2020 Annual Report by Reston Association

2020

ANNUAL REPORT

Table of Contents Letter from the President

Rising to the Challenge in 2020

Board of Directors 8 Reston Association Strategic Plan 2020-2022

Department Highlights Recreation and Environmental Education

Aquatics

Camps

Events

Pickleball

Nature Center

Volunteer Reston

Tennis

Covenants/DRB

Human Resources & Administrative

Communications & Community Engagement

Financial Statements

Letter the President Board from of Directors We supported RA staff as it pivoted to offer alternatives such as “Camp in a Box” for multiple age groups and reservations for pool access and lap lane swim times. We took budget action to approve the renovation of the popular Lake Thoreau pool facility. Working with our Design Review Board, the ball’s been moved forward not only on the Thoreau Pool but also on the repurposing of the Hunters Woods ballfield. The future board will benefit from the Recreation Facilities Working Group’s analysis of our existing amenities and potential for the future. Key to the working group’s contribution was its development of a facility investment review workflow and a decision criteria matrix to assist in the evaluation of current and future amenities.

In a board term totally impacted by the COVID-19 pandemic, this volunteer Board of Directors and its committees held every meeting virtually. While upholding our fiduciary responsibilities to Reston Association and positions of trust to members, we learned “new” ways to interface and be productive under this imposed environment. The most notable and visual attractions of the association are its amenities and facilities – the trails, lakes, pools, fields, racket courts, and open space and woods. If we learned anything from this pandemic, it was how much our members value RA trails and pathways. The board recognized the limited use and enjoyment of many of those amenities by approving a 2020 Recreation Pass cost reduction.

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The board and RA staff responded to our lake communities’ concerns about the health of RA’s four lakes. We established focused semi-annual lake community meetings and greater member outreach through social media and more. In keeping with our biophilic city designation, our Environmental Advisory Committee again provided insight into the environmental health of our community with the updated 2020 RASER publication and added new insights on energy consumption. The board is now exploring with staff where and how electric vehicle use might be supported within the association. The board took actions to close gaps in internal processes and procedures on budget initiatives and timelines, loans and credit cards. An active Fiscal Committee is collaborating with RA staff on three areas – capital budget reporting, capital project forecasting and funding and recreational facilities financial analysis.

We finished out our board term with the establishment of a Board Information Technology Committee. The board recognized that as servicing our members has increasingly moved to online interactions, coupled with technology changes rapidly taking place with cybersecurity impacts, the association would benefit from enhanced IT perspectives and advice from member volunteers well-versed in our tech-savvy community. We were not just focused internally – we reaffirmed our support for Reston as a two-golf course community and coordinated and hosted community organizations on mutual land use concerns in the Reston area. We testified to county officials our positions on the Fairfax County zMOD zoning modifications and the expected impacts to our members and association. RA and our Design Review Board continue to be significant voices on the Reston Town Center North project on RA-covenanted land.

We are immersed and influential in the current Reston Comprehensive Plan review expected to be wrapped up by our Hunter Mill Supervisor, Walter Alcorn, this summer where our association interests are greatly affected in such areas as population density, open space and parks, and the local transportation network. Yes, all in all, it has been quite a year for your 2020-2021 Board. Thank you for your willingness to share your thoughts with us and to support us as your volunteers and neighbors. All the best to you, in the “live, work, play and get involved” of Reston, RA President

