alarm systems, ensuring that building egress is maintained and not obstructed, verifying compliance with the provisions of the International Fire Code, and inspecting the common areas of apartment buildings. In addition, Fire Inspectors conduct a range of fire life safety programs for businesses, schools, fraternities, day care facilities, and industries. The CRCA also administers the regional Sewage Management Program (SMP), which was adopted by the Centre Region municipalities through the Act 537 Sewage Facilities Plan. This program is administered in five of the seven municipalities: College, Harris, Ferguson, Patton, and Halfmoon Townships. There are approximately 3,100 properties included in the program area. The program includes the one-time in-tank inspection of all on-lot sewage disposal systems in the first six years of the program and the walk-over inspection of all systems every six years thereafter. In addition, the SMP ensures that all septic systems are pumped every three years in accordance with the Act 537 plan. The SMP is currently in its tenth year and its walk-over inspection phase was transitioned to the Existing Structures Program in 2016.

2019 Program Plan – Centre Region Code Administration – Overall Agency

The Public Safety Committee provides policy oversight for the CRCA, Regional Fire Protection, and Emergency Management Programs. The Committee is comprised of one elected official from each of the participating municipalities and meets monthly to give direction on major policy, program, and financial topics. Property owners and contractors may appeal decisions of the code official to the Centre Region Building and Housing Code Board of Appeals. The Board consists of the Core, Plumbing, Mechanical, Electrical, and Property Maintenance Boards. The Core Board is comprised of five primary members and two alternate members who have the technical expertise to make judgments on complex code issues. The other four Boards are each comprised of two primary members and one alternate member who all have special experience or knowledge in the area of their respective board. The Public Safety Committee recommends to the General Forum individuals to serve on each Board, and the General Forum refers these nominations to the participating municipalities for appointment. One advantage of the Boards being comprised of regional representatives is that it helps ensure that code interpretations are made in a consistent manner among all of the municipalities. For appeals generated in the Borough of Bellefonte, the Borough has chosen to appoint its own Appeals Board to hear appeals regarding the CRBS&PMC and for those regarding the UCC, the Borough utilizes the Centre County Board of Appeals. The CRCA is often used as an example of a model regional code program. The agency is financially self-supporting, service levels exceed state recommendations, and an emphasis is placed on educating the community about code standards. Additionally, the CRCA is the largest regional code agency in Pennsylvania as measured by the value of new construction and number of rental units inspected. The code administration services provided to the participating municipalities have resulted in an outstanding safety record as measured by fire loss, structural failures, and a high standard of property maintenance. A large part of this success can be attributed to the skills and experience of the regional code programâ&#x20AC;&#x2122;s personnel. The CRCA staff is very experienced and highly trained in the building construction industry and have earned an average of over 14 nationally recognized building inspection and fire safety certifications. The Insurance Services Office (ISO) is a nationally recognized provider of information for the insurance industry. Every four years, the ISO issues a rating of the CRCA building and fire code officials to indicate the level of safety that can be expected of the Code Agency as a way of benchmarking it against a national standard. Further, the Agency is rated separately on the commercial and residential (one and two family homes) activities. The rating ranges from one to ten with one being the highest rating. In May 2014, the CRCA was rated by the ISO and has improved to be the only code agency in the Commonwealth to have a commercial rating of one and residential rating of two. This high distinction will result in insurance savings to those who have property insurance in the area covered by the CRCA. The commercial rating level of 1 has only been earned by a total of 11 code agencies nationwide. 2019 Program Plan â&#x20AC;&#x201C; Centre Region Code Administration â&#x20AC;&#x201C; Overall Agency

To effectively administer code services, the CRCA had the following staff as of June 1, 2018:

Full-Time: Administration Agency Director (position shared between New Construction and Existing Structures Programs) Office Manager (position is funded by the New Construction Program) Codes Services Manager (new in 2018, expected to be filled by Fall; position is funded by the New Construction Program) New Construction Program Staff Assistant (2) Commercial Plans Examiners/Inspectors (5) Commercial Plans Examiners (2) Commercial Electrical Inspectors (3) Senior Building Inspector (1) (Note: this program reimburses the Existing Structures program for commercial fire inspections) Existing Structures Program Senior Fire Inspector (1) Permit Program Technician (1) Staff Assistant (1) Commercial Fire Inspectors (3) Housing Inspectors (4)

WHAT DO WE DO? The work objectives of the CRCA are to provide the following services: 

Conduct professional building plan reviews.

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Perform construction, fire, and rental housing inspections.

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Undertake staff training with an emphasis on professionalism, code standards, and helpful public service.

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Provide responsive, timely, and efficient code administration management.

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Assist the municipalities served with codes.

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Educate the building community and permit applicants on issues associated with the building code and built environment.

2019 Program Plan – Centre Region Code Administration – Overall Agency

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Educate the public on fire and life safety issues.

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Administer and manage the regional Sewer Management Program and maintain compliance with the provisions of the Act 537 Sewage Facilities Plan.

The following sections express the goals and the related work objectives (contributions) common to the entire agency. Later in this document, the contributions and work objectives of the individual New Construction and Existing Structures Programs will be described.

A. Provide staff training with an emphasis on professionalism, code standards, and public service.

Ongoing Contributions… 

Conduct monthly or more frequent meetings with major stakeholders (owners, design professionals, contractors, commercial tenants, and other municipal officials) on large projects to better coordinate inspection activity and proactively address issues associated with compressed construction schedules and phased occupancy considerations.

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Conduct weekly inspector meetings on code topics such as uniform code interpretations, field problems, inspection techniques, single family electrical systems, sprinkler systems, plumbing, and mechanical installations. Senior staff reviews large commercial projects together with plans examiners to ensure that inspection services are performed in a consistent manner among the inspectors.

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Provide cost effective, high quality training opportunities for staff to increase the level and number of professional certifications and the overall quality of the service provided by the agency. The Agency Director and Senior Management Team monitor the training of inspection staff to ensure that they are maintaining their inspection certifications and promoting continued educational growth in their areas of expertise.

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Conduct meetings with local design professionals to discuss code-related issues, including structural load calculations and mechanical engineering issues.

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Using the CRCA website to inform the public of policy and procedural changes and to solicit feedback regarding the level of customer service and measures to improve effectiveness and responsiveness to customer needs.

2019 Program Plan – Centre Region Code Administration – Overall Agency

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Investigate new technology which would allow for increased consistency, accuracy, and efficiency of inspections and improved communications between staff.

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Facilitate nationally recognized training sessions for CRCA staff, design professionals, and the general public in the Centre Region at a reasonable cost. Many of these programs are conducted in the COG Building.

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Provide opportunities for the CRCA staff to continue to obtain additional professional certifications beyond those specifically required for their position.

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Establish an in house training center that is certified to provide continuing education to design professionals, contractors, and building code officials certified through the Pennsylvania Department of Labor and Industry and as a Preferred Education Provider through the International Code Council. These training programs are conducted in the COG Building and elsewhere, and are open to the construction community.

B. Manage the Code Administration in a manner that is financially accountable and self-supporting through permits and fees.

Ongoing Contributions… 

Work with the Public Safety Committee, COG Office of Administration staff, and local builders to monitor building permit fees. The goal of the CRCA is to remain financially self-supporting in the future. Since 2011, additional actions have been taken to organize the CRCA as an enterprise fund that provides the Centre Region with code services using permit fees that fully support all agency expenditures.

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Continually monitor the municipal fee schedules for building permits, fire permits, and rental housing permits to ensure that the fees are covering all direct and indirect expenses and have been properly adopted by the municipalities.

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Offer a faxable building permit application and invoicing system to eliminate the need for applicants to visit the Code Office for over-the-counter permits that do not require plan review.

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Verify that local contractors obtain worker’s compensation insurance in compliance with state law; a $5 filing fee is collected at the time of insurance renewal or filing. The Pennsylvania Department of Labor and Industry requires that code agencies compile this information to ensure contractors are protecting their employees.

2019 Program Plan – Centre Region Code Administration – Overall Agency

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Conduct and manage financial activities within budget guidelines and according to revenue received to produce an appropriate capital reserve fund and cash balance to finance agency operations during periods of low construction activity. (For example, a month during the winter.)

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Collect the $4.50 surcharge levied by the Commonwealth of Pennsylvania under Act 45 of 1999 from building permit applicants for each permit issued. Completing quarterly reports and forwarding those reports along with the $4.50 surcharge to the Pennsylvania Department of Labor and Industry (L&I). The monies collected by the L&I fund training and continuing education programs for construction code officials, design professionals, contractors, and individuals who are involved with the implementation and enforcement of the UCC throughout the state.



Receive payments and schedule the inspections invoiced in 2018 as part of the Sewage Management Program. In 2017, there were 17 in-tank septic inspections performed and 523 walkover inspections for septic fields performed in the five municipalities. In 2016, there were 56 in-tank inspections performed.



Continue to work with the Public Safety Committee to follow the implementation action plan adopting the recommendations of the Code Evaluation Study that were approved by the General Forum.



Continue to improve efficiency in the CRCA’s organizational structure. One area of consideration is the balance between general inspection staff with multi-disciplined qualifications versus an inspection staff that is specifically focused in a given area.



Continue to implement a new comprehensive software package that is being used regionally by four municipalities for zoning, planning, and land development activities and by the CRCA to better manage work flow, schedule inspections, and track permits. The software package is intended to allow staff to be more efficient and provide a higher level of customer service.

C. Provide community education and outreach regarding Code Administration programs and ensure that municipal officials are wellinformed about building code issues. Ongoing Contributions… 

Prepare monthly activity reports on new construction activity and rental housing inspection activity for the Public Safety Committee, municipal managers, and the general public.

2019 Program Plan – Centre Region Code Administration – Overall Agency



Provide regular communications to the municipal managers regarding building codes and the Sewage Management Program. Working with the participating municipalities to ensure that work being done in the area is permitted by zoning and the building code departments.



Review the effectiveness of codes based on local and national trends and investigating new building practices (e.g. sustainable buildings).



Actively survey the permit holders to determine the perceived level of service being provided.



Monitoring and updating the Centre Region codes to comply with state and national standards.



Participate in public outreach programs such as Ferguson Township’s annual Open House Program, the Lion Walk, the Lion Bash, the Community Resources Fair in State College Borough, Special Olympics, Patton Township Safety Fair and Bellefonte Children’s Fair.



Attend and actively participate in Housing Task Force meetings with the State College Borough.



Actively participate in the F-8 (First 8 Weeks) working group with the State College Borough to address issues regarding the return of Penn State University students and the challenges associated with home football weekends.



Continually update the agency’s webpage (www.centreregioncode.org) to enable the public to access code information, agency procedures, upcoming educational programs, and changes in code ordinances.



Provide low cost, high quality fire safety training for child care providers to meet the licensure requirements of the Commonwealth of Pennsylvania.



Actively participate in the Bellefonte Fire Task Force meetings with the Bellefonte Borough.



Actively participate in planning the Lion Bash in the Borough of State College that is intended to welcome and orient new students to the community.



Actively participate with the Pennsylvania Review and Advisory Council with respect to review and comment on current and proposed legislation to modify the building code provisions and regulations.



Actively participate in a number of state and national professional associations as well as industry organizations to maintain awareness on current code related issues and provide local input on the issues affecting the Centre Region.

2019 Program Plan – Centre Region Code Administration – Overall Agency

OF PARTICULAR NOTE 

Level of Construction – During 2018 and 2019, it is anticipated that the Centre Region will continue to experience a robust level of construction activity. The CRCA is anticipating the following major projects that have or will be expected to be permitted and under construction during 2018 and 2019:  Ferguson Township 

The Cottages – 268 cottage style homes and a clubhouse.



Pine Hall – a possibility of 1,029 units near the intersection of Blue Course Drive and West College Avenue.



Turnberry – on Blue Course Drive, continued build-out of the master plan.



State College Borough Water Treatment Facility.

 State College Borough 

Radio Park Elementary – Renovation and additions to the existing elementary school.



Corl Street Elementary – Renovation and additions to the existing elementary school.



330 West College – 12-story mixed-use structure including businesses and approximately 230 residential units.



Heister Street (Garner Street Parking Lot) -12-story mixed-use structure including businesses.



CVS Building, East Beaver Avenue – 7-story mid-rise mixed-use building to include business and residential units.



State College High School – $100+ million renovation and expansion of two buildings. 2019 construction activity will focus on the North Building.



Memorial Field Renovations – Renovate and provide new facilities to the Memorial Field Complex.

 College Township 

Spring Creek Elementary – Construction of a new school that will combine the Houserville and Lemont schools.



Winfield Heights – 65 units.

 Patton Township 

The Helix – 208 apartments.



The Station – 154 units, clubhouse, and amenities.



The Crossings – Assuming zoning changes are approved.

2019 Program Plan – Centre Region Code Administration – Overall Agency



The redevelopment of the Denny’s Restaurant parcel.

 Harris Township    

Kestrel Drive Townhomes Mountain View Acres – 12 units. Kaywood North – 40 residential units. Continued development along Discovery Drive.

WHERE ARE WE NOW? 

Fund Balance – At the mid-point of 2018, the fund balance for the New Construction Program has been slightly reduced from the beginning of year. It remains high and it is anticipated the COG staff will provide an assessment to the Public Safety Committee and Finance Committee as to whether the permit fee multiplier should be reduced from where it currently stands at 0.0060. In 2011 it was .099. The multiplier is the primary basis for determining the cost of a building permit. It is applied to the construction cost of the project. The resulting number is the permit fee.



New Construction Program – For the first six months of 2018, permit revenue for the New Construction Program was within the anticipated amounts and totaled $739,693 as of June 1, 2018 compared to $733,803 for the same time period in 2017. The revenue projected for all of 2018 is $1,022,000. This increase occurred despite a 7% reduction in the cost of a new construction permit from 2017 to 2018.



Existing Structures Program – The 2018 budget anticipated that $6,000 in fines to be collected as of June 30, 2018 almost $26,050 has been collected. The majority of these fines paid were attributable to one large apartment complex that had a great many Life Safety Violations for missing, inoperable or out of date smoke alarms.



State College Cross Talk Program – When the CRCA implemented the Tyler Munis software program to administer and track both the New Construction and Existing Structures programs it was agreed on that at some time in the future a link may be requested that would allow the exporting of State College Borough rental housing data that is maintained by the CRCA and importing that data into the State College Borough Tyler Munis software. This process involves a synchronization of the CRCA’s and State College Borough’s Tyler Software on a regular basis. Tyler Technologies will be developing a customized software program that will allow information from the Code Agency to be exported into the Borough’s software system. The CRCA will also be modifying its application and permit documents to incorporate changes requested by the Borough. An estimated financial commitment for the CRCA to have this package developed is not expected to exceed $50,000. This estimate will continue to be refined. The Code Director believes that these permit application changes are reasonable and suggests that the

2019 Program Plan – Centre Region Code Administration – Overall Agency

townships and Bellefonte Borough might also consider making revisions to their rental housing applications. These changes were not made as of yet due to trying to fully establish what information is being transferred. Once the Borough of State College and the CRCA are comfortable with the information that will need to be transferred then the project will start. (This may not be completed until 2019 pending the results of regional software study). 

Update job descriptions and conduct wage survey – In 2017 a consultant was retained to conduct a wage survey. Beginning in January 2018 the pay ranges of some positions were adjusted to reflect the results of this survey.



Code Services Manager – As documented by ISO ratings, the CRCA is one of the best code administration departments in the Northeast, if not the country. Annually collected anonymous survey data found that the vast majority of customers had a positive experience with the agency. As the community grows and attitudes change, the municipal officials have reported to the COG Executive Director there is an expectation that more can be done to improve business processes, enhance customer service and knowledge of the permitting, plan review and construction process, and expand the marketing of the agency’s education programs to the public, design professionals, building owners/manager and contractors. During May and June the draft job description was approved by the Human Resources Committee and the Public Safety Committee. The proposed position is not be technical in nature but would focus on business practices, customer service, special projects and problem resolution. This position will be an advocate and source of assistance for the permit applicant and would evaluate and make recommendations on how to improve customer service across the agency. Ongoing or significant customer service issues will be reported to the Agency Director, Executive Director, and the COG Public Safety Committee so that a plan of action can be developed to handle similar situations in the future. This position would also be responsible for identifying and coordinating customer service training for all agency staff. The employee will also be responsible to follow critical or high profile projects and report potential problems to the Agency Director so they can be addressed proactively. In addition, this position would represent CRCA with outside agencies and would work with the Agency Director in fostering relationships with the groups in the community. This position is anticipated to be filled by the late fall of 2018 or early 2019.

NEW SERVICE PROPOSAL 

Sewage Enforcement Officer – Over the past two and a half years, the CRCA has met with the managers of Ferguson, College, and Halfmoon Townships regarding the Sewer Management Program (SMP) and how that program interfaces with the municipal Sewer Enforcement Officer (SEO) to develop a better customer service model. As part of those discussions it was identified that

2019 Program Plan – Centre Region Code Administration – Overall Agency

this is an opportunity to streamline, in a modest way, the permitting and construction process since the current SEOs are likely change in the future. As part of those discussions, the proposal was made by the CRCA that one way of streamlining the development process for a single family home, a way to provide staff consistency in the process, and enhance customer service would be for the CRCA to become the SEO for those municipalities. These discussions continued over the past two years and the proposed plan has been refined. This proposal coincides with the pending retirement of College and Ferguson Township’s current SEO. The proposed plan to provide the additional level of service for College, Ferguson, and Halfmoon Townships is to utilize four staff members (Agency Director and three New Construction Inspectors) that will be trained and certified by the Pennsylvania Department of Environmental Protection (DEP) as SEO’s in the Commonwealth of Pennsylvania. This training started in June 2017 and will be complete by June 2019. The CRCA will work with the existing SEO in 2018 to shadow his plan review and inspection process for College and Ferguson Township to understand how he conducts inspections and does business. During 2017 and 2018 the CRCA is evaluating the services needed for providing SEO services to the municipalities and develop a cost proposal for the municipalities to adopt as a fee schedule. The fees paid by many owners when coupled with funds from the New Construction Program will enable serve to be financially self-supporting. The CRCA will work with the SEO to transition to the CRCA having the SEO duties and responsibilities starting in 2019. One of the goals of the program is to reduce the number of different parties that need to be contacted or contracted to construct a building in the municipality. It will also provide an increased level of customer service and reduce the time and cost associated with construction. In addition, with respect to the SMP program, the change will allow the CRCA to directly address system pumping waivers, identify system deficiencies found as a result of the walkover inspection process, and better maintain records regarding system installation, repairs, and on-going maintenance. The anticipated cost of the program is predominately related to training existing employees and the cost to purchase additional equipment. Staffing needs will be evaluated on an on-going basis. It is anticipated that with the addition of the New Construction position proposed in this Program Plan couple with existing staff that the personnel needs of the new SEO service will be met. At the June 12, 2018 meeting, the Public Safety Committee endorsed the job description dated May 1, 2018 for the Code Services Manager and its assignment to Pay Grade C51. WHERE ARE WE GOING? 

During a recent national conference for Tyler Technologies, CRCA staff found out that Tyler Technologies, while still supporting the Munis software package moving forward for land development and permitting activity, will be primarily focusing

2019 Program Plan – Centre Region Code Administration – Overall Agency

this package toward financial applications and it is anticipated that the package will not be actively upgraded and maintained with regard to the land-use activities. It has become very evident that Tyler is starting to move in a different direction with this package and we do not believe that it will continue to adequately meet our needs with respect to zoning, permitting, and land use tracking. In late 2018 the CRCA and representatives from participating municipalities will undertake the start of an evaluation into a new regional software package that will include software packages produced by Tyler as well as other firms. The package will be financed by the CRCA and will be available for use by all of the member municipalities and regional planning office to track and permit projects. It is anticipated to have results of the study and a recommendation for the 2019 Program Plan. It should be noted that the CRCA is committed to keeping the regional approach to this software package and will make a recommendation in mid-2019 based on the findings of the entire regional team including all of the member municipalities. The status of this proposal is very early in development so no financial impact is available at this time. 

Additional Commercial Plans Examiner/Inspector: With the level of construction that is being experienced in the Centre Region on a regular basis there are times that a permit applicant may wait thirty (30) working days (PA State maximum) for commercial plan review. In addition, during these times and others the ability to meet with prospective applicants (design professionals and owners) on new projects is impeded due to needing to meet the minimum requirements set forth by the Commonwealth. This position is proposed to assist in reducing plan review times to better serve the permit applicants. In addition, this position will be available for consultation on new or proposed projects to better prepare for permit application. The initial cost for the additional position would be $35,000 for a fleet vehicle, computer, and inspection equipment. The ongoing costs for cost for the additional position would be the position would be $83,000 per year for salary, benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the building permit multiplier.



Additional Commercial Plans Examiner/Inspector: With the level of construction that is being experienced in the Centre Region there are times that a permit applicant may wait for inspections for more than a 24 hour period. One part of the justification of this position will be to assist in providing timely plan review and field inspections to allow for efficient construction scheduling and reduce costly construction delays. In addition, the CRCA has proposed to take over the Sewage Enforcement Officer (SEO) function for three or more of the Centre Region Municipalities in 2019. This additional work load will require approximately three quarter time commitment from a field inspector, based on the information obtained from the existing SEO’s. This time will vary and will be supported by other inspectors. This program is being pursued to reduce confusion for homeowners and increase customer service. The initial cost for the additional position would be $35,000 for a fleet vehicle, computer, and inspection equipment. The on-going costs for the additional position would be $83,000 per year for salary,

2019 Program Plan – Centre Region Code Administration – Overall Agency

benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the building permit multiplier. 

Additional Permit Program Technician: The CRCA has proposed to take over the Sewage Enforcement Officer function for three or more of the Centre Region Municipalities in 2019. The additional work load to manage the program is not feasible with the existing administrative staff. In addition, the staff member should have a familiarity with the Department of Environmental Protection (DEP) requirements for on-lot septic systems and sewage planning. This position will also interface with both regional and planning departments, and Centre County. With respect to existing work load, this position will take over management of the on-lot sewer management program (SMP) that is currently administered by the CRCA and act as an additional backup to the current administrative staff. The initial cost for the additional position would be $5,000 for a computer, and support equipment. The on-going costs for cost for the additional position would be the position would be $63,000 per year for salary, benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the building permit multiplier.



Additional Office Space: If the three proposed additional employment positions are approved then there will be a need for additional office space. At the current time there is space for one additional employee. This will be a “big ticket item” in terms of the expenditure of CRCA funds. At the time the Program Plan is being prepared this proposal is not fully developed but the COG staff wanted to make sure the municipal officials are aware of the situation. With the possible addition of three additional employment positions (2 relate to the proposed Sewage Enforcement Program) the CRCA Agency is out of space in its office suite. Currently, the CRCA Director is investigating several options to accommodate the additional staff, including renting preexisting commercial office space off-site, constructing a small addition to the existing building, or identifying if office space is available in a municipal owned building.



In accordance with the 2019-2023 Capital Improvement Plan the Program Plan will propose that two vehicles be replaced during 2019; a 2010 SUV for the Existing Structures staff and a 2011 SUV for the New Construction staff. The vehicles would be acquired through the Pennsylvania CoStars Program with estimated costs of $18,000 for one sedan and $27,000 for a SUV.



If the two aforementioned Inspector positions are approved then two additional SUVs will need to be purchased at an estimated cost of $27,000 each.



2019 or 2020 CRCA Budgets Electronic Plan Archiving: In keeping with the recommendations of the 2010 operational study and the move to electronic equipment in the field, the CRCA will be moving toward the archiving of plans and design documents in electronic format. The movement to electronic storage will involve the scanning of all design documents and permit records. At this point it is anticipated that the scanning costs will be included in the building permit fees charged; however, it is anticipated that this will require the purchase of additional electronic storage space. Currently the CRCA is

2019 Program Plan – Centre Region Code Administration – Overall Agency

100

investigating using a cloud based storage system and document management system hosted by a third-party vendor. This would include a third party scanning contract that would convert documents over the course of several years. It is anticipated that this additional electronic storage will result in additional cost to the program that will be better understood and incorporated in the 2019 or 2020 Detailed Budget.

2019 Program Plan â&#x20AC;&#x201C; Centre Region Code Administration â&#x20AC;&#x201C; Overall Agency

101

THIS PAGE IS INTENTIONALLY LEFT BLANK

2019 Program Plan

102

WHAT DO WE DO? A. Provide comprehensive plan review and building construction inspection programs for the seven member municipalities. Ongoing Contributions… 

Conducting building inspections, reviewing plans, issuing building permits, and issuing certificates of occupancy for new construction.



Issuing faxable permits and invoices to applicants. The faxable permit system allows applicants to apply for building permits that do not require plan review via the fax system and return payments by mail. In 2017, 275 faxable permits and invoices were issued.



From January 1, 2018 through May 31, 2018, the CRCA conducted 4,852 building inspections, reviewed 411 plans, and issued 686 building permits (number of building permits shown below). The total 2018 construction value to date as of May 31, 2018 was $114,036,459. 1,774

1800

1,762

1616

CENTRE REGION CODE ADMINISTRATION

1606

1,607

1,569

1,544

1600 1400 1200 1000 686

800

NEW CONSTRUCTION PROGRAM

600 400 200 0 2011

2012

2013

2014

2015

2016

2017

As of May 31

CRCA building permits issued per year from 2011 through May 31, 2018. 2019 Program Plan – Centre Region Code Administration – New Construction Program

103



Educating the general public and the development community on any proposed updates to the Uniform Construction Code (UCC) and International Family of Codes. 5-Year New Construction Statistics 2017 2016 2015

2014

2013

Building Inspections

10,680

11,455

10,594

9,667

12,315

Plan Reviews

1,420

1,450

1,479

894

1,032

Building Permits Issued

1,544

1,569

1,477

1,616

1,762

$266,748,479

$251,767,097

$265,563,233

$149,422,950

$171,734,309

Reported Construction Value

CRCA New Construction building inspections, plan reviews, building permits issued, and reported construction value from 2013 through 2017.

WHERE ARE WE NOW? For the period of January 1 through May 2018, revenue again is exceeding budgeted projections with approximately 75% of budgeted building permits for 2018 already having been received. Expenditures for the New Construction program are generally consistent with the projections contained in the 2018 budget. Since 2011 building construction in the Centre Region has been robust with a new high school, multiple student apartment complexes, active adult communities, and most currently high rise structures. As a result of these large commercial projects the agency’s fund balance has significantly increased. The unaudited 2017 ending year fund balance was $4,243,443 which is $479,463 more than the $3,763,980 estimated in the 2018 budget. It is important to note that the 2017 ending fund balance includes $1,011,979 for building permits received but the services have not yet been provided. This situation occurs because many large projects pay for the permit at the beginning of the construction period that could extend for 2 or 3 years. Below is a comparison of building permit revenue for the first five months of each year since 2013: 2018 2017 2016 2015 2014 2013

$ 794,693 $ 733,937 $1,024,203 $1,015,888 $ 455,888 $ 959,635

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104

WHAT IS THE COST?

Revenue

The 2018 budget for the CRCA New Construction Program provides for the revenue and expenditures shown in the tables on this page.

Fund Balance

Expenditures 2017 Actual Personnel Operating Transfers

2018 Budget

$ 1,170,517 $ 1,363,410 $ 407,220 $ 562,965 $ 156,911 $ 333,859 Subtotal $ 1,734,648 $ 2,260,234

Fund Balance GRAND TOTAL

$ 4,243,443 $ 2,588,136

WHERE ARE WE GOING? Looking forward, proposed major budgetary changes, capital changes, and work objectives for the New Construction Program include: Proposed Budgetary Changes… 

Building Permit Revenue State College Borough College Tow nship Ferguson Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship Bellefonte Borough

$ 5,978,091 $ 4,848,370

Actual CRCA New Construction Budget Program revenue and expenditures for 2017 and the approved 2018 Budget.

The cost of New Construction Permit will be investigated: Based on the current and projected regional construction volume and anticipated expenses for the CRCA, staff will investigate and make recommendation to the Public Safety Committee whether the new construction permit fee multiplier should be altered from its current level of 0.0060.

2019 Program Plan – Centre Region Code Administration – New Construction Program

2018 Budget

2017 Actual $ 4,009,801 Subtotal $ 4,009,801

$ 3,763,980 $ 3,763,980

$ 538,624 $ 432,294 $ 184,307 $ 41,236 $ 214,413 $ 472,741 $ 18,928 Subtotal $ 1,902,543

$ 300,000 $ 190,000 $ 90,000 $ 20,000 $ 75,000 $ 335,000 $ 12,000 $ 1,022,000

Well & Borehole Permit Revenue State College Borough College Tow nship Ferguson Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship Bellefonte Borough Subtotal

$ $ $ $ $ $ $ $

3,300 225 1,143 318 712 861 627 7,186

$ $ $ $ $ $ $ $

3,000 1,000 500 200 600 500 100 5,900

Other Revenue I nterest Earnings Workers' Compensation Fees Loan Reimb (Sen Ctr & Reg Parks) Miscellaneous Subtotal

$ $ $ $ $

24,119 120 32,790 1,532 58,561

$ $ $ $ $

22,000 200 32,790 1,500 56,490

GRAND TOTAL

$ 5,978,091

$ 4,848,370

105



Work with two municipalities to develop a CRCA Sewage Enforcement Officer program. Over the past two and a half years, the Agency Director for the CRCA has met with the managers of Ferguson, College, and Halfmoon Townships regarding the Sewer Management Program (SMP) and how that program interfaces with the municipal Sewer Enforcement Officer (SEO) to develop a better customer service model. As part of those discussions it was identified that this is opportunity to streamline, in a modest way, the permitting and construction process since the current SEO’s are likely to change in the future. As part of those discussions, the proposal was made by the CRCA to streamline the development process for a single family home, and to provide redundancy in the process and overall provide better customer service, would be for the CRCA to become the SEO for those municipalities. These discussions have continued over the past two years and the proposed plan has been refined. During 2018 the plan for implementing SEO is being further refined and presented to the governing bodies of the municipalities for approval. If approved the program would begin in 2019.



Additional Commercial Plans Examiner/Inspector: With the level of construction being experienced in the Centre Region there are times that a permit applicant may wait for inspections for more than a 24 hour period. One part of the justification of this position will be to assist in providing timely plan review and field inspections to allow for efficient construction scheduling and reduce costly construction delays. In addition, the CRCA has proposed to take over the Sewage Enforcement Officer (SEO) function for three or more of the Centre Region Municipalities in 2019. This additional work load will require approximately three quarter time commitment from a field inspector, based on the information obtained from the existing SEO’s. This time will vary from season to season and year to year. As needed, the new staff person will be supported by existing personnel who have earned their SEO Certification. This program is being pursued to reduce confusion for homeowners and increase customer service. The initial cost for the additional position would be $35,000 for a fleet vehicle, computer, and inspection equipment. The on-going costs for cost for the additional position would be the position would be $83,000 per year for salary, benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the cost of building permits.



Additional Commercial Plans Examiner/Inspector: With the level of construction that is being experienced in the Centre Region there are times a permit applicant may wait thirty (30) working days (PA State maximum) for commercial plan review. In addition, at times the ability to meet with prospective applicants (design professionals and owners) on new projects is impeded due to needing to meet the minimum requirements set forth by the Commonwealth. This position is proposed to assist in reducing plan review times to better serve the permit applicants. In addition, this position will be available for consultation on new or proposed projects to better prepare for permit application. The initial cost for the additional position would be $35,000 for a fleet vehicle, computer, and inspection equipment. The on-going costs for cost for the additional position would be $83,000 per year for salary, benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the cost of building permits.

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106



Additional Permit Program Technician: The CRCA has proposed to take over the Sewage Enforcement Officer function for three or more of the Centre Region municipalities in 2019. The additional work load to manage the program is not feasible with the existing administrative staff. In addition, the staff member should have a familiarity with the Department of Environmental Protection (DEP) requirements for on-lot septic systems and sewage planning. This position will also interface with both regional and planning departments, and Centre County. With respect to existing work load, this position will take over management of the on-lot sewer management program (SMP) that is currently administered by the CRCA and act as an additional backup to the current administrative staff. There are approximately 3,100 septic systems in the Centre Region. The initial cost for the additional position would be $5,000 for a computer, and support equipment. The on-going costs for cost for the additional position would be the position would be $63,000 per year for salary, benefits, and support costs. This proposal has been reviewed by COG’s Human Resources Committee. It is not anticipated that this will increase the cost of building permits.



Software acquisitions: At the current time CRCA staff is investigating a new regional permitting software, to improve the exchange of code information between the CRCA and the member municipalities, making the permitting process more efficient, and provide for customer service enhancement. A detailed discussion of this is contained in the CRCA overview section.

250

225

237

220

225

216 176

200 150

118 77

100 50 0 2011

2012

2013

2014

2015

2016

2017

as of May 31, 2018

New single family homes constructed in the Centre Region from 2010 through May 31, 2018.

Proposed New Work Objectives… 

Continue to implement additional recommendations that were identified in the 2010 Code Evaluation Study for the Agency’s future organizational and operational needs as approved by the General Forum that include the following:

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107

 Implementation of a citizen access system to allow permit applicants access to review comments and inspection records.

Fire: 136

 Increased use of checklists and automated report forms to assist permit applicants in quickly and efficiently achieving compliance. 



With the continued focus on sustainability and green technologies, the CRCA will continue to investigate green building options and the application with respect to the building code and keep the Public Safety Committee informed of the findings. This includes proposed updates to the Uniform Construction Code and the Centre Region Building Safety and Property Maintenance Code. Implement new technology for automated inspections using tablet computers and laptop computers. Advancements in technology could allow for increased consistency, accuracy, and more efficient inspections as well as a better method of communication between staff. The implementation of the new technology could also allow for improved interagency communication between the CRCA and the participating municipalities and improve overall customer service.

Residential: 562

Commercial: 752

New construction plan reviews done in 2017.

Fire: 549

During 2018 the Agency Director opened up a dialogue with municipal Commercial: 2660 managers regarding whether the current Tyler Technology software Electrical: 3332 package used by the CRCA should be upgraded or replaced. This software package is shared with the municipalities for zoning permits. Tyler Technologies is stepping back from supporting this software version and there has been on-going problems with sharing code Residential: 3979 inspection data with State College Borough. The current method of importing/exporting data is very inefficient. Looking ahead to 2019, the proposal is to bring the managers or designated staff representatives together to evaluate software options and decided whether a change should be recommended in the 2020 budget. If so, then the new New construction inspections performed in 2017. software package would be expected to address the current problems with transferring data and allowing customers to pay for permits using credit cards.

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WHAT DO WE DO? A. Provide comprehensive Rental Housing and Fire Prevention Inspection Programs for the six member municipalities. As of May 25, 2018 there were 19,918 rental units in the Centre Region and Bellefonte Borough, an increase of 115 units from 2017. All rental housing units are inspected on a three year cycle, with the exception of Bellefonte Borough properties. Bellefonte Borough rental properties are inspected on a two year cycle. Fraternities are inspected semi-annually and properties that have been identified as a “nuisance property” can be inspected annually. In addition, there are commercial spaces in the member municipalities that are subject to either the Centre Region Building Safety and Property Maintenance Code, or the Borough of Bellefonte Safety and Property Maintenance Code. For the Fire Inspection Program, the commercial units are inspected on a 1, 2*, 3, or 5 year cycle based on the level of hazard present in the structure. (*Bellefonte Borough properties only) Ongoing Contributions… 

Conducting rental housing inspections to ensure compliance with the Centre Region Building Safety and Property Maintenance Code relating to health, safety, sanitation, and welfare in a courteous and professional manner.



Maintaining regular communications with the member municipalities on rental housing issues. For instance, the Existing Structures Program staff participates in joint inspections, refers complaints to other municipal departments, and participates in the Housing Task Force that helps to identify problem properties in a neighborhood and works with property owners to bring their properties into compliance.



Holding weekly meetings with Housing and Fire Inspectors to discuss field problems, inspection techniques, and code interpretations.



Responding to complaints regarding unsanitary conditions, mold, sewer problems, and lead paint. Some of these matters are referred to the State College Department of Health for follow up.

2019 Program Plan – Centre Region Code Administration – Existing Structures Program

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109



Working with tenants and landlords to maintain rental properties in a condition that is conducive to the quality of life in the neighborhood and to maintain a healthy and safe living environment for the tenants and their guests.



Participating in the investigation of fires in conjunction with the Centre Region Fire Marshal and Bellefonte Fire Department. The CRCA helps to determine if a code violation may have contributed to the cause or severity of a fire. It also helps to determine if a structure’s code compliance helped to minimize a fire through early detection or early suppression.



Utilizing the fire safety sprinkler house trailer for public education programs. The CRCA provides public education programs to elementary schools, civic organizations, property owner groups, businesses, and industrial workers throughout the member municipalities.



Providing technical assistance to property owners relating to electrical, plumbing, or mechanical systems and conducting training with local service and maintenance contractors relating to heating system maintenance, carbon monoxide detection, and water damage mitigation techniques.



Administering the International Fire Code through the Centre Region Building Safety and Property Maintenance Code to all commercial properties, including all business offices, mercantile, assembly, and industrial use occupancies. This includes conducting after-hours field inspections of bars and restaurants to ensure that they are not over-occupied or have blocked exits.



Conducting reviews of building plans for fire protection systems such as automatic sprinkler and alarm systems. Staff also conducts inspections of these systems to ensure that they are installed and maintained in compliance with the code. In 2017, the Agency reviewed plans for 105 fire protection systems; as of May 31, 2018, there have been 42 plans reviewed.



Increasing the overall health and safety of the Centre Region through the administration of the adopted applicable building, property maintenance, and fire codes and coordinating with the health department to identify and provide guidance on the mitigation of conditions that could compromise the health and safety of residents and visitors of the Centre Region.



Responding to emergency incidents when requested to provide expertise in structural engineering and other building systems regarding the overall safety of a structure that may have been compromised due to fire or any other destructive factor. This service is provided 24 hours a day, 365 days a year.

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Rental Housing Unit Data by Municipality as of May 25, 2018 Municipality

Apt.

Duplex

Fraternity

House

Mobile Home

Room

Townhouse

Total

College Township

406

109

309

235

1,072

1,691

256

340

885

3,235

Harris Township

217

149

155

541

Patton Township

2,660

257

442

3,419

State College Borough

7,981

357

581

520

700

10,181

855

224

117

251

1,470

13,810

1,005

1,753

568

2,668

19,918

Ferguson Township

Bellefonte Borough TOTAL

CRCA Rental Housing unit data as of May 25, 2018 by housing type and municipality.



In 2017, the CRCA conducted 5,646 rental housing inspections. This is a decrease from the 6,780 rental housing inspections that were done in 2016. The total number of inspections per year varies depending on the type of buildings that were inspected, but all units are inspected within a three-year cycle. Rental housing data for 2018 by housing type and municipality is shown in the table above. Continuing to maintain and update the Centre Region Building Safety and Property Maintenance Code (CRBS & PMC) and education the public on its application and use. In addition, this document has been made available on the CRCA website with links being provided to the municipalities to allow for greater client and citizen access.

2019 Program Plan – Centre Region Code Administration – Existing Structures Program

Bellefonte: 1470, 7%

College: 1072, 6%

State College Borough: 10181, 51%

Ferguson: 3235, 16%

Patton: 3419, 17%

Harris: 541, 3%

CRCA Rental Housing data by municipality as of May 31, 2018.

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

Maintaining and investigating ways to enhance the emergency call-out procedure to ensure that the CRCA staff has a rapid response to all code-related emergencies such as fires or structural failures. 4375

4500

3983

4000 2014 2015 2016 2017

3500 3000 2322

2500

1909

2000

1379

1500 1000 500

539

138 134

421

1304

1055

952

679

127

314

114 134 203 108

189

143 256

162

428

0 College

Ferguson

Harris

Patton

State College Borough

Bellefonte

CRCA rental housing inspections from 2014 to 2017 by municipality and year.



In 2017, staff conducted 862 fire safety inspections of non-residential properties that included commercial properties, schools, hospitals, industries, etc. In 2016, there were 721 inspections completed.



As of May 25, 2018 there have been 277 fire safety inspections performed.



In 2017, there were 141 open burn permits issued, a decrease from the 152 permits that were issued in 2016. Since January 1, 2018, 53 permits have been issued.



As of May 25, 2018, the CRCA has inspected 2,794 rental housing units and is on target for the projected number of inspections that are needed in 2018 to keep all rental properties inspected on a two* or three year cycle. (*Bellefonte Borough only)



Rental housing inspections by municipality and year are shown in the figure above. Please note that due to the cyclical nature of inspections, the number of inspections shown does not equal the total number of units.

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

Responding to tenant complaints. Responding to complaints is challenging for the agency and may take precedence over regularly scheduled inspections.



Providing assistance and offering technical information to owners of commercial establishments regarding the correction of Fire Code deficiencies and the installation of fire suppression and protection systems.



Apartments, 13810, 69%

Duplex, 1005, 5%

Using the fire extinguisher module within the community education program to teach the proper use of fire extinguishers in a live fire. The unit is used in the education program for businesses, homeowners, college students, teachers, and industry.

Fraternity, 40, 0% House, 1753, 9%

Townhouse, 2668, 14%

Mobile Homes, 74, 0% Rooms, 568, 3%



Reviewing and updating fire safety programs that target local businesses, school-aged children, offcampus housing fraternities, day-care workers, and senior groups.



Exploring new methods such as developing a CRCA rental housing permit data by unit type as of May 31, 2018. professionally produced video for educational outreach to new target audiences, including rental housing property managers, realtors, and maintenance staff. This effort is hoped to be done in conjunction with a program that is under development with the State College Borough and other local allied agencies.



Offering six opportunities in 2018 for childcare providers to attend fire safety training as required by the state. Upon completion, the attendees receive a certificate of attendance stating that they received training in the maintenance of smoke detectors, the duties of facility persons during a fire drill or during a fire, and the use of fire extinguishers. So far in 2018, the average number of attendees has been 56 per class.

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B. Administer the Centre Region’s Sewage Management Program. 

Administering the Sewage Management Program (SMP) for the Centre Region as required for compliance with the Act 537 Sewage Facilities Plan approved by the Centre Region municipalities and the Pennsylvania Department of Environmental Protection (DEP).



Conducting in-tank inspection of on-lot septic tanks to evaluate compliance with program standards. In accordance with the program requirements, every three years on-lot septic systems must be pumped by a licensed septic hauler. A one-time in-tank inspection must be performed of all on-lot septic systems. The in-tank inspection is performed to record the septic tank’s type and location. During 2017, 17 in-tank inspections were completed. In 2016, the Agency conducted 56 in-tank inspections.



Performing walk-over inspections to visually confirm the septic system performance. Following the in-tank inspection, a walk-over inspection is scheduled every six years. The walk-over inspection is done to visually observe the drainage bed area for visible septic issues such as swampy yard, overly green grass, odors, etc. which could indicate an issue with the septic system. In 2017, the Agency conducted 523 walk-over inspections.



Answering property owners’ questions or concerns about the SMP requirements, benefits, and procedures for proper septic tank maintenance.



Selecting and scheduling properties for inspection, preparing and issuing pumping notices, and receiving and recording payments for inspection services. In 2018, 1,299 pumping notices will be mailed to property owners.



Taking action to obtain compliance with program regulations. Non-compliance with the SMP is a violation of the municipal ordinances. The CRCA is not the enforcement agency to obtain compliance for the individual septic system; the Agency reports observed deficiencies or abnormalities to the municipalities’ Sewage Enforcement Officers for further investigation and any required enforcement activity.



Working with Municipal Managers, Sewage Enforcement Officers, licensed haulers, Centre Regional Planning Agency staff, and property owners to identify, evaluate, and implement suggestions for quality improvements in the program’s administration.



Representing the municipalities with issues before DEP with respect to the SMP. This includes the preparation and submission of an annual program report and answering any questions resulting from that submission.

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WHERE ARE WE NOW?