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Rising to the Challenge in 2020 While the uniquely sobering challenges of 2020 impacted all of our lives, I am proud to report that Reston Association – its staff and membership – addressed the COVID-19 pandemic with innovation, cooperation and a spirit of compassion. Our employees and volunteers stepped up to provide services and new activities in ways that might not have been imagined or implemented without the social needs and health-related requirements created by the coronavirus. Out-of-the-box thinking became the norm in 2020. Whether it was our many recreational programs, safety measures that were in place at our pools last summer or just being able to transition to a more virtual way of doing day-to-day business, RA employees worked hard to keep our community informed, engaged and safe. This annual report highlights many of RA’s successes during 2020. Some accomplishments will have long-lasting benefits to our members. We’ve improved our technology systems. Our outreach to the community has been enhanced through various communications efforts including enhanced cluster communications and member engagement, an increase in electronic newsletters, safety-related notices and signage, social media announcements and virtual meetings on Zoom. The association’s Information Technology team worked with internal and external partners to make vast improvements in how we handle transactions such as assessment payments. Overall, we now have more secure and cost-effective systems in place that allow us to be nimble while improving upon the member experience. ANNUAL REPORT 2020 | 6

Whether you have a Covenants issue or just want to interact with the Board of Directors or our various committees, RA has worked diligently in 2020 to make itself more accessible to members and non-members. Much of our work in 2020 was guided by the Association’s new 2020-2022 Strategic Plan, approved by the Board of Directors Dec. 19, 2019. The plan functions as a road map for the direction of the association and guides both planning and budget development processes during its two-year lifespan. We are all looking forward to a more familiar lifestyle post-pandemic. Undoubtedly, there are many positive innovations and cost-savings measures from 2020 that will be part of the new norm for the association and the Reston community. Please take a look at this report and discover what RA has done to improve operations and make us an even more viable place to Live, Work, Play and Get Involved.

RA Chief Executive Officer

Board of Directors Julie Bitzer President South Lakes District RA-BODPresident@reston.org

Aaron Webb Lake Anne/Tall Oaks District BOD-DSTDIR@reston.org

Caren Anton Vice President Hunters Woods/Dogwood District RA-BODVicePresident@reston.org

Ven Iyer At-Large District RA-BODATLARGE3@reston.org

John Mooney Secretary North Point District RA-BODSecretary@reston.org

Sarah Selvaraj-D’Souza At-Large District RA-BODATLARGE4@reston.org

Robert T. Petrine Treasurer At-Large District RA-BODTreasurer@reston.org

Mike Collins Apartment Owners Representative RA-BODAPTOWNREP@reston.org

Tom Mulkerin At-Large District RA-BODATLARGE1@reston.org

Hank Lynch Chief Executive Officer RA-CEO@reston.org

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Reston Association Strategic Plan 2020-2022 Reston Association’s 2020-2022 Strategic Plan is the product of a significant collaborative effort led by the RA Board of Directors, Senior Leadership Team and volunteer leaders from RA’s committees. The plan was formally adopted by the Board of Directors on Dec. 19, 2019. The plan functions as a road map for the direction of the association and guides both planning and budget development processes during its two-year lifespan.

Areas of Focus/Goals

• Reston Association’s sources for annual revenue are growing and becoming more diverse with a focus on non-assessment income growth. • Reston Association is viewed as a “workplace of choice” by current and potential employees. • Reston Association has a clear, strong and compelling external community presence. • Reston Association will strive preserve and increase homeowners’ property values. • As an organization, Reston Association focuses on innovation and outstanding customer relationship management. • The Reston community has pride in Reston Association. •

Reston Association’s facilities, programs and services are aligned with members’ needs and wants, are supported by sustainable business practices and are in coordination with the organization’s financial capacity.

Service and Amenities

In the fall of 2019, Reston Association hired a firm to conduct a brand and market position study. Approximately 1,600 members and stakeholders participated in the survey conducted by The Brand Consultancy, which measured how RA was perceived, what the organization could be doing better and what services and amenities were most important. The study also determined what new services and amenities were wanted by Reston residents. Some of the top choices for new initiatives included food festivals, seasonal concerts and a “Celebrate Reston” event. During the 2020-2022 strategic plan timeframe, RA will implement the member some suggestions and improvements.

Organization Pillars

While Reston Association will move forward with new and innovative projects, we also remain committed to key organizational pillars. Those three pillars are as follows: Preservation Driven: By helping make Reston a better place to live and continuously elevating its curb appeal, recreational offerings, and greener ways of operating, we preserve Reston’s founding principles, home values, and the environment, while sustaining community pride. Community Inspired: RA is where far-reaching ideas become community realities. By championing the desires of those who live, work and play here, we offer more than innovative amenities — we offer continuous inspiration. Value Focused: A circle of value. That’s what Reston Association creates. We will remain easy to work with and incredibly responsive, we will strive to continue to offer elevated experiences that are grounded in well priced realities. We make a commitment that every member and visitor not only get value from, but also feels valued by Reston Association. ANNUAL REPORT 2020 | 9

Department Highlights Recreation and Environmental Education Highlights

Despite the pandemic, the Reston Association Parks & Recreation department thrived in 2020. From our outstanding team, safety and quality programming, we reimagined services and activities which deliver “play” to the great Reston community. With the popularity of outdoor activities and the open space to accommodate social distancing, Reston proved invaluable to our members during the past year. Each program drafted safety measures for social distancing, enhanced cleaning, maximum gathering requirements and staff capacity to meet facility and customer needs. We diligently followed federal and state orders, as well as recommendations from the Centers for Disease Control. Other protocols were in place for specific activities such as court sports and pools.

Aquatics

Reston Aquatics successfully opened 7 out of 15 pool facilities while other organizations in the area and around the country were not able to open at all. Our RA team received an outpouring of community compliments for the aquatics team to be open and enjoy a bit of summer. • Devised and implemented specific COVID-19 cleaning and disinfection procedures in line with state requirements and local health department mandates. • Hired, trained, and supervised 155 seasonal staff members. •

Created a registration system for both open and lap swimming to adhere to maximum capacity and social distancing requirements. The registration system was popular among the lap swimming community and will be continued in 2021.

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Internally taught CPR and lifeguard training as soon as it was approved to be conducted safely by the American Red Cross with additional layers of protocols.

• The outdoor water fitness programs thrived with water aerobics, SUP Yoga and a new youth water fitness program, exceeding revenue goals. • Swim lessons were brought back in accordance with local government mandates. • Provided two Dog Swim opportunities.

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Camps

Though all in-person camp programs were canceled in light of the pandemic, this provided an opportunity to reimagine bringing camps to local families through Reston Camps in a Box, which included a variety of favorite camp activities to do at home and virtually. There were over 500 boxes sold in 2020. The program popularity enabled Reston Camps to expand the program beyond typical camp months to monthly boxes, continuing in 2021.

Events

The department switched to a virtual/no contact platform and brought to life virtual programming. • Temporarily eliminated seasonal support but successfully engaged a George Mason University intern (virtually) through the summer. • 23 events held: 1300 members participated. Some virtually and a few in-person.

• We did not bring on the large seasonal staff which afforded us a large cost savings.

• 55+ activity boxes created with a variety of activities for this population to enjoy.

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When COVID regulations allowed, a new program was introduced to Reston families. Wet N Wild incorporated fitness and fun in a pool environment which enabled children to socially distance and interact with peers.

• In person: Cookies with Santa and Dive-In Movies (socially distanced) was a huge success.

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Took advantage of RA outdoor locations to hold a family favorite, Young Chefs – No Bake Cooking. Held outside in small groups, with individually packaged supplies, our upcoming chefs learned how to fix new no-bake recipes.

• Virtual events (pet fashion show, walk/race challenge, appraisal roadshows, bingo).

• No contact event: Halloween Egg Hunt, Scavenger Hunts, Pumpkin Carving contest.

• Created Outdoor Yoga in the Park.

Pickleball

Pickleball expanded despite the pandemic. Safety protocols were in place to include the United Sates Pickleball Association for lessons and open play. The number of participants expanded through new pass sales, and planning for the first Reston 2021 pickleball tournament began.