Revenue

For the period of January 1 through May 2018, revenue and expenditures for the Existing Structures Budget were generally consistent with the projections contained in the 2018 budget. One exception is a large fine for unsafe conditions that was assessed and paid. The unaudited 2017 ending year fund balance is $290,540. This amount is $76,225 more than the $214,315 estimated in the 2018 Budget primarily due to savings on employee benefit costs. At the June 12 meeting, the Public Safety Committee endorsed a budget amendment in the amount of $12,500 to purchase 6 mobile two-way radios and supporting equipment for the CRCA Existing Structures staff to address safety concerns. WHAT IS THE COST? The 2018 budget for the CRCA Existing Structures Program provides for the revenue and expenditures shown in the tables on this page. Expenditures 2017 Actual Personnel Operating Transfer

$ 761,206 $ 194,973 $ 53,750 Subtotal $ 1,009,929

Fund Balance GRAND TOTAL

2018 Budget $ 865,597 $ 250,149 $ 48,900 $ 1,164,646

$ 290,540 $ 179,543 $ 1,300,469

$ 1,344,189

CRCA Existing Structures Program revenue and expenditures from 2017 through the approved 2018 Budget. 2019 Program Plan â&#x20AC;&#x201C; Centre Region Code Administration â&#x20AC;&#x201C; Existing Structures Program

2018 Budget

2017 Actual Fund Balance Subtotal

$ $

184,995 184,995

$ $

214,315 214,315

Rental Housing Permit Revenue State College Borough College Tow nship Ferguson Tow nship Harris Tow nship Patton Tow nship Bellefonte Borough Subtotal

$ $ $ $ $ $ $

412,676 35,188 114,688 19,612 120,550 73,803 776,517

$ $ $ $ $ $ $

392,000 40,200 120,000 19,600 128,600 73,000 773,400

Subtotal

$ $ $ $ $ $ $

57,024 43,996 29,420 6,141 19,208 33,305 189,094

$ $ $ $ $ $ $

57,100 44,000 30,000 6,300 19,500 33,500 190,400

Sewage Management Revenue College Tow nship Ferguson Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship Subtotal

$ $ $ $ $ $

885 3,660 6,305 1,700 3,900 16,450

$ $ $ $ $ $

770 2,870 4,620 1,715 4,340 14,315

$ $ $ $ $ $

1,583 1,860 6,525 284 123,161 133,413

$ $ $ $ $ $

1,000 1,700 6,000 300 142,759 151,759

Fire Permit Revenue State College Borough College Tow nship Ferguson Tow nship Harris Tow nship Patton Tow nship Bellefonte Borough

Other Revenue I nterest Earnings Alarm Permits Unsafe Condition Fines Blasting Permits Transfers I n Subtotal GRAND TOTAL

$ 1,300,469

$ 1,344,189

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WHERE ARE WE GOING? Looking forward, proposed major budgetary changes, capital budget changes, and work objectives for the Existing Structures Program include: Proposed Budgetary Changes… 

Rental Housing and Fire Safety Permit fees are likely to remain unchanged. During the next several months the fee scheduled for rental housing and fire permits will be evaluated. Currently, the typical annual cost of a rental housing permit is $37. The cost of fire permit varies based on the size of the building and hazards that are present. The last change in the rental housing permit fees occurred in 2015.

Proposed New Work Objectives…

Bellefonte: 252, 11% State College Borough: 804, 34%

College: 602, 26% Ferguson: 406, 17%

Patton: 210, 9% Harris: 76, 3%



Continue to offer the Rental Housing Maintenance Training Program on a quarterly basis to the realtors, owners, and operators CRCA fire permit data by municipality as of May 31, 2018. of the Centre Region and Bellefonte Borough rental housing stock to assist them in pre-inspecting their units and maintaining them between inspections. The goal of the program is to motivate and provide the tools for rental Property Managers to be proactive instead of reactive in dealing with their properties.



Implement an electronic customer survey to assist in gauging the level of customer service. The results of the survey will help to identify opportunities to make service enhancements or improve efficiencies.



Evaluate and update the curriculum for the CRCA Fire Prevention and Life Safety Public Education Program to better serve the Centre Region residents and to better integrate the curriculum in schools.



A training program for Food Services workers about how to react to fires. This program is possible because of the new training module expected to be installed in the Fire Safety trailer in late 2018.

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MISSION The Centre Region Code Administration (CRCA) Capital Budget was established to finance capital improvements, fleet vehicles, and equipment replacements. WHO ARE WE? The Centre Region Code Administration (CRCA) was created in 1968 by the Articles of Agreement adopted by the participating municipalities at that time (State College Borough and College, Ferguson, and Patton Townships) as a building and plumbing inspection agency. Electrical inspection services were added to the program in 1980 and by the mid 1980's the four municipalities also participated in the CRCA’s Rental Housing Program. Harris Township joined the regional building and plumbing inspection service programs in 1990 and the Rental Housing Program in 2001. With the adoption of the Uniform Construction Code of Pennsylvania in 2004, Halfmoon Township joined the New Construction Program, but chose not to participate in the Rental Housing or Commercial Fire Inspection Programs of the CRCA. During May 2014, the Bellefonte Borough signed a three year agreement with the Centre Region COG to provide CRCA inspection services; including new construction, rental housing, and commercial fire inspections beginning July 1, 2014. In May, 2017 Bellefonte Borough Council voted to extend the service agreement CRCA until January 1, 2021. The CRCA is entirely funded through building, rental housing, fire permits, and sewer management fees. No tax monies have been used to finance the Agency in over 40 years. The CRCA reimburses the COG for the financial, human resource management, and administrative services it receives from the Office of Administration.

CENTRE REGION CODE ADMINISTRATION

WHAT DO WE DO? The Centre Region Code Capital Budget finances the capital needs. Capital monies are used to acquire and maintain information management systems, fleet, training equipment and furniture. The Code Capital Budget was added to the Centre Region Council of Governments (COG) Detailed Budget for the first time in the 2012 Budget. The Code Capital expenditures are: 

Reviewed by the Public Safety Committee.



Included in the COG Capital Improvement Plan.

2019 Program Plan – Centre Region Code Administration – Capital Budget

CAPITAL BUDGET

117



Reviewed and approved by the COG General Forum through the annual budget process.



Expenditures from this budget are made in accordance with COG’s purchasing procedures including the use of joint purchasing programs when available.

WHERE ARE WE NOW? For the period of January 1 through May 2018, there were no unexpected revenues or expenditures for the CRCA Capital Budget. However, there was a purchase of electronic International Code Council manuals in early 2018 that was anticipated to occur in late 2017. The budgetary impact is negligible. The unaudited 2017 ending year fund balance is $108,450, a $32,554 increase from the $75,896 projected in the budget. The fund balance was higher than anticipated because of a delay in the purchase of electronic code books and the fire safety trailer kitchen training unit. The following is a list of capital items that were approved in the 2018 budget but are yet to be acquired: 

Commercial Kitchen Trainer: $20,000. The training unit is prop for use in the Fire Safety trailer to allow for the education of food service workers to the dangers of commercial cooking fires.

WHAT IS THE COST? The 2018 Capital Budget for the Centre Region Code Administration provides for the revenue and expenditures as shown in the table to the right.

2019 Program Plan – Centre Region Code Administration – Capital Budget

CRCA Capital Budget revenue and expenditures from 2017 through the approved 2018 Budget.

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WHERE ARE WE GOING? Proposed Budgetary Changes… 

Additional Office Space: With the additional proposed positions the CRCA is out of space in the current office suite at the Centre Region COG Building. Currently the CRCA Agency Director is investigating several options to accommodate the additional staff, including renting pre-existing commercial/municipal office space off-site and working with a local design professional to determine the feasibility and cost of constructing an addition to the COG Building to accommodate the proposed staff. During its June 12, 2018 meeting the Public Safety Committee recommended that the purchase of a construction trailer also be considered and placed in the parking lot. That option will require a change to how COG vehicles are stored. Another option is relocating the Parks Agency to another facility and assigning the vacant space to the Code Agency. It is anticipated that these alternates, and others that may be identified, will be included in the Detailed Budget and will be presented to Public Safety, Ad Hoc Facilities, and Executive Committees in August 2018 for feedback and additional information developed for the detailed budget.



Replace One (1) Ford Escape: $26,930. The Ford Escape, used for New Construction Inspection activity is being recommended for replacement. The vehicle is proposed to be replaced with a new Ford Escape as approved in the 2019 Detail and Summary Budget process.



Replace One (1) Ford Escape with a Ford Focus: $17,800. The Ford Escape used for rental housing inspection is being recommended for replacement. The vehicle is proposed to be replaced by a Ford Focus as the vehicle now used for rental housing inspection activities by the existing structures staff and as approved in the 2019 Detail and Summary Budget process. The vehicle will likely be recommended to be moved into backup duty should an inspectors vehicle be out of service.



The addition of two (2) new Ford Escapes: $26,930 each to support the proposed addition of two (2) new field inspection staff. The agency is requesting the purchase of two (2) new Ford Escapes as approved in the 2019 Detail and Summary Budget process.



Ergonomic Additions: A number of prominent health organizations have documented that those persons who sit for long periods of time are prone to a number of health concerns, including increased blood pressure, higher cholesterol levels, cardiovascular disease, and some forms of cancer. While a good number of the CRCA staff spend their day in the field inspecting buildings, the office staff and plans examiners are bound to a desk for more than eight (8) hours a day. To help alleviate this the CRCA Agency Director is recommending the purchase of sit stand desks, that will allow the staff member to easily transition between the sitting position and the standing position to work. The office has done a test of one of these in the first two quarters of 2018 and there has been very positive results. The cost of the proposed change is $4,000.

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

New Interactive White Board: As the building construction industry continues to move more into the electronic realm, the CRCA is proposing to update the interactive white board installed in the CRCA conference room. The existing interactive white board is becoming dated, and while still functional the board is not working well with the Microsoft surfaces that the Agency is now using and the Agency is not able to get the full functionality that is desires from the system. The proposed addition is $9,000 with the possibility of a trade-in allowance being given for the existing board system at the time of order. The on-going cost of the associated software will be $6,600 annually.



Ten IPad Pros for Field Staff: The CRCA staff has been using Microsoft Surface tablets in the field for the past few years and they are needed to have the windows environment for interaction with the Tyler Munis Software package that the agency is using for permitting. The software package that the commercial inspectors are using to better track changes and interact with drawings in the field is native to the Mac environment. While the program exists for the Windows environment, the program is much more difficult to work with and much of the functionality is not present. To remain efficient with the large projects CRCA is looking at in the field, the Agency Director is recommending the purchase of 10 IPad Pro devices with cases for the commercial inspection staff in addition to subscriptions to PlanGrid for these devices. The cost of the program will be $13,000 in initial equipment and $14,500 annually for subscription services.



New Desk Chairs: When the CRCA moved into the Centre Region COG Building in 2004, new office furniture was purchased. This furniture continues to serve the agency well, with the exception of the office chairs that are not performing well anymore. Many of these are not fully functional anymore, or are broken beyond repair. The cost of replacement is $8,000.

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MISSION The Schlow Centre Region Library’s mission is to be “The Centre of Reading and Learning.” WHO ARE WE? The Schlow Centre Region Library is the public library serving the Borough of State College and College, Ferguson, Halfmoon, Harris, and Patton Townships. These municipalities had a population of 96,625 residents (from the 2017 Census estimate). Located in the Borough of State College, the Library is a member of the Centre County Federation of Public Libraries, a public library system that includes the Centre County Library, its branches, and the Centre County Bookmobile. Since 2008, Schlow Library has been the District Library Center for the Central Pennsylvania District (Centre, Clearfield, Juniata, and Mifflin Counties). District Centers receive additional state funding to provide leadership, collections, and support to the public libraries within their district. The library operates under the Pennsylvania Library Code, State Library regulations, and County and District agreements for library service. The library is a non-profit corporation that is governed by a ninemember Board of Trustees who are appointed by the governing bodies of the Centre Region municipalities in accordance with the COG Library Articles of Agreement. A separate, non-profit Schlow Library Foundation (formerly Friends of Schlow Library) provides volunteer and financial support to supplement COG and state financial contributions. The Library employs 18 full-time, 17 part-time, and 11 part-time library page (shelving) staff members who are assisted by over 100 volunteers. There are 11 professional (Masters of Library Science) librarians on staff, most serving as managers. Employees receive at least six hours of continuing education annually, exceeding state requirements. Schlow Library employees are active leaders in professional and community organizations, and the library has won numerous awards and grants for its programs. 2019 Program Plan – Schlow Centre Region Library Operating Budget

SCHLOW CENTRE REGION LIBRARY

OPERATING BUDGET

Schlow’s donors and volunteers are honored at an annual Volunteer Brunch. Volunteer hours equaled those of 4 full-time employees in 2017. 121

WHAT DO WE DO? The Schlow Centre Region Library is a popular destination for Centre Region residents and offers free parking for its users. Users can browse over 150,000 books and media, use public computers and WiFi while they work, play or relax in individual or group seating areas. Chess sets and board games are used by patrons of all ages. An award-winning Children’s Department with a “Family Place” play area fosters family fun and social skills, while the art gallery features the work of local artists, and over 75 community groups hold gatherings in the public meeting rooms. In addition to the library facilities, the Schlow Library has a user-friendly “digital library” website, schlowlibrary.org. Functioning as a “branch library,” it features free e-books, magazines, audio content, music and movies. The library’s extensive catalog, event calendar, patron account information and book reviews are also available on the website. The Schlow Library offers many cultural and educational programs such as preschool story times, children’s activities, author visits, concerts, and lectures. The Library promotes community reading through BookFest PA (as part of the Central Pennsylvania Festival of the Arts), Centre County Reads, Summer Reading Programs, and the holiday Polar Express event. Additional services include remote book drop-offs and returns, interlibrary loan of items not carried in the library’s collection, delivery of items to homebound residents, speakers for community groups, and much more. Librarians are available to assist library users in every way possible, including research assistance, reading recommendations, and group or one-on-one coaching sessions on e-book readers and other information devices. Following are highlights of the current strategic plan and services.

A. “Centre Region’s Living Room” 

More than 800 visitors per day visit the Schlow Library, a 37,000 square foot, two-story library that is open 61 hours per week. A high priority is maintaining the appeal, safety, and cleanliness of this popular facility. Schlow Library contracts with the Borough of State College for building services including facility management, maintenance, parking support, and security cameras management.

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

Over 75 community groups hold more than 275 meetings and events in the Schlow Library event spaces annually. The library is an active partner in Downtown State College events, including BookFest PA during the Central Pennsylvania Festival of the Arts, First Night, and more.



The KINBER network provides Internet service to all county public libraries. Schlow offers 35 public computers and free WiFi.

B. “Read It, Know It, Schlow It” 

The curated library collection has over 150,000 items for loan. Readers can choose from e-books and print titles, audio books and magazines, large print, and book club kits, puppets, toys and games. Library staff order, catalog, and process new materials, then withdraw outdated and worn items on an ongoing basis.



Customers can return items in convenient and secure bins located at the Nittany Mall in College Township, Weis Market (Hills Plaza) in College Township, Giant (North Atherton Street) in Ferguson Township, Clearfield Bank and Trust (Route 45) in Ferguson Township, Uni-Mart (Carson’s Corner) in Patton Township, and Brothers Pizza (Stormstown) in Halfmoon Township. Deliveries of reserved materials are made to the Active Adult Center, Nittany Mall; Foxdale Village, State College Borough; and Village at Penn State, Patton Township.



Over 26,000 people attended 917 educational programs, including storytimes and lectures, in 2017.

C. “Community Connectivity” 

Schlow needs partners to provide many services, and works with Penn State Libraries, State College Area School District, Strawberry Fields, Leadership Centre County, New Leaf Initiative, Centre Foundation and many other organizations.



Book, crafts, writing and other Library clubs provide social and educational connections for residents with no fees, contracts or obligations.



The Library is an official “Funding Information Network Center”, offering grant and foundation information to grant-seekers and funders.

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D. Serve as the District Center Library for public libraries in Centre, Clearfield, Juniata, and Mifflin Counties. The Schlow Library is a District Library Center, a regional library leadership designation which provides direct advantages to Schlow Library customers. The Library receives dedicated state funding and grants to provide training, services, and materials to all public libraries in Centre, Clearfield, Juniata and Mifflin Counties. District funds must only be used for district activities. Centre Region residents benefit directly from district-funded services, including the e-book service software, children’s programs, and homebound service. It also supports interlibrary loan shipping expenses: in 2017 16,520 items were borrowed for Schlow Library patrons from other libraries and 11,376 items were lent to other libraries. OF PARTICULAR NOTE State and Federal Funding Issues – Until 2008, Pennsylvania public libraries had dependable state library funding to supplement local government support. Unfortunately, the past decade has seen a decline in state dollars, resulting in a cumulative loss for Schlow Library of just over $2 million in state aid. Consequently, the library has had to reduce services and collections: in 2014, the library and website were closed for a week and staff put on unpaid furlough, and weekly hours were reduced from 65.5 to 61 in 2015. The library is below the state standards for hours and has required applications for special waivers. Overall, the combined $417,000 in District and Operating revenue received annually from the state is considered to be a volatile and jeopardized revenue stream. On the federal level, the President’s latest budget proposal has totally eliminated funding for the Institute for Museum and Library Services (IMLS) and the Library Services and Technology Act (LSTA) program. Schlow Library has received over $300,000 in LSTA funding since 2000 for its website, computers, and programs. LSTA also funds most positions at the state Office of Commonwealth Libraries and elimination will dismantle the centralized state structure for library services. If adopted, these closures would have a severe impact on coordinated, cost-effective library operations and a key technology revenue source would be lost. In summary, the continued threat of reductions in federal and/or state revenues puts a strain on library services and finances. Fundraising and Development – Annual fundraising has increased 233% since 2009, rising from $93,000 to $310,000, and has been critical in replacing decreased state revenues. Donations are received by the Library or its Foundation from a variety of sources, including an annual year-end appeal, the Centre Foundation’s “Centre Gives” online campaign, grants from civic groups and memorial and honor

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contributions. Estate gifts have also been received and are typically invested through the Schlow Library Foundation for future capital needs and emergencies. Rising Book Pricing – Publishers charge libraries premium prices for e-books, up to $90 a copy, which is much more than what consumers pay. The Library is striving to provide as much digital content as possible to meet heavy customer demand, but it is a strain to buy newly-released materials in multiple digital, print, and audio formats. WHERE ARE WE NOW? For the period of January 1 to June, 2018, revenue and expenditures for the Schlow Centre Region Library Operating Budget were generally consistent with the projections contained in the 2018 budget with the exceptions noted below. The 2017 ending year fund balance was $178,055, a $34,720 increase from the $143,335 projected in the budget. The fund balance was higher than anticipated due to the receipt of unexpected estate gifts. Schlow aims for annual fund balances between $120,000 and $200,000 in accordance with best practices. Investments held by the Schlow Library Foundation are reserved for emergency and capital needs and long-term sustainability. The status of federal and state aid is unknown at the time of writing this plan. WHAT IS THE COST? The 2018 budget for the Schlow Centre Region Library provides for the following revenue and expenditures shown in the table on the right. WHERE ARE WE GOING? The Library Board of Trustees has approved the 2019 Program Plan. All activities align with the library’s mission and Strategic Plan. They fulfill the obligations of the 2019 Program Plan – Schlow Centre Region Library Operating Budget

Library Operating Budget revenue and expenditures from 2017 through the approved 2018 budget. 125

District Library Center contract and meet most state standards for public library state aid. The following proposals are activities with the greatest budgetary change. They are subject to alteration or elimination based on availability of funds. Revenue Changes: 

State, County, and District Aid – State, County, and district subsidies are unknown at this time. There is no annual inflation factor or guarantee for these forms of aid.



Miscellaneous revenue – Revenues from services such as printing and copying are dropping due to digital communications. Parking fees from offenses or after-hours use is increasing.



Fines – Overdue fines on children’s materials during the 2019 Summer Reading Program are proposed to be eliminated, with an estimated decrease of $6,000. Research has shown that overdue fines create time-intensive and negative interactions with patrons. They also create a barrier to library use for those who can least afford to pay a fee and can cause families to stop using the library. Many libraries nationally are totally eliminating overdue fines, and this will allow the library to test the service and financial impact of a short-term fine moratorium. Service to children is a top priority of the library’s strategic plan, as well as its school and nonprofit partners, and this initiative will continue to charge for the cost of unreturned materials and will seek private underwriting for the initiative.



Gifts – 2019 community donations estimates will be based on average fund drive returns of previous years, likely to be above $300,000.

Expenditure Changes: 

Personnel – Four changes are proposed with a financial impact of approximately $78,065, depending on benefits:  Addition of a full-time IT Systems Administrator ($48,502). This was first proposed in the 2017 budget but was not feasible that year. The library’s technology encompasses telecommunications, public and staff computing, security, parking, virtual library, building systems and more. This position will replace and upgrade a current part-time IT Assistant position to better meet library needs.  Addition of a part-time Philanthropy Assistant ($12,182). The clerical and financial work involved in managing over $300,000 in annual donations, and support of the Schlow Library Foundation, which has no employees, is considerable. This is necessary for the growth of donor communications and solicitation of major and estate gifts.

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 Upgrade of the full-time Technical Services Cataloging Technician to a full-time Cataloging Librarian ($9,577) requiring a Masters of Library Science degree. Having a searchable and accurate catalog of items, which are easily found through keyword searches, is the backbone of a library. The position has grown in complexity and responsibility due to the success of Schlow’s virtual library website. The person in the position currently has the qualifications to continue in the post.  Upgrade of the 2 full-time Patron Services Library Assistants to Library Technicians ($7,804). The positions have grown in complexity and responsibility and merit the upgrade. They are in charge of the department during evenings and weekends. The people in the positions have the qualifications to continue in the posts. 

Book purchases – The 2019 budget follows a strategic plan priority to increase spending on library materials. The state standard calls for 12% of expenditures to be spent on books and materials and Schlow Library has been under or right at that percentage in recent years. “More books” was the top request from library stakeholders who participated in the strategic plan.

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Meeting space partnership ($10,000) – The Library continues to have growing demand it cannot meet for small rooms where 2-6 people can meet and access the Internet and video conferencing. This sort of space exists nearby in the New Leaf Initiative space, located in the Borough of State College building. This new activity will test demand and equipment needs for managed meeting and co-working space as the Library considers future renovations. A partnership with New Leaf, backed with resources from the Centre Foundation, will allow Schlow Library patrons and staff to use offsite co-working spaces and facilitate promotion of Library resources for entrepreneurs, free-lancers and community groups.

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Marketing and promotion ($10,000) – Surveys done by Schlow and national organizations have concluded that many people are still unaware of the vast variety of services offered by their public library. Additional dollars will be added for targeted advertising.

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MISSION The mission of the Schlow Centre Region Library Capital Budget is to pay for the maintenance, repair, upgrades, and improvements to the facility and technology systems of the Library, which is “the Centre of Reading and Learning.” WHO ARE WE? The Schlow Centre Region Library is the public library that serves State College Borough and College, Ferguson, Halfmoon, Harris, and Patton Townships. The Public Library was established in 1957 in two rooms of an old house on West College Avenue in State College which was provided rent-free by a local businessman, Charles Schlow. In 1967, the Schlow Library moved to a location at 100 East Beaver Avenue, the site of the former State College Post Office. The library began as a State College Borough operation, but it is now supported by the Borough as well as College, Ferguson, Halfmoon, Harris, and Patton Townships. In February 2004, the library moved to 118 South Fraser Street, the site of the former State College Municipal Building to allow a new library to be built on the Beaver Avenue and Allen Street site. The current facility at 211 South Allen Street opened in October 2005. It includes space used by CATA as a downtown office location. WHAT DO WE DO?