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Nature Center

The Walker Nature Center remained a popular destination during the pandemic as people sought out hiking trails and places to meet family and friends outdoors. Although Nature House was closed to drop-in visitors, the WNC grounds remained open. Visiting the nature center was a valued part of our members physical, mental and spiritual regimen. Virtual programs were created, and in-person programs/special events/citizen science activities were modified to adhere to state and federal guidelines. •

In spring, the WNC staff quickly expanded online environmental education content available through its social media platforms, including Facebook, Twitter and Instagram. Facebook post reach grew by 137%, and the WNC gained 15% more followers, bringing the total number of followers to nearly 3,000. Fox Friday, Tweet Tuesday and Blooms of the Week became online successes.

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The WNC used Facebook Live and Zoom to conduct 27 virtual programs that had 2,211 participants. Virtual programs included Earth Day and Migratory Bird Day Storytime programs, nature camps and elementary school field trips for youth as well as bird, butterfly, and dragonfly classes for adults. Virtual programs comprised 15% of WNC programs overall.

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Starting in June, the WNC resumed modified in-person programming with small, outdoor groups and COVID safety protocols in place. It reimagined special events like the Fairy Festival, Halloween House & Trail, and Holiday Greetings. The WNC conducted 156 in-person programs for 2,568 participants, comprising 85% of overall programs and 55% of all participants.

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The WNC continued its participation in citizen science projects, working with environmental volunteers to assure that data was collected safely for Reston’s wildlife counts and the iNaturalist Biodiversity Project as well as data for national projects such as Caterpillars Count and Project FeederWatch.

• Seasonal staff was reduced by more than 90% and volunteer Welcome Desk attendants went on hiatus. •

While overall rentals dropped 78% due to the pandemic, fire ring and pavilion rentals had a 32% increase with half of all rentals being fire ring rentals.

• The pandemic caused a 65% decrease in the WNC’s overall reach. Despite closures and capacity restrictions, the WNC successfully conducted 183 programs. The center’s total reach of 4,869 includes program participants, renters, and first quarter drop-in visitors. It does not include the thousands of people who flocked to the site for its trails and natural amenities.

Volunteer Reston

Volunteer Reston was severely affected by COVID-19, especially corporate service projects and community events that usually take place in the spring. Despite the challenges, volunteers were still able to make a significant impact in our community. Volunteer Reston developed safety protocols and guidelines that allowed for us to welcome back volunteers. Keeping volunteers safe and healthy was the top priority for Volunteer Reston. Limiting capacity and taking safety precautions, volunteers were able to participate in community cleanups, tree planting, and assisted with community events. Although this year looked and felt different than previous ones, Volunteer Reston is grateful for our dedicated volunteers and appreciate all they have done during the pandemic. • Temporarily eliminated seasonal support. • 76 volunteers came together to celebrate the Annual Dr. Martin Luther King, Jr. Day of Service at Southgate Community Center on Jan. 18. Reston Association partnered with Reston Community Center, Southgate Community Center and other community organizations on several community service projects. • Due to COVID-19, we had to cancel Volunteer Reston’s Service Awards celebration scheduled for April 21. As an effort to still celebrate and recognize all of our impactful and incredible volunteers we moved the Volunteer Reston Service Award Recognition event to a virtual spotlight campaign through RA and VR social media during National Volunteer Week from April 19-25.