Schlow Library is open year round; 61 hours per week. 2019 Program Plan – Schlow Centre Region Library Capital Budget

The Schlow Centre Region Library Capital Fund finances the library’s two-story 38,577 square foot facility and 68 space public parking lot. Over 350,000 people visit the library annually: browsing and borrowing reading material and media, using public computers and Wi-Fi, working privately or in groups, and attending community meetings and educational events. Meeting rooms that are available for use by the public are used by over 75 community groups annually. The library building also includes a small art gallery, games and craft

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CAPITAL BUDGET

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areas, landscaping, and an outdoor garden area. The Centre Area Transportation Authority’s downtown customer service department occupies part of the building and can be accessed from Beaver Avenue. Schlow Library has been cited as a “destination place” and “Downtown’s Living Room” in community surveys and media. Capital monies are also used to maintain a considerable array of library-related technology: a “virtual library” website, wide-area county library network, public computers, Wi-Fi service, customer and donor databases, collection inventory, parking, HVAC and security. There were over one million uses of public computers and Wi-Fi in 2017. The Library Capital Budget began with funds remaining from 2004 capital campaign donations and was added to the COG Program Plan in the 2011 budget. New revenue is added through: 

Annual municipal contributions. Until 2015, contributions came through transfers from operating to capital funds. In 2015, direct municipal contributions to the capital fund, based on the forecasts in the Capital Improvement Plan, were implemented.

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Major gifts and grants designated for capital needs. Library staff aggressively seeks grants and estate gifts for furnishings and technology purchases.

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Fund monies are invested through COG or the Schlow Library Foundation for interest returns.

Schlow Library capital expenditures are: 

Reviewed and approved by the Library Board of Trustees. Capital expenditures are subject to COG budget and purchasing procedures.

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Made in accordance with the scheduled replacements and repairs in the Library/COG Capital Improvement Plan, Technology and Strategic Plans.

WHERE ARE WE NOW? The 2018 Beginning Year Fund Balance was $696,749, which was $86,527 more than the $610,232 estimate identified in the 2018 Library Capital Budget. A comprehensive Facility Assessment completed in early 2018 has resulted in numerous changes to the 2018 Capital Budget. Several 2017 and 2018 projects have been postponed or changed due to recommendations in the assessment, or because there is remaining lifespan resulting in this higher than anticipated fund balance.

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Projected 2018 Capital Expenditures: 

Facility Assessment ($50,000) The library received a $25,000 state grant toward the study, which evaluated electrical, mechanical, structural and architectural elements of the building to determine short-term needs and more accurate long-term estimates in the Capital Improvement Plan. Renovations and repairs to public, staff and outdoor spaces are still being evaluated for the final 2019 Capital Budget as of the date of this Program Plan.

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Facility Assessment Safety Recommendations ($62,000) The Facility Assessment recommended a number of urgent repairs and upgrades. Those involving safety and cost-savings have been prioritized for 2018 and are currently underway. These include HVAC and handrail repairs.

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Digital Branch Updates ($20,000) Annual security and structural changes are required for the “Virtual Branch” Library website, which accesses confidential patron information, credit card transactions, borrowing records, event registrations, and more.

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Remote Book Drops ($20,000) Schlow Library maintains 7 remote book returns throughout the Centre Region. Two of the heaviest used outdoor metal bins need replacements in 2018.

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Renovations of Staff and Public Areas ($100,000) Several projects have been delayed in the past 3 years, in anticipation of the Facility Assessment and renovations recommendations. The work may begin in the last quarter of 2018 and extend into 2019.

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Computer and Network Replacements ($29,000) These are for regularly scheduled replacements of technology equipment as projected in a technology plan.

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Door Access Keycard and Sensor Replacement ($16,000) Security hardware needs to be replaced; end of lifespan.

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2018 budgeted projects postponed due to extended lifespan ($80,000) for RFID and other security upgrades.

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Overall, the 2018 Capital Budget is anticipated to be $28,000 more than budgeted due to the expense of the unanticipated repairs recommended in the Facility Assessment.

WHAT IS THE COST? The 2018 Library Capital Budget provides for the revenue and expenditures shown in the table on the following page.

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WHERE ARE WE GOING? Hosting over 350,000 visitors a year, the 13 year old building is beginning to show its age. The 2019 capital expenditures reflect the library’s strategic plan to maintain and update the “comfortable and popular facility” which is a valued community center. The library schedules capital projects only when absolutely necessary, and completes projects with an eye to safety, cost-efficiencies and preservation of a popular and visible building. Revenue: The Capital Fund was established with remaining capital campaign money in 2011 and, until 2016, was supplemented annually with modest interfund transfers, donations, grants and interest. Direct municipal contributions to the capital fund began in 2016 to assure adequate funds for major upcoming repairs and have remained at $80,000 per year. That amount is not expected to change for 2019. The Schlow Library Foundation is working with the Library Board of Trustees to invest estate and major gifts for future long-term capital needs. During its February 27, 2017 meeting the General Forum approved the following motion to revise the formula that is used to allocate municipal costs to the library: “That the General Forum, as recommended by the Finance Committee, amend the Library funding formula utilized by the Centre Region Council of Governments participating municipalities to allow for a three year smoothing mechanism to be added to the formula effective for the 2018 Centre Region Council of Governments Budget and over the life of the smoothing formula, municipalities will pay no more or less than they would have paid under direct assessment.” 2019 Program Plan – Schlow Centre Region Library Capital Budget

Library Capital Budget revenue and expenditures from 2017 through the approved 2018 budget. 132

Expenditures: 

Digital Branch Full Upgrade ($120,000) Every 4 years, a major upgrade of the website is necessary to maintain performance and security.

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Public Computing Software Replacement ($15,000) The software is due for replacement to maintain performance and security.

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Computer Replacement ($19,522) Regularly scheduled replacement of hardware, as specified by the technology plan.

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Public Furniture Replacement ($30,000) After 13 years of hard public use, some pieces are in need of replacement and have worn and stained upholstery or damaged frames.

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Lighting Replacement ($70,000) The Facility Assessment recommended changing to more energy-efficient lighting in public areas. This will be coordinated with renovations in 2018-2020.

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Painting: ($87,000) The Facility Assessment recommended painting, but it will be done only in concert with renovations and for areas that have not been repainted in 13 years.

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Remote Pickup Lockers ($10,000) This is match money for grant applications for two lockers to be placed in the Centre Region that will allow people to securely pick up reserved items. This would be similar to the Amazon self-serve lockers on campus and in Downtown State College.

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Contingency ($40,000) Money budgeted for unanticipated needs and emergencies.

Lighting and painting may be less than projected, as staff and public area renovations are currently in the planning stages, and might include those elements.

2019 Program Plan – Schlow Centre Region Library Capital Budget

A remote book locker like this one used in Kansas would allow library cardholders to pick up reserved materials at their convenience.

A Schlow’s online “Virtual Library” can be used 24/7 to access e-books, streaming movies, music downloads, and more.

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MISSION The Centre Regional Planning Agency (CRPA) guides regional and municipal efforts to create and sustain a vibrant, healthy, and economically diverse community by providing professional land use planning services that educate and inspire people to make the Centre Region a great place to live. WHO ARE WE? The Centre Regional Planning Agency provides a broad range of regional and local planning services to the Centre Region municipalities. Regional Planning services include the preparation of the Centre Region Comprehensive Plan and the Centre Region Act 537 Sewage Facilities Plan, land use projections, model ordinances, mapping, and specialized studies in areas such as workforce housing. Local Planning services include providing staff support to municipal officials and local Planning Commissions, reviewing land development plans and zoning changes, and drafting or revising municipal ordinances that relate to land use regulations. Through an Agreement of Relationship with Centre County, the CRPA fulfills the responsibilities of the Centre County Planning Commission, as defined under the Pennsylvania Municipalities Planning Code. Centre County government reimburses the CRPA for some, but not all, of the costs associated with performing these planning services.

CENTRE REGIONAL PLANNING AGENCY

The CRPA is committed to continuous improvement that provides relevant regional and local planning services to the Centre Region municipalities. The value of the CRPAâ&#x20AC;&#x2122;s commitment is manifested by a 50-year legacy of thoughtful land planning practices that leverage local knowledge and insight to form a development pattern that reflects the heritage and values of Centre Region residents. 2019 Program Plan â&#x20AC;&#x201C; Centre Regional Planning Agency

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There is a long and successful history of coordinated planning in the Centre Region that has enabled our community to accommodate growth while avoiding incompatible land uses, protecting our natural resources, and maintaining a high quality of life. The six Centre Region municipalities have participated in the Local and Regional Planning Programs since the mid-1960s. The Centre Regional Planning Commission (CRPC) initially administered the Regional Planning Program as a volunteer organization with no professional staff support. Today, a professional staff supports the CRPC, much as a municipal staff supports a municipal Planning Commission. Over the years, the Local and Regional Planning Programs have evolved. All six Centre Region municipalities continue to participate in the Regional Planning Program. State College Borough and Ferguson Township now provide their own local planning staff, while College, Halfmoon, Harris, and Patton Townships participate in the Local Planning Program as a cost- effective way of providing professional local planning services and integrating those services with the Regional Planning Program. CRPA staff provides support services to the CRPC, the COG Transportation and Land Use (TLU) Committee, and the COG Public Services and Environmental (PSE) Committee. Some CRPA staff have split positions, with a portion of their time dedicated to the Local Planning Program and the remainder of their time dedicated to the Regional Planning Program. The CRPA also houses the Centre County Metropolitan Planning Organization (CCMPO). The CCMPO Budget is prepared separately from the CRPA Budget for clarity. To perform these services, the 2019 CRPA Budget provides for the following staffing: Planning Director (85% CRPA, 15% CCMPO) One Principal Planner Three full-time Senior Planners One full-time Sustainability Planner (90% CRPA, 10% CCMPO) One full-time GIS Planner - GIS (65% CRPA, 35% CCMPO) Office Manager (50% CRPA, 50% CCMPO) 2019 Program Plan â&#x20AC;&#x201C; Centre Regional Planning Agency

The 2018 Centre Regional Planning Commission From left to right: Neil Sullivan, Penn State University Jon Eich, State College Borough Andrew Meehan, Halfmoon Township Ray Forziat, College Township (Chair) Roy Hammerstedt, Harris Township Bill Steudler, Patton Township TBD/vacant, Ferguson Township

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The Planning Director, the Principal Planner, one Senior Planner, and the Sustainability Planner are certified by the American Institute of Certified Planners (AICP). WHAT DO WE DO? The CRPA advises regional and municipal decision-makers about land use planning efforts to create and sustain a vibrant, healthy, and economically diverse community. This includes long-range planning activities and projects for the Centre Region and current planning activities for the municipalities. For the purpose of this Program Plan, the CRPA’s work tasks are divided into a Regional Planning Program and a Local Planning Program. A.

Regional Planning Program

This program is responsible for managing the preparation and implementation of the Centre Region Comprehensive Plan, the Climate Action and Adaptation Plan, and the Centre Region Act 537 Sewage Facilities Plan (in conjunction with the University Area Joint Authority). Other core services provided through the Regional Planning Program include the preparation of timely socioeconomic and demographic forecasts and trends, the management of the Regional Growth Boundary (RGB) and Sewer Service Area (SSA), and the provision of training programs to educate elected officials, planning commissioners, and the public on planning topics. The CRPA promotes and facilitates dialogue among the municipalities to develop cooperative solutions to regional issues, and all six Centre Region municipalities participate in the Regional Planning Program. Ongoing Contributions… 

Updates to the Act 537 Sewage Facilities Plan – During 2017, the CRPA assisted the UAJA and its consultants to prepare an Act 537 Plan Special Study. The Act 537 Sewage Facilities Plan Update for the Extension of Beneficial Reuse Water Lines to Harris Township will expand the use of Beneficial Reuse water to the Mountain View Country Club in Harris Township. The project may be expanded in the future to provide reuse water to Tussey Mountain for use in snowmaking during the ski season and to the Boalsburg Technology Park for use by any businesses in that area.

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Potential Amendments to the Regional Growth Boundary (RGB) and Sewer Service Area (SSA) Implementation Agreement – During 2018, the CRPA will be undertaking a required five-year review of the RGB and SSA Implementation Agreement. A fiveyear review cycle was incorporated into the last update of the Implementation Agreement.

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Regional Development Capacity (REDCAP) Report – This report is updated every five years and estimates the development capacity inside the Regional Growth Boundary and Sewer Service Area. The REDCAP also addresses hydraulic and organic capacity at the UAJA’s Spring Creek Pollution Control Facility (wastewater treatment plant). The document is utilized to assure there is sufficient land that could be developed or redeveloped inside the RGB and SSA, and to estimate when the UAJA plant would reach capacity.

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Amendments to the Source Water Protection Agreement – During 2017, the CRPA facilitated a series of meetings between the UAJA, the College Township Water Authority, and Penn State University to update the Source Water Protection Agreement that helps define where Beneficial Reuse water is put back into the Spring Creek Watershed. The authorities have agreed to meet four times annually to discuss issues of regional concern regarding Beneficial Reuse water. Two of the meetings will be with the COG Public Services and Environmental Committee to improve communication with elected officials. The authorities have also initiated water quality testing using the same lab and protocols to improve sampling.

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Timely and Relevant Demographic Information – The CRPA is a resource for a variety of demographic information and provides regular updates to the demographic data in the region.

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Technical Resource Center – CRPA staff serve as the Centre Region’s technical specialists, and the Agency is the resource center for a variety of land planning and zoning topics, including open space preservation, ridge protection, contemporary zoning practices, riparian buffers, and other best practices in land planning and zoning. In 2018, the Agency is assisting some municipalities with preparing for the 2020 U.S. Census.

The Regional Development Capacity Report estimates the development capacity inside the Regional Growth Boundary.

Local Planning Program

This program provides staff support to individual Centre Region municipalities to address localized planning issues. CRPA staff also provides support to the municipal planning commissions. Four municipalities participate in the CRPA’s Local Planning Program. For 2019 Program Plan – Centre Regional Planning Agency

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2018, College Township funds a full-time local planning position, Patton Township funds a half-time local planning position, and Halfmoon and Harris Townships each fund 40 percent of a local planning position for their respective municipalities. The Borough of State College and Ferguson Township have their own planning departments to address local planning issues, and the CRPA maintains a close working relationship with both planning departments and the Centre County Office of Planning and Community Development. Ongoing Contributions… 

Reviewing subdivision and land development plans.

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Preparing zoning ordinance text amendments.

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Reviewing rezoning applications from developers.

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Providing professional planning staff to the governing body and planning commissions.

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Address local issues and resident questions regarding planning and zoning

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Preparing ordinances and regulations to implement the Centre Region Comprehensive Plan.

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Preparing special studies and small area plans related to specific issues or concerns within a municipality.

OF PARTICULAR NOTE The completion of the CRPA Regional Planning Program Evaluation in 2015 identified several strategic areas that have strengthened the accountability of the Regional Planning Program and focused the CRPA on a series of five core service areas for the municipalities: 

Implement the Centre Region Comprehensive Plan.

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Maintain the Act 537 Sewage Facilities Plan.

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Provide demographic information.

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Monitor the Regional Growth Boundary and Sewer Service Area.

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Conduct educational programs on planning topics.

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WHERE ARE WE NOW? For the period of January 1 to June 30, 2018, revenue and expenditures for the Centre Regional Planning Agency are generally consistent with the projections contained in the 2018 Budget, with the following exception: ď&#x201A;ˇ

The actual unaudited January 1, 2017 fund balance was $96,067, which was $16,053 higher than the estimated fund balance of $80,014. The difference was due to lower than expected personnel costs.

For the balance of 2018, the CRPA does not anticipate any significant variation in expenses from those included in the 2018 Budget. WHAT IS THE COST? The 2018 Centre Regional Planning Agency Budget provides for the revenue and expenditures shown in the table on the right. WHERE ARE WE GOING? The CRPA remains mindful of municipal funding constraints when considering opportunities to reorganize or shift the responsibilities of Agency personnel to meet the changing needs of the municipalities. Most recently, two part-time positions were consolidated to create the Sustainability Planner position. The Agency continues to pursue ways to more effectively deploy personnel, use technology, be resourceful, and strategically reorganize to add value to the services provided to the municipalities. Looking forward to 2019 and beyond, the CRPA does not have any anticipated major personnel or programmatic expenditures.

Revenue 2017 Actual Fund Balance

$ Subtotal $

Municipal Contributions State College Borough College Tow nship Ferguson Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship

GRAND TOTAL

$ $

80,014 80,014

2018 Percentage 22.34% 16.06% 26.69% 4.25% 9.30% 21.36% Regional Subtotal

Municipal Contributions - Local Planning College Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship

Other Revenue I nterest Earnings Map and Report Sales UAJA Centre County

85,943 85,943

2018 Budget

$ 55,875 $ 43,007 $ 74,360 $ 10,916 $ 24,233 $ 55,296 $ 263,687

$ 63,743 $ 45,824 $ 76,154 $ 12,127 $ 26,536 $ 60,946 $ 285,330

$ 119,845 $ 55,279 $ 59,455 $ 61,930 Subtotal $ 296,509

$ 120,583 $ 50,455 $ 56,381 $ 58,305 $ 285,724

$ 358 $ 61 $ 9,775 $ 126,500 Subtotal $ 136,694

$ $ $ 15,000 $ 129,000 $ 144,000

$ 782,833

$ 795,068

2017 Actual $ 558,710 $ 121,891 $ 6,165 Subtotal $ 686,766

2018 Budget $ 671,054 $ 109,107 $ 7,250 $ 787,411

Expenditures Personnel Operating Capital

Fund Balance

$ GRAND TOTAL

96,067

$ 782,833

7,657

$ 795,068

The Centre Regional Planning Agency budget revenue and expenditures from 2017 through the approved 2018 budget. 2019 Program Plan â&#x20AC;&#x201C; Centre Regional Planning Agency

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Proposed Budgetary Changes… 

The CRPA is planning to increase professional development funding for the Sustainability Planner to join one or more professional organizations relating to sustainability and climate action. This is a minor increase that will include training regarding greenhouse gas inventories or other related climate-related topics.

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Halfmoon Township has requested that the level of local planning services it receives from the CRPA be reduced from 40% of a planner’s time to 25%. The township believes this reduction is a more accurate reflection of the expected work load during 2019.

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The CRPA is considering several other sources of revenue to sustain the Agency in the long term. Most of these require action by the governing bodies in the Centre Region, and these revenue sources have the potential to reduce municipal shares for the Regional and Local Planning Programs:  The General Forum should consider requesting that the Boards of Directors from the sewer and water authorities provide some funding to support the CRPA’s participation in integrated water resources planning and in the implementation of the amended Source Water Protection Agreement to support the Regional Planning Program activities that benefit the authorities.  The General Forum should consider requesting that Centre County provide a larger share of revenue for planning services to the CRPA. The current contribution would fund one Senior Planner and a small portion of an administrative position. This is substantially less than is needed to provide support for the required Pennsylvania Municipalities Planning Code (MPC) services in the Centre Region.  The General Forum should consider requesting that the municipalities recover all possible review fees for planning services for which fees are allowed in the MPC. Municipalities that are not assessing fees as authorized in the MPC should commence collecting fees in 2019 (for instance some but not all communities charge for time a COG Planner invests in reviewing land development plans). These fees can be used by municipalities to partially offset their costs for the Local Planning Program.

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The CRPA is currently working with CATA to potentially provide mapping services beginning in 2019. This may fund a small portion of the GIS Planner position. The work is currently completed in-house at CATA, and both CATA and the CRPA are determining the extent of potential work. The full extent of potential work is not known at this time, but the CRPA will continue to pursue this source of funding for potential inclusion in the 2019 Budget.

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The CRPA/CCMPO and the Regional Refuse programs may recommend replacing the shared 2010 Ford Escape in 2019. The vehicle was purchased in 2009 and currently has 55,000 miles on it. The cost to replace the Ford Escape is $26,000 with CRPA/CCMPO’s share being $14,560. Although the vehicle is ten years old, its maintenance record is good so the proposed purchase may be delayed until 2020.

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Proposed New Regional Work Objectives… The TLU Committee and CRPC began using the Comprehensive Plan Implementation Program (CHIP) process shortly after the adoption of the Comprehensive Plan in 2013. Since then, the CRPA has facilitated the same process on a biennial basis to identify priority projects for the coming year. The following guidelines serve as the basis for establishing the highest priority projects or initiatives: 

Implement the goals, objectives, and policies from the Centre Region Comprehensive Plan.

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Address a significant and clearly demonstrated regional planning issue or problem.

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Benefit all of the municipalities in some way.

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Facilitate Comprehensive Plan implementation based upon the local planning capabilities in each municipality.

The CRPA continues to utilize the Comprehensive Plan Implementation Program (CHIP) as a process to establish priority projects for the Regional Planning Program. All municipalities actively participate in establishing priority projects for the CRPA to include in the annual Program Plan. The CHIP provides a list of short-term projects that the Region should complete to implement the goals, objectives, and policies of the Centre Region Comprehensive Plan. The CHIP translates the goals, objectives, and policies of the Comprehensive Plan into actionable projects and identifies priorities, timeframes, and primary responsibilities for completing the projects. Seven new Regional Planning work objectives were jointly recommended by the Centre Regional Planning Commission and the COG Transportation and Land Use Committee. At its April 23, 2018 meeting, the General Forum endorsed these priority projects for the CRPA’s 2019 - 2020 Work Program: 

Integrated Water Resources Planning

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Growth Forecasting and Population Trends

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Develop Specific Climate Action and Adaptation Initiatives and Projects

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Assessing New Opportunities for Workforce and Resident Housing in the Centre Region

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Land Consumption Rates and Minimum Development Densities inside the RGB and SSA

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Identification of Future Growth Areas Outside the Existing RGB and SSA

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Comprehensive Update to the Act 537 Sewage Facilities Plan

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MISSION Federal law requires local and state officials in all designated urbanized areas of the United States to maintain a cooperative, continuous, and comprehensive transportation planning program, through a “metropolitan planning organization (MPO)”. In Centre County, this requirement is fulfilled by the Centre County Metropolitan Planning Organization (CCMPO). The Centre Regional Planning Agency (CRPA) is the lead staff support agency for the CCMPO, working cooperatively with the Centre County Planning and Community Development Office (CCPCDO), the Centre Area Transportation Authority (CATA), and the Pennsylvania Department of Transportation (PennDOT) Central and Engineering District 2-0 Offices. WHO ARE WE? CCMPO Coordinating Committee Policy-making body comprised of 18 voting members from the following organizations: Centre County Government (2) College Township Ferguson Township Halfmoon Township Harris Township Patton Township State College Borough PennDOT Central Office PennDOT District 2-0 Office

Nittany Valley Planning Region Lower Bald Eagle Valley Planning Region Moshannon Valley Planning Region Mountaintop Planning Region Penns Valley Planning Region Upper Bald Eagle Valley Planning Region Centre Area Transportation Authority (CATA) Centre Regional Planning Commission (CRPC)

CENTRE COUNTY METROPOLITAN PLANNING ORGANIZATION

Non-voting members include: Penn State University (PSU) Federal Highway Administration Federal Transit Administration

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CCMPO Technical Committee: Advisory committee that provides comments and recommendations to the Coordinating Committee. Comprised of 18 voting members from the same organizations as the Coordinating Committee. Staff: Responsible for completing technical work tasks on behalf of the CCMPO and its state, county, and municipal stakeholders. The proposed 2019 CCMPO Budget provides the following staffing in the Centre Regional Planning Agency (CRPA) to complete CCMPO-related work tasks: Director One Principal Planner (Transportation) Two Senior Planners (Transportation) Planner - GIS Sustainability Planner Office Manager

15% 100% 100% 35% 10% 50%

The Planning Director, Principal Transportation Planner, one Senior Transportation Planner, and the Sustainability Planner are certified by the American Institute of Certified Planners (AICP). Along with the CRPA positions, one full-time Senior Transportation Planner at the CCPCDO is dedicated to providing staff support to the CCMPO. The CCPCDO Director, Assistant Director, other planners, and the Centre County Geographic Information Systems (GIS) staff also provide staff support to the CCMPO. In addition, the CATA General Manager; the Directors of Information Services, Transportation, and Finance; the Paratransit Manager; and the Public Relations Manager provide staff support to the CCMPO. Revenue sources to finance CCMPO staff and operational expenses include: 

Federal and state funding provided by PennDOT.

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Funding and staff services provided by Centre County Government.

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Funding provided by the six Centre Region municipalities.

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Funding provided by CATA.

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Frequently Used Acronyms: BPT

PennDOT’s Bureau of Public Transportation

FTA

Federal Transit Administration

BFC

Bicycle Friendly Community

LRTP

Long Range Transportation Plan

CATA

Centre Area Transportation Authority

MAP-21

Moving Ahead for Progress in the 21st Century Act

CCMPO

Centre County Metropolitan Planning Organization

MTF

Multimodal Transportation Fund

CCOT

Centre County Office of Transportation Services

PennDOT

Pennsylvania Department of Transportation

CCPCDO

Centre County Planning and Community Development Office

PMG

Potters Mills Gap

CRBAC

Centre Region Bicycle Advisory Committee

STC

Pennsylvania State Transportation Commission

CRPA

Centre Regional Planning Agency

Transportation Alternatives Set-Aside Program

CRPC

Centre Regional Planning Commission

TIP

Transportation Improvement Program

FAST Act

Fixing America’s Surface Transportation Act

UPWP

Unified Planning Work Program

FHWA

Federal Highway Administration

WHAT DO WE DO? The CCMPO’s core responsibilities are focused on three broad areas that encompass the planning, prioritization, funding, and delivery of countywide, regional, and local transportation projects to improve safety and mobility, reduce congestion, preserve the existing transportation system, and facilitate economic vitality. 

Preparing a Long Range Transportation Plan (LRTP). The LRTP guides the allocation of federal, state, and local funds for projects and programs. The CCMPO’s LRTP 2044 was adopted in September 2015 and addresses a 30-year horizon. The LRTP must be updated every five years.

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Developing a short-range Transportation Improvement Program (TIP). Funds are committed to specific projects and programs through the TIP, which covers a four-year period and is updated every two years. The number of projects included on the TIP is constrained by limits on federal and state funding, which is allocated to the CCMPO by a statewide formula. The CCMPO’s new 2019-2022 TIP is scheduled for adoption in summer 2018. The 2019-2022 TIP includes approximately $86 million in federal, state, and local funding for roadway and bridge projects, including over $12 million for the Atherton Street Drainage/Repaving Project. The new TIP also includes approximately $70 million in

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federal, state, and local funding for public transportation services provided by CATA and the Centre County Office of Transportation Services (CCOT). 

Providing input to PennDOT, CATA, Centre County, and municipalities on specific projects and programs. The CCMPO and its support staff provide input about specific projects and programs, ranging from establishing policy positions about federal and state funding needed for transportation improvements, to providing input about how the design of roadway projects impacts a particular community.

For this Program Plan, the staff services provided by the CRPA, CCPCDO, and CATA are divided into four broad categories: Planning, Programming, Project Coordination, and Administration.

Both CATA and the Centre County Office of Transportation Services (CCOT) benefit from the public transportation planning services provided by the CRPA.

A. Planning

Ongoing Contributions… 

Developing, adopting, and updating the Centre County LRTP 2044.

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Providing transit planning services to CATA and the CCOT, such as managing the Alternative Service Models planning study.

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Implementing high-priority actions in the Centre Region Bike Plan, such as coordinating with the Centre Region Parks and Recreation Agency to implement bicycle education programs.

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Assisting municipalities in planning bicycle/pedestrian facilities, such as participating in Ferguson Township’s North Atherton Street Corridor Transportation Mobility Study.

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Providing comments about subdivision and land development plans in order to integrate public transit amenities into future developments.

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

Reviewing rezoning requests and development master plans to ensure that the land use and transportation aspects of the proposals are consistent with the goals, objectives, and policies in the LRTP, the Centre Region Comprehensive Plan, and other municipal and multi-municipal comprehensive plans.

B. Programming

Ongoing Contributions… 

Developing, adopting, and amending the TIP. In the past year, staff administered over 35 revisions to the current 2017-2020 TIP and worked with PennDOT, CATA and the CCOT to prepare the new 2019-2022 TIP for adoption.



Administering the Transportation Alternatives (TA) Set-Aside Program, including assisting prospective project sponsors in preparing applications for funding. In the 24 years since the TA initiative started, 26 projects with a value of over $8 million have been completed in Centre County, including bicycle/pedestrian trails, streetscape projects, and transit amenities.



Assisting prospective project sponsors in applying for funds from PennDOT’s Green Light-Go, Automated Red Light Enforcement, and Multimodal Transportation Fund programs, and providing comments to PennDOT about project applications.



Monitoring efforts to increase federal and state funding for transportation improvements. In the past year, staff assisted PennDOT in preparing a grant application for discretionary federal funds for the I-99/I-80 Interchanges project, and researched alternative sources of funds to advance the Route 322/144/45 Corridors project.

C. Project Coordination

Ongoing Contributions… 

Providing comments to PennDOT and municipalities about the design of highway and bridge projects. In the past year, staff provided comments about proposed improvements at the Route 64/550 intersection in Walker Township, the Route 26/45

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intersection in Ferguson Township, and the I-80 Exit 161 (Bellefonte) Interchange ramps in Marion and Spring Townships. 

Assisting CATA in the implementation of planning projects. In the past year, staff assisted CATA in the completion of the Articulated Bus Feasibility Study; helped CATA conduct a rider survey; and participated in CATA’s annual service planning efforts.



Providing support to municipalities in delivering TA Program projects. In the past year, staff assisted College Township in organizing a ribbon-cutting event for the Puddintown to Orchard Road Bike Connector project, and provided assistance to Ferguson and Patton Townships for the design of the Valley Vista Shared Use Path project. CATA’s new John C. Spychalski Administration & Maintenance Building includes facilities to serve articulated buses.

The ribbon-cutting ceremony for College Township’s Puddintown to Orchard Bike Connector project took place on Friday, May 11, 2018. 2019 Program Plan – Centre County Metropolitan Planning Organization

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D. Administration



Preparing the CCMPO’s portion of the annual COG Budget, which details all revenue and expenditures associated with providing staff support. The figure on the right shows the distribution of the CCMPO’s 2018 revenue sources.



Preparing the Unified Planning Work Program (UPWP), which lists the work tasks that may be completed by staff on behalf of the CCMPO, and specifies the amount of federal and state funds provided by PennDOT to support staff activities. The FY 2018-20 UPWP addresses a two-year period and was adopted by the CCMPO in February 2018.



Completing quarterly progress reports and submitting invoices to PennDOT for reimbursement of personnel and other expenses incurred in providing staff support to the CCMPO.



Administering legal agreements and periodic work orders executed by the Centre Regional Planning Commission (CRPC) and PennDOT that provide federal and state funding for staff activities.



Preparing media advertisements, agendas, and minutes for CCMPO meetings. Each CCMPO Committee typically meets four or five times each year.



Maintaining the CCMPO’s website www.ccmpo.net, including posting meeting agendas, notices, and new information about key topics.



Updating the CCMPO’s Public Participation Plan (PPP), Limited English Proficiency Plan (LEP), and Title VI Complaint Process. As a recipient of federal funds, the CCMPO must comply with federal Environmental Justice and Title VI nondiscrimination regulations. The PPP, LEP, and Title VI Process guide efforts to prevent discrimination and to ensure that

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CCMPO revenue sources in 2018.

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procedures used to involve officials, citizens, and stakeholders in the CCMPO’s planning process are consistent with federal regulations. The CCMPO’s contact list of interested parties currently includes more than 175 officials and citizens. OF PARTICULAR NOTE 

In the past year, CCMPO members and staff worked closely with PennDOT, the Chamber of Business and Industry of Centre County (CBICC), and many other public and private stakeholders to identify ways to advance two major highway projects in Centre County that have been inactive for many years: 1) I-80/I-99 High Speed and Local Access Interchanges; and 2) Route 322/144/45 Corridors Project.

On Feb. 28, 2018, a contingent of business, community, and government stakeholders traveled to Washington, D.C. in a show of support for PennDOT’s INFRA grant application for the construction of the I-99/I80 Interchanges.

2019 Program Plan – Centre County Metropolitan Planning Organization

In response to a growing urgency to make improvements at the I-80 Exit 161 (Bellefonte) Interchange, PennDOT prepared an application for funding from the federal Infrastructure for Rebuilding America (INFRA) discretionary grant program for the I-80/I-99 Interchanges project. Staff assisted PennDOT in the preparation of the application, and also played a lead role in coordinating the inclusion of letters of support for the project from government officials at the federal, state, county and local level. Staff also worked with the CBICC to secure letters of support from other key stakeholders, including Penn State University, economic and community development agencies in adjacent counties, and major employers. In early 2018, the CCMPO helped coordinate a trip to Washington D.C. that provided state and local officials an opportunity to meet with federal legislators and PA Department of Transportation Secretary Leslie Richards, and to demonstrate local support for the INFRA grant application. 150

In June 2018, the U.S. Department of Transportation announced that $35.1 million was awarded for the Interchanges project, which was one of 26 projects awarded funding out of 234 applications from across the nation. With the award of INFRA funding, PennDOT and the CCMPO are committing the remaining $150 million needed to construct the new interchange complex, which will significantly improve safety and reduce congestion for the traveling public. In 2017, the CCMPO also agreed to be a stakeholder in the CBICC’s Drive Forward initiative, a community coalition focused on calling attention to the need for advancing the I-99/I-80 Interchanges and Route 322/144/45 Corridors projects. The Drive Forward coalition is growing in numbers, and has been actively advocating for advancement of the two major highway projects www.driveforwardcc.com.

WHERE ARE WE NOW? For the period between January 1 and June 30, 2018, revenue and expenditures for the CCMPO were generally consistent with the projections contained in the 2018 budget, with the following exception: 

The actual January 1, 2018 fund balance was $100,492, which is much higher than the estimated fund balance of $72,230. The majority of the difference was due to lower than anticipated pension costs. Another factor contributing to the difference is the timing of transactions that occur within the three fiscal years that impact the CCMPO Budget.

WHAT IS THE COST?

Revenue Fund Balance Subtotal

Municipal Contributions State College Borough College Tow nship Ferguson Tow nship Halfmoon Tow nship Harris Tow nship Patton Tow nship

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$ 89,107 $ 89,107

$ 72,230 $ 72,230

$ 33,248 $ 23,206 $ 29,965 $ 4,618 $ 11,147 $ 24,932 $ 127,116

$ 31,207 $ 22,293 $ 28,966 $ 4,483 $ 10,906 $ 23,932 $ 121,787

$ 265,265 $ 85,170 $ 29,912 $ 114,199 $ 494,546

$ 265,000 $ $ 18,750 $ 122,912 $ 406,662

2018 Percentage 25.62% 18.30% 23.78% 3.68% 8.95% 19.66% Subtotal

Intergovernmental Revenue PennDOT Regular PennDOT Supplemental CATA Centre County

Other Revenue I nterest & Other GRAND TOTAL

$ 710,819

$ 600,679

2017 Actual

2018 Budget

$ 362,001 $ 163,365 $ 3,486 $ 81,475 $ 610,327

$ 399,647 $ 173,225 $ 8,150 $ 12,000 $ 593,022

$ 100,492

$ 710,819

$ 600,679

Expenditures

Personnel Operating Capital Special Projects Subtotal Fund Balance GRAND TOTAL

The 2018 budget for the CCMPO provides for the following revenue and expenditures shown in the table on the right.

2017 Actual

7,657

CCMPO Budget revenue and expenditures from 2017 through the approved 2018 Budget. 151

WHERE ARE WE GOING? Revenue for the CCMPO Budget is divided about equally between PennDOT and local sources. PennDOT provides a base allocation of federal and state funding to the CRPA, and also offers competitive opportunities for supplemental federal and state funding for special planning projects. Local funding is provided by Centre County, the six Centre Region municipalities, and CATA. County and municipal funding constraints are carefully considered when the CCMPO Budget is prepared. In November 2016, the CCMPO Coordinating Committee discussed the CCMPO’s formula for determining County and municipal funding shares, and concluded that the current formula and local funding arrangements were appropriate. Thus, the current formula will be used to determine County and municipal funding shares for the 2019 budget. The CCMPO’s local funding share formula is calculated based on three equally-weighted criteria:  Population (less on-campus resident students at Penn State University, and inmates at state and county correctional facilities)  Road miles (state roads, and local roads eligible for federal highway funds)  Assessed value of property In 2018, a new approach for determining CATA’s annual local share contribution was implemented. The new approach is more predictable and sustainable for both the CCMPO and CATA, and will continue to be used for the 2019 budget. CATA’s share is determined by the amount of non-federal funding required to match the federal transit planning funds provided in the UPWP (historically an 80% federal/20% local split). Proposed Budgetary Changes…Revenue There are no significant changes proposed for revenue in 2019. 

Base allocation of federal and state funding – The CCMPO’s new FY 2018-20 UPWP will take effect on July 2018. The new UPWP includes a modest (3%) annual increase in federal and state funding.



Supplemental federal funding – No supplemental funding is currently included in the new FY 2018-20 UPWP. However, if funding is allocated to advance the I-80/I-99 Interchanges and/or Route 322/144/45 Corridors projects, the CCMPO may

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request supplemental planning funds to help with increased staff activities associated with the reactivation of the major projects. Because supplemental allocations are approved through a statewide competitive process, there is no guarantee that supplemental funding will be secured to offset staff costs. For the purpose of preparing the 2019 Budget, the CRPA will assume that no supplemental funding will be available to offset staff costs. 

County and municipal funding – The CCMPO’s current local funding share formula will be used for determining County and municipal funding shares in 2019. Municipal and County funding shares may decrease in 2019 because of the fund balance being carried forward in 2018. Municipal and County funding shares may increase slightly in 2020, although the amount of the increase will be offset, given the increase in base allocation funding provided by PennDOT.



CATA funding – CATA’s share for the 2019 budget will be determined by the amount of non-federal funding required to match the federal transit planning funds provided in the UPWP (historically an 80% federal/20% local split). Because PennDOT has provided a slight increase in the amount of federal transit planning funds, CATA’s contribution is anticipated to increase slightly in 2019.

Local share contributions in 2018.

Proposed Budgetary Changes… The majority of expenditures in the CCMPO Budget are for personnel costs. 

There are no staffing changes or other significant changes in Personnel Expenses planned for 2019.



There are no significant changes in Operating Expenses planned for 2019. Efforts will continue to reduce or minimize increases in the operating and capital line items over which the CRPA has direct control. For example, the CRPA circulates meeting agenda packages electronically and frequently posts information to the CCMPO website to reduce the costs of copying and postage. In 2018, staff discontinued the practice of placing paid ads in the Centre Daily Times, and now advertises only through

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the Classifieds section of the newspaper. Staff also continues to explore methods of advertising meetings and other activities that cost less but still meet federal requirements. As in past years, special equipment needs are carefully considered to ensure that expenditures in the Capital and Transportation Projects line items are only budgeted if equipment cannot be borrowed from other entities or otherwise procured at a low cost to the CCMPO Budget. 

The CRPA/CCMPO and the Regional Refuse Programs may recommend replacing the shared 2010 Ford Escape in 2019. The vehicle was purchased in 2009 and currently has 55,000 on it. The cost to replace the Ford Escape is $26,000 with CRPA/CCMPO’s share being $14,560. Although the vehicle is ten years old its maintenance record is good so the proposed purchase may be delayed until 2020.

New or Expanded Work Initiatives in 2019… 

Working with PennDOT, FHWA, and FTA to continue implementing performance measures for the LRTP and TIP. Federallyrequired performance measures, targets, and ongoing monitoring is intended to help PennDOT and the CCMPO invest scarce resources wisely, and to have a common foundation on which to evaluate the success of projects and programs towards meeting federal, state, and local goals and objectives. The implementation of performance measures and targets is expected to significantly change the way PennDOT and the CCMPO conduct planning and programming activities in the future.



Working with PennDOT, federal and state elected officials, and local stakeholders to advance the Route 322/144/45 Corridors and I-99/I-80 Interchanges projects. Activities may include preparing grant and or loan applications for discretionary sources of funds, such as the INFRA and TIGER grant programs and the Transportation Infrastructure Finance and Innovation Act (TIFIA) loan program. Should funding be secured to restart work on these projects, the CCMPO may need to add the projects to the LRTP and TIP. Prior to the CCMPO taking action to amend the LRTP and TIP, the CRPA would plan and administer a 30-day public comment period, hold a public meeting(s), and prepare a report documenting the input received during the comment period.



Developing a new master Memorandum of Understanding (MOU) that outlines the roles and responsibilities of all voting and non-voting members of the CCMPO, PennDOT, and other stakeholders. The new MOU would replace the original 1982 formation agreement for the CCMPO and a 2008 MOU between the CCMPO and CATA.

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MISSION The mission of the Regional Fire Protection Program is to maintain a volunteer fire company to provide fire, rescue, and related services to the Borough of State College and the Townships of College, Ferguson, and Patton, a portion of Benner Township, and the University Park campus of Penn State University and to provide support and assistance as necessary to assure the delivery of quality services. WHO ARE WE? The Regional Fire Protection Program is a partnership comprised of three entities: Centre Region COG, State College Fireman’s Relief, and Alpha Fire Company, working together to provide high-quality, cost effective fire protection and related services to the citizens of the Centre Region. The centerpiece of the Program is the Alpha Fire Company (Company), a nonprofit corporation that received its charter as a volunteer fire company in 1899. In addition to its established service area, the Company provides assistance to other area fire companies through mutual aid agreements during major emergencies. In 1998, a portion of the Company’s service area in College Township (Route 45) was transferred to the Boalsburg Fire Company because of this area’s proximity to the Boalsburg Fire Station.

Composition of the Regional Fire Protection Program. 2019 Program Plan – Regional Fire Protection Program

REGIONAL FIRE PROTECTION PROGRAM

The Company currently operates from three fire stations. The main fire station is located in State College 155

Borough and houses two rescue engines, an aerial truck, a heavy rescue, a firefighting ATV, a utility vehicle, a special response unit/brush, a traffic unit, and a tanker. The main station has a 23 person bunking capacity, office space for the entities, and serves as the primary location for company meetings and training. A second station was opened in Patton Township in 2001 with a ten person bunking capacity. The Patton Township Station houses a rescue engine, a tanker, a utility truck, and an aerial truck. In 2002, a third fire station was opened in the lower level of the College Township Municipal Building and bunking facilities for ten personnel were completed in early 2010. The College Township Station houses an engine, a quint, office space for the Fire Marshals, and a foam trailer which was obtained through federal funds and is used for large fires and incidents that involve flammable liquids. The Company also fields a decontamination trailer which was obtained through federal funds and is housed at the Ferguson Township Public Works Department. As a nonprofit corporation, the Company is governed by an Executive Board that is comprised of the Executive Officers and the elected Operational Officers of the Company. Executive Officers include the President, Vice President, Secretary, Treasurer, Financial Secretary, and three Trustees. The Operational Officers include the Fire Chief, two Assistant Chiefs, a Health and Safety Officer, three Fire Captains, and five to six Fire Lieutenants. The Company’s Executive Officers and Chiefs are elected annually by the Company’s general membership. The COG General Forum confirms the election of the Chief Officers while Fire Captains and Lieutenants are appointed by the Fire Chief. Ten of the active members are sworn Fire Police Officers who assist the Company and local law enforcement as needed. The Company has several associate members, including Chaplains, the Company Attorney, an Auditor, a Photographer, and a Historian. The Regional Fire Protection Program benefits significantly from funds that are provided through the Fireman’s Relief Association of State College (Relief). Relief is funded through a Commonwealth of Pennsylvania program that is administered by the state Auditor General which places a tax on fire insurance premiums. The state collects these funds and distributes them to local governments for the purpose of allocating them to their fire companies. The use of these funds is heavily restricted; they must be used for health and safety of firefighters. Relief currently covers the cost of all personal protective equipment, supplemental insurance, training costs, portable radios, and specialty rescue equipment. Relief also contributes to the cost of apparatus and worker’s compensation insurance. Volunteers:

Paid Staff:

Active Alpha Firefighters and Fire Police – 100 CRCOG Fire Marshal – 1 CRCOG Assistant Fire Marshals – 4 Alpha Associate Members – 5

Fire Director Office Manager* Assistant Chief – Operations and Training Assistant Chief Operations and Field Services Equipment Technician Summer Intern

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The Fire Director leads the Regional Fire Protection Program. The program is funded by the Centre Region COG on behalf of the participating municipalities and Penn State University. The Office Manager provides direct support to all three entities involved in the Regional Fire Protection Program. The Director and Assistant Chiefs respond with the Company to emergency incidents. WHAT DO WE DO? A.

Ensure the Alpha Fire Company has the facilities, equipment, and support necessary to accomplish its mission and continue to provide fire protection to Centre Region residents in a cost effective manner.