• During the first week of April, Reston Association typically hosts an Arbor Day event involving volunteers. Unfortunately, this event was postponed due to COVID-19. However, we were able to hold the event in the fall. Thirty-nine volunteers planted trees and removed invasive plants at Purple Beech Tot Lot, Deer Forest Recreation Area and Moorings Drive Natural Area. • 55 volunteers participated in a cleanup, while social distancing, at Snakeden Branch upper and middle natural areas and streams. Volunteers of all ages collected 66 bags of trash. • 37 volunteers came together to support Halloween House, Dog Paddle and Cookies with Santa. • Volunteers continued to support the Adopt-a- Spot program, FIDO Dispenser program and the Blue Bird Nest Box program on their own. • 29 volunteers participated in the winter and summer bird counts. Volunteers tallied the diversity of birds in our community while social distancing. • RA teamed up with Reston Community Center, Greater Reston Chamber of Commerce and Cornerstones to help families in need. Volunteer Reston hosted our first two “Stuff the RA Camp Van” food drive events. We are so happy with the kindness our supporters showed during the Food Drive. With involvement from community partners and donation site participants in the month of November, 4,250 pounds of food and necessities and $485 worth of gift cards were collected for an estimated total donation value of more than $7,000. This generosity fed and supported about 325 families served by Cornerstones. • Collaborated with Cornerstones on their Annual Winter Coat Drive. Volunteer Reston coordinated with students to host their own coat drive to support Cornerstones.

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Tennis

The tennis department reopened for play with additional protocols incorporated from the United States Tennis Association and Professional Tennis Registry. With the establishment of our safety guidelines, USTA Mid-Atlantic decided to have RA host the only USTA-staffed Junior Tennis Tournament in the Mid-Atlantic in the fall of 2020. USTA was very grateful for the safe environment that we provided for the junior players. • While most tennis leagues in the Mid Atlantic could not find a way to get up and running, RA was able to run Reston Team Tennis which had 154 players participate. • Though all programs were delayed, and a majority were not able to meet revenue goals, this popular outdoor activity saw an increase in registration surpassing its revenue goal for private instruction by just over $22,000. • Group lessons saw 196 youth participants and 117 adult participants. •

North Hills clay court tennis facility replacement was completed and is now one of the finest clay court facilities in the state. It also included Reston’s first LED tennis lights

Key 2020 Covenants/DRB Accomplishments

There are many reasons members choose to move to a community association. Those reasons include adopting a sense of community, community services, access to amenities available to the membership, or for maintained (or increased) property values through the community’s protective covenants. Our Covenants Administration department had a very interesting year in 2020. In the height of the pandemic, the Covenants Department strived to fulfill all the obligations of enforcement and processing Design Review applications. A reduction in requests and resales is what we anticipated during the pandemic, but the opposite was our reality. ANNUAL REPORT 2020 | 18

Here are some interesting statistics for 2020: • 2,021 applications were processed (compared to approximately 1400 in 2019). Of those, 93% were approved. • 14 applications for infill/redevelopment were processed and four new cluster/condominium associations were added under the RA master association. • 1,159 of resale disclosure packages were ordered adding approximately more than $300,000 of revenue to the budget. While statistics are always impressive, our Covenants Administration department went a step further in 2020. In May, a new director was hired and was immediately given directive to establish a comprehensive plan for cluster outreach upon his arrival in June. This was no easy task, but we can all agree – the directive was not only met, but also was raised. Since the new director’s arrival, his team has hit the ground running to improve the overall experience and service our members receive from both the processes of design review and enforcement.

Some accomplishments include:

• Staff secured cluster standards being reviewed at • 122 cluster/condominium standards were updated a consultation level, which permitted cluster by a total of 65 associations. standard applications in being reviewed more quickly. • 12 “Show & Tells” between covenants staff and cluster board leadership were conducted. •

Cluster outreach was a major focus which garnered new programming which included: Show & Tells, Meet & Greets and the Cluster Connect newsletter

• All cluster standard books were digitized and made available to the membership online.

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Establishment of a DRB working group to consider creating and revising design guidelines to provide clarity, decrease subjectivity and lower more guidelines to staff review to allow simple requests to be reviewed more quickly.

We are pleased to see the direction our staff is headed in continuing to improve service and member satisfaction.

• A non-contract partnership with our local Sherwin Williams store was secured, which garnered a 30 to 40 percent discount to our members.