Ongoing Contributions… 

Develop and execute plans for recruiting and retaining volunteers



Provide for the maintenance, repair, and upkeep of over $13 million of apparatus and equipment and three fire stations



Ensure that carried equipment and tools are in safe and effective working order



Provide a long-range capital plan for the replacement and/or addition of fire apparatus, computers, furnishings, and equipment



Develop and review response plans to assure the needs of the community are being met through qualitative and quantitative analyses of responses and risks



Develop and maintain strategic plans that are adaptable to changes in technology and the region’s demographics and economy to assure consistent, quality service



Collaborate with partners in Code Administration, Emergency Management, Law Enforcement, Emergency Medical Services, and Penn State Hazmat to provide complimentary life safety services which represent good value to the community



Identify and pursue grant funding opportunities



Identify, develop, deliver, and facilitate quality training programs for firefighters and fire police officers

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Alpha Fire Company working at incidents in 2017 and 2018 YTD.

Vehicle Accident with Entrapment South Atherton Street

House Fire in Patton Township

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B. Respond to emergency calls for service.

The table below details the number and types of calls for each COG municipality in 2017. Company 3 is Boalsburg, Company 5 is Alpha, and Company 15 is Port Matilda. Including mutual aid, Alpha responded to 1,359 incidents in 2017. For comparison, the next busiest company in Centre County is Bellefonte Fire (Logan and Undine), which responded to 370 incidents in 2017.

PD Assist

Good Intent/ Pub Svc

Cancel

Auto Alarm

Special/ Other

Building

Vehicle

Other Fire

College Township (5)

159

College Township (3)

Ferguson Township

163

Halfmoon Township (15)

Harris Township (3)

119

Patton Township

182

State College Borough

165

267

671

University Park

Benner Township (5)

Rescue

HazCon

TOTAL:

TOTAL

1437

Distribution and types of calls per municipality in 2017.

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159

180

160 140 1600

120

1400 100

1200

1000 800

600

400

200 20

0 2013

2014

2015

2016

2017

0 Jan Feb Mar Apr May Jun

Jul

Aug Sept Oct Nov Dec

Alpha Fire Company’s incident frequency per month for 2017 (dashed line) and 2018 YTD (solid line).

Annual Incident Responses for Alpha have been increasing steadily for each of the past five years.

C. Ensure Fire programs meet statutory requirements.



Remain knowledgeable of current laws and administrative rules that govern the conduct of fire companies within the Commonwealth of Pennsylvania and take steps as necessary to ensure the Company is in compliance.



Review land development plans to assure compliance with applicable state and local fire protection codes. [Note: specific building plans are reviewed by the Centre Region Code Agency.]

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

Deliver or facilitate delivery of training required for statutory compliance to firefighters and fire police officers.



Review and approve certain special permits such as those required for fireworks.

OF PARTICULAR NOTE 

2017 was another record year for Alpha Fire Company activity. Members provided over 26,000 labor hours to the community for response, training, public programs, and maintenance of buildings and equipment.



In 2017 an Equipment Technician was added as our fourth full-time position. Rob Nese, an Alpha volunteer, was selected for this position and started employment in January 2018.



Staff has completed a report on the desirability and viability of a fire station in Ferguson Township.



As in prior years, Assistant Chief Schreiner is coordinating group purchasing of foam, aerial and ladder testing, and hose testing for all county companies.



Assistant Chief Harris is continuing a project to move the Alpha probationary training programs from classroom lecture formats to blended learning formats.



Office Manager Irvin is assisting the fire company with an overhaul of its Administrative Manual and their refinement of the volunteer stipend award system.



Chief Harris and Director Bair worked with other county Chiefs and CPI to have the Centre County Public Safety Training Center recognized as a “Certification Test Site” for the Commonwealth of Pennsylvania.



All staff were actively engaged with Penn State Hazmat on obtaining state team recertification in 2017.



In 2016 the Alpha Fire Company was awarded a federal SAFER Grant in the amount of $197,700 to fund our multiyear digital media and strategic communications project. COG continues to administer this grant for Alpha recruiting and retention efforts. All staff were actively engaged in numerous planning sessions and exercises with all emergency service partners for a wide range of incident types and events.



In August 2017, Director Bair, EMC Kauffman, and Assistant Chief Schreiner assisted Bedford County and PEMA at the scene of a train derailment involving fire and hazardous materials in Hyndman, PA.

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WHERE ARE WE NOW? The 2018 budget for the Centre Region Fire Protection Program provides for the following revenue and expenditures shown in the table to the right. With one exception, for the period of January 1 through June 30, 2018, revenue and expenditures were consistent with the projections contained in the 2018 budget. The actual beginning fund balance for 2018 of $111,423 is above the budgeted $55,154. This is the result of several factors, most particularly lower than anticipated pension costs, lower than anticipated worker’s compensation costs, reduced spending on employee development in 2017, and significant savings on labor for building maintenance. WHAT IS THE COST? The current annual per capita cost for fire protection in the Centre Region remains less than $27. This figure includes all revenue sources: municipal contributions to operating and capital budgets, contributions through Fireman’s Relief, private donations to Alpha Fire Company, and state and federal grants. The Centre Region continues to enjoy very low costs compared to communities of similar size throughout the nation. In Pennsylvania, the average per capita municipal contribution for suburban volunteer fire companies is approximately $41 based on 2017 benchmark data. WHERE ARE WE GOING? Looking forward into the remainder of 2018 and beyond, proposed major budgetary changes and work objectives for the Regional Fire Protection Program include: 2019 Program Plan – Regional Fire Protection Program

Regional Fire Protection Program revenue and expenditures from 2017 through the approved 2018 budget. 162



There are no significant equipment or building projects planned for 2019 that will impact funding. Items not related to insurance or personnel are expected to remain flat or increase at the rate of inflation. Significant increases in digital marketing and public outreach investments will be funded from our federal grant award (SAFER).



Having volunteers in sufficient numbers is critical to maintaining the fire protection system. Responding to alarms and participating in training, often while managing career and family, places a significant personal burden upon many of the volunteers. An increasing number of our volunteers are working second jobs. Current trends in volunteerism, both locally and statewide, have created a significant threat to the long term health of the program. To address the issue, the Fire Director proposed an increase in the maximum annual stipend from $550 in 2017 to $1,100 in 2018. The General Forum approved this recommendation and it is anticipated that an additional increase will be proposed for 2019. The Alpha Fire Company Executive Board subsequently developed a stipend award policy and schedules to gain the best advantage from the increased funding, and staff has developed baseline data from which to assess ongoing program effectiveness. Prior study and discussions established the need to move the stipend to a level that will incentivize more community members to join the fire company. The timing and amounts of these increases will continue to be discussed throughout 2018 and will likely impact the 2019 budget. The Public Safety Committee and managers of the participating municipalities are included in this dialogue.



Since 2013, the Regional Fire Protection Program has handled the administration of the Penn State Hazmat Team. Alpha Fire Company members and COG staff now account for more than 55% of the hazmat technicians on the Penn State roster. This ratio will increase to 65% in the next few months as 5 additional technicians (all Alpha members) will be added to the roster. Moving forward, Penn State has expressed interest in making the Penn State Hazmat Team part of the Regional Fire Protection Program through a more formal affiliation with the Regional Fire Protection Program and the Alpha Fire Company. Early exploration by the parties has developed a model that includes Penn State’s continued funding for the team, the result of which will assure no financial burden to the municipalities. The Fire Director is in the process of convening a committee of stakeholders to make recommendations regarding future action relative to the hazmat team, and present committee findings to the Public Safety Committee in 2018. The Public Safety Committee may forward specific committee recommendations to the General Forum within the year, assuming the committee returns actionable recommendations.



In early 2018 the Public Safety and Finance Committees approved a budget amendment to hire a summer intern. Early activity of the intern has been very beneficial and the Fire Director intends to propose the hiring of a summer intern for 2019.

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MISSION The Capital Budget for the Regional Fire Protection Program was established by the participating municipalities to purchase vehicles needed for regional fire protection and rescue services. The Capital Budget provides for regular predictable contributions for the large planned, but irregular, apparatus expenditures. In accordance with the COG Capital Improvement Plan, the Fire Capital Budget also provides for regular predictable contributions for expenditures related to physical infrastructure, notably building systems, necessary to support program objectives. WHAT DO WE DO? Apparatus Replacement Schedule The COG has maintained a capital fund (originally termed a sinking fund) for the 1 Quint $1,200,000 purpose of replacing apparatus since 1975. 4 Engines @ $750,000 $3,000,000 This capital budget provides long term planning 2 Aerial Towers @ $1,200,000 $2,400,000 for the timely replacement or addition of fire 2 Tankers @ $413,000 $826,000 apparatus and ensures that sufficient funding is 1 Heavy Rescue Truck $750,000 in place to make purchases. The apparatus 1 Command Unit $100,000 replacement schedule is updated annually with 1 Chief's Vehicle $70,000 input from the Alpha Fire Company (Company), Fire Director, COG Public Safety 1 Fire Directorâ&#x20AC;&#x2122;s Vehicle $70,000 Committee, COG Finance Director, and COG 2 Utility Vehicles $96,000 Executive Director. The replacements 1 Special Unit/Brush Vehicle $140,000 scheduled in the current year of the Capital 1 ATV with Trailer $40,000 Improvement Plan (CIP) become the basis for 2 Fire Police Vehicles $280,000 the draft Fire Protection Capital Budget for Total Replacement Value $8,972,000 that year. After review and submission to the COG Executive Director, proposals for Approximate cost to replace the current Alpha Fire Company fleet. apparatus replacement move to the General Forum for final approval. Once approved by the General Forum, the Fire Administrator and Company personnel prepare technical specifications to solicit bids for individual apparatus. The approximate cost to replace the current fleet is shown in the table above. Fire apparatus is owned and licensed to the Centre Region COG. All Centre Region apparatus is insured for full replacement cost. 2019 Program Plan â&#x20AC;&#x201C; Regional Fire Protection Program Capital Budget

REGIONAL FIRE PROTECTION PROGRAM

CAPITAL BUDGET

165

TYPES OF EQUIPMENT Engines – Sometimes called pumpers, they have a pump and a water tank and carry fire hoses, nozzles, ladders, small tools, and water. Rescue Engine – An engine, as described above that has additional storage space and is equipped with rescue tools for use at automobile crashes and other rescue situations. Each station includes at least one apparatus set-up for rescue. Aerial – Also known as a truck, ladder truck, aerial truck, tower truck, or platform, the common factor in all aerial apparatus is a vehiclemounted device that can extend to a height of 65 to 120 feet or more. It is used for access by firefighters and to rescue trapped victims. The aerial apparatus also carries a large variety of ladders and tools that are used to support operations. Tanker (Tender) – A mobile water supply apparatus that carries 1,000 – 3,500 gallons of water. The tanker is used to supply water to locations not served by fire hydrants. COG’s tankers carry 2,000 gallons and 3,000 gallons of water, respectively. Heavy Rescue Unit – This is a dual purpose vehicle and its use is determined by incident type. For rescue mode, it carries a large variety of tools and equipment to extricate victims from a wide variety of circumstances. At a fire incident, the rescue truck is used as a supply source for self-contained breathing apparatus and spare air cylinders. The vehicle also carries a large generator to supply electrical power at an incident scene. Quint – The quint is essentially a rescue engine and an aerial tank truck combined into one unit. The COG’s quint is stationed at the College Township Fire Station. Command Unit – A vehicle equipped with several radios to permit communications with all surrounding fire companies and State College and University Police. The unit has maps, charts, plans, manuals, as well as specialized support equipment. Utility Vehicle – A pickup truck outfitted for emergency response. Its primary function is the transportation of personnel, equipment, and supplies for a variety of situations. Fire Police Vehicle – A vehicle with a utility or service body that is used to transport traffic control, access control, investigation support equipment and personnel to incident locations. Chief’s Vehicle/Fire Director’s Vehicle – Vehicles used by the Fire Chief and the Fire Director for emergency responses. These are equipped to allow the Chief and Director to communicate with other responding emergency equipment and the Centre County 911 Center. Special Unit/Brush – This vehicle is essentially a small pumper with limited capability. It is primarily used for nuisance fires and brush fires. This vehicle was procured as a “gift in kind” from Penn State University.

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ATV – The fire suppression ATV is used for brush fires and the protection of Beaver Stadium and parking lots during football events. The unit also handles fire patrol duties at large events in the region. The ATV was a gift from the Penn State Athletics Department. OF PARTICULAR NOTE The COG places a high priority on the maintenance of fire apparatus to ensure that they are in good working order in the event of an emergency. Because of this ongoing investment in maintenance, it may not be necessary to replace some of the apparatus at the time it is scheduled for replacement in the Capital Improvement Plan (CIP). Looking forward, the COG will continue to balance the amount of accrued funds, vehicle conditions, and apparatus price trends to ensure fiscal responsibility. Proposed for 2019 is the replacement of the 2013 Chevy Tahoe Command Vehicle. Originally the vehicle was planned for replacement 2018 but because of its condition action was delayed until 2019. The Command Vehicle is assigned to the On-Duty Fire Chief and responds to most incidents. Often the Command Vehicle and the On-Duty Chief are able to resolve a service call thereby reducing the need to roll a larger unit (fire engine etc.). In addition the Command Vehicle services as the Fire Company’s on-scene Command Post. It carries a significant amount of equipment including: remote head radio, roll-out work table, thermal imaging camera, fire extinguishers, several types of gas detectors, medical refrigerator to store cyanide poisoning antidote and Narcan, electric inverter, and hazmat guides, forms, and other documents. The existing unit will be retained and assigned to either the Patton Township or College Township fire station. The estimated budget for this vehicle and the equipment is $75,000. It is included in the 2019-2023 CIP. In accordance with COG CIP methodology, the 2019 Fire Capital Budget will include line items for replacement of physical infrastructure, notably major building systems and fixtures. In years prior to 2015 these expenditures were included in the program’s Operating Budget. Several items of interest regarding our physical facilities include: 

In 2018 we planned to replace two rooftop HVAC units at the Patton Station. The existing units are at end-of-life and the estimated cost is $20,000 for the pair. This project is on hold pending review of an alternate proposal to install split units, which may be more cost effective over the long term by reducing operating costs. This decision will be made prior to the development of the 2019 budget.

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Based on an assessment by Marcon Roofing, a partial replacement of the roof at the Borough Fire Station is planned for 2019. The estimated cost for this replacement is $37,150.

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A heating failure of the rooftop unit servicing the office areas of the Borough Fire Station requires replacement in 2018 prior to the planned replacement in 2020. The impact on the capital schedule will be negligible.

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WHERE ARE WE NOW? The 2018 budget for the Centre Region Fire Protection Program Capital Budget provides for the following revenue and expenditures as shown in the table to the right. With the exception of the failed rooftop unit at the Borough Fire Station, revenues and expenses for the Regional Fire Protection Capital Budget is generally consistent with the projections contained in the 2018 budget. WHAT IS THE COST? To assure the availability of sufficient funds for future vehicle replacements (notably aerial apparatus), planned municipal contributions for vehicle replacements will continue to increase with inflation in 2019 and in future years. With regard to buildings, there are no plans for additional projects in 2019 beyond the roof replacement project included in the 2019-2023 CIP. With regard to vehicles staff will likely recommend to defer the replacement of some or all of the smaller vehicles (Staff Cars and Fire Police Units) by one year. This will move one or both staff car replacements from 2019 to 2020. WHERE ARE WE GOING? In accordance with the CIP, the following vehicles will be replaced in 2019, deferred from 2018:  Command Unit (2013 Chevrolet Tahoe)  Alpha Chief Vehicle (2013 Ford Interceptor)  Director’s Vehicle (2013 Ford Interceptor) 2019 Program Plan – Regional Fire Protection Program Capital Budget

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There are no building or land acquisitions planned for the foreseeable future. Ferguson Township has had preliminary discussions relating to the construction of a fire station in the western part of the township, but that project does not appear imminent at this time. Renovations to physical infrastructure will be limited to remediation of normal aging and wear and tear.

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MISSION The mission of the Centre Region Parks and Recreation (CRPR) Agency is to provide Centre Region residents with a variety of opportunities which enrich lives and build community. This is accomplished by providing opportunities through recreation, education, health and wellness, and sustainability and conservation. WHO ARE WE? The CRPR Agency was established in 1966 to provide recreation programs and parks maintenance services to the six Centre Region municipalities. (Halfmoon Township withdrew financially from the COG’s Park and Recreation Agency in 1982.) Working in cooperation with the COG General Forum, the Centre Region Parks and Recreation Authority serves as the primary oversight body for the agency. The Authority consists of five volunteer members who are appointed for five-year terms by their respective municipality. A sixth board member represents the State College Area School District. 2018 CRPR AUTHORITY MEMBERS

REPRESENTING

SERVICE DATES

5-YEAR TERM EXPIRES

Cindy Solic

Township of Patton

1998-2008 and 2018 – Present

December 2021

Denise Meyer, Secretary

Township of Ferguson

2017 – Present

December 2018

Kathy D. Matason, Chairperson

Township of College

2005 – Present

December 2021

Diane J. Ishler, Treasurer

Township of Harris

2014 – Present

December 2020

James W. Dunn, Ph.D.

Borough of State College

2014 – Present

December 2020

Shannon E. Messick, Vice-Chairperson

S.C. Area School District

2014 – Present

December 2021

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CENTRE REGION PARKS AND RECREATION

OPERATING BUDGET

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The Authority and Agency Staff work with the five participating municipalities, the COG Parks Capital Committee, the State College Area School District, and various community groups to provide policy guidance on park projects, fee and usage policies, recreation programming, special events, special partnerships, and future initiatives. The following documents provide the basis for the proposed 2019 CRPR Program Plans: 

2015-2020 CRPR Strategic Plan

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2018 CRPR Work Plan

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2018 CRPR Authority Priorities

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2018 COG Parks Capital Committee Priorities

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2019-2023 COG Capital Improvement Plan

WHAT DO WE DO? The CRPR Agency coordinates eight different budget funds to provide comprehensive parks and recreation opportunities to the five participating municipalities, including park maintenance, recreation programming, special events, aquatics, environmental and conservation education, and active adult programming and services.

CRPR Authority: (front row, L to R): Kathy Matason, Chair; Diane Ishler, Treasurer (back row, L to R): Cindy Solic; Denise Meyer, Secretary; Jim Dunn. Not pictured: Shannon Messick, Vice-Chair

This budget serves as the overarching account that provides for general recreation programs and special events, park maintenance operations, concessions operations, fundraising and administrative oversight, coordination, and support for the entire agency. The other seven funds are utilized to serve specialized purposes or sites. To provide the various services, the eight agency funds provide for the following staffing in 2018:

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Professional Staff: 20 full-time positions, 3 part-time positions * Indicates a position funded by this budget 1. Director* 2. Recreation Services Manager* 3. Recreation Supervisor* 4. Sports Supervisor* 5. Aquatics Supervisor 6. Nature Center Supervisor 7. Nature Center Program Coordinator 8. PT Nature Center Staff Assistant 9. Active Adult Center Supervisor 10. Active Adult Center Staff Assistant 11. PT Active Adult Center Staff Assistant 12. Parks Manager* 13. Assistant Parks Manager* 14. Parks Caretaker III/Mechanic* 15–19. Park Caretakers I and II (5 positions)* 20. FT Parks Staff Assistant for Maintenance* 21. Office Manager* 22. FT Staff Assistant – Main Office (funded by Aquatics and Parks Operations) 23. PT Staff Assistant* (20 hours per week) – Main Office (funded by Nature Center and Parks Operations)

Seasonal Staff (PT and FT): For this fund only. The number of positions vary by season  Program Leaders/Day Camp Leaders  Parks Maintenance Seasonal Caretakers  Sport Instructors and Officials  Tournament Staff  Concessions Staff

For 52 years, the Centre Region Parks and Recreation Agency staff have remained focused on five objectives: 

Plan, implement, and promote a diverse menu of year-round programs, sport leagues, and special events.

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Promote and accommodate self-directed uses of parks/facilities by individuals, families, and groups.

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Provide efficient parks maintenance and operation services across an extensive range of recreation facilities at a reasonable cost.

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Strive to improve community parks and advance the approved capital projects at municipal and regional facilities.

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Coordinate and administer effective staff support for all of agency operations.

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Plan, implement, and promote a diverse menu of year-round programs, sport leagues and special events.

Programming and league operations are primarily funded by user fees and donations. Ongoing Contributions… 

Offering eight weeks of summer day camps that meet a day care niche for parents who work full-time. Camps have continued to be competitively priced and offer comparable activities, field trips, and qualified staffing, as compared to other similar camps in the area. The agency offers a total of 24 different summer camp options for ages 3-18, including the completely redesigned “KIDVenture Summer Camp” to include the Minis, Explorers, and Challengers. The “Leaders-In-Training Program,” introduced in 2016 as Junior Leaders, continues to provide teens the opportunity to learn leadership skills in a guided program. These summer programs create lifelong memories for children!

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Offering a Youth Scholarship Program to assist families who may not be able to afford registration fees for programs, camps and pool passes. This program was revised in 2017 to provide improved application guidelines to those individuals who may apply for a scholarship. 2018 eligibility is based on the 2017 Federal Income Guidelines at the 130% levels. The agency is now also actively fundraising throughout the year for the scholarship fund and received donations in 2017 through Centre Foundation’s community grant program and the Centre Gives 36-hr. fundraising event. To date, CRPR has provided 55 scholarships for programs, camp, swim team, and pool passes.

KIDVenture Summer Campers having fun with their binocular craft!

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Providing staff support for the planning, construction, funding, and operation of the three regional parks. Two of these parks are now in operation, Hess Softball Complex and Oak Hall Regional Park, and provide playing venues for a range of youth and adult sports tournaments and leagues. The third regional park, Whitehall Road, will be the focus of attention for the CRPR for the next several years as the Land Development Plan is prepared, bidding documents drafted, and construction occurs.

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Operating adult sports leagues throughout the year including volleyball, softball (co-ed, women’s, men’s, age 35+, and age 45+), flag football, and Growing the Game Youth Basketball. In 2018, CRPR served 55 softball teams, 43 volleyball teams, and 16 flagfootball teams. Returning in 2018 is a Summer Tennis League that saw double the growth from the 2017 league. The All Ages

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Disc Golf Clinic in partnership with the Centre County Disc Golf Association returned in 2018. Staff members continue to research potential new leagues, for both adults and youth. 

Hosting major softball and baseball tournaments at the Hess Softball Complex, Oak Hall Regional Park, and numerous satellite fields. The 17 tournaments scheduled for 2018 also provide notable economic benefits to the Centre Region as the participants stay, shop, and dine at local businesses. Tournaments increased from 12 in 2017.

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During 2017, Oak Hall Regional Park and Hess Softball Complex hosted 1,000+ softball games through leagues and tournaments. The centralized location and high-quality of these venues has made the Centre Region a premiere tournament destination in Central Pennsylvania.

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In 2017, the agency started a concessions operation at Oak Hall Regional Park. Start-up equipment and supplies ranged between $4,000-$5,000 and the concession stand saw revenues of $15,624 in its first year. The concessions staff learned a great deal about the operation and tweaked the menu throughout the year. Had many of the tournaments not been rained out in 2017, the revenue may have been much higher. Historically, CRPR has contracted with third-party vendors for concession services. Third-party concessions still exist for both Park Forest and Welch Community Pools as well as Hess Softball Complex. In 2018, CRPR successfully found a full-service food vendor and one month into the season, the vendors selected are doing well.

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Developing and expanding community partnerships to further enhance the vitality of the Centre Region through increased program opportunities, event sponsorships, and better marketing plans. Current partners include, but are not limited to, the State College Rotary Club, State College Lions Club, State College Area Municipal Band, PSU Field Hockey Team, Centred Basketball, Recreational Arts, Inc., The Makery, Encore Farms, Centre County Disc Golf Association, Central Pennsylvania Convention and Visitors Bureau, and the Penn State Golf Courses. CRPR is also partnering with the Centre Regional Planning Agency and Centre Bike to provide youth and adult educational programs on bike safety and other bike related topics.

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Operating a variety of youth sport programs including tennis, rhythmic gymnastics, field hockey, basketball, track and field, and Smart Start Youth Sports. Staff members

2019 Program Plan – Centre Region Parks and Recreation Operating Budget

2018 Qualifiers from the Local MLB Pitch, Hit & Run event held at Oak Hall Regional Park.

175

continuously evaluate the community’s youth sports offerings in order to provide appropriate programs. A variety of sportsoriented special events are held throughout the year such as MLB Pitch, Hit and Run, Youth Track Meets, and NFL Punt, Pass and Kick, as well as an extensive menu of adult fitness programs with certified instructors. CRPR is continuing its very successful flag football program for youth entering 1st through 7th grade. 

Hosting popular, annual special events such as Bike-In and Dive-In Movies, Easter Egg Hunts, Touch-A-Truck Expo, Centre Tennis Play Day, Kids on Wheels Parade, Friday Night Lights, Halloween Costume Parade, Paws-A-Pool-Ooza, Pedal, Splash & Dash Youth Triathlon, the new Winter Carnival (launched in February 2018) and concerts by the State College Area Municipal Band. 50Fest, a new special event in 2016, returned in 2017 under the new name of the “So Long Summer Shindig,” and will continue into 2018 and 2019 as well. Most of these events are now team events for agency staff; through a sign-up program, more of the agency’s professional staff can help with these larger events to ensure that they are run smoothly and that the team leader has plenty of help.

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Providing community outreach to make residents aware of CRPR programs, special events, and services and to stress that all residents are welcome. CRPR marketing efforts include its Active Guide, E-Newsletters, surveys, evaluations, social media such as Facebook, Instagram, Twitter, and soon-to-be-added Snapchat, and newly-redesigned CRPR website. This re-design now gives residents the information they are seeking in the easiest possible manner.

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Ensuring that agency staff and volunteers are trained in, knowledgeable about, and follow the CRPR Child Safety Policy based on the recently-updated state laws and regulations. As the state guidelines change for day care and day camps, CRPR will be evaluating how this legislation will affect its camp operations and will make necessary changes if possible to keep this popular program in place. Operational expenses may change depending on these legislative changes due to more staff training, longer camp hours, more requirements for supplies and equipment, increased background checks, and other new protocols.

B. Promote and accommodate self-directed uses of the various parks and facilities by individuals, families and groups and provide efficient parks maintenance and operations services across an extensive range of recreation facilities at a reasonable cost. Ongoing Contributions… 

Maintaining and operating 56 municipal and regional park sites, as shown below. The extensive parks maintenance tasks include parks mowing and trimming, brush-hogging, carpentry, soil work, building maintenance, masonry, plumbing, playground safety inspections, arboriculture, custodial work, sports field care and enhancements, trash/recycling collection, tournament and special

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event preparations, and other duties as needed. The extent of maintenance required in any park depends on the features in each park, the popularity of each feature, and the durability/age of each feature.

Type

State College Borough

College Township

Ferguson Township

Harris Township

Patton Township

Totals

CRPR Maintained Parkland

115 acres

129.9 acres

178 acres

68.4 acres

164.9 acres

656.2 acres

Municipal Parkland/Open Space (owned/easement)

0 acres

81.1 acres

80 acres*

0 acres

111.8 acres**

272.9 acres

CRPR Authority Owned/Leased

7.3 acres

131.5 acres

103 acres***

21 acres

4.4 acres

267.2 acres

Totals

122.3 acres

342.5 acres

361 acres

89.4 acres

281.1 acres

1,196.3 acres

*Former municipal authority land preserved for watershed protection; not considered parkland. **Patton Woods Natural Recreation Area is considered passive parkland (62.7 acres). ***Whitehall Road Regional Park will not come online until 2020-2021; construction should begin in 2019 (on approximately 42 acres of the 100 acre parcel). Other notes about the Acreage Table: 

In 2018-2019, four acres of the 42-acre Grays Woods Park will come online in Patton Township; CRPR will be providing maintenance and management of this park.

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In 2018-2019, the nine-acre Owens Drive Park in Ferguson Township, now known as Songbird Sanctuary, will come online as a natural, open space area. CRPR will not maintain this facility.

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In two to three years the nine-acre Tussey Pond Park in Harris Township will come online. The park includes a large pond, the first one in the system.

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The facilities assigned for CRPR operations have expanded over the years as shown below: 1992: 2000: 2006: 2016: 2017:

272 acres at 33 sites 452 acres at 38 sites 670 acres at 49 sites 920 acres at 55 sites 924 acres at 56 sites*

Over the past decade, the community parks inventory has grown to include the renovated Park Forest and Welch Swimming Pools, the expanded Millbrook Marsh Nature Center with the Spring Creek Education Building, Hess Softball Complex, Oak Hall Regional Park, and the leased Parks Maintenance Facility, along with expanded or new municipal parks. The agency maintains 45 playground areas with no user fees charged or proposed. 

Performing parks maintenance tasks and special projects, as scheduled across the park system. Overall, the parks are noted by residents for the Parks Maintenance builds the popular Blue Spring Park Ice Rink when winter high level of care and responsiveness provided by conditions allow. CRPR staff. The agency continues to efficiently maintain all sports fields, especially those sites used for leagues and tournaments.

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Providing staff support for the Phase I construction of Whitehall Road Regional Park.

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Promoting and enhancing the Park Partner Program, the Remembrance Tree Program, and the My Hero/My Veteran Tree Program, along with other volunteer initiatives, to maximize community involvement in assisting with the maintenance, enhancement, and development of our municipal and regional parks.

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C. Provide coordination and administrative support for all agency operations. Ongoing Contributions… 

Providing administrative support to the CRPR Authority and the COG Parks Capital Committee by preparing agendas, minutes, reports, and correspondence.

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Continuing to provide administrative support for the Phase I development of Whitehall Road Regional Park and to assist the Parks Capital Committee and the Authority with discussions relating to Phase II development at all three regional parks.

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Managing CRPR scheduling to better utilize all current and planned park facilities. In 2017, conversations started with the individual municipalities on overall maintenance, service expectations and assignment of tasks. This project is not complete but will continue through 2018 and beyond to determine best practices and to strive for some consistency across the municipalities.

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Continuing to maintain the agency’s redesigned website to ensure that information is up-to-date, to evaluate customer’s use of the site, and rotating photos and artwork.

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Continuing the agency’s participation in the annual Centre Gives 36-hour crowdfunding campaign operated by the Centre Foundation. The agency raised funds for Millbrook Marsh Nature Center’s operating funds in 2018 and also received endowment funds for the State College Area Municipal Band and grant funds for the Youth Scholarship Program.

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Seeking and investigating grant and donation opportunities to supplement the operating budget. For example, the small grant provided from Strider Bikes allowed the agency to start the Lil’ Striders program in 2017 which teaches pre-schoolers balance and riding skills. The Active Adult Center received another PA Department of Aging $65,000 grant and the Authority applied for a $300,000 DCNR Grant and a $50,000 Central PA Convention and Visitors Bureau grant for the All-Ability

Facility Reservation Revenue $200,000 $150,000 $125,370 $131,638 $113,473 $121,880

$100,000

$152,612 $149,366 $102,459

$92,859 $50,000 $-

2019 Program Plan – Centre Region Parks and Recreation Operating Budget

2010

2011

2012

2013

2014

2015

2016

2017

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and Universally-Accessible Playground at Whitehall Road Regional Park. In 2018, the Recreation Services Manager will continue to research other grant opportunities. OF PARTICULAR NOTE 

Of particular note is the expansion of hiring independent contractors for CRPR’s programs; this opportunity has opened an avenue of exploration for new, unique, and competitive programs and partnerships. The agency has been able to expand the class content and offerings in 2018 already to include: Intro to Youth Mountain Biking, Lil’ Striders Balance Bike programs, Bike Packing Instruction, Centre Region Bike Commuting, new fitness classes with local yoga and fitness instructors in the region, as well as classes at each of the local bike stores on How To Purchase A Bike, Changing A Bike Tire, and more!

“Growing The Game” Youth Basketball is held at Circleville Park in Patton Township.

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Staff is evaluating how agency programs are funded. An important aspect of the CRPR Funding Model is to, when feasible, have those directly benefitting from an agency service bear some or all of the cost to provide that service. The table on the previous page shows the revenue from reservation permits (pavilions, sports fields, etc.).

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Due to a very rainy 2017, overall rental income was reduced at the parks for sports field rentals as well as at the pavilions and pools. Additionally there were two fewer tournament weekends due to Arts Festival and the Beaver Stadium Concert weekends due to lack of hotel rooms. The agency also tested a half-day, full-day pavilion rental program that met with limited success. That program was revised for 2018 and is being received well by the Agency’s customers. Indoor rental income increased for Millbrook Marsh Nature Center through its revised rental program to include wedding options.

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A new Patton Township park to be added: Upon project completion in 2018/2019 CRPR will assume operations for four acres of the 42-acre Grays Woods Park. The Phase I project includes a small park area with playground and trails.

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A new Harris Township park to be added: It is expected in the next three to five years that Harris Township may request maintenance services for the new Tussey Pond Park, which is under the master planning process now. Development of this park

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will coincide with a re-design of Country Place Park, which will allow the two parks to be connected and for Country Place Park to be better utilized. 

The “Growing the Game” Youth Basketball program expanded in 2017 with Penn State Basketball as the agency’s partner. In 2018, Penn State Basketball had to pull itself from this program and the agency is now partnered with the non-profit Centred Basketball for the “Growing the Game” Youth Basketball Program. Enrollment is down for the girls but enrollment is strong for the boys in 2018. The agency plans to expand this program to 7th and 8th grades in 2019 and will continue to evaluate any other necessary changes for next year.

WHERE ARE WE NOW? For the period of January 1 through June 2018, revenue and expenditures for the Centre Region Parks and Recreation Operating Budget were generally consistent with the projections contained in the 2018 budget with the exception of seasonal maintenance personnel costs that are lower than anticipated because of the difficulty in filling some of the approved seasonal positions. The unaudited 2017 ending year fund balance was $369,209, a $70,557 increase from the $298,652 projected in the budget. The fund balance was higher than anticipated because of employee turnover or unfilled seasonal positions, project costs that were lower than expected, and increased program revenue. WHAT IS THE COST? The 2018 budget for the Centre Region Parks and Recreation Agency provides for the revenue and expenditures shown in the table on the right.

2019 Program Plan – Centre Region Parks and Recreation Operating Budget

Parks & Recreation Operating Budget revenue and expenditures from 2017 through the approved 2018. Budget. 181

WHERE ARE WE GOING? Proposed Budgetary Changes for 2018… The following is a list of proposed changes that will directly impact the 2019 Parks and Recreation Operating Budget. Generally, except for changes in compensation and benefits costs, the 2019 CRPR budget will look similar to the 2018 budget. 

$75,000 will be expended to prepare the Regional Comprehensive Parks, Recreation, and Open Space Study. No new money is proposed for the 2019 COG Budget for the preparation of the study. This project has two funding sources—the COG and a grant from the Pennsylvania Department of Conservation and Natural Resources (DCNR). $18,500 was appropriated in each of the 2017 and 2018 COG Budgets for this project. The $37,500 in combined funding will be carried forward into the 2019 Budget. The CRPR Authority applied for and received a $37,500 grant to match the municipal contributions to COG. The General Forum established a Steering Committee to guide this project and to prepare a Request for Proposals (RFP) for consulting work required to prepare the plan. The RFP is complete and was approved by the Executive Committee for advertisement. Proposals will be opened by the Steering Committee on August 7 with DCNR and General Forum execution of the contract with the successful vendor is expected by October 29. Some members of the Steering Committee expressed a concern that the project budget is not sufficient to finance all of the work that the consultant is expected to do. If that is the case, additional funding may be requested or the Scope of Work will need to be revised in some way.

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$5,000 is requested for architectural services to prepare rough design options and cost estimates for a regional Action Sports Park at a site yet to be finalized. On August 7, 2017, the State College Borough Council appointed an Ad-Hoc Action Sports Park (ASP) Committee. The 15-person committee consisted of representatives of the various Borough neighborhood associations as well as other at-large members. Council President Myers served as chairman of the ASP Committee, and Pam Salokangas and Beth Lee participated as staff during the eight-month review process. The ASP Committee met 10 times between August 2017 and January 2018. Among other work, the committee collected information about other action sports parks in or near Pennsylvania, created and distributed community surveys, and held a public meeting. In December 2017, the committee finalized locations to be considered and what activities and elements should be included in an action sports park. Since then, Borough staff and the ASP Committee have prepared the Ad-Hoc Action Sports Park Report which was presented to the State College Borough Council on March 19 and can be viewed at https://goo.gl/rQHjnB. Because the Whitehall Road Regional Park location was earmarked as one of the highly recommended locations for the Action Sports Park location, Borough officials voted to send the report to the General Forum and the COG

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Parks Capital Committee for consideration. During its July 12, 2018 meeting, the Parks Capital Committee asked the Authority for a recommendation on how to proceed with follow-up on the report. During its April 23, 2018 meeting, the General Forum approved a motion that the Action Sports Park Report be referred to the “Centre Region Parks Capital Committee to consider the report and its recommendations.” The recommended funding is intended to provide the COG Parks Capital Committee and the Centre Region Parks and Recreation Authority with additional information to help them consider the report and to prepare a recommendation of how to proceed or not. 

Additional funds may be requested in the 2019 Detailed Budget to adjust compensation rates for seasonal pos itions to enable CRPR to attract and retain qualified staff. The cost of these adjustments are being prepared for the 2019 Detailed Budget and will be adjusted over a two or three year period. When appropriate, program registration fees, pool passes/admission fees, and rental rates may be adjusted to accommodate these salary increases. As the unemployment rate declined and the economy improved, hiring for part-time staff for the 2017 and 2018 program seasons and facility operations has been difficult across the agency. Agency staff are now reviewing seasonal staff salaries and conducted a local salary study to evaluate the rates paid to positions such as lifeguards, recreation aides, front desk attendants, program leaders, interns, seasonal park caretakers, summer camp leaders, and others. It is the hope that staff can propose a more structured and consistent seasonal pay scale across the agency that also includes raises, small bonuses for completing a season, COLAs, and other incentives to retain and hire new staff. In addition, during 2019, CRPR would like to hire a tennis professional, preferably through the United States Professional Tennis Registry (USPTR), to revitalize and oversee all of the tennis programs. This seasonal position, which would work approximately nine months per year, may skew the salary scale, but is a desperately needed position as the agency cannot continue to piecemeal a strong tennis program together with changing staff. The goal is to have registration fees pay for the salary expenses for this position.

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During 2019, CRPR proposes to adapt and strengthen its summer camp program by establishing a Rec-On-The-Go program. The recommended changes to the camp program will be financed through registration fees. The creation of the Rec-On-The-Go program would involve the purchase of a used box truck with appropriate signage/vehicle wrap and equipment. The estimated cost of the truck is $25,000. This purchase is also discussed in the Parks Capital Budget section of the Program Plan. Historically, CRPR has had a major role in the summer camps offered in the Centre Region. Over the past three-to-five years, the competition has grown exponentially. There are traditional and specialty camps being held and hosted by multiple churches, Penn State, private schools, other non-profits, for-profit businesses, and more. The agency staff have created an inventory of camp programs in order to run an analysis of our summer camp program. It appears that the majority of the registrations for the

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CRPR’s Summer Camps are for families who need child care vs. households that are looking for specialty camps (e.g. technology, arts, foreign languages, etc.) The agency wants to remain competitive with the other comparable camps in content and price, and, during the last six months of the year, will identify changes that are intended to keep CRPR’s camps attractive to the residents. CRPR camps are financially self-supporting and generate sufficient revenue to off-set some of the overhead expenses. The registration numbers for all KIDVenture Camps (Minis, Explorers and Challengers) have been flat over the past two years and there is no longer a waitlist each week. In addition, it is becoming a major challenge to recruit knowledgeable and motivated staff to work these camps, causing staff to cap registration numbers in order to stay in safe ratios between campers and leaders. Additionally, the agency is handicapped by having an insufficient number of facilities for its summer camps; one of the camps is going to be hosted by a church in 2018 and the other two camps will utilize one of the middle schools which has several construction projects at the building. There is not enough space for the camp as designed (two different age groups operating separately), but agency staff are going to make it work as there is nowhere else to go that is centrally-located. During the next six months, CRPR Staff will do research on what other municipal park departments are doing, the current trends, and options to implement a long-term change and improvement to our summer camps. Options include traditional eight-week camps, an eight-week half-day camp, multiple specialty camps, and a Rec-On-The-Go style program that would bring recreation opportunities into the parks and local neighborhoods. The RecOn-The-Go program can be staffed by fewer people; would be a registration-based, revenue-generating program; and can also be rented for private/public events. The agency is evaluating the best combination of programming for 2019.

Model Program: BREC On The Geaux, East Baton Rouge Parks and Recreation

Regardless of the approach taken by the agency, the staff will continue to monitor proposed statewide regulatory changes relating to day camp programs. Current proposed legislation redefines summer day camps and may include new licensing procedures and operational requirements that could drastically effect the current programs as well as the agency’s week-long specialty camps. If there are budgetary effects from the proposed legislation, they will be reflected in the 2019 Detailed Budget. 

In 2019, the agency is requesting to add two new full-time Parks Caretakers to the maintenance crew and to reduce the amount budgeted for seasonal maintenance. This shift will increase the costs for full-time staff and reduce the compensations costs for

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seasonal staff. However, overall costs will increase because full-time employees receive insurance benefits and their hourly pay rate is higher than for the seasonal staff. There are two reasons for this request: 1) Since 2011, the number of full time parks caretakers has not changed despite the changes in agency operations, most notably the adding of acreage at local and regional parks and new sports fields that are being heavily used. Please note the table comparing the number of full-time staff to the acreage maintained by the CRPR. It should also be noted that the number of playing fields have increased which require extensive time compared to maintenance of park/open space.

Maintained Acreage and Maintenance Staff 1200

20 18

1000

16 14

800

12 600

10 8

400

6 4

200

2 0

Maintained Acreage

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2) During the last three years there has been a significant change in the local and national economy. According to the Federal Reserve the current unemployment rate in the State College area is 3%, the lowest it has been since 1999. Because the economy is so robust it has been difficult to attract and retain seasonal employees. By way of example, the estimated cost for seasonal wages for the last two years has been $275,000. However, because some of these positions have not been filled or when they were filled the employee has not stayed the entire season, the actual usage has been closer to $160,000. Simply put, the state of economy has made the current model of using seasonal staff for park maintenance work unrealistic. The recommended shift from seasonal to full-time employees will allow CRPR the opportunity to hire qualified full-time staff who are likely to remain with the agency because of the benefit package the COG will provide to them. The additional positions will also allow work tasks to be completed instead of falling further down the “to do” list. At the present time, the CRPR Director and Parks Maintenance Manager believe the Parks Maintenance division is understaffed given the growth in park acreage and sport playing fields as well as the inability to recruit and retain skilled seasonal workers who stay for the full sevenmonth maintenance season of heavy park use. Much of the work has become truly year-round and without the full complement of seasonal workers to share the load during the main grass mowing season, only the highest task priorities are being handled during the busy season. The increased number of full-time staff will impact the work load positively to ensure that the parks are clean, maintained well, and, most importantly, safe for all users. Furthermore, there are more parks being considered by local municipalities to come online in the next few years as well as phased construction to be completed at other sites (Grays Woods, Tussey Pond, Bernel Road Park Phase 2, Cecil Irvin Phase 2, etc.). Also, with the Whitehall Road Regional Park coming online, there will be the need to provide additional staffing for the Phase I acreage’s maintenance needs. It is a wonderful problem to have--demand for use, increased maintenance needs, and more acreage but the agency must be able to maintain these areas and serve the patrons that use these facilities to professional standards. With the 2019 Program Plan the agency is recommending in the 2019 budget to convert approximately $111,576 from seasonal salaries to full-time salaries to fund two full-time Parks Caretaker I positions; this amount includes salary and benefits. The addition of two full-time caretakers is not anticipated to have an impact on municipal contributions in 2019 due to the anticipated fund balance carryover from 2018. As noted above much of the fund balance is due to the inability to recruit seasonal staff. This change, however, will have an impact on municipal contributions to the Parks Operating Budget beginning in 2020 because the January 1, 2020 fund balance would be lower than the January 1, 2019 fund balance due to the utilization of

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funds for 2019 salaries. At this time, without accounting for any additional factors, staff’s initial estimate of the 2020 increase in municipal contributions is $136,360 (including the following hourly pay rate adjustment for seasonal staff). In addition, the Program Plan proposes to increase seasonal wages by $0.25 to bring the agency’s lowest paid position to a minimum of $10.00/hr. After the agency completed an informal salary survey, it was determined that other landscaping or maintenance positions typically start at $10-$11/hr. The higher hourly rates are slightly ahead of the currently proposed COLA; it also includes a merit increase for returning staff as a recruitment and retention tool. Looking ahead, the long-range requests could see additional staff being proposed in 2020 (1 full-time position and the delayed 1 parttime, year-round position) and 2021 (1 full-time position and 1-2 seasonal positions). The agency has also earmarked additional increases to the seasonal rates that would occur over a three-year period; 2019, 2020, and 2021 to ensure that CRPR remains viable in the competitive employment market. In addition, in 2020 it is likely the agency will propose to hire one year-round, part-time, 32 hour a week Parks Caretaker position. This change was evaluated for 2019 but was delayed because of its impact on the budget. 