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Human Resources & Administrative Services Nimble and Responsive During Pandemic The Reston Association Human Resources & Administrative Services department met the challenge of keeping RA employees safe while moving forward on several other initiatives to improve employee satisfaction grades and reduce expenses for the organization. As the COVID-19 pandemic continues to be a concern for all human resource departments across the region, RA’s human resources team is well positioned to respond to any new or ongoing health and safety workplace measures that might be necessary in the coming months.

With each of the eight state-issued executive orders regarding COVID-19 regulations, the HR team remained nimble and responsive in how the organization complied. Strict internal contact tracing protocols were in place and emergency workplace standards were immediately adhered to.

Additional highlights for the HR department in 2020 include the following:

· Successfully balanced maintaining a competitive benefits package with minimizing the impact to budget. · Transitioned to virtual onboarding for both seasonal and full-time staff and achieved a 95% positive new employee satisfaction rating. ·

Adjusted full-time staff workloads to include duties historically performed by seasonal staff to reduce expenses and offset the negative impact to revenue caused by the pandemic.

· Maintained RA’s 2020 Glassdoor.com rating of 4.1 on a scale of 1-5. · Full-time employee satisfaction rating is 84% positive for 2020, up 11% points over 2019. ANNUAL REPORT 2020 | 20

IT Upgrades Improve Remote Work Capabilities and Security

The Information Technology team simultaneously confronted two major challenges in 2020. The department successfully put communications procedures into place that allowed Reston Association to conduct business virtually during the pandemic while at the same time implementing networking, infrastructure and security upgrades. As a result of IT’s efforts, the association was able to hold meetings, respond to member inquiries and execute all of its normal responsibilities in a seamless and more efficient manner. The systems now in place will prove beneficial to staff and members as we move forward through the pandemic and beyond. The new Software-as-a-Service (SaaS) model provided savings in hardware costs, increased scalability to accommodate changing needs and minimized the risk of data loss. The IT team also eliminated on-premises file storage and moved to Microsoft Office 365 Cloud platform, which addresses both security concerns and improves remote work capabilities.

IT upgrades and improvements in 2020 include the following: Network and Infrastructure

• Significant infrastructure and network upgrades improved security, reliability and reduced the need for maintenance. • Removed full dependency of applications and data on RA-owned physical hardware. • Decommissioned legacy servers/applications and shut down data center. • Upgraded all end-user and network security to Cisco products.

Digital Transformation and Content Migration of IT Systems, Data and Content • Successfully deployed Microsoft Office 365 plat form for document storage and collaboration. • Eliminated on-premises file storage and moved to Microsoft Office 365 Cloud platform. • Migrated applications and data to SaaS software or to an Infrastructure-as-a-Service (IaaS) model.

Transformed RA Business Applications from On-Premises Platform to Cloud

• Human resources data, recruitment, help desk, assessments payments and document storage moved to SaaS solutions. • Member-facing data like assessment records, event registration, recreational activities, property-owner materials (covenants), employee recruitment information are now on vendor-supported cloud applications

• RA website www.reston.org has been moved to a cloud web-hosting platform. A new website development is in progress for 2021.

Business Operations to Meet Member Needs Without Disruption During Pandemic

• IT department swiftly rolled out mobile workforce solutions to ensure business operations were not disrupted for servicing members. • Deployed laptops, equipment and enhanced remote-work options.

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Communications & Community Engagement Continuing our efforts to engage members, the Reston Association Communications team, in collaboration with various RA departments, produced several ongoing publications throughout 2020 to keep members informed about the association’s activities and operations.

The publications include: • RA News – 50 weekly digital issues were published in 2020 focusing on the association’s news and events. • RA Activities Guide – four quarterly print and digital issues in 2020 listing RA programs and events. • Branching Out – four quarterly print and digital issues focusing on the Walker Nature Center, environmental and wildlife topics. • RA Monthly Activities and Events – emailed monthly to members highlighting activities and programs. • Cluster Connect – a new quarterly newsletter launched in 2020 connecting RA to cluster association leaders.