Continue to expand professional development opportunities for the CRPR staff: Continue to place emphasis on staff training and professional development. The agency continues to look for new opportunities for training. The 2019 Detailed Budget will provide figures and training details.

On The Job

Proposed Work Objectives for 2019… The following is a list of proposed 2019 Work Objectives for Centre Region Parks and Recreation: 

Provide the staff support necessary for the consultant and the COG Steering Committee to complete the Centre Region Parks, Recreation, and Open Space Regional Comprehensive Plan.

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Continue to provide the staff support necessary to complete the Phase I improvements at Whitehall Road Regional Park within the budget approved by the General Forum and consistent with approved master site plan for the park. The General Forum, through Articles of Agreement for the Regional Parks has asked the Centre Region Parks and Recreation Authority to lead this development effort within the approved parameters.

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Expand Tournament Hosting: Continue to promote the tournament opportunities provided by Oak Hall Regional Park and the Hess Softball Complex, along with additional satellite fields, making the Centre Region a premiere softball destination in Pennsylvania for tournaments, leagues, parks rentals, and special events. These tournaments have the added advantage of giving local youth and adults the opportunity to play on their “home fields” without requiring travel to other locations.

Men’s Softball League at Oak Hall Regional Park

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Continue to collaborate with the municipalities regarding the purchase and installation of the new playground equipment and other facilities (for example: pavilions) and the construction of major capital repairs. Historically, these items have been a municipal responsibility. There are some gray areas so on-going communications between the municipalities and the CRPR is important. Looking ahead, the division of duties between the CRPR and the municipalities is one of the topics that will be reviewed in the upcoming Parks and Recreation Comprehensive Plan.

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Continue to emphasize playground safety: Under COG policy, the funding of new or replacement playground equipment, as well as capital repair projects in their parks, is a municipal responsibility. This topic is included here to confirm prior discussions with the respective municipal staff that the replacement of some playground equipment and other park projects should be scheduled in their Capital Improvement Plans. CRPR staff involvement in that planning remains important.

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Evaluate the way recreation programs are provided: Continue to partner with local businesses and experts-in-their-field to become instructors for CRPR program. Convert former commercial permit holders to independent contractors and bring those programs in-house as a win-win for both parties.

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Continue to evaluate the agency’s programs to ensure they are current with the community’s expectations: Develop a multiyear plan for program operations (including leagues, fitness classes, and an annual program schedule). Continue to evaluate and refresh the program and special event menu to attract more participants. Develop more business and community sponsors. Locate additional indoor sites to host CRPR programs. Establish program evaluation procedures to guide the success of the agency’s programming.

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Develop a policy for accepting major contributions to regional parks development: To help off-set municipal costs CRPR has been encouraged to work with other organizations (i.e., Centre Soccer, Central Pennsylvania Visitors and Convention Bureau etc.) to fund improvements at the regional parks such as lighting and synthetic turf for one of the fields. Contributions from these groups have been discussed on multiple occasions; however, it will be important to maintain that the first priority for regional parks is to serve the residents of the Centre Region while at the same time recognizing the programmatic needs of the entity making the contribution.

Progressive Resistance Weight Training

2020 AND BEYOND Looking ahead to 2020, the significant policy level issues relating to the Parks and Recreation Program are: 

Implement the recommendations contained in the Parks and Recreation Regional Comprehensive Plan that is approved by the General Forum.

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Review the COG Articles of Agreement: The 1974 Articles of Agreement for the Centre Region Parks and Recreation Agency are out of date and should be revised. Articles of Agreement are recommended by the General Forum and adopted by ordinance by the governing bodies of the five municipalities. It is proposed by the Executive Director and CRPR Director that one of the

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topics addressed in the upcoming Comprehensive Plan is the how the agency should be governed. The information and recommendations contained in the Comprehensive Plan may provide a good basis for updating the Articles of Agreement. 

Open a discussion with the General Forum to access the need and willingness to fund an indoor recreation center. This will be a “big ticket” expense item and the scope of the regional discussion is likely to be similar to one for the acquisition, planning, and construction of the regional parks. In addition, to the construction costs the on-going maintenance and staffing of such a facility would need to be evaluated. The sense of the CRPR Director and staff is that there is a deficiency of indoor recreation and programing space but data would need to be compiled and analyzed to confirm this assumption. This deficiency of space has been magnified by reduced access to both Penn State University and the State College Area School District facilities. Looking ahead, this topic will be reviewed in the upcoming Centre Region Parks, Recreation, and Open Space Regional Comprehensive Plan conducted in 2018-2019. The information and recommendation contained in the plan should be a good place to begin the regional discussion.

Town of Gypsum, CO, population 5,000 people, got its first recreation center through community partnerships and regional cooperation. Article available: http://recmanagement.com/200704fp01.php

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Through the Ad Hoc COG Facilities Committee the office space assigned to the Parks and Recreation Agency in the COG building should be evaluated. As identified in other COG Program Plans, the agencies that are housed in the COG building are out of both working areas for staff and storage space.

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The need for additional space in the COG Building is identified in several other sections of the 2019 Program Plan.

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Continue to work with the Park Capital Committee to identify and evaluate options for developing Phase II improvements to the regional parks. Two of the more immediate needs are constructing restrooms at the John Hess Softball Field Complex and adding pavilions and playground equipment at Oak Hall Regional Park. It is suggested that there may be an opportunity in the

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future to review all Master Plans for Phase 2 developments at one time as the agency begins to look toward funding to complete this work. ď&#x201A;ˇ

Hire a year-round, part-time, 32 hours a week Parks Caretaker.

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Through the Capital Improvement Plan and in conjunction with the work of the Ad Hoc Facilities Committee, identify a longterm plan for a parks maintenance building. Because of maintenance responsibilities, CRPR owns (through the COG) a significant number of vehicles, trailers, mowers, tractors, etc. During the summer months, CRPR employs over 30 full- and parttime staff to perform maintenance work. Currently, the maintenance facility is located in a rented, temporary facility on Stewart Drive across from the Nittany Mall. The annual rent is approximately $55,000. Several years ago, the General Forum discussed and provided for the construction of a parks maintenance building in the Phase I development plan for Whitehall Road Regional Park. This site was centrally located and the COG and Ferguson Township jointly own the land. Because of financial and environmental concerns about the storage of turf maintenance materials, this proposal was discontinued and no funds have been included in the 2019 budget for the design or the construction of a maintenance building. Looking ahead, the Ad Hoc Facilities Committee will be discussing whether the COG should continue to rent or own its own maintenance building.

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MISSION The mission of the Parks Capital Equipment Budget is to track capital improvements of park maintenance facilities and the acquisition and scheduled replacement of motorized equipment/vehicles and computers that are used by the Centre Region Parks and Recreation (CRPR) Agency. WHAT DO WE DO? Starting in 2014, the Parks Capital Equipment Budget was directly funded by the participating municipalities. Annually, the Detailed Budget includes an updated equipment inventory and multi-year replacement schedule. It is noted that all items over $10,000 are also listed in the 2019 to 2023 Capital Improvement Plan (CIP). The Parks Capital Equipment Budget currently includes funding for the purchase of parks maintenance and agency vehicles and equipment and the scheduled replacement of agency computer hardware. A CRPR tractor and top-dresser works at a local park. The CRPR vehicle and equipment inventory continues to increase in order to satisfy programming needs and effective maintenance requirements in designated parks across the region. At this time, the Parks Maintenance Department maintains 824 acres across 56 parks sites with 100 acres coming online in 2019-2020 (Whitehall Road Regional Park) bringing the total to 924 acres across 57 sites). Additionally, it is expected that the first four acres of the 42acre Grays Woods Park will come online in 2019 and unused land is planned to be developed at Bernel Road Park as part of the park’s Master Plan possibly in 2020-2021.

Maintenance tasks are done in the municipal parks, the COG Building, and at the CRPR facilities including Park Forest Community Pool, Welch Community Pool, Millbrook Marsh Nature Center, the Active Adult Center, and at the Maintenance Facility. Tasks include but are not limited to: park mowing and trimming, brush-hogging, trash and litter collections, sport field operations, major and minor landscape projects, building repairs, supplies and

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equipment transport, turf care, tree maintenance, trail maintenance, custodial work, some sidewalk and access road clearing, plumbing and winterization needs, and a host of other tasks. To properly maintain and operate 56 sites, the CRPR equipment fleet consists of:     

21 mowing tractors 2 dump trucks 19 pickup trucks 13 flatbed/landscape trailers (used to transport equipment) 2 skid-steer loaders

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3 farm-style tractors 21 various tractor attachments 1 passenger van (used for camps and programs) 6 utility trucksters 4 ballfield groomers

The CRPR vehicle and equipment inventory serves general transportation, program, special events, tournament support, routine maintenance, capital projects, and major repairs in municipal and regional parks. Vehicles are parked at the COG Building and vehicles and equipment at the leased CRPR Parks Maintenance Facility, located on Stewart Drive in College Township, across from the Nittany Mall. Equipment is also used and stored at eight satellite park maintenance buildings across the region. WHERE ARE WE NOW? For the period of January 1 through May 2018, revenue and expenditures for the Centre Region Parks and Recreation Capital Budget were generally consistent with the projections contained in the 2018 budget. The audited 2017 ending year fund balance was $266,983; a $12,768 increase from the $254,215 projected in the budget. The increase is due to the delay of purchasing equipment for the Whitehall Road Regional Park as development was also delayed due to litigation in 2017. Since the park is moving forward in 2018, the agency is predicting a spread of purchases over the course of 2019, 2020, and 2021 for this park’s needs.

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One of the first tournaments held at Oak Hall Regional Park in 2015.

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Sometime between 3:30 pm on Monday June 25 and 6:00 am on Tuesday June 26 a person or persons removed a Belmont trailer which had a Toro 10’ mower strapped down on it from the rear of a CRPR Pickup truck parked at the rear of 2929 Stewart Dr. #303. COG staff alerted State College Borough police who are currently investigating. A claim has been filed with our insurance provider as well. WHAT IS THE COST? The 2018 Parks Capital Equipment Budget provides for the revenue and expenditures shown in the table on the right. WHERE ARE WE GOING Proposed Budgetary Changes… 

Scheduled Computer Replacements: It is proposed to annually replace four desktop computers from this fund. The cost estimate for the scheduled computer purchases for the Maintenance Facility and the CRPR Administrative Office will be included in the Detailed Budget. It is planned to replace one desktop computer with an oversized laptop with charging doc and dual monitors; that desktop computer will be moved to another workstation so that an older PC can be retired. The other replacements are routine exchanges for dated hardware. The scheduled computer replacements at the two pools, the Nature Center and the Active Adult Center will be funded by their respective budgets.

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Office Furniture: Within the CRPR Administrative Office, there is a request to add some Varidesk stations, similar to the Codes office. At this time, four stations would be added at an approximate cost of $2,400.

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Equipment Replacements and Additions: The scheduled replacements and additions over $10,000 within the Parks Capital Equipment Budget are fully outlined in the COG 2019 to 2023 Capital Improvement Plan (CIP). The goal of the CIP is to verify that there is

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sufficient equipment to ensure that all municipal and regional parks are maintained safely while being kept in a clean condition and remaining a cost-effective investment for the municipalities. The plan also ensures that vehicles are sound and being rotated based on use and condition. To ensure the acquisition costs are low, equipment purchases occur either through a competitive bidding process or from a state contract. 

New for 2019 would be the purchase of an Intelligent One Robot field painting machine. This piece of equipment was rented for a six-month demo period during 2018 to evaluate if cost savings could be achieved. The equipment was used to paint sports field lines throughout the region. By using this machine it was determined that man power to dress fields for play in the spring, summer, and fall of each year could be reduced to only one individual completing the task that initially took four staff members to perform in the past. There was also a savings in paint volumes that were used during the demonstration period.

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New for 2019 would be the purchase of a gently-used box truck for the Rec-On-The-Go program proposed in the Parks Operating Budget. The agency is considering making a major change in its summer camp programming as well as the desire to bring recreation opportunities to the local parks and neighborhoods. The funds for this purchase would support the purchase of a gently-used box truck as well as the full body decal wrap necessary to brand the truck as a recreational vehicle when entering parks and neighborhoods. Program registrations related to the Rec-On-The-Go programming would supplement the operating costs of the truck and staff.

For 2019: Pending evaluations in 2018, the following equipment purchases are scheduled for the 2019 Parks Equipment Budget for a total of $229,450. All equipment scheduled for replacement is evaluated annually; items that have no safety defects or major maintenance issues will not be replaced until further evaluation. Purchases in 2019 will begin the equipment purchasing needs for Whitehall Road Regional Park since that park will be starting construction, and they will be continued into 2020 and 2021.  Replace Toro 4500-D Mower #177

$ 61,800

 Purchase two new pickup trucks

$ 63,650 (31,825 each)

 Purchase new equipment Intelligent One Paint Applicator Robot

$ 40,000

 Purchase gently used Rec-On-The-Go Box Truck and Vehicle Wrap

$ 25,000

 Replace John Deere 5200 Tractor #175

$ 39,000 2019 Total

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For 2020: Pending evaluations in 2019, the following equipment purchases are scheduled for the 2020 Parks Equipment Budget for a total of $289,050. All equipment scheduled for replacement is evaluated annually; items that have no safety defects or major maintenance issues will not be replaced and a new replacement schedule for the item will be assigned. Below, the agency staff have separated the regular equipment replacements and new item purchases vs. the equipment and purchases earmarked for the Whitehall Road Regional Park needs. To cover these purchases, the agency is showing an increase in municipal support in 2020 for CIP.  Replace Chevy 1500 Truck #222

$ 26,150

 Replace 2010 Toro Infield Pro #213

$ 27,550

 Replace Toro Groundsmaster Mower #185

$ 31,825

 Replace GMC Sierra 3500 Truck #224

$ 44,725

 Replace Office Furniture

$ 43,150

 Purchase new utility vehicle with attachments

$ 25,500

 Purchase a new 6’ Turf Mower

$ 26,500

 Purchase a new 10’ Turf Mower

$ 63,650 2020 Total

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MISSION The mission of the Centre Region Parks and Recreation Aquatics Program is to provide safe, clean, and cost-effective public swimming facilities that allow for wholesome recreation opportunities for Centre Region residents. The Aquatics Program provides all ages with the opportunities to obtain aquatic and life-saving skills and to improve physical health. WHO ARE WE? On behalf of State College Borough and College, Ferguson, Harris, and Patton Townships, the Centre Region Parks and Recreation Authority (CRPRA) maintains, operates, and programs the Park Forest and William L. Welch Community Pools and provides programming at the State College Area School District’s High School Natatorium. To perform these services, the Operating Budget provides the following Aquatics Program staff: Full-Time, Year-Round: Aquatics Supervisor 50% towards a Staff Assistant at the CRPR office

Part-Time, Seasonal: (up to 150 employees) Lifeguards Instructors Front Desk Staff Two Pool Managers (one at each pool) Four Assistant Pool Managers (two at each pool)

The facilities used by the CRPR Aquatics Program include two regional pools that are popular destinations for residents. The two outdoor pools are open each summer, seven days a week, from Memorial Day weekend through Labor Day. In addition, the program has access to the indoor pool in the North Building of the State College Area High School. 

Park Forest Community Pool located at 2100 School Drive in Patton Township: The pool originally opened in 1970 with a partial renovation in 1991. The entire facility was renovated and re-opened on June 13, 2009 with a 220,000 gallon main pool that contains six lap lanes, two waterslides, and a diving board. This $3.2 million pool facility also includes a toddler pool with a spray pad and water spray features. Park Forest Pool is located on land owned by the Centre Region Parks and Recreation Authority.

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William L. Welch Community Swimming Pool located at 670 Westerly Parkway in State College Borough: This pool originally opened in 1959 and was renovated in 1982; a waterslide was then added in 1987. Welch Pool was closed for construction during 2010 and reopened in 2011. This $5.4 million pool facility also includes: a zero entry main pool; a lap pool; current channel; toddler pool; a spray pad and water spray features; and, beginning in 2016, a climbing wall. Welch Pool is located on land owned by the State College Area School District and leased to the Centre Region Parks and Recreation Authority.

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State College Area High School Natatorium: This pool is rented from the State College Area School District to provide year-round community swimming and diving instructional programming.

Swimmers prepare to enter the water during the Pedal, Splash and Dash Youth Triathlon held at William L. Welch Pool.

WHAT DO WE DO? A. Provide safe and clean swimming facilities for Centre Region residents at a reasonable cost. 

Maintain a clean and healthy pool environment that meets or exceeds the Pennsylvania Bathing Code requirements and other current industry pool operating standards. To ensure water quality, automatic systems monitor the water 24 hours per day, seven days per week, and staff manually test the water quality every two hours while the pools are open. In addition, water samples from each pool are tested weekly in a laboratory and the facilities are inspected annually by state and local agencies.

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Operate each pool safely and efficiently.

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Ensure pool staff members are well trained by providing training both prior to the season opening and twice monthly throughout the season to review rescue procedures, improve response reaction times, and keep staff up-to-date on current pool procedures and operations.

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B. Provide quality programming and events at the aquatic facilities. 

Provide multiple-level swimming and diving lessons year-round as well as an annual Lifeguard Certification Class.

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Provide aquatic programs at the outdoor pools including swim teams, adult fitness, springboard diving lessons, and private swim instruction; offer pavilion reservations, and umbrella and pool rentals.

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Hold special events at the outdoor pools including Cardboard Boat Races; Late Night Swims; Youth Triathlon; Paws-A-PoolOoza; and $1 Admission Days.

OF PARTICULAR NOTE 

Municipal contributions to the Aquatics Operating Budget dropped from $122,879 in 2008 to $0 for 2011-2018. 2011 was the first time in 25 years that municipal funds were not requested for Aquatics operations. The pools continue to be revenuegenerating at this time. In addition, revenue received from pool operations also enabled a $50,000 contribution in 2012, a $70,000 contribution in 2013 and 2014, $30,000 in 2016, and $25,000 in 2017 to the Aquatics Capital Budget to help offset some of the capital costs and loan repayments. Aquatics operations did not contribute in 2018 to Aquatics Capital. Contributions may be made annually when feasible, pending seasonal successes that are dependent on the weather. Hot weather translates into higher revenue while wet and cold weather results in lower gate receipts.

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All repairs, purchases, and equipment replacement that does not meet the CIP threshold ($10,000) will be funded through the pool operations budget beginning in 2019, and staff members are working toward providing a list of those items and corresponding expenses for the 2019 Detailed Budget. This will result in an increase in operating expenses, but will provide for a more detailed Capital Improvement Plan for the long-term.

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The following items will require attention in the next 1-3 years as determined during the spring 2018 walk-through and do not meet the Capital Improvement threshold of $10,000. The intent is for operational revenue to cover these small capital replacements and CRPR will continue to evaluate fees and charges for the pool operations in order to remain operationally sound. The replacement items are:  Additional one or two diving board replacements at $5,000 each.  Park Forest Pool vacuum replacement at approximately $5,000.

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 Two-three canopy replacements at Welch Pool for large and small Funbrellas at $3,200/large and $1,600/small Funbrella.  Two-three canopy purchases and installations at Park Forest Pool for small Funbrellas at $1,600/small Funbrella plus installation costs.  Small HVAC system replacement in mechanical room at Welch restroom building.  Welch water softener and brine tank replacements.  Park Forest pavilion improvements that include sandblasting and powder-coating the metal structure and replacing roof shingles. Cost may reach the level of moving this item to the CIP plan.  Replacement of vent system in Park Forest’s acid room with a lined system as well as replacement of door hardware. 

The agency’s initiative to offer mobile snack concessionaires at each pool has been very successful. It has fulfilled a need for patrons while also providing additional income to the agency. This service is appreciated by patrons, and the contracts’ commission fees will further bolster the operating budget. For 2018, the pools will continue to sell some limited concession items at the front desk, and have added a full-service concessionaire that splits time between both pools.

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Future expansion of concession services will continue to be explored with additional food concessionaires and/or in-house services. A successful in-house concession program was launched at Oak Hall Regional Park in 2017. Aquatics staff will continue to evaluate that model in order to determine if installing a permanent concession stand at Welch Pool, operated either in-house or via or a third-party would be cost effective. A notation of this project has been included in the Aquatics Capital Budget.

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The pool facilities, coupled with the popular array of recreational, instructional, and competitive programs and events, assist in attracting returning and new patrons to the pools. CRPR is able to offer new aquatic programs such as Youth Springboard Diving and Flo-Fit, a fitness class that utilizes in-water floating fitness boards.

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The addition of a floating obstacle course for use during special events is a hit with patrons. This addition may drive additional attendance and ultimately increase revenue as patrons pay for daily admissions or pool passes to enjoy the course, along with the other available amenities.

Total Aquatic Revenue $600,000 $500,000 $400,000 $300,000 $200,000 $100,000

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$0 2009 2010 2011 2012 2013 2014 2015 2016 2017

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WHERE ARE WE NOW? For the period of January 1 – June 30, 2018, revenue and expenditures for the aquatics operations are consistent with budgeted projections. During 2011-2017, the increased pool attendance generated revenue that exceeded projections and covered all operating expenses. No municipal contributions were required for pool operations. WHAT IS THE COST? The 2018 budget for Aquatics Operations provides for the revenue and expenditures shown in the table to the right. WHERE ARE WE GOING? Looking forward to 2019 and 2020, work objectives, which have been successful to date, will be extended. Aquatics program staff will continue to operate and maintain the pool facilities, provide programs and events, and investigate the costs of capital improvement projects as outlined in the Aquatics Capital Budget section. Proposed Budgetary Changes… •

The Authority has annually adjusted the pool entry fees to better match comparable facilities across PA. It is expected that season pass fees and possibly admission rates will be increased slightly for 2019.

• Due to the competition for qualified lifeguards and instructors, there may Aquatics Program revenue and expenditures from 2017 be slight increases to proposed wages for seasonal staff in the hopes that through the approved 2018 Budget. better pay will attract and retain quality personnel. These changes are expected to be approximately a 4-5% increase for seasonal staff for 2019 and would continue to be adjusted in steps over the next two-three budget cycles to bring these seasonal positions in alignment with other similar positions across the region. Additionally, 2019 Program Plan – Centre Region Parks & Recreation – Aquatics Operating Budget

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across the CRPR Agency, staff are attempting to standardize the salary schedule for similar positions to include annual increases and small seasonal bonuses as methods to attract and retain qualified staff. • Staff will continue to focus on how to efficiently and effectively confirm the resident/non-resident status of each pool patron.