Throughout the pandemic, Communications also developed internal and external signage advising members to safely social distance and to wear masks while using RA facilities and pathways. Ongoing COVID-19 operational updates were also provided to members via the RA website (www.reston.org). To ensure continued governance and operation of the association during the public health emergency, all Board of Directors, Design Review Board and advisory committee meetings moved from “in-person” to Zoom virtual meetings. In 2020, RA stepped up its social media presence on Facebook, Instagram, Twitter and LinkedIn to educate and inform members about environmental issues, pandemic operational matters and to increase member engagement in activities and virtual meetings. ANNUAL REPORT 2020 | 22

RA saw increased engagement in key metrics including followers, impressions, reach and total engagement. Additionally, response time to online social media comments and messages was reduced from 24-hours or more down to just a two-hour period. To increase two-way communication and member engagement, the RA Board of Directors and staff held a number of virtual community engagement sessions throughout 2020 to listen to and exchange dialogue with members. RA’s Covenant’s team also played a significant role by conducting “Meet & Greet” sessions connecting Covenants’ staff and cluster board leaders as well as facilitating 12 “Show & Tell” sessions. Those sessions included walking tours of clusters to discuss how RA’s Covenants team can better support and provide assistance to local cluster leadership.

2020 RA Community Engagement Sessions • Lake Thoreau Pool Project – Feb. 11 and Aug. 25, 2020 • Board of Directors Candidates Forum – Feb. 26, 2020 • Annual Members’ Meeting – April 30, 2020, • CEO & Board President Member Listening Session – July 16, 2020, • Lake Thoreau Community Meeting – Aug. 31, 2020 • Board of Director Member Listening Sessions: 0 North Point District – Sept. 9, 2020 0 South Lakes District – Sept. 17, 2020 0 Hunter Woods/Dogwood District – Sept. 21, 2020 0 Lake Anne/Tall Oaks District – Sept. 29, 2020 0 At-Large District – Oct. 15, 2020 • Lakes Environmental Health Community Engagement Meeting – Oct. 28, 2020 • Special Board of Directors Meeting: Public Budget Hearing – Nov. 4, 2020

2020 Financial Statements (unaudited) Reston Association and Friends of Reston for Community Projects, Inc.

Reston Association and Friends of Reston for Community Projects, Inc.

Assets

Revenues

Consolidated Balance Sheet (unaudited) As of December 31, 2020

Cash and cash equivalents

$ 8,848,572

Consolidated Statement of Revenue and Expenses (unaudited) Year Ended December 31, 2020

Homeowner assessments and fees

$ 15,233,921

Investments

4,241,764

Recreation programs

391,080

Accounts receivable, net

1,116,054

Late fees, penalties and service charges

814,949

Prepaid expenses

409,751

Open space programs

354,077

Property and equipment, net

21,467,678

Lake house rental

66,251

$ 36,083,819

Land use

50,060

Covenants administration and POAA

323,722

Interest and other

423,422

Contributions - Friends of Reston

64,998

TotaI assets

Liabilities and Fund Balances Liabilities Accounts payable

$ 372,398

Total revenues

$ 17,722,480

Accrued wages and benefits

661,602

Deferred compensation

644,688

Revenue collected in advance

1,730,788

Operating programs

5,572,642

Deferred rent liability

1,630,797

Recreation programs

2,016,442

$ 5,040,273

Depreciation and amortization expense

1,455,265

Lake house programs

45,921

Land use

237,070

Friends of Reston

47,898

Total liabilities

Fund balances 31,043,546 Total liabilities and fund balances $ 36,083,819

Expenses

Management and staff services

$ 6,328,529

Total expenses

$ 15,703,767

Excess of revenues over expenses

$ 2,018,713

Due to the COVID-19 pandemic and a delay in the auditing process, RA is providing unaudited 2020 Financial Statements for this Annual Report.

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www.reston.org 12001 Sunrise Valley Drive, Reston, VA 20191 • 703-435-6530 Member_Services@reston.